Motivation labor activity is determined by the influence of various groups of factors on a person in the labor process. These factors can be objective and subjective, they can be material and intangible. Factors influencing the motivation of work activity are divided into internal - personal, associated with the employee himself, and external, associated with the subject of management, professional group, organizational environment. In the process of motivating the work activity of employees, the manager plays an important role. Managers at different levels of management must be able to identify the needs of their subordinates and create conditions that allow them to satisfy these needs. At the same time, work motivation is influenced by factors that are not entirely dependent on the manager.

Factor (lat. factor- doing, producing) is interpreted as the driving force of the ongoing process or one of its necessary conditions.

Factors influencing work motivation can be divided into: the following groups:

• economic - these are factors influencing the satisfaction of material needs;
• social - factors for satisfying social and spiritual needs;
• organizational - factors satisfying needs in the content of work, in the organizational structure, management style;
• personal - factors of satisfying individual (personal) and aesthetic needs inherent in a particular person.

Among economic factors that influence motivation are:

• changes in wages, bonuses, rewards, bonuses related to results and length of service;
• changes in payments through participation in the organization’s profits, correlation of the profit share depending on the position held, the employee’s length of service, labor indicators;
• participation in share capital and receipt of dividends (purchase of shares at preferential prices, free receipt of shares of the organization);
• additional payments related to subsidizing business expenses, covering personal expenses indirectly related to work, payment of travel expenses, mobile communications etc.;
• allocation of funds for the medical care program;
• catering;
• covering employee training costs;
• preferential loans for housing construction, purchase of goods and services;
• other benefits and compensation related to performance.

Among social factors influencing motivation, there are two

• 1) factors of the internal social environment of the organization;
• 2) factors external environment, influencing the social climate and social relations within the organization.

TO social factors internal environment , significant for motivation include:

• image of the organization;
• the state of the organization's social infrastructure;
• employee satisfaction with his own status;
• understanding the significance and benefits of implementation own work;
• opportunities for personal development and improvement;
• intra-organizational social equality;
• availability of a system of advanced training and vocational education within the organization for all professions and levels of personnel.

Among social environmental factors that influence the formation of motivation are:

• the state of the social infrastructure of the place of residence of the organization’s personnel;
• availability of means to ensure full use of free time;
• meeting the need for social security, in particular to cover part of the costs of meeting the needs that ensure quality of life and preservation of health.

Organizational factors can be conditionally divided into three groups: factors professional activity, group and managerial factors.

Under factors of professional activity understand the components of work that influence motivation:

• ergonomics - working conditions that ensure maximum efficiency in work;
• initiative and creative component of work;
• providing the employee with opportunities to manifest and demonstrate exceptional data;
• competitive component of work;
• research, cognitive component of work.

TO group factors refer to the properties of the group (team) in which the employee is included in the process of execution professional responsibilities. Motivation can be influenced by social, age, gender, psychological compatibility of team members, similarity in the pace of work, interests and values, fair division general functions etc.

Managerial factors usually closely related to economic ones. The work motivation of employees can be influenced by:

• level of formalization of the organizational structure, its mobility, duplication of organizational structures;
• management style existing in the organization;
• the predominance of humanistic trends in the organization’s personnel management;
• encouraging initiative and creativity;
• use of technologies focused on personnel training and development in the management of the organization;
• transparent system of assessment, selection, punishment, and promotion of personnel.

Personal factors are determined by the needs of the individual and cover all aspects of his life:

• value and goal orientations of the individual;
• physical ability of the individual to work;
• hard work of the individual;
• individual properties that influence the work behavior of an individual (decency, integrity, responsibility, accuracy and up.);
• comfortable and aesthetic working conditions, workplace(lighting, color scheme of the room, etc.).

Knowledge of existing groups of factors that can influence the motivation of work, as well as the ability to identify individual motives for the work behavior of employees, allows you to choose the most effective and low-cost methods of motivating personnel.

General ways to influence factors influencing employee motivation include:

• 1) effective feedback with the immediate supervisor, i.e. employees should regularly learn about the positive and negative results of their work;
• 2) creating conditions for employees that promote the growth of self-esteem and self-esteem, this can be achieved using the following tools:
  • objective, fair assessment and encouragement of achieved high results,
  • attracting employees to participate in the adoption management decisions,
  • establishing trust through delegating sufficient authority to employees,
  • development of a career plan for each employee,
  • organizing or supporting employee training to improve their competence,
  • providing opportunities to realize professional potential,
  • assigning responsible tasks to employees that require full dedication,
  • encouraging initiative and creating conditions for development creativity;
• 3) depending on the results of work individual employee or the entire unit, establishing the order of replacement of work equipment, company cars, mobile phones, uniforms, etc.;
• 4) providing the best employees with the opportunity to choose time in the vacation schedule based on the results of the year;
• 5) based on the results of work for the month, granting the right to the best employee to choose a schedule or shift, if production conditions allow it;
• 6) providing the best performing employee with a convenient parking place;
• 7) to increase the level of job satisfaction and for the purpose of rational use of time, assign an assistant to the best employee;
• 8) delegation of the best employees to prestigious exhibitions, conferences, and business trips.

Conclusions

• 1. Motivation for work activity is determined by the influence of various groups of factors on a person in the process of work. The term “factor” is interpreted as the driving force of the process being performed or one of its necessary conditions.
• 2. Factors influencing work motivation can be divided into the following: economic, influencing the satisfaction of material needs; social, influencing the satisfaction of social and spiritual needs; organizational, covering the characteristics of the employee’s professional activity, the work environment in which the employee is included in the process of performing professional duties, organizational structure, management style in the organization; personal, reflecting the individual characteristics of the individual.
• 3. To achieve effectiveness in the work of each employee, managers at different levels of management must take into account all factors that can influence the work motives of employees, be able to identify the needs of their subordinates and create conditions that allow them to satisfy these needs.

Workshop

Test questions and tasks for independent work

• 1. Which of the groups of factors listed in this paragraph (economic, social, organizational, personal) can be classified as motivating, and which as hygienic, according to the theory of the Government? Bring specific examples, justify your answer.
• 2. Taking into account the factors that influence work motivation, imagine your own system of motivating employees of a specific (optional) organization, the most effective and at the same time economically beneficial for the organization.

Situational tasks and assignments

Exercise. Rank the factors of work motivation of a young employee by filling out the table below. Justify your ranking option. Indicate the conditions under which the chosen option for ranking work motivation factors will be justified.

• Falmer R. Encyclopedia modern management. M.: Finance and Statistics, 1992.T. 1. P. 488.

Introduction 3

1Motivation and motivational states 4

2 Theories of motivation 7

2.2 Process theories of motivation 9

3 Building a balanced motivational program 11

4 Typical methods of motivating staff 18

Conclusion 22

List of used literature 24

Introduction

Managers have always been aware that motivational aspects are becoming increasingly important in modern management. Personnel motivation is the main means of ensuring optimal use of resources, mobilizing available human resources. The main goal of the motivation process is to obtain maximum benefit from the use of existing labor resources, which allows you to increase the overall effectiveness and profitability of the enterprise.

A feature of personnel management during the transition to a market is the increasing role of the employee’s personality. Accordingly, the ratio of motives and needs on which the motivation system can rely changes. To motivate employees, companies today use both financial and non-financial reward methods. Meanwhile, a definite picture of the relationship between individual aspects motivational sphere Neither management theory nor personnel management practice provides the most effective methods for managing employees today.

The relevance of the topic under consideration is due to the fact that the transition to a socially oriented market presupposes the need to create an adequate mechanism for motivating work. Without this, it is impossible to consider in practice the objective prerequisites for increasing production efficiency - the basis for the growth of real incomes and living standards of the population. At the same time, the final point of implementation of all reforms is the organization where the connection directly takes place labor force with the means of production, the process of labor activity is carried out. Recognition of the determining role of the motivational mechanism in the context of ongoing reforms makes addressing the topic of intra-company staff motivation especially relevant.

The purpose of this work is to study the basics of personnel motivation in an organization and consider the application of employee motivation in practice.

Study methods of motivating staff;

1 Motivation and motivational states

Motivation- this is the excitation of certain nervous structures (functional systems) caused by an actualized need, causing directed activity of the body.

All motivational states are modifications of need states. Motivational states include:

Interests;

Desires;

Aspirations;

Intentions;

Attractions;

Settings.

Interest– emotionally rich focus on objects associated with stable human needs. Interest manifests itself in increased attention to an object of lasting significance. Interest as a mental state significantly influences mental processes, activates them.

In accordance with needs, interests are divided:

By breadth (limited and versatile);

By stability (short-term and sustainable)

The breadth and depth of a person’s interests determine the fullness of his life. A person’s interests are closely related to his desires, passions and drives.

Wish– a motivational state in which needs are correlated with a specific subject for their satisfaction. Desire represents a certain stage in the maturation of a need, correlating it with a goal and a plan of action. Epicurus divided all desires into 3 groups:

1) natural and necessary (the desire to eat, drink, sleep, rest);

2) natural, but not necessary (sexual desires);

3) desires that are neither natural nor necessary (desires associated with ambition, thirst for fame, sweetness).

The first two groups of desires can be hypertrophied, knowing no limits to their satisfaction.

Passion- this is a very persistent affective desire for a certain object, the need for which dominates over all other needs and gives a corresponding direction to all human life.

Passion can be positive or negative depending on the social value of what the person is striving for. Many negative passions (for example, gambling) lead to personality degradation. Positive passions mobilize a person’s strength to achieve socially significant goals (passion for art, science). Science and art owe discoveries to passions, and nobility to the soul.

Attraction- a state of obsessive attraction to a certain group of objects. Attractions can be natural and formed in social conditions. Natural inclinations are not always realized. They are associated with organic processes and can only be slightly regulated by consciousness.

Instinctive organic drives:

Indicative reactions;

Sexual attraction;

Hunger (food craving);

The attraction of motherhood.

A person’s motivation can be conscious or subconscious. Conscious motivation is associated with intention.

Intention- a conscious decision to achieve a certain chain with a clear representation of the means and methods of action. Intentions have dynamic properties - strength, tension. The conscious justification of intention is motive.

Motive is a conscious motivation to achieve a specific goal, understood by the individual as a personal necessity.

Motive, in contrast to motivation, is something that belongs to the object of behavior itself, is its stable personal property, which internally encourages the commission of certain actions.

All little-conscious impulsive actions are performed on the basis of an attitude. Installation- a state of readiness for a certain way of behavior in certain situations.

The concept of motivation arises when attempting to explain rather than describe behavior. This is a search for answers to questions like:

For what purpose?

For what?

What's the point?

Discovering and describing the causes of sustainable changes in behavior is the answer to the question of the motivation of actions containing it.

Motivation is a continuous process of choice and decision-making based on weighing behavioral alternatives.

Motivational factors (internal factors) - cause a feeling of job satisfaction, these are internal factors of satisfaction aimed at:

Success, achievement (the fact of achieving a goal),

Promotion,

Recognition and approval of work results,

High degree of responsibility for the work performed,

Opportunity for creative and business growth,

The work itself (how interesting and meaningful it is)

They are responsible for increasing employee motivation or satisfaction. Their absence does not cause feelings of dissatisfaction. The formula reads:

[work environment] + [ motivational factors] = state of satisfaction;

[work environment] - [motivational factors] = zero effect

This group of factors suggests that each individual can work motivated when he sees a goal and believes it is possible to achieve it. The absence or inadequacy of motivation factors does not lead to job dissatisfaction, but their presence brings satisfaction and motivates employees to work more productively.

2 Theories of motivation

Motivational theories

Abraham Maslow's Hierarchy of Needs. The famous pyramid includes five groups of needs: physiological needs; need for security; the need for love, affection and belonging to a certain group of people; need to satisfy self-esteem; need for self-actualization. The emergence of a new need is preceded by the satisfaction of another, lower level.

Frederick Herzberg's two-factor concept. Assumes that the factors influencing a person's satisfaction and dissatisfaction are different. In other words, the absence of dissatisfaction does not mean that a person is satisfied. There are two groups of factors:

1) internal - the need for recognition, respect, career growth;

2) external - financial, working conditions.

Theory Y by Douglas McGregor. Contrastes the traditional approach to management (Theory X, which argues that management must overcome the human tendency to shirk work) with a new one, based on the fact that work is a natural activity for humans (Theory Y). And if you remove the contradictions between working conditions and a person’s desire to work, work will become much more efficient.

ERG concept by Clayton Alderfer. Includes three main groups of needs: existential (E-existence), social (R-relatedness), development (G-growth). Unlike Maslow's concept, ERG theory rejected the need for sequential satisfaction of needs. That is, if high-level needs are not met, a person may return to lower ones. In addition, according to Alderfer, a person can generally have several dominant needs at the same time.

In a general sense, motivation is a process motivating oneself and others to act to achieve certain goals.

There are various personnel motivation factors that determine what is most valuable and important for a person. As a rule, this is not one factor, but several, and together they make up a map or set of motivational factors for personnel. Personnel motivation factors are divided into external and internal.

Domestic personnel motivation factors:

• Dream, self-realization
• Ideas, creativity
• Self-affirmation
• Conviction
• Curiosity
• Health
• Personal growth
• Need for communication

External personnel motivation factors:

• Money
• Career
• Status
• Prestigious things
• Aesthetics of everyday life
• Opportunity to travel

In addition, the motives of human behavior also differ in nature: they can be positive(purchase, save) or negative(get rid of, avoid). Thus, a positive external motive for behavior is the bonus that a person can receive for good job, and negative - punishment for failure to comply; a positive internal motive is the fascination of the activity in which he is engaged, and a negative one is its routine nature, as a result of which a person, on the contrary, seeks to get rid of the activity.

We can divide all possible motivation tools into two large groups: material and non-material motivators.

Material motivators of personnel

The reward received by a worker depends on individual and group differences in the performance of the activity. This is specifically expressed in flexible wage system, variable wage system.

1. Commission. This is perhaps the simplest and at the same time the oldest motivational scheme. The essence of this motivational scheme is that the employee receives a certain percentage of the amounts that customers pay him when purchasing goods from him. Commissions can be used either in combination with the base salary or independently of it, making up the entire wages employee. Although commissions are the most "direct" incentive scheme, their peak popularity is certainly in the past.

2. Cash payments for achieving set goals. This is the most common type of motivational plans. Such payments (it would be adequate to call them bonuses) are generally made if the employee meets certain pre-established criteria. Among them may be economic indicators, quality indicators, evaluation of the employee by other persons. Each company sets its own goals of this kind, and sometimes they are quite unusual.

3. Special Individual Rewards as recognition of the value of a particular employee. Firstly, these could be special bonuses paid to employees for possessing skills that are urgently needed by the company at the moment. Secondly, these could be bonuses for loyalty to the company, which are received by employees who have worked in the organization for a certain amount of time. Such bonuses can also be paid to specialists whose departure is very undesirable for the company. Thirdly, these could be bonuses for the company’s “stars”.

Non-material motivators of personnel

Intangible, or more precisely, non-financial staff motivation refers to all methods not directly related to remuneration that companies use to reward their employees for good work and increase their motivation and commitment to the company.

1. Benefits associated with work schedule. First of all, these are measures related to payment for employee non-working time. In addition, it provides the employee with a flexible work schedule.

2. Material non-financial motivation of personnel. This block includes all material motivators that the company uses. First of all, these are various gifts that the company gives to its employees. These can be small souvenirs, larger gifts as a symbol of the employee’s importance to the company, or family gifts. In addition, this also includes various financial “indulgences” for employees. This is primarily payment for health insurance, as well as loans under a preferential program and discounts on the purchase of company products.

3. Various company-wide events, not directly related to work. These are internal company holidays dedicated to significant events. In addition, various events to which employees have the right to invite their families, out-of-town and excursion trips arranged by the company. We would include paid centralized lunches in this category.

4. "Rewards-appreciation". This category of non-material motivation of personnel is the most significant. These are basic compliments to employees for their work, photographs of the best employees in prominent places, mention of achievements in the company newspaper.

5. Rewards associated with change in employee status. This block includes not only promotion, but also training of an employee at the expense of the company, inviting the employee as a speaker or lecturer, an offer to participate in a more interesting or financially profitable project, as well as the opportunity to use the company’s equipment to implement their own projects.

6. Personnel motivation related to change of workplace. This block includes all those measures that lead to changes in the technical equipment of the employee’s workplace and its ergonomics, as well as providing the employee with a company car.

Staff motivation directly affects the increase in enterprise income. Therefore, the motivation of personnel in the company should be regularly analyzed. To effectively manage business, a successful manager needs to know about the symptoms and weak signals of the lack of motivational management in enterprises, a comprehensive system of staff motivation, and be able to correctly use staff motivators.

Presentation of the training STAFF MOTIVATION

Motives are the driving force and incentive in people's activities; many motives shape a person's behavior and direct him to achieve his goals. Motives give a person more energy to achieve a goal than if they did not exist.

Motivation is a set of human motives that activate his behavior to achieve a goal, as well as full or partial satisfaction of a need.

Motives are an integral part of a person’s life, because they give him strength in his desire to fulfill the tasks assigned to him, to satisfy his needs caused by his activities. Motives are reasons, incentives that encourage a person to be active. A motive is a goal that a person faces. Motives influence human behavior in social system and are expressed in both material and spiritual benefits that a person strives for. Motives play a big role in both work and everyday life. It is quite difficult for an employee who does not have motivation to cope with his job responsibilities. As a rule, he simply fulfills the norm set before him by management. An employee’s lack of motivation affects the fact that his potential, qualifications, and creative forces, which affect productivity in the organization, are not used to their full potential.

Motives are divided into internal and external motives. Thus, internal motives include a person’s desire to receive satisfaction from an object that he already has at his disposal or to preserve it. He may also not be satisfied with it and want to get rid of it. External motives are those that encourage a person to possess an object that is not at his disposal. Also, vice versa, the desire to avoid possessing it.

Each person’s motives are based, first of all, on his personal “code,” which consists of factors such as his social status, religious and spiritual values, well-being, marital status, etc.

As a process, motivation can be divided into six stages:

1. the emergence of a need;

2. finding a way to eliminate the need;

3. defining an action plan;

4. taking action;

5. receiving satisfaction for the work done;

6. complete or partial elimination of the need that has arisen.

The stages presented are a complete process that a person goes through, but this does not mean that all these stages are clearly demarcated; it is more of a logical chain built in a person’s head.

Motivation as a tool for encouraging employees to complete assigned tasks should be present in the arsenal of every manager. A manager must correctly and clearly understand what motivates his employees to work, what he must use to create a favorable climate in the team. The manager must also be able to find an approach to the personality of each of his employees. The absence of any form of reward based on work done has a serious impact on staff motivation. Remuneration includes various awards, honors, management recognition, bonuses, cash awards, and gifts. Most employees need recognition from their superiors.

Various motivational factors are an important tool for any manager, which allows them to effectively direct the work of staff to accomplish the tasks facing the organization. A manager can use a variety of motivation factors to motivate his employees. Thus, delegation of authority from a manager to his subordinate is a common type of motivation. An employee, receiving trust from his superiors, feels recognized and in demand, which gives him confidence and strength to effectively perform his work. Career growth, rewards for work done, certificates, creation of a favorable atmosphere in the staff’s workplace, provision of extraordinary leave to resolve personal problems employees are motivational factors that allow the manager to competently stimulate his staff to perform their work effectively. A person who receives incentives from a manager receives satisfaction from the work done, and he strives to do his job even better in the future. An employee who is completely satisfied with his work, who feels recognized and needed in the team, takes initiative, proposes any innovations, uses his potential and creative powers to perform non-standard tasks.

There are a number of methods to motivate employees of an organization. Such methods should apply to all employees of the enterprise. Motivation methods include:

1. Administrative methods. It is assumed here that such methods should influence such motives for the employee’s conscious behavior as a sense of duty, discipline, and attributing oneself to the culture of a given organization. The system of administrative methods includes:

· Organizational and stabilizing methods: company charter, laws, any rules;

· Organizational methods of influence: labor regulation, regulations, instructions, schemes;

· Organizational and administrative methods: orders and instructions.

· Disciplinary methods: various forms of responsibility.

2. Economic methods of motivation. Here, the development of the organization is achieved through various types of economic mechanisms. Through which all or selected employees of the enterprise are stimulated.

3. Social or moral psychological methods motivation. Here motivation methods are aimed at interpersonal relationships and are built on the basis of moral and psychological factors of behavior of an employee of the organization. They are focused on the moral climate in the workplace and the values ​​of the staff. These methods are based on moral incentives. The methods include:

· Creation and formation of groups of personnel;

· An example of a manager for employees;

· Participation in management;

· Use of incentives;

· Social provision protection for employees.

4. Spiritual and moral methods of motivation. These methods are extremely rarely used in enterprises. This involves creating some kind of ideal for the company and pursuing it through propaganda.

There are such ways to motivate people as:

· Stimulation - influence not on the person’s personality itself, but on some external factors through benefits.

· Coercion. Here there is an influence on the employee through power and the threat of deterioration in remuneration if he does not perform actions.

· Motivation. This method of motivation is based on the moral and psychological influence on a person through persuasion and suggestion of information.

Incentives are an indirect way to motivate an employee. Coercion and inducement are direct ways of influencing an employee.

Managers in their work are constantly looking for a universal model of personnel management. This includes the search for a clear model of motivation, but such a specific model does not exist. The impossibility of such specific models is due to the many needs of people, as well as the individuality of each person. Therefore, managers try to use various well-known theories of motivation, find individual approach to employees. Still, there are well-known, recognized theories of motivation that allow managers to create models based on common traits of people. Motivational theories are divided into two categories: substantive and process theories.

Substantive theories are based on the study of people's needs, which are those internal motives that determine people's behavior and drive them in their activities. Supporters of substantive theories are A. Maslow, D. McClelland, F. Herzberg, K. Alderfer. Process theories, on the contrary, are based on the study of the motivational process of human behavior based on external influences. Proponents of procedural theories are V. Vroom, S. Adams, L. Porter, E. Lawler.

The theory of the famous psychologist Abraham Maslow is the concept of a hierarchy of needs, which is also called the pyramid of needs (Fig. 1). A. Maslow identified five groups of needs that a person experiences, satisfying each group of needs one after another, while he can stop at any level. A. Maslow pointed out that by satisfying the needs located at the base of the pyramid, a person develops new needs located at a higher level of the pyramid.

This does not mean that a person must completely satisfy a lower level of need if he wants to achieve a higher level of needs. It all depends on his personality and those internal desires that he is going to satisfy at the moment.

Five levels of hierarchy of needs:

1. Physiological or material. These are the innate needs of people for food, water, shelter, which a person must satisfy in everyday life.

2. Security. Just like physiological ones, these needs are innate. They are expressed in the fact that a person strives to be in a familiar, stable and calm state. For company employees, this need is expressed in what they want social guarantee, stability in the workplace, resist any innovations in the work process.

Figure 1. A. Maslow's hierarchy of needs

3. Social. Man, as a social being, needs communication and involvement in a group. He strives to be in a group of like-minded people and to be useful to it. This is how the employee develops a need to belong to the work team or group. Being in work groups, a person strives to have friendly relations with his colleagues.

4. Recognition. The need for recognition is a person's need for personal achievement, self-esteem, competence, as well as recognition from the people around him. An employee of an organization also has a need to be respected by his colleagues. He strives to gain this respect thanks to his professional qualities, skills and experience in the organization.

5. Self-expression. A person, having satisfied all previous levels of needs, strives for a higher need, namely self-expression or self-realization. Thus, the employee, thanks to his potential, creative thinking and life experience, strives for self-affirmation and “power”.

A. Maslow's theory seriously influenced the management aspect of companies. This theory has both opponents and followers.

A follower of A. Maslow, K. Alderfer, in his theory also proposes levels of human needs, but he believes that three levels of needs are sufficient:

· existence.

The need for existence is expressed in a person’s desire to provide himself with physiological needs and to be safe, which coincides with the first two levels of A. Maslow.

The need for connection reflects social essence person: being in a group, being a family man. Acquiring stable relationships with colleagues at work also falls into this group. This level of needs correlates with A. Maslow’s three levels: security, belonging and recognition.

The need for growth also correlates with A. Maslow’s two levels of needs: recognition and self-expression. A person strives to gain recognition from others due to his achievements, as well as to achieve more through his skills and experience.

In principle, despite all the similarities between the theories of A. Maslow and K. Alderfer, there is a fundamental difference in them: if for A. Maslow, needs can be satisfied strictly from the lower level to the upper, then for K. Alderfer, needs can be satisfied by a person from the lower level to the highest, and from higher to lower if the needs of the upper level are not satisfied.

A rather interesting substantive theory of needs is David McClelland's theory: acquired needs. It includes the following needs:

· achievements

· complicity

In this theory, D. McClelland emphasizes that these needs are not innate. These needs are comparable to the highest levels of A. Maslow.

The need for achievement reflects a person’s desire to fulfill the goals that he often sets for himself. Often workers with this need take on hard work and strive to do it more efficiently than others. They strive to reach great heights.

The need for participation expresses a person’s desire to be involved in the affairs of a group of like-minded people or a work group. A person needs to feel needed by the team. An employee with such a need is characterized by his activity within the staff, his desire to stand out and his work efficiency.

The need for power is also acquired. Based on life experience, a person wants to subjugate the processes and people around him. So the employee strives to achieve power, to gain authority to manage the activities of personnel. He tries to take responsibility for solving problems and achieving company goals.

F. Herzberg put forward the two-factor theory of needs on the basis of research that he conducted with the help of accountants and engineers he involved in these studies. Based on the data obtained, he divided the needs into two groups, namely “hygienic” and motivational. F. Herzberg included in the group of motivational needs: career growth, recognition, personal success, achievements, growth of qualifications. He includes remuneration, wages, incentives, conditions in the “hygienic” group environment, stability, guarantees. The group of “hygienic” factors shows the employee’s satisfaction with the work process and the climate in the staff. Motivational factors enable an employee to strive for career growth. An employee satisfied with these groups of needs tries to perform his work effectively and be useful to the organization.

F. Herzberg focuses in his theory on the fact that “hygienic” factors do not motivate personnel, but create a prerequisite for motivation and only the presence of motivational factors leads to motivation to work and perform work effectively, provided that “hygienic” needs are satisfied completely or partially.

The given substantive theories have common features. All levels and groups of needs that scientists have cited are similar. For example, F. Maslow’s physiological and safety levels are similar to the level of existence of K. Alderfer and the “hygienic” level of F. Herzberg. Each theory has its own differences.

Process theories reflect that human behavior is influenced not only by needs, but also by expectations from the environment and the path chosen by him. There are five common procedural theories:

· expectations;

· justice;

· setting goals;

mixed theory of justice and expectations;

· participative management.

In V. Vroom's theory of expectations, attention is paid to whether a person is ready to expend some effort to achieve goals in order to receive a fair reward. He is faced with choosing the type of behavior to achieve the goal. In this theory, the process of motivation is based on such important factors, such as valence, outcome and expectancy, which are analyzed.

The result in V. Vroom's theory is divided into two groups. The first group shows quantitative and qualitative performance indicators. The second group is related to rewards for work done.

Expectations show what results a person expects from the work done. So, if the result depends on a person, then the expectation is considered to be equal to one, but if the result does not depend on him, then the expectation is equal to zero.

Valence here shows how important the result is to a person. So if the result is valuable, then the valence is positive; if the result is indifferent to the person, then the valence is zero; if the result is negative, then the valence is negative.

The meaning of V. Vroom’s theory is how much a person’s expectations from the result will correspond to his expectations of receiving a decent reward.

Another common theory is S. Adams' theory of justice. It is based on the fact that a person strives for equality in relationships, in remuneration, working conditions, etc. A person strives to be treated the same way as those around him. It is important for an employee that his work is assessed in the same way as his colleagues. An employee, comparing his activities with the activities of his colleagues, relies on subjective assessments. According to managers, if an employee does not feel equal, then he tries to do his job more effectively. This opinion cannot be considered completely correct; as a rule, the activities of an employee depend on the personality of the person himself. If an employee does not feel equality and fairness towards him, then he will most likely begin to reduce the activity and intensity of work in his activities until he receives fair remuneration.

The meaning of S. Adams' theory is that a person will reduce activity to the level that corresponds to the reward he receives.

Setting goals is also procedural theory. This theory was proposed by Edwin Locke. He argues that human behavior is based on the goals that are set before him. By fulfilling the set goals, a person strives to get a result, and the satisfaction of this person depends on whether it is positive.

It is assumed that while performing various tasks, the worker faces issues such as complexity, specificity, acceptability and commitment to the goal, i.e. the whole process of motivation (Table 1).

The main and final step of this entire process and the logical end will be the final result and achievement of the goal. Whether or not an employee receives satisfaction from eliminating a need will depend on the result itself. Here, satisfaction will depend on his internal feelings, objective assessments of the work done and the employee’s reaction to the assessments that will be given by his environment: colleagues and employers.

Table 1. Factors of the motivation process according to E. Locke.

Porter-Lawler model of motivation. Edward Lawler and Lyman Porter combined expectancy and justice theories in their model of motivation. The process of motivation for their proposed theory includes five factors:

· effort expended;

· perception;

· obtained results;

· reward;

· degree of satisfaction.

According to the Porter-Lawler theory, the results that an employee achieves depend on the effort he puts into doing the job. The efforts made will depend on the amount of reward he expects to receive. According to Porter-Lawler, a person satisfies his needs through rewards, which should depend on the results obtained by the person. L. Porter and E. Lawler argue that employee satisfaction comes from effective work and the achievement of positive results, which lead to fair rewards from management. So, according to the model, they make an important conclusion: “effective work leads to satisfaction.”

The concept of participative management states that a person receives satisfaction if he feels involved in internal organizational processes. An employee who is provided with all the conditions for effectively performing his duties feels recognized by colleagues and management, and he tries to do his work more intensively. Participatory management helps people achieve their full potential.

Domestic scientists also made their contribution to the field of human motivation: L.S. Vygotsky, A.N. Leontyev and B.F. Lomov. It should be noted that their findings in the field of motivation did not relate to the industrial field; their study of people's motivation was based in the pedagogical field.

L.S. Vygotsky argued that human psychology is built from lower and higher parallel levels of development. So, according to his theory, the needs of low and high levels respectively belong to the lower and higher levels. L.S. Vygotsky also argues that the needs of the lower level include material needs, and the highest level correspond to intangible needs. He draws a conclusion by which he determines that the needs of the lower and higher levels developed separately from each other, but at the same time they together influence human behavior.

Despite the fact that the scientific findings of L.S. Vygotsky received this from studying pedagogical activity; his research can also be applied to manufacturing enterprises.

The most famous and widespread model of motivation is the model of D. McGregor, who proposed the opposite-polar theory of “X and Y”. This theory of motivation was developed by him for entrepreneurship, but it cannot be denied that it is suitable for other areas of activity. Professor at the University of Michigan D. McGregor proposed dividing workers into two groups: X and Y. Thus, he attributed the authoritarian management style to group X. Workers in this group are lazy, do not like responsibility, and are not conscientious. According to D. McGregor, such workers require strict control. According to Theory X:

1. The manager must force and control his employees to work.

2. Employees do not take initiative and are not hardworking.

3. Most employees want to be managed.

4. Employees do not use their creative abilities and do not want to improve their skills.

Theory Y is the complete opposite of theory X. Workers belonging to group Y are hardworking, proactive people with high creative potential. D. McGregor believes that a democratic style of government should be created for this group of people. This theory is similar to the research conducted by E. Mayo in the 30s and 40s. According to Theory Y:

1. The employee likes to take the initiative and responsibility for doing the work.

2. Such workers do not need total control.

3. Employees are happy to work and solve the problems facing them.

4. Employees have creative potential, which they use in performing their work.

D. McGregor states: “A person is an animal that constantly experiences certain desires - as soon as one of his needs is satisfied, some new need immediately takes its place. This process is endless. It lasts from birth to death. A person is constantly trying - working, if you like - to satisfy his needs... A satisfied need cannot play the role of a motivator of behavior! This fact is of extreme significance. It is not considered in Theory X and, therefore, is not usually taken into account when managing people."

McGregor's theory does not appear in its pure form in organizations; it has more of a combined form. Knowledge of this concept is important in modern market economy. This theory shows the manager what management style and to what extent should be applied to employees.

Ouchi's Theory Z is another model of personnel motivation. So it is built on values ​​that are formed by established traditions, leadership and the team. Motivation here should come from the values ​​of the entire team of company employees. The hallmarks of such a company are lifelong employment, guarantees from the company, the opportunity career growth. Each employee is required to participate in the activities of the organization, trust in colleagues and management. This is what clannishness in the company is built on. Such a company is characterized by caring for its employees and the ability to meet their needs. The main point of Ouchi's theory is the collective motivation of all company personnel.

Of the modern theories of motivation, the theory of S. Ritchie and P. Martin of personnel specialists is successful. They conducted a study of already known motivating factors and, based on them, developed a motivation test and added new ones to the existing factors. They found that specific motivators are used for different groups of employees. So the most well-known motivational factors are:

· creativity;

· recognition;

· communication;

· influence;

· career.

Another modern theory is the theory of reinforcement by E. Thorndike. His theory is based on punishment and reward. So he claims that a punished employee becomes unfriendly and hostile. The likelihood of repeated activity in this situation is reduced. If rewarded, the employee becomes more open. Here a person is more likely to repeat success in order to be encouraged again by his leadership.

All theories of motivation, proposed in different interpretations, are aimed at how to motivate a person and through what means to do this. Each theory offers its own approach to motivating a person and has both advantages and disadvantages. Modern theories They also try to answer the question: “how to motivate a person?” At this time, there is no ideal motivation model that would meet all the requirements. modern management, but modern managers are trying to find and create a more universal model that would meet the conditions of its management object. Trial and error methods become the daily work of managers to find an effective motivation model.

When developing a model, a manager must first of all see the problems of the team, know the personal problems of his direct subordinates, know the external situation, the situation among competitors. Modeling staff motivation is a rather complex process facing the company's management. Choosing the wrong model can seriously affect employee productivity and, most importantly, the efficiency of the organization. Therefore, it is important to know and be able to apply the theories of motivation already given.

Motivation: the source of strength for action

Snezhana Ivanova

Motivation (motivatio) is a system of incentives that encourages a person to perform actions.

Happiness does not lie in always doing what you want, but in always wanting what you do (Leo Tolstoy).

Motivation (motivatio) is a system of incentives that encourages a person to perform actions. It is a dynamic process of physiological nature, controlled by the psyche of the individual and manifested at the emotional and behavioral levels. The concept of “motivation” was first used in the work of A. Schopenhauer.

Concepts motivation

Although the study of motivation is one of the current issues Research by psychologists, sociologists, and teachers has not established a single definition of this phenomenon to date. There are many rather contradictory hypotheses that try to scientifically explain the phenomenon of motivation and answer the questions:

• why and because of what a person acts;
• What needs is the individual’s activity aimed at satisfying?
• why and how a person chooses a certain strategy of action;
• what results the individual expects to receive, their subjective significance for the person;
• Why do some people, who are more motivated than others, succeed in areas where others with similar abilities and opportunities fail?

One group of psychologists defends the theory of the predominant role of internal motivation - innate, acquired mechanisms that control human behavior. Other scientists believe that the leading cause of motivation is significant external factors affecting the individual from the environment. The attention of the third group is directed to the study of fundamental motives and attempts to systematize them into congenital and acquired factors. The fourth direction of research is the study of the question of the essence of motivation: as the dominant reason for orienting a person’s behavioral reactions in order to achieve a specific goal or as a source of energy for activities controlled by other factors, for example, habit.

Most scientists define the concept of motivation as a system based on the unity of internal factors and external stimuli that determine human behavior:

• action direction vector;
• composure, determination, consistency, action;
• activity and assertiveness;
• sustainability of selected goals.

Need, motive, goal

The term motive is one of the key concepts of psychology, understood differently by scientists within the framework of different theories. Motive (moveo) is a conditionally ideal object, not necessarily of a material nature, towards the achievement of which a person’s activity is oriented. The motive is perceived by the individual as unique, specific experiences that can be characterized as positive feelings from the anticipation of achieving the object of need, or negative emotions that arose against the background of dissatisfaction or incomplete satisfaction from the current situation. To isolate and understand a specific motive, a person needs to carry out internal, purposeful work.

The simplest definition of motive is presented by A. N. Leontiev and S. L. Rubinstein in the theory of activity. According to the conclusion of leading scientists: the motive is the mentally outlined, “objectified” need of the subject. Motive in its essence is a different phenomenon from the concepts of need and goal. A need is an unconscious desire of a person to get rid of existing discomfort ( read about). Goal is the desired result of conscious, purposeful actions ( read about). For example: hunger is a natural need, the desire to eat is a motive, and an appetizing schnitzel is a goal.

Types of motivation

IN modern psychology use various ways to classify motivation.

Extrinsic and intense

Extreme motivation(external) – a group of motives caused by the action of external factors on an object: circumstances, conditions, incentives not related to the content of a specific activity.

Intense motivation(internal) has internal reasons, related to the life position of the individual: needs, desires, aspirations, drives, interests, attitudes. With internal motivation, a person acts and acts “voluntarily”, not guided by external circumstances.

The subject of discussion about the appropriateness of such a division of motivations is discussed in the work of H. Heckhausen, although from the point of view of modern psychology, such debates are groundless and unpromising. A person, being an active member of society, cannot be completely independent from the influence of the surrounding society in choosing decisions and actions.

Positive and negative

There are positive and negative motivations. The first type is based on incentives and expectations of a positive nature, the second - negative. Examples of positive motivation are the following constructs: “if I perform some action, I will receive some reward,” “if I do not take these actions, I will be rewarded.” Examples of negative motivation include statements; “if I act this way, I will not be punished,” “if I do not act this way, I will not be punished.” In other words, the main difference is the expectation of positive reinforcement in the first cases, and negative reinforcement in the second.

Stable and unstable

The foundations of sustainable motivation are the needs and demands of the individual, to satisfy which the individual performs conscious actions without the need for additional reinforcement. For example: to satisfy hunger, to warm up after hypothermia. With unstable motivation, a person needs constant support and external incentives. For example: lose unwanted pounds, quit smoking.

Psychologists also distinguish between two subtypes of stable and unstable motivation, conventionally called “from carrots to sticks,” the differences between which are illustrated by an example: I strive to get rid of excess weight and achieve an attractive figure.

Additional classification

There is a division of motivation into subtypes: individual, group, cognitive.

Individual motivation combines needs, incentives and goals aimed at ensuring the vital functions of the human body and maintaining homeostasis. Examples are: hunger, thirst, the desire to avoid pain, and ensure optimal temperature.

To the phenomena group motivation include: parental care for children, choice of activity to gain recognition from society, maintenance of government.

Examples cognitive motivation are: research activities, the child’s acquisition of knowledge through the game process.

Motives: the driving force behind people's behavior

Psychologists, sociologists, and philosophers have been making attempts for centuries to define and classify motives—stimuli that potentiate certain individual activities. Scientists identify the following types of motivation.

Motive 1. Self-affirmation

Self-affirmation is a person’s need to be recognized and appreciated by society. Motivation is based on ambition, self-esteem, self-esteem. Guided by the desire to assert himself, the individual tries to prove to society that he is a worthwhile person. A person strives to occupy a certain position in society, gain social status, achieve respect, recognition, and veneration. This type is essentially similar to the motivation of prestige - the desire to achieve and subsequently maintain a formally high status in society. The motive of self-affirmation is a significant factor in motivating a person’s active activity, encouraging personal development and intensive work on yourself.

Motive 2. Identification

Identification is a person’s desire to be like an idol, who can act as a real authoritative person (for example: father, teacher, famous scientist) or a fictional character (for example: the hero of a book, film). The identification motive is a strong incentive for development, improvement, and the exertion of volitional efforts to form certain character traits. The motivation to be like an idol is often present in the juvenile period, under the influence of which the teenager acquires high energy potential. The presence of an ideal “model” with which a young man would like to identify himself gives him a special “borrowed” strength, gives inspiration, forms determination and responsibility, and develops. The presence of an identification motive is an important component for the effective socialization of a teenager.

Motive 3. Power

Power motivation is the individual’s need to have a significant influence on other people. At certain moments in the development of both the individual and society as a whole, motive is one of the significant driving factors in human activity. The desire to fulfill a leading role in a team, the desire to occupy leadership positions motivates an individual to take consistent active actions. To fulfill the need to lead and manage people, to establish and regulate their sphere of activity, a person is ready to make enormous volitional efforts and overcome significant obstacles. The motivation of power occupies an important position in the hierarchy of incentives for activity. The desire to dominate in society is a different phenomenon from the motive of self-affirmation. With this motivation, a person acts for the sake of gaining influence over others, and not for the purpose of obtaining confirmation of his own importance.

Motive 4. Procedural-substantive

Procedural-substantive motivation encourages a person to take active action not due to the influence of external stimuli, but due to the individual’s personal interest in the very content of the activity. It is an internal motivation that has a strong effect on the activity of the individual. The essence of the phenomenon: a person is interested in and enjoys the process itself, he likes to be physically active and use his intellectual capabilities. For example, a girl takes up dancing because she really likes the process itself: the manifestation of her creative potential, physical abilities and intellectual capabilities. She enjoys the process of dancing itself, and not external motives, such as the expectation of popularity or achieving material well-being.

Motive 5. Self-development

Self-development motivation is based on a person’s desire to develop existing natural abilities and improve existing positive qualities. According to the eminent psychologist Abraham Maslow, this motivation encourages a person to make maximum volitional efforts for the full development and realization of abilities, guided by the need to feel competence in a certain area. Self-development gives a person a sense of self-worth, requires self-exposure - the opportunity to be oneself, and presupposes the presence of the courage to “be”.

The motivation for self-development requires courage, bravery, determination to overcome the fear of the risk of losing the conditional stability achieved in the past, and giving up comfortable peace. It is human nature to hold onto and exalt past achievements, and such reverence for personal history is the main obstacle to self-development. This motivation prompts the individual to make a clear decision, making a choice between the desire to move forward and the desire to maintain safety. According to Maslow, self-development is only possible when steps forward bring more satisfaction to an individual than past achievements that have become commonplace. Although during self-development it often occurs internal conflict motives, moving forward does not require violence against oneself.

Motive 6. Achievements

Achievement motivation implies a person’s desire to achieve the best results in the activity performed, to master the heights of mastery in an attractive field. The high effectiveness of such motivation is based on the individual’s conscious choice of difficult tasks and the desire to solve complex problems. This motive is the driving factor for achieving success in any area of ​​life, because victory depends not only on natural gifts, developed abilities, mastered skills and acquired knowledge. The success of any undertaking is based on a high level of achievement motivation, which determines the commitment, perseverance, perseverance, and determination of a person to achieve his goal.

Motive 7. Prosocial

Prosocial is a socially significant motivation, based on a person’s existing sense of duty to society, personal responsibility to a social group. If a person is guided by prosocial motivation, the person identifies with a certain unit of society. When exposed to socially significant motives, a person not only identifies himself with a specific group, but also has common interests and goals, takes an active part in solving common problems and overcoming problems.

A person driven by prosocial motivation has a special inner core; he is characterized by a certain set of qualities:

• normative behavior: responsibility, conscientiousness, balance, constancy, conscientiousness;
• loyal attitude to the standards accepted in the group;
• acceptance, recognition and protection of the values ​​of the team;
• sincere desire to achieve the goal set by the social unit.

Motive 8. Affiliation

The motivation for affiliation (joining) is based on the individual’s desire to establish new contacts and maintain relationships with people who are significant to him. The essence of the motive: the high value of communication as a process that captures, attracts and brings pleasure to a person. Unlike conducting contacts for purely selfish purposes, affiliative motivation is a means of satisfying spiritual needs, for example: the desire for love or sympathy from a friend.

Factors that determine the level of motivation

Regardless of the type of stimulus driving a person’s activity - the motive he has, the level of motivation is not always the same and constant for a person. Much depends on the type of activity performed, the prevailing circumstances and the person’s expectations. For example, in the professional environment of psychologists, some specialists choose to study the most difficult tasks, while others limit themselves to “modest” problems in science, planning to achieve significant achievements in their chosen field. The factors that determine the level of motivation are the following criteria:

• the importance for the individual of the promising fact of achieving success;
• faith and hope for outstanding achievement;
• a person’s subjective assessment of the existing probability of obtaining high results;
• a person’s subjective understanding of standards and standards of success.

Ways to motivate

Today, various methods of motivation are successfully used, which can be divided into three large groups:

• Social – staff motivation;
• Motivation for learning;

Here is a brief description of the individual categories.

Staff motivation

Social motivation is a specially developed comprehensive system of measures, including moral, professional and material incentives for employee activities. Personnel motivation is aimed at increasing the worker’s activity and achieving maximum efficiency of his work. The measures used to motivate staff activity depend on a variety of factors:

• incentive system provided at the enterprise;
• management system of the organization in general, and personnel management in particular;
• features of the institution: field of activity, number of staff, experience and chosen management style of the management team.

Methods of motivating staff are conventionally divided into subgroups:

• economic methods (material motivation);
• organizational and administrative measures based on power (the need to obey regulations, maintain subordination, follow the letter of the law with the possible use of coercion);
• socio-psychological factors (impact on the consciousness of workers, activating their aesthetic beliefs, religious values, social interests).

Student motivation

Motivating schoolchildren and students is an important link for successful learning. Correctly formed motives and a clearly understood goal of activity give educational process meaning and allow you to obtain the required knowledge and skills and achieve the necessary results. The voluntary emergence of motivation to study is a rather rare phenomenon in childhood and adolescence. That is why psychologists and teachers have developed many techniques for creating motivation that allows you to engage fruitfully. educational activities. Among the most common methods:

• creating situations that attract attention and interest students in the subject (entertaining experiments, non-standard analogies, instructive examples from life, unusual facts);
• emotional experience of the presented material due to its uniqueness and scale;
• comparative analysis of scientific facts and their everyday interpretation;
• imitation of a scientific dispute, creating a situation of cognitive debate;
• positive assessment of success through the joyful experience of achievements;
• giving facts elements of novelty;
• updating educational material, his approach to the level of achievement;
• use of positive and negative motivation;
• social motives (the desire to gain authority, the desire to be a useful member of the group).

Self-motivation

Self-motivation is individual methods of motivation based on the internal beliefs of the individual: desires and aspirations, determination and consistency, determination and stability. An example of successful self-motivation is a situation when, despite intense external interference, a person continues to act to achieve a set goal. There are various ways to motivate yourself, including:

• affirmations – specially selected positive statements that influence an individual on a subconscious level;
• – a process that involves the individual’s independent influence on the mental sphere, aimed at the formation of a new model of behavior;
• biographies of outstanding people - effective method, based on the study of the lives of successful individuals;
• development of the volitional sphere - performing activities “through I don’t want”;
• Visualization is an effective technique based on mental representation and experience of achieved results.