Motivation for labor behavior. Motivation in the process of work Motivation of personnel behavior in the process of entrepreneurial activity

MINISTRY OF SCIENCE EDUCATION OF THE REPUBLIC OF BURYATIA

STATE BUDGETARY PROFESSIONAL EDUCATIONAL INSTITUTION "BURYAT REPUBLICAN TECHNIKUM OF FOOD AND PROCESSING INDUSTRY"

TOPIC: ANALYSIS AND IMPROVEMENT OF BEHAVIOR MOTIVATION IN THE WORK PROCESS

Completed by: Turusheva N.S., st.gr. 541

Scientific adviser: O.S. Seletskaya

2017

Table of contents

Introduction ……………………………………………………………………… ..3

1.Theoretical aspects of motivation of workers' work ............................................. 5

2. Research and analysis of the motivation of employee behavior

at the enterprise …………………………… .. ………………………………… 11

Conclusion ………………………………………………………………… .13

Bibliographic list ……………………………………………… ..15

Appendices …………………………………………………………………… 16

Introduction

Motivation is designed to motivate employees to complete assigned tasks as planned. Managers have always performed the function of motivating their employees, whether they realized it or not. In ancient times, a whip and threats served for this, and for a few chosen ones, gifts. It is important for modern entrepreneurs to know that motivation is determined by a whole set of human needs, which is constantly changing. Therefore, it is very important for a leader to be able to identify the needs of employees and ensure their satisfaction through work in the organization.

The relevance of the study lies in the fact that changes in social relations, on the one hand, and socio-economic conditions, on the other, present a number of new requirements to managers of all levels, while it becomes necessary not only to skillfully manage the motivation of employees and influence the effectiveness of their labor efforts, but and take into account in the subjects of management specific personal needs, desires, motives that create the prerequisites for the successful implementation of their labor skills and abilities.

The aim of the study is to study the current state of motivation for labor activity and determine the prospects for using the motivational mechanism in the personnel management system.

The object of this study is labor motivation.

The subject of the research is the specifics of motivation of labor activity of employees of institutions.

The main hypotheses of the research:

The applied methods of motivating and stimulating labor activity are divorced from practical needs and do not take into account the motives of the labor activity of workers.

Age and psychological differences, education, length of service, status play a significant role in the process of forming the motivation of workers' labor activity.

During the study, the following methods were used:

Terminological analysis in relation to the concept of "motive", "motivation", "motivation";

An analytical and synthetic method for studying publications in the professional press, reflecting the main results of research on the study of the motives of labor activity, as well as the practice of motivating and stimulating personnel;

Sociological methods in the study of labor motivation.

1.Theoretical aspects of employee labor motivation

The entire management system of an organization is based on striving to achieve the set goals, and this requires well-coordinated work, cooperation of governing bodies and ordinary employees, which are achieved through effective staff motivation.

First of all, labor productivity depends on the degree of interest in fulfilling one's duties. It is the management system that is responsible for ensuring that the labor activity of personnel is as effective as possible for a given organization in specific conditions. At the same time, the main tool is employee motivation. Effective management is impossible without understanding the motives and needs of a person and correct use incentives to work.

Motivation is a powerful lever of control. Motivation is an internal state that encourages, directs and keeps a person's desire to achieve a certain goal.

Professional motivation is the desire of an employee to satisfy needs (to receive certain benefits) through work.

Thus, personnel motivation is the most important factor in the effectiveness of its work, and in this capacity it forms the basis of the labor potential of each employee, that is, the entire set of properties that affect his labor activity.

Personnel motivation, as one of the most important management functions, in modern conditions, should become a lever for the most effective achievement of the set high goals. That is why, today, the head needs to determine the most optimal methods of personnel motivation for the successful solution of the tasks set.

Motive is central to motivation. The motivation for activity is generally associated with the need-motivational sphere. Due to the connection with the need, the motive performs the function of prompting a person to be active and gives meaning to individual actions, goals and conditions for their achievement.

Motive is the motivation of a person to activity.

Motive (from French motif - motive; Latin moveo - factor) in the broad sense of the word is an incentive, foundation, reason for any action, deed of a person, caused by his interests and needs.

The concept of the motive for work includes:

–the need that the employee wants to satisfy;

–a good that can satisfy this need;

– labor action required to obtain the good;

– price - costs of a material and moral nature associated with the implementation of a labor action.

Motives for work are formed before the start of professional labor activity. A person assimilates the values ​​and norms of labor morality and ethics, which lay the foundations of his attitude to work. The motive is “inside” a person, has a “personal” character, depends on many external and internal factors in relation to a person, on the action of other motives that arise in parallel with him. Motives are transformed depending on the characteristics of employees, tasks and time.

Job satisfaction is caused by two series of factors: inherent in the labor process itself (professional) and external to the labor process.

The first group of factors includes:

1) the possibility of communication;

2) variety in work;

3) awareness that work is necessary for society;

4) manifestation of independence;

The second group of factors includes:

1) good work organization;

2) business relationships between employees;

3) fair attitude of leaders;

4) attention of the management when assessing the performance of each employee.

The task of the leader is to understand what motives are predominant among the key employees of the enterprise in order to enable them to satisfy their needs in exchange for effective work. The leader should have in stock several areas in which he can motivate his employees.

Here are some of them:

Rice. 1 Methods of disciplinary action

This means that the effectiveness of disciplinary action depends on its strength, time of application, choice of conditions of punishment or reward. Having correctly selected all four factors, the leader can achieve the maximum result, but if the boss acts spontaneously ill-considered, the effect of his influence will be minimal, or even negative.

In addition, the manager can increase the motivation of workers to work, increasing the level of remuneration, providing them with opportunities for self-fulfillment or career growth, expressing recognition for them from the management, etc.

Rice. 2 Reaching out on meaningful employee incentives

According to psychologists, the optimal ratio of reward and punishment should be approximately 3: 1, that is, subordinates should be praised several times more often than scolded. Unfortunately, the opposite relationship is observed at our enterprises. Most Russian leaders are still much better at punishing and threatening methods, while the range of their means of positive motivation (especially moral) is very narrow. In fact, there are enough opportunities to stimulate the work of staff: said on time “ kind word», Gratitude, certificate of honor or diploma of the best employee of the division, corporate events and much more.

Moral stimulation includes praise, gratitude in an order, a letter of gratitude, etc. You can inspire staff in dozens of ways, for example, public praise for each achievement. Don't be afraid to over praise an employee for Good work... Firstly, there is never a lot of praise, and, secondly, a kind word in any case will cost you less than the smallest bonus for the additional profit brought by this employee.

Competition is a special and rather effective form of moral stimulation. It can be organized both between individual employees and between entire divisions in the enterprise. In the latter case, the final effect of competition increases, since, in addition to increasing labor productivity, team cohesion also increases. At the same time, researchers show that when organizing competitions, the individual characteristics of workers should be taken into account. Individuals with a strong nervous system are more stimulated by a competitive environment than individuals with a weak nervous system, especially if it is a very important competition.

The system of negative material motivation includes a fine, a decrease in wages, deprivation, and the system of moral negative motivation includes a remark, an order and an entry in the work book.

Tab. 1 Reasons for staff demotivation and how to correct it

Reasons for decreased motivation

1. Breaking the unspoken "contract" - the discrepancy between the promises that are given to the employee when hiring, and the reality he is faced with.

2. Failure to use employee skills that he values. Ignoring his ideas and initiatives.

3. Lack of a sense of involvement in the activities of the organization.

4. Lack of tangible results in the work.

5. Lack of recognition of achievements on the part of the management.

Provide as much truthful information as possible in the recruitment procession.

Give the person opportunities to show their maximum ability, creativity and initiative.

Involve employees in the planning process. Organize their participation in corporate events.

- "Dilute" routine work with short-term projects that give tangible results. For long term work, identify milestones that should be rewarded.

Rejoice at the victories of your employees, encourage their activity and achievements.

2. Research and analysis of the motivation of the behavior of employees at the enterprise

To analyze the motivation of employees' behavior, a survey was conducted of 132 people of the working population living in the Oktyabrsky district of Ulan-Ude (Appendix 1).

According to the results of the survey, diagrams were developed, in which it can be seen that out of 132 respondents, 72% answered women and 60% men. The age ranged from 18 to 60 years, and residents aged 20 to 30 answered the questions more actively. In a survey of residents, it turned out that 69% would prefer monetary incentives, 20% - social incentives in the form of advanced training, prestige, 11% - moral incentives, 11% - creative incentives in the form of self-expression and 8% - non-monetary incentives, which include free meals, payment of travel costs, insurance, etc. (Appendix 2).

At the same time, non-monetary incentiveswas not declared highly, but was noted as significant in the formation of self-esteem.

To the question "What do you value more in your work?" there were no strong divisions, so 28% appreciate bringing benefits to the company with their work, 27% appreciate the level of wages, 25% appreciatethe opportunity to show what I know and can, 20% - especially do not value anything, just work is already familiar, 12% - value independence in decision-making (Appendix 3).

The study identified a number of factors affecting job satisfaction:

1.personal responsibility

2.the prestige of the position

3.operation mode

4.comfortable premises

But also in the course of the survey, factors were identified that negatively affect job satisfaction:

1.physical fatigue

2.Nervous tension

3.monotonous work

4.too high rate of work and change of operations

Therefore, in order to effectively stimulate workers to productive work, you need to know what is most important to people. You can identify the most important motives affecting their activities:

· High wages corresponding to the expended efforts;

· Prospects for career growth;

· Good relationships with management and work colleagues;

· Comfortable working conditions;

Positive emotions associated with work (the possibility of self-realization, recognition of the employee's professionalism, passion for work, the ability to make independent decisions, freedom of creativity, etc.)

Note that when organizing a system of motivational impact on staff, the manager must remember that any motivation loses its strength over time, so you need to diversify methods and techniques. Accordingly, the head of the enterprise must know at least two dozen ways to motivate his employees.

Summing up the above, we can conclude that the motivation of workers' labor activity depends not so much on the labor process itself, as on communicative connections and opportunities for self-realization.

Conclusion

Motivation is a key condition that determines the success and effectiveness of his professional activity.

Motivation - stimulation to activity, the process of encouraging oneself and others to work, influencing human behavior to achieve personal, collective and social goals

The tasks of motivation include:

1) the formation of an employee of any organization understanding the meaning of labor motivation;

2) training employees in psychological internal organizational behavior and communication;

3) training of management personnel in intra-organizational behavior and communication;

4) the formation of all leaders of democratic approaches to personnel management using various innovative methods of motivation.

The use of motivation techniques should be comprehensive, combining methods of administrative, economic, socio-psychological influence, then the managerial influence on pedagogical activity will be effective.

The main ways of moral stimulation that can be applied:

Recognition for a job well done - praise, status upgrade.

Articles in mass media and placement of information about achievements.

Organization of professional skill competitions.

Honor boards.

Gifts from the institution.

Professional loyalty.

Rewarding letters of thanks.

Thus, to motivate personnel, it is possible to use different methods and means of motivation. An effective motivation system should include both material and non-material incentives, taking into account the specifics of personnel activities, socio-economic realities and personal characteristics.

The implementation of the proposed recommendations will increase the motivation of personnel, implement a set of conditions for the manifestation of activity, initiative, responsibility, and create an atmosphere of cooperation. This will facilitate the transition of enterprises to an innovative development path.

The results of this study do not claim to be exhaustive. However, being based on the analysis of the experience of modern personnel management, on the understanding of the specifics of the motivation of workers' labor activity, they can serve as a real contribution to the development of motivation for labor activity.

Bibliographic list

Lukash, Yu.A. Motivation and effective personnel management / YA Lukash. - M .: Finpress, 2012 .-- 208 p.

Odegov, Yu.G. Personnel Management. Efficiency mark: Tutorial for universities / Yu.G. Odegov, L.V. Kartasheva. - M .: Examination, 2012 .-- 256 p.

Potemkin, V.K. Personnel management: textbook for universities / V.K. Potemkin. - SPb .: Peter, 2013 .-- 432 p.

Samoukin, N.V. Effective staff motivation with minimal financial costs / N.V. Samoukina. - M .: Vershina, 2008 .-- 224 p.

Shapiro, S.A. Motivation and stimulation of personnel / S.A. Shapiro. - M .: GrossMedia, 2015 .-- 224 p.

Vikhansky O.S., Naumov A.I. Management: Textbook. - M .: Infra-M., 2011.-576s.

V.I. Goncharov Management: Textbook. - Minsk: Modern school, 2011 .-- 635s.

Ilyin E.P. Motivation and motives. - SPb. Peter, 2011.-512s.

Annex 1

Anketa

"Determination of the employee's labor motivation"

female

male

Your age:

18-20

20-30

30-40

40-50

50-60

Over 60

What do you value most in your work:

I myself decide what and how to do

She gives me the opportunity to show what I know and can

I feel useful and needed

I get paid relatively well for it

I don't really appreciate anything, but this work is familiar to me.

How would you like to be stimulated to work in the organization?

Monetary incentives (salary, premium, etc.)

Non-cash (food, transport, insurance, etc.)

Social (prestige, qualification growth, etc.)

Moral (awards, respect for colleagues, etc.)

Creative (opportunity for self-expression and self-improvement)

Appendix 2

Appendix 3

I. From the point of view of theory

II. Ways to improve labor motivation

III. Theories of labor motivation in the West

I. In the conditions of the formation of new economic mechanisms oriented towards the market economy, industrial enterprises face the need to work in a new way, reckoning with the laws and requirements of the market, mastering a new type of economic behavior, adapting all aspects of production activities to the changing situation. In this regard, the contribution of each employee to the final results of the enterprise's activity increases. One of the main challenges for enterprises different forms property - search effective ways labor management, ensuring the activation of the human factor.

The decisive causal factor in the performance of people is their motivation.

Motivational aspects of labor management are widely used in countries with developed market economies. In our country, the concept of labor motivation in the economic sense appeared relatively recently in connection with the democratization of production. Previously, it was used mainly in industrial economic sociology, pedagogy, psychology. This was due to a number of reasons. Firstly, economic sciences did not seek to analyze the relationship of their subjects with the named sciences, and, secondly, in a purely economic sense, until recently, the concept of "motivation" was replaced by the concept of "incentive". Such a truncated understanding of the motivational process led to an orientation towards short-term economic goals, towards achieving momentary profits. This had a destructive effect on the need-motivational personality of the employee, did not arouse interest in his own development, self-improvement, and this system is today the most important reserve for increasing production efficiency.

Labor motivation is the process of stimulating an individual performer or a group of people to work, aimed at achieving the goals of the organization, to productively fulfill the decisions made or planned work.

This definition shows a close relationship between the managerial and individual psychological content of motivation, based on the fact that the management of a social system and a person, in contrast to management technical systems, contains, as a necessary element, the coordination of the chains of the object and the subject of control. Its result will be the labor behavior of the object of management and, ultimately, a certain result of labor activity.

R. Owen and A. Smith considered money to be the only motivating factor. According to their interpretation, people are purely economic beings who work only to obtain the funds necessary to purchase food, clothing, housing, and so on.

Modern theories of motivation, based on the results of psychological research, prove that the true reasons that induce a person to give all their strength to work are extremely complex and diverse. According to some scientists, a person's action is determined by his needs. Those who adhere to a different position proceed from the fact that human behavior is also a function of his perception and expectations.

When considering motivation, the focus should be on the factors that force a person to act and reinforce their actions. The main ones are: needs, interests, motives and incentives.

Needs cannot be directly observed or measured, they can only be judged by the behavior of people.

Needs can be satisfied by reward by giving a person what he considers valuable for himself. But in the concept of "value" different people put a different meaning, and, consequently, their assessments of remuneration also differ. For example, a wealthy person may find a few hours of rest with their family more significant to themselves than the money they receive for overtime work for the good of the organization. For a person working in a scientific institution, the respect of colleagues and an interesting job may be more valuable than the material benefits that he would receive by performing the duties of, say, a salesman in a prestigious supermarket.

A person receives an “internal” reward from work, feeling the significance of his work, feeling a feeling for a certain team, satisfaction from communicating friendly relations with colleagues.

"External" remuneration is salary, promotion, symbols of service status and prestige. These are two components of employee reward. The second is considered the most progressive, if only because it belongs to the top of Maslow's pyramid of needs.

The need for self-expression.

The need for respect.

Social needs.

The need for self-preservation.

Physiological needs.

The motivational process can be represented in the form of the following one after another stages: the employee's awareness of his needs as a system of preferences, the choice the best way receiving a certain type of remuneration, making a decision on its implementation; taking action; receiving remuneration; satisfaction of the need. The core of management based on motivation will be the impact in a certain way on the interests of participants in the labor process to achieve the best results.

For labor management based on motivation, such prerequisites as identifying the inclinations and interests of the employee, taking into account his personal and professional abilities, determining motivational opportunities and alternatives in the team and for a specific person are necessary. It is necessary to make fuller use of the personal goals of the participants in the labor process and the goals of the organization.

No goals set from the outside cause a person's interest in intensifying his efforts until they turn into his “inner” goal and then into his “inner” plan of action. Therefore, for ultimate success great importance has the coincidence of the goals of the employee and the enterprise.

To solve this problem, it is necessary to create a motivation mechanism for increasing labor efficiency. This means a set of methods and techniques for influencing workers from the management system of the enterprise, prompting them to behave in a certain way in the labor process in order to achieve the goals of the organization, based on the need to meet personal needs.

II. Consider ways to improve labor motivation. They are combined into five relatively independent areas: material incentives, improving the quality of the workforce, improving the organization of labor, involving personnel in the management process and non-monetary incentives.

The first direction reflects the role of the motivational mechanism of remuneration in the system of increasing labor productivity. It includes, as elements, improving the wage system, enabling staff to participate in the property and profits of the enterprise.

Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to either maintaining labor activity at the proper level or increasing labor productivity. Application of this method can be useful for achieving short-term increases in labor productivity. Ultimately, there is a certain overlap or addiction to this type of influence. One-sided influence on workers only by monetary methods cannot lead to a long-term rise in labor productivity.

Although labor in our country, in contrast to highly developed countries, is today considered mainly only as a means of earning money, it can be assumed that the need for money will grow up to a certain limit, depending on the standard of living, after which money will become a condition for a normal psychological condition, preservation of human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others can act as dominant ones. It is very important for a leader to be able to recognize the needs of employees. The need of a lower level must be satisfied before the need of the next level becomes a more significant factor in determining human behavior.

Needs are constantly changing, so one cannot expect that motivation that worked once will be effective in the future. With the development of the personality, opportunities and needs for self-expression expand. Thus, the process of motivating by satisfying needs is endless.

The next direction for improving motivation - improving the organization of work - contains setting goals, expanding labor functions, enriching labor, production rotation, using flexible schedules, and improving working conditions.

Goal setting assumes that a correctly set goal through the formation of an orientation towards achieving it serves as a motivating tool for the employee.

Expansion of labor functions implies the introduction of diversity in the work of personnel, that is, an increase in the number of operations performed by one employee. As a result, the working cycle for each worker is lengthened, and the intensity of labor increases. The use of this method is advisable in case of underutilization of workers and their own desire to expand the range of their activities, otherwise it can lead to sharp resistance from workers.

Enrichment of labor implies providing a person with such work that would give an opportunity for growth, creativity, responsibility, self-actualization, the inclusion in his responsibilities of some functions of planning and quality control of the main and sometimes related products. This method is advisable to apply in the labor sphere of engineering and technical workers.

For mass blue-collar occupations, it is best to use production rotation, which involves the alternation of types of work and production operations, when workers periodically exchange jobs during the day, which is typical mainly for the brigade form of labor organization.

Improving working conditions is the most acute problem of today. At the stage of transition to the market, the importance of working conditions as one of the most important human needs increases. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, acting not only as a need, but also as a motive for working with a certain return, can be both a factor and a consequence of a certain labor productivity and its efficiency.

Another side of this problem should be distinguished - the low labor culture of the workers themselves. For a long time, working in unsatisfactory sanitary and hygienic conditions, a person does not know how, and does not want to properly organize his workplace... Recently, Japanese methods of productivity management have been introduced as an experiment in our advanced enterprises, one of which is the improvement of production culture. Compliance with the five principles of work is one of the elements of labor morality.

Eliminate unnecessary items in the workplace

Properly position and store the items you need

Maintain a clean and tidy workplace at all times

Permanent readiness of the workplace to carry out work

Learn the discipline and observe the listed principles.

The state of the workplace is assessed on a daily basis when checking the point grade for compliance with the specified rules. The workers are directly interested in the constant maintenance of their place in good condition, since in this case the tariff part of his earnings increases by 10%. The use of such a system allows raising the level of production culture and contributes to the growth of labor productivity.

Management uses at least 6 ways of non-monetary incentives

1. APPROVAL. Approval is an even more powerful reward than money, which of course will always mean a lot. Almost all people respond positively if they feel valued and respected. According to Mary Kay Ash, owner of the thriving firm Mary Kay Cosmetics, the only two things people want more than sex and money are approval and praise. It is enough to approve of good behavior and it will soon be repeated.

There are the following rules for managers:

praise right away

praise the person's work

say that you are happy and you are pleased that the employee did it

after that, you should not stand over the soul of the worker, therefore, having completed your mission, leave.

2. ACTION. Employees who buy shares and become co-owners behave like owners. But in order to use this method of reward, the enterprise must use group management decision making instead of authoritarian one and produce a competitive product. Henry Ford also used this method. In his factories, workers were shareholders. Research from the University of Michigan has shown that using this type of remuneration can increase a firm's income by 1.5 times. Unfortunately, in our Russian reality there is a pitiful parody of this system due to the failure to fulfill the above conditions.

3. REWARDING FREE TIME. This will help keep employees from wasting their time and allow the employee to spend more time on themselves and their family if they get the job done ahead of schedule. This method is suitable for people with a free schedule. Otherwise, management is tempted to increase the workload.

4 UNDERSTANDING AND DISPLAY OF INTEREST TO THE EMPLOYEE. The method of remuneration is most important for effective professional employees. For them, internal reward carries a lot of weight. This approach requires managers to have good informal contact with their subordinates, as well as knowledge of what excites and interests them.

5 LADDER MOVEMENT AND PERSONAL GROWTH. This type of remuneration requires significant financial costs for senior management, but it is he who currently allows companies such as IBM, Digital equipment corp., General Motors to maintain a leading position in the US market. Moving upward gives power, not just material wealth. People love her even more than money.

6 PROVIDING INDEPENDENCE AND FAVORITE JOB. This method is especially good when employees strive to become professionals, but feel pressure of control over themselves or feel that they would be doing other work much more professionally, with greater dedication and better results. Here, the art of a manager lies in the ability to identify such an employee, which can be difficult to accept these actions as the next control event. Very often such people could work effectively without supervision from above, but their lack of courage does not allow them to turn to management about this.

Profit sharing.

The most common form of collective reward is the so-called “PARTICIPATION IN PROFIT” system. The essence of the “profit sharing” system is that a bonus fund is formed at the expense of a predetermined share of profits, from which employees receive regular payments. The amount of payments is put in dependence on the level of profit, the general results of production and commercial activities of enterprises. Payments to workers and employees (including representatives of the highest administration) in the form of “profit sharing” are not taxed. Thus, entrepreneurs are encouraged by the state to spread this system. In many cases, “profit sharing” involves the payment of all or part of the premium in the form of shares.

In the “profit sharing” system, bonuses are awarded for the achievement of specific results of production activities of enterprises: an increase in labor productivity and a decrease in production costs. Bonuses are accrued, as a rule, in proportion to the salary of each employee, taking into account the personal and labor characteristics of the performer: work experience, absence of delays and absenteeism, rationalization activities, as well as a tendency to cooperation, loyalty to the company, etc.

This system, as mentioned above, is certainly good only for enterprises that produce competitive goods and have stable profits. Most likely these are large firms.

Motivation

Labor activity,%

Material

Comfortable

Self-realization

Sociocentric

The concept of motivation has become so firmly entrenched in the terminology of psychologists, sociologists, economists and managers that few doubt the deep history of the term, although it was first voiced in 1813 in A. Schopenhauer's work "On the Fourfold Root of the Law of Sufficient Reason" and was defined as "causality seen from the inside. " There is no doubt that labor motivation attracted attention long before the appearance of the term itself - from the moment of the emergence of the organization and the need to subordinate the actions of the people employed in it to its goals and objectives. However, only from the beginning of the twentieth century. serious attempts were made to search effective methods motivations that go beyond the instruments of economic coercion.

All definitions of motivation can be reduced to two main groups. In the first, it is viewed from a structural point of view as a set of factors or motives. Typical in this approach is the definition of motivation given by O.S. Vikhansky and A.I. Naumov, as a set of internal and external driving forces that induce a person to act, set the boundaries and forms of this activity and give it a focus, focused on achieving certain goals.

The second direction considers motivation as a dynamic education, process. Typical within the framework of the second approach is the definition of M. H. Mescon, M. Albert and F. Hedouri: motivation is the process of encouraging oneself and others to take action to achieve personal goals and organizational goals.

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

"Duality" in the understanding of motivation contributed to the emergence and development of two classes of theories of motivation: substantive and procedural. The first analyze the factors that influence motivation, and are concentrated to a large extent on identifying people's needs, determining their priority, influencing motivation (theories of A. Maslow, F. Herzberg, K. Alderfer, D. McClelland). Procedural theories, the emergence of which is associated with the works of V. Vroom, L. Porter and E. Lawler, consider motivation primarily as a process and focus on the cognitive prerequisites of behavior, realized in motivation and activity. Subsequently, theories of justice and attribution made an additional contribution to the development of ideas about motivation, although they did not allow to create its complete unified concept.

Three types of motivation should be distinguished:

1) normative motivation - motivation of a person to a certain behavior by means of ideological and psychological influence: persuasion, suggestion, information, psychological infection, etc .;

2) compulsory motivation based on the use of power and the threat of deterioration in meeting the needs of the employee in case of failure to comply with the relevant requirements;

3) motivation through stimulation - the impact not directly on the person, but on external circumstances with the help of benefits - incentives that induce the employee to certain behavior.

The motivation process is based on human needs. Need - it is a need for something objectively necessary to maintain the vital activity and development of an organism, personality or social group. Needs can be natural and social; congenital and acquired; primary and secondary, conscious and unconscious. There are also material, spiritual and social needs.

However, the classification of A. Maslow's needs, arranged in a hierarchical order, according to many researchers, remains the most harmonious today, despite a number of its inherent shortcomings.

Motive - this is what causes certain actions of a person, is "inside" him, is personified. In other words, this is an internal urge of a person to behave in a certain way, aimed at satisfying certain needs.

When classifying motives, most often their grouping criteria coincide with the criteria for classifying needs. The most general classification of motives in the world of work is as follows:

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

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

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

In addition, based on the classification of various types of needs, it is possible to distinguish motives of achievement, self-esteem, self-actualization, motives-striving for the activity itself, for success and avoidance of failure, etc.

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

Stimulus - this is an external incentive to activity, the effect of which is mediated by the human psyche, his views, feelings, interests, aspirations, etc. action.

Distinguishing incentives from motives lies in the fact that incentives characterize certain benefits, and motives - the desire of a person to receive them. Incentives become motives when they are objectively significant and meet the needs of the employee. Thus, the stimulus is not identical to the motive, although in some cases it can turn into a motive. The general classification of incentives is presented in figure.

Rice. 8.1. - Classification of incentives

Types of incentives

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

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

The process of using various incentives to motivate employees is called incentive.

The main requirements for the organization of incentives for employees are:

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

differentiation - an individual approach to certain groups of workers;

flexibility and efficiency - constant revision of incentives in connection with the ongoing changes in the external and internal environment of the organization.

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

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

implementation of a goal setting system;

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

development of a salary system, grading of positions;

development of a system of bonuses related to performance results;

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

creating teams that work offline;

creation of transparent and clear career paths;

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

1.1 The concept of motivation, its essence and functions

Motivation is the process of motivating yourself and others to take action to achieve personal goals or organizational goals. This is the process of a person's conscious choice of a particular type of behavior, determined by the complex influence of external (stimuli) and internal (motives) factors. In the process of production activities, motivation allows employees to meet their basic needs by fulfilling their work duties.

Motivation of labor activity is the process of satisfaction by employees of their needs and expectations in their chosen work, carried out as a result of the implementation of their goals, agreed with the goals and objectives of the enterprise, and at the same time as a set of measures applied by the subject of management to improve the efficiency of employees.

This definition combines two main directions, usually taken by managers as the identity of motivation and incentive. Often, when setting a task for the employee, the manager says to the employee: “I will stimulate you” or “I will motivate you”. At the same time, he thinks about the same thing, that is, about the employee's remuneration for a job well done. In fact, motivation and incentives are different things, although they serve to achieve a single goal - to increase the efficiency of an employee's work.

With the help of motivation, an impact is exerted on the personnel of the enterprise.

The function of motivation lies in the fact that it influences the work collective of the enterprise in the form of incentives for effective work, social impact of collective and individual incentive measures. These forms of influence activate the work of management subjects, increase the efficiency of the entire enterprise management system by the organization.

The essence of motivation lies in the fact that the personnel of the company perform work in accordance with the delegated rights and responsibilities, in accordance with the adopted management decisions.

When planning and organizing work, the manager determines what exactly the organization headed by him should do who, how and when, in his opinion, should do it. If the choice of these decisions is made effectively, then the leader gets the opportunity to coordinate the efforts of many people and jointly realize the capabilities of a group of workers.

1.2 Motivation as the most important element of personnel management

Labor motivation management includes the following:

Choice of labor motivators;

Wages policy;

Rewards and Services Policy;

Success Participation Policy;

Personnel cost management.

The choice of labor motivators is the basis of personnel management.

The system of material incentives includes wages, cash bonuses. Sometimes the system of employee participation in the profit of the enterprise is used as a tool for material incentives. Wages - remuneration of employees for work and its final results.

An economically effective bonus system can be considered, which forms the level of remuneration in accordance with the degree of fulfillment of the indicators and conditions of bonuses and ensures, for the circle of employees to whom it applies, the achievement of an effect that is greater in magnitude than the corresponding bonus part of wages, or equal to this part.

In employee incentive systems, one-time bonuses and remunerations allow increasing the stimulating effect of payment systems, more selectively influencing the achievement of the results the employer needs in the production process. Lump sum bonuses and rewards are often not only material, but also. moral encouragement. The need for systems of one-time incentives arises at all enterprises, regardless of the form of ownership.

1.3 Forms of motivation of the organization's personnel

The main forms of employee motivation are:

1 Wages as an objective assessment of the employee's contribution to the results of the enterprise.

2 System of intra-company benefits for employees: effective bonuses, additional payments for seniority, health insurance of employees at the expense of the enterprise, provision of interest-free loans, payment of travel expenses to and from work, preferential meals in the canteen, sale of products to their employees at cost or at a discount; an increase in the duration of paid leave for success at work; earlier retirement, granting the right to go to work at a time more convenient for employees.

3 Measures that increase the attractiveness and meaningfulness of work, the independence and responsibility of the employee.

4 Elimination of status, administrative and psychological barriers between employees, development of trust and mutual understanding in the team.

5 Moral encouragement of employees.

6 Professional development and promotion of employees.

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NOU HPE Institute of Business and Law Management

College of Rational Learning

Course work on the topic:

"Motivation of behavior in the process of work"

in the discipline "Personnel management"

Completed: student group. K3M1

Mamedova K.Sh.

Checked: Ken. A.V. Tagaev

Rostov-on-Don

INTRODUCTION

1. THEORETICAL BASIS OF THE ORGANIZATION'S STAFF MOTIVATION SYSTEM

2. ANALYSIS OF THE OPERATING SYSTEM OF MOTIVATION ON FE "DERANOVSKY"

2.1 Characteristics of the enterprise IP Deranovsky

2.2 Economic activity of IE Deranovsky

2.3 Features of building a system of remuneration and labor incentives at IE Deranovskiy

3.1 Study of job satisfaction of employees of FE "Deranovskiy"

3.2 Development of an action plan to improve labor motivation of employees of FE "Deranovsky"

CONCLUSION

LIST OF USED LITERATURE

INTRODUCTION

The formation of a market economy in Russia creates conditions under which the importance of the human factor in production and business increases: knowledge, experience, and skills of workers become the main source of efficiency and competitiveness of business organizations.

Today the motivation of labor resources is one of the important strategic directions of the enterprise development. Motivation is aimed at the most effective use of employees' abilities in accordance with the goals of the enterprise and society, by creating a creative workforce capable of changes, development and renewal.

To ensure the effective work of personnel, it is necessary to create an atmosphere of constructive cooperation, in which each member of the team is interested in the fullest realization of their abilities. The creation of such a socio-psychological atmosphere is the most difficult task of personnel management. It is solved on the basis of developing a motivation system, evaluating labor results, and choosing a management style.

Given the current economic situation in Russia, the topic of this thesis project is relevant, since among the complex of management problems, the problem of improving the management of the company's personnel plays a special role. The task of this area of ​​management is to increase the efficiency of production through the all-round development and rational use of the creative forces of a person, increase the level of his qualifications, competence, responsibility, initiative.

The key place is occupied by identifying ways to increase productivity, ways to grow creative initiative, as well as incentivizing and motivating employees.

The result-oriented leader deliberately bases his activities of managing individuals and groups on a thoughtful idea of ​​the person that he seeks to constantly develop.

The image of a modern leader is determined by the concept of work and the resulting systems of motivation and the attitude of employees to work. Changing ideas about the content and nature of work, free time and quality of life impose new requirements on the management of personnel. Training and continuous training of personnel are becoming more and more important. The urgency of training management personnel at all levels is especially growing.

At the present stage of development of entrepreneurship in Russia, the topic of course work is relevant and very important, since human resources are the most decisive factor in the success of any business.

Based on the foregoing, this thesis examines the main theoretical issues of the mechanism of personnel management through motivation, it also highlights important aspects of the motivational process and methods of influencing the human resources of the organization.

The aim of the course work is to analyze the influence of the labor motivation system on the behavior of workers (for example, FE "Deranovsky"). To achieve this goal, the following tasks were set:

1. to consider the essence and content of the concept of motivation at the enterprise;

2. to characterize the methods of motivational influence on the labor resources of the organization;

3. to assess the financial and economic situation at IE "Deranovskiy"

4. to analyze the current labor incentive system at IE "Deranovskiy";

1 . THEORETICAL FOUNDATIONS OF THE ORGANIZATION'S STAFF MOTIVATION SYSTEM

1.1 The content of the concept "system of motivation ”

Motivation is a process that begins with a physiological or psychological lack or need that activates behavior or creates an urge to achieve a specific goal or reward. Thus, the key to understanding the process of motivation lies in the meaning of the words “needs”, “motivation”, “reward” and in the relationship between them.

The motivation system is a complex of material and non-material incentives designed to ensure high-quality and productive work of employees, as well as to attract the most talented specialists to the company and keep them. In other words Blinov A.A. Motivation of personnel of corporate structures // Marketing.- 2010.- № 1. - P. 88 ..:

· Attract the right employees;

· Involve and unleash their potential;

· Retain productive employees.

The personnel motivation system is a rather acute issue for many companies. There is such an expression: the ideal employee does not exist, only his functions are performed. However, this does not happen, since we work with ordinary living people, each of whom is different, with their own beliefs, outlook on life, etc. Therefore, it is not easy to make each of these people do what is required for the company. There is no unambiguous decision on this issue, there are only a number of principles, for example, an individual approach, the connection between work results and remuneration. In world practice, a number of constituent components have been gradually developed to achieve the necessary staff motivation.

The motivation system is formed by constant and variable elements of remuneration, benefits and factors of non-material motivation.

First, we will talk about the constant part of motivation, in other words, about the salary. It is paid to an employee regardless of the results achieved. Often it is formed on the basis of grades, that is, a certain scale that looks like discharge grid, which exists in state institutions to this day. Each position is compared with a grade, this is done according to several objective criteria, for example, financial responsibility, the total number of subordinates, etc. Grades allow you to create a sense of fairness in rewards. However, it rarely happens that a person will try very hard to get a salary. Thus, rewards are used. Ashirov D.A. Personnel Management. - M .: TK Welby, Prospect Publishing House, 2009. - P. 139.

The variable rewards can be bonuses, percentages, bonuses, etc. The receipt of remuneration mainly corresponds to the results of the employee's work, such a system of personnel motivation must be linked in order to expect a good result from the employee. There are several ways to define variable remuneration. The first method is called "from the master's shoulder". It can often be found in small companies to reward a distinguished employee, however, in large companies it is difficult to build a system on its basis, thus it is not effective in them. The next way is based on KPIs. For positions and departments, commensurate indicators of their performance can be determined (this can be sales volume, the number of new customers, etc.). Metrics are regularly measured and the bonus calculated mathematically. The system is very simple and straightforward. Another way is based on competencies, for example, teamwork, loyalty. They are measured by interviewing employees, and on their basis, remuneration is formed.

For non-material motivation, the following components can be distinguished:

· social politics;

· corporate culture;

· Communication;

· competition.

Corporate culture is a set of elements that motivate employees without any cash payments, creating a favorable climate for work.

The basic elements of corporate culture include A.A. Blinov. Motivation of personnel of corporate structures // Marketing.- 2010.- № 1. - P. 91 .:

· Mission of the company (general philosophy and policy);

· Basic goals (company strategy);

· The ethical code of the company (relations with customers, suppliers, employees);

· Corporate style (color, logo, flag, uniform).

Non-financial motivation is usually often neglected. However, this is not prudent, since this system of personnel motivation allows both to save the company money and to give the employee something that money cannot buy.

In general, in the system of motivation, the prospects for the development of the enterprise should be reflected, since motivation implies purposeful behavior and is determined by it.

It is obvious that a well-planned motivational system that works steadily at all personal levels is one of the main factors that guarantee the effective operation of an organization.

Setting up a motivation system is a complex process, since the analysis of the practice of companies does not allow us to single out a universal motivator. In the course of this process, depending on the initial diagnostics of the company, one or another method of motivation is used.

Possible motivation methods include:

1.Fair monetary reward

For a remuneration system to work effectively, it must meet the following requirements: there must be a well-defined relationship between remuneration and effort expended, and methods for assessing performance must be generally recognized as fair and consistent.

That is, financial motivators (bonuses, bonuses, commission schemes) only work when there is a link between effort and reward, and the value of the reward matches the effort.

2 empowerment and responsibility

For the correct implementation of this method, employees must be able to control the key processes of performing their duties in the context of an overall transparent structure of activities This opportunity is based on obtaining information about the goals and mission of the organization, its history and market; about the goals of the department / unit where the employee works; his job description, informal information about the organization (must correspond to information obtained in a formal way)

3. Awakening interest in work

People as professionals want to have an interesting job and see the result of their efforts. There are no unequivocal means of measuring interest in work, just as there is no simple and affordable solution to how to make work interesting. Indicators can be surveys, staff rotation and turnover, absence rates, analysis of attestations, etc.

4. Opportunity for personal growth

Interesting work remains so until a certain moment, growth and development are needed, and, accordingly, new knowledge. Employees should be aware of what steps they need to take for career and professional growth, as well as be able to gain new knowledge.

5. Building commitment / loyalty to the organization

By definition, "commitment" has three components:

· Awareness of the goals and values ​​of the company;

· Desire to belong to the organization;

· Willingness to make efforts for the good of the organization.

Devotion is passed down from the leader and the goals that he expresses. Leaders who have an idea of ​​the desired future of the organization, clearly defined goals and values ​​of the company, are able to lead employees in a given direction and provide them with the resources to complete tasks. Motivation and productivity are higher when specific goals are defined, when goals are difficult but achievable. Employee participation in goal setting as a means of reaching agreement and feedback are important.

6. Fostering a spirit of cooperation and corporate culture

The goal in this context will be to create a motivational climate, to emphasize and promote the norms and values ​​of the company. Working in a team of like-minded people can turn individual effort into tremendous success. Difficult tasks are sometimes only possible for collective performance.

In conclusion, we note that motivational incentives act only in the case of the systematic use of both external and internal motivators, their interconnection and taking into account the individual characteristics and needs of staff.

1.2 Methods of motivating staff

The methods of personnel motivation can be very diverse and depend on the elaboration of the motivation system at the enterprise, the general management system and the characteristics of the enterprise itself.

There are the following methods of motivating effective labor behavior Ilyin E.P. Motivation and motives. Masters of Psychology. - SPb .: Peter, 2008 .-- S. 39 .:

· Material incentives;

· Organizational methods;

· Moral and psychological.

The most common form (method) of material motivation is an individual bonus. It is advisable to pay it once a year, otherwise it will turn into wages and lose its motivating role. It is advisable to determine in advance the percentage of the bonus for the year and adjust it in accordance with the employee's achievements. The size of the bonus should, as a rule, be at least 30% of the basic earnings (according to F. Taylor), while at the lowest level of management the bonus should be 10-30%, on average 10-40%, at the highest level 15-50%.

The effectiveness of bonuses is largely determined by the correct choice of indicators, their differentiation depending on the role and nature of departments, the level of positions, focus on real contribution and end results, flexibility of the criteria for assessing the employee's achievements.

Satisfaction with material remuneration, its fair level motivates the initiative of people, forms their commitment to the organization, and attracts new employees to it.

Although labor in our country, in contrast to highly developed countries, is today considered mainly only as a means of earning money, it can be assumed that the need for money will grow up to a certain limit, depending on the standard of living, after which money will become a condition for a normal psychological condition, preservation of human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others can act as dominant ones. It is very important for a leader to be able to recognize the needs of employees. The need of a lower level must be satisfied before the need of the next level becomes a more significant factor determining human behavior Kibanov A.Ya. Fundamentals of personnel management - M .: INFRA-M, 2005. - S. 205 ..

Of course, no system of material remuneration can fully take into account the nature and complexity of work, the personal contribution of the employee and the entire volume of work, since many labor functions are not fixed at all in regulations and job descriptions.

Needs are constantly changing, so one cannot expect that motivation that worked once will be effective in the future. With the development of the personality, opportunities and needs for self-expression expand. Thus, the process of motivating by satisfying needs is endless.

As noted, in addition to economic (material) methods of motivation, there are not economic ones, namely: organizational and moral-psychological.

Organizational ways of motivating (motivating) include:

· Participation in the affairs of the organization (as a rule, social);

· The prospect of acquiring new knowledge and skills;

· Enrichment of the content of work (provision of more interesting work with prospects for official and professional growth).

Moral and psychological methods of motivation include Kibanov A.Ya. Fundamentals of personnel management - M .: INFRA-M, 2005. - P. 207:

· Creation of conditions conducive to the formation of professional pride, personal responsibility for work (the presence of a certain amount of risk, the ability to achieve success);

• presence of a challenge, providing opportunities to express oneself in work;

· Recognition (personal and public) (valuable gifts, certificates of honor, honor roll, etc. For special merits - awarding orders and medals, badges, conferring honorary titles, etc.);

· Lofty goals that inspire people to work effectively (any task must contain an element of challenge);

· Atmosphere of mutual respect, trust.

Promotion in the position is a kind of complex method of motivation. However, this method is internally limited, since, firstly, the number of high-ranking posts in the organization is limited; secondly, promotion requires increased retraining costs.

In management practice, as a rule, they simultaneously apply different methods and combinations thereof. For effective management of motivation, it is necessary to use all three groups of methods in enterprise management. So, the use of only power and material motivations does not allow mobilizing the creative activity of personnel to achieve the goals of the organization. To achieve maximum effectiveness, the use of spiritual motivation is necessary.

The above classification scheme for incentive methods is classic. In modern management, other groups of incentive methods are also used. Enlarged, all incentive methods can also be grouped into the following four types:

1) Economic incentives of all types (salary in all its varieties, including contract salaries, bonuses, benefits, insurance, interest-free loans, etc.). The success of their impact is determined by the extent to which the team understands the principles of the system, recognizes them as fair, to what extent the inevitability of encouragement (punishment) and work results, and their close relationship in time, are observed.

2) Management by goals. This system is widely used in the USA and provides for the establishment for an individual or a group of a chain of goals that contribute to solving the main task of the organization (achieving certain quantitative or qualitative levels, improving the qualifications of personnel, etc.). Achieving each goal automatically means a pay raise or other form of incentive.

1) Enrichment of labor - this system is more related to non-economic methods and means providing people with more meaningful, promising work, significant independence in determining the mode of work, the use of resources. In many cases, this is added to the increase in wages, not to mention social status.

2) The system of participation currently exists in various forms: from wide involvement of the collective in decision-making on the most important problems of production and management (Japan) to complicity in ownership by acquiring shares of one's own enterprise on preferential terms (USA, England). Motives as internal motives for the activity of individuals should be distinguished from external motives - stimuli, that is, the effects of objective conditions, which become motives if they become subjectively significant and meet the needs of the subject. Stimulus (lat. Stimulus - a pointed stick, which was used to drive animals, doodles) is an impulse, the effect of which is mediated by the human psyche, his views, feelings, interests, aspirations, etc.

2 ANALYSIS OF THE OPERATING SYSTEM OF MOTIVATION ON FE "DERANOVSKY "

2.1 Characteristics of the enterprise IP Deranovsky

IE "Deranovskiy" was established in accordance with the current legislation of the Russian Federation.

The purpose of creation is the implementation of market relationships and making a profit based on meeting the needs of citizens, legal entities in manufactured products and goods, work performed and services provided in the areas determined by the subject of activity.

The company is a legal entity from the moment of state registration, has an independent balance sheet, a current account in a banking institution, and is also an independent subject of economic activity, acts on its own behalf as a plaintiff and a defendant in court.

The property of the organization is formed by:

· Income from own activities;

· Targeted contributions and entrance fees, which can be made both in cash and property;

· Other receipts not prohibited by law.

The supreme body of FE "Deranovskiy" is the meeting of participants. The exclusive competence of the general meeting of participants includes:

· Determination of the main directions of activity of FE "Deranovskiy", as well as making a decision on participation in associations and other unions of commercial organizations.

· Approval of annual reports and annual balance sheets.

· Making a decision on the distribution of the company's net profit among its participants.

· Approval (adoption) of documents regulating the internal activities of the company.

· Appointment of an audit.

· Adoption of a decision on the reorganization and liquidation of the company.

The executive body of the company is the General Director. The General Director may be elected from among the members of the company at the general meeting for a period of 5 years.

General Director of IP Deranovsky:

1.determines the main areas of activity of the individual entrepreneur;

2. considers current and long-term work plans;

3. determines the organizational structure of the company;

4. disposes of the property of the enterprise within the limits established by the general meeting, this charter and current legislation;

5. approves the staffing table of employees of the enterprise;

6. hires and dismisses employees, including their deputies, chief accountant, heads of departments;

7. approves the contractual prices for products and tariffs for services;

8. organizes accounting and reporting;

9. makes decisions on other issues related to the current activities of the organization.

The main activity is wholesale and retail sale of spare parts, machines, mechanisms and accessories for grain and forage harvesters of the family "DON", "NIVA", "YENISEI" and other agricultural machinery, as well as air conditioners and components for them from various companies. In this area, there are many companies that produce and sell agricultural machinery. The main major competitors are: Yugtekhkomplekt, Bizon, Technokom.

The organizational structure is aimed, first of all, at the establishment of clear relationships between the individual divisions of the organization, the distribution of rights and responsibilities between them. It implements various requirements for improving management systems, which are expressed in various management principles.

IE Deranovskiy has four main departments: accounting, personnel department, supply and sales department. There is also a warehouse and a security service.

Each of the departments performs strictly defined functions. The accounting department keeps records and control of all business operations of the enterprise, as well as analysis and planning of financial and economic activities.

The personnel department is engaged in the selection and placement of personnel, training and retraining of employees of IE Deranovsky. Carries out activities to motivate, adapt and organize work.

The sales department specializes in finding and expanding a customer base by phone or via the Internet, identifying customer needs; provides information on new developments, assists the client in choosing a product; informs the client about technical characteristics and the quality of the products sold; advises, if necessary, clients by phone.

The procurement department deals with the supply of materials, analysis of suppliers and raw material markets.

At the enterprise under consideration, the number of employees is 38 people in the amount of 19 positions.

2. 2 Economic activity IP Deranovsky

At present, the country's food industry is dynamically developing, many small, medium and large enterprises are being created, and, therefore, the market for the organization's products is growing. IE Deranovskiy is negotiating on the sale of assorted packaging products for the food industry.

From table 2.1 it can be seen that at this enterprise, IP Deranovsky, the main share in the sources of assets formation is borrowed capital, and its share increases every year, and its own, accordingly, decreases. (Table 2.1)

Table 2.1 - Analysis of the dynamics and structure of sources of capital for IP IP Deranovsky

In the process of subsequent analysis, the dynamics and structure of equity and debt capital will be studied in more detail, the reasons for the change in their individual components will be clarified and an assessment of these changes for the reporting period will be given.

The data in Table 2.2 show changes in the size and structure of equity capital: the amount and share of retained earnings increased significantly while the share authorized capital... The total amount of equity capital for the reporting year increased in comparison with 2009 by 100 thousand rubles, or by 97%, and in comparison with 2008 by 90%. This increase was due to the capitalization of profit by 100 thousand rubles. (table 2.2)

Table 2.2 - Dynamics of the structure of equity capital of IP Deranovsky

The composition and structure of borrowed funds have a great influence on the financial condition of the enterprise, i.e. the ratio of long-term and short-term financial liabilities.

From table 2.3 it follows that in 2009 the amount of borrowed funds increased by 30,046 thousand rubles, or by 202.89% compared to 2008, or by 38,383 thousand rubles. (593.06%) compared to 2007

Table 2.3 - Dynamics of the structure of debt capital of IE Deranovsky

Source of borrowed funds	Amount, thousand rubles.	Capital structure, percent
			the change		the change
Long-term loans
Short-term loans
Creditor. indebtedness
including:
suppliers
in front of the organization's staff
to state extra-budgetary funds
on taxes
other loans
Other current liabilities

Significant changes took place in the structure: the share of long-term loans sharply decreased in 2008 by 829 thousand rubles. or by 12.81 percentage points, but on the other hand there has been a sharp increase in accounts payable, in the structure of which the largest share is owed to suppliers (in 2009, 67.91 percentage points).

Thus, the analysis of the structure of own and borrowed funds is necessary to assess the rationality of the formation of sources of financing for the enterprise and its market stability. This is very important when determining a promising option for organizing finance and developing a financial strategy.

Also, the financial condition of the enterprise and its stability largely depend on what property the enterprise has, in what assets the capital is invested and what income they bring.

Information about the placement of capital at the disposal of the enterprise is contained in the asset of the balance sheet. Each type of allocated capital corresponds to a certain balance sheet item.

In the process of analyzing the assets of the enterprise IP Deranovsky, first of all, you should study the changes in their composition and give them an assessment.

Table 2.4 - Structure of assets of IE Deranovskiy

Enterprise funds
Fixed assets
Current assets
Total
Including:
non-monetary assets
monetary assets

Table 2.4 shows that for the reporting year as compared to 2008, the structure of the assets of the analyzed enterprise has slightly changed: the share of fixed capital ( non-current assets) decreased by 14.58 percentage points, and the share of circulating capital, respectively, increased by 14.58 percentage points. In this regard, the organic structure of capital has changed: in 2009, the ratio of working capital to fixed capital is 5.07, and in 2008 - 2.22, which will help accelerate its turnover.

Monetary assets in the total balance sheet have an insignificant share, and in the reporting year their share increased by 6.19%

Non-current assets are investments with long-term purposes in real estate, intangible assets, etc.

Table 2.5 shows that during the analyzed period the amount of fixed capital increased by 60.3% (7422/4630 * 100-100), this was facilitated by a significant increase in the amount of fixed capital. The amount and share of construction in progress has decreased, which should be assessed positively.

Table 2.5 - Composition and dynamics of fixed capital of IE Deranovsky

Enterprise funds
Fixed assets
Non-monetary assets
Construction in progress

Since the financial condition of the enterprise largely depends on the state of current assets, they require a more thorough analysis.

From the data in Table 2.6 it can be seen that significant structural changes are taking place at the analyzed enterprise, which can be characterized as a sign of the unstable operation of the enterprise.

Table 2.6 - Analysis of the dynamics and composition of current assets of IE Deranovsky

Source of borrowed funds	Availability of funds, thousand rubles	Funds structure,%
			the change		the change			the change		the change
including:
raw materials, materials, etc.
WIP costs
SOEs and goods for resale
Future spending
VAT on purchased assets
Accounts receivable
Short-term financial investments
Cash

The financial condition of the enterprise, its stability largely depend on the optimality of the structure of capital sources (the ratio of equity and borrowed funds) and on the optimality of the structure of the company's assets, primarily on the ratio of fixed and circulating assets, as well as on the balance of certain types of assets and liabilities of the enterprise.

Therefore, first we will analyze the structure of the sources of capital of the enterprise, and then we will assess the degree of financial stability and financial risk. For this purpose, we will calculate the following indicators, the calculation of which is shown in Table 2.7.

Table 2.7 - Structure of liabilities (obligations) of IE Deranovskiy

Indicator		Indicator level	The change
Equity
Borrowed capital
Short-term financial liabilities
Long-term debt capital
Financial autonomy ratio	share of equity in total balance sheet
Dependency ratio	the share of borrowed capital in the total balance sheet
Current debt ratio	short-term financial liabilities / balance sheet currency
Long-term financial independence ratio	equity and long-term capital / balance sheet currency
Equity debt coverage ratio	equity / debt capital
Financial leverage ratio	borrowed capital / equity

From the data in Table 2.7, we can conclude that every year the financial condition of the enterprise becomes less stable, since the level of the coefficients of financial autonomy, financial stability and solvency become less every year. At this enterprise, IE Deranovskiy, the share of equity capital tends to slightly increase, for the reporting period it increased by 0.007%. Leverage increased by 77.18%. This indicates that the financial dependence of the company on external investors has increased significantly. Also, the increased standard of the ratio of borrowed and own funds in comparison with other industries is explained by the fact that at this enterprise IP Deranovsky capital turns around quickly, and the share of fixed capital is small.

The financial stability of the enterprise can be most fully disclosed on the basis of studying the balance between the items of the asset and the liability of the balance sheet. With the balance of assets and liabilities in terms of use and cycles, a balance of the inflow and outflow of funds is ensured, and, consequently, the solvency of the enterprise and its financial stability. In this regard, the analysis of the financial balance of assets and liabilities of the balance sheet is the basis for assessing the financial stability of an enterprise, its liquidity and solvency.

The main source of financing for non-current assets, as a rule, is permanent capital (equity and long-term loans and borrowings). Current assets are formed both at the expense of equity capital and at the expense of short-term borrowed funds.

2.3 Features of building a system of remuneration and labor incentives at IE Deranovskiy

Work motivation issues are important for any organization, as an effective worker is considered to be a highly motivated worker.

IP Deranovskiy has a personnel incentive system that meets the current level of development of the organization and market conditions. It is based on the methods of moral and material interest, which involve a set of measures aimed at increasing the labor activity of labor, its quality and the principles of career growth of employees.

The peculiarities of building a system of remuneration and labor incentives at IE Deranovskiy are a clear fixation in the documents of functional duties, goals and objectives of the activity, a well-thought-out system of quantitative indicators - criteria for performance.

To build a remuneration system, a thorough and detailed development of the grounds is carried out: tariffing of salaries, ranking and classification of positions by complexity, responsibility and volume of work. Description of the workplace. The most well-known method for this description is the job description of an employee. Assessment of the workplace. A detailed and thorough assessment of the workplace allows you to clarify the profile of the position, increase the level of fairness in wages, and streamline relationships in the team. For this, a factor-criterion model for assessing the complexity of the work of leading specialists and managers is used (Table 2.9).

Table 2.9. - Factor-criterion model for assessing the complexity of the work of leading specialists and managers at IP Deranovsky

Work complexity factor	Weight factor	Factor criteria	Significance of criteria
Degree of specialization		Homogeneous highly specialized; Diverse in individual sections of a certain area; Diverse across the entire range of tasks of the unit
The degree of independence of the work		Completing of the work: Under the direct supervision of the chief; In full accordance with the instructions or under general guidance; Completely on my own
Degree of responsibility (depending on the level of management)		A responsibility: Only for their work; For the work of a group of employees; For the entire team of the department
Degree of novelty		Repeated regularly; Irregularly repeated; Newly started
Degree of creativity		Technical; Formal logical; Creative

Classification of jobs allows you to determine the relative value of each employee in the enterprise. IP Deranovskiy uses the most common classification method - job ranking. The policy of this organization is reflected in the tariff system of remuneration. Each employee has his own rank and a coefficient is assigned to him, which is determined by the qualification commission. (Table 2.10)

Table 2.10. - Ranking of positions on IP Deranovskiy

motivation incentive labor employee

In addition to the categories, there are categories: managers of the 1st category, the 2nd category and the 3rd category. Thus, the rate system reflects the level of employment, complexity and responsibility of the position.

Official salaries are based on the officially recognized minimum wage. In addition, the employee receives bonuses depending on the performance of his work and the work of his department.

The company strives to ensure that the lower wage limit is equal to the subsistence minimum, and the upper limit is differentiated according to individually solved tasks and personal labor productivity. To do this, managers need to know the requirements for various functions and the performance of their employees. In addition, the economic success of the entire enterprise influences the size of wages.

Each employee is guaranteed:

· annual paid vacation;

· Paid sick leave;

Free health care in the event of a work injury or occupational disease.

All factors and methods affecting the productivity and productivity of employees can be divided into four main groups:

· Organizational factors;

· Rewards and punishments;

· Formation of relationships in the working group and between groups;

Organizational culture: attitudes and values ​​acting in the organization and affecting the attitude to work, to leadership, relationships with colleagues, subordinates, etc.

Each of these factors influences labor productivity through the use of certain tools and methods.

The administrative and organizational methods of influence in IP Deranovsky are:

· Job descriptions;

· Internal regulations for employees, which not only describe the responsibilities of employees, the principles of relationships at all levels of management, norms of behavior, but are also a kind of "work directives";

· An employment contract between an employee and an employer;

· Orders and orders of the higher management.

Based on the internal regulations for employees of the IE Deranovsky, the administration of the organization, represented by the general director, has the right to reward employees for conscientious and effective work.

Incentives are announced by order of the organization, brought to the attention of the entire team and entered in the employee's work book.

Employees who conscientiously perform their labor duties are provided, first of all, with the advantages of improving their qualifications, when promoting at work, and assigning ranks.

Also, the administration of the company can bring employees to disciplinary and material liability in the manner prescribed by the Labor Code of the Russian Federation and other federal laws.

In accordance with Art. 192 of the Labor Code of the Russian Federation for committing a disciplinary offense, the head has the right to apply legal measures, such as:

· Deprivation of bonuses provided by the wage system.

· Deprivation of the right to leave in the spring-summer period;

· Deprivation of other benefits provided by the employer.

The system of labor incentives, as it were, grows out of administrative methods of management, but does not replace them. Labor incentives are effective only if the governing bodies know how to achieve and maintain the level of work for which they are paid. The purpose of incentives is not to induce a person to work at all, but to induce him to do better and more of what is conditioned by the labor relationship. The employee must know what requirements are imposed on him, what remuneration he will receive if they are strictly observed and what sanctions will follow in case of their violation. Table 2.12 gives a system of decreasing indicators in assessing the employee's labor contribution to the overall work results, used at the enterprise in question, in case of violation of the requirements for the employee. Discipline always carries with it elements of coercion, limiting the freedom to choose options for behavior.

Table 2.12. Reducing indicators in assessing the employee's labor contribution to the overall performance of the organization

	The name of indicators	Quantification	Note e desire
	Refusals to the client due to the fault of the employee		In one case
	Failure to comply with instructions and regulations		In one case
	Failure to comply with cleanliness and order at the workplace and the fixed area		In one case
	Violation of labor discipline		For the worked month
	Unauthorized leaving the workplace, being late for work		For the worked month
			Single case
	Appearance at the workplace in a state of intoxication, drinking alcohol during working or non-working hours at the workplace, from office premises and on the territory of the organization. Detention while trying to bring alcoholic beverages into the territory of the organization.		Single case
	Violation of the rules of public order		Single case
	Failure to comply with operational and technological discipline		Single case
			Single case

However, the line between controlled and motivated behavior is conditional and flexible, since an employee with strong labor motivation has self-discipline, the habit of conscientiously fulfilling requirements and treating them as their own norms of behavior.

Rewards and punishments are only a fraction of the opportunities a manager can take to improve staff productivity. And yet they are the core around which the system of incentives for labor in the enterprise is built.

A well-developed reward system, implying a variety of ways of reward, contributes to:

? Attracting qualified specialists;

? Stimulating labor productivity;

? Preservation of groups of qualified specialists for the required period;

? Maintaining the company's competitiveness in the labor market by offering employees more profitable forms of incentives than in other companies.

3. DEVELOPMENT OF RECOMMENDATIONS FOR IMPROVING THE OPERATING SYSTEM MOTIVATIONS ON FE "DERANOVSKY"

3.1 Employee satisfaction surveyIE "Deranovskiy"

To form an effective personnel management mechanism based on encouraging employees to productive and creative work, it is required to study their needs, motives and values.

The work on the formation of a labor incentive system is structured in this way: the organization has a personnel motivation system and the administration feels the need to change it. However, the idea of ​​the desired incentive system is often based on a misconception about the real work motives of the staff.

First of all, it should be noted that any changes in the personnel motivation system with the aim of increasing labor efficiency, including increasing wages, become ineffective for personnel already two months after the introduction, since the effect of addiction to income is triggered. Therefore, before giving recommendations on improving the incentive system for employees of the organization, you need to carefully study their motivational structure. This is especially true of the managerial staff, because for this category of employees of the organization it is not uncommon for the additional funds spent not only to not increase motivation, but often weaken it.

Based on the behavioral approach, a study was carried out on ways to increase the personal satisfaction of an employee in labor process motivating proactive acceptance of greater responsibility. That is, a method called the system of job characteristics has been developed. It is based on the thesis that the desire to work and the degree of employee satisfaction are influenced by three main psychological parameters:

? The importance of this position in the mind of the employee, assessment of the importance and necessity of the work performed by him;

? The degree of responsibility that the employee experiences in relation to the results of his work;

? Regular assessment of the results of its activities.

The higher each of the parameters, the more willingness to work. The organization's employees have identified a number of factors that determine these parameters. Table 3.1 shows five characteristics of the importance of a job position, and Figure 3.1 shows the mechanism for motivating initiative work.

Table 3.1. - Characteristics of the importance of the job position

Specifications	Significance
The breadth of skills required to complete the job	To what extent does the performance of the position require an employee to have a wide arsenal of skills and abilities?
Awareness of your task as a whole, in all its completeness and completeness	To what extent does work in this position represent the solution of some large problems "from beginning to end", with the receipt of the final result?
The role of the work performed in solving more general tasks of the team	Does this workflow have a significant impact on the lives and work of others inside or outside the organization?
Independence	What is the degree of possible independence of the employee in defining his tasks, methods of solving them and personal work schedule?
Feedback	Does the employee, as a result of his job duties, receive clear and concise information about his or her performance?

As follows from the table, a position looks more significant in the eyes of an employee if its use requires a wider arsenal of means and gives the employee a clear sense of his objectively important participation in a common task well understood by him (the final result).

Figure 3.1 contains four blocks - characteristics of the significance of the job position, psychological parameters, the results of the employee's activities and the efforts required to promote him. Since different people have different capabilities and degrees of desire for something, it is important to consider these individual differences, as they can affect the relationship shown by the arrows in the diagram. (Figure 3.1)

Figure 3.1. - Mechanisms for motivating initiative work

Self-reliance is directly related to a sense of responsibility. The more control over the work process, the stronger the sense of responsibility. The employee's awareness of the results of his activities has a huge impact on the motivation of his work.

According to the research, if an employee does not have a desire to improve his qualifications, then no considerations given in tab. 3.1 and in the specification of the workflow of the manager dealing with personnel management issues are irrelevant.

Employee behavior and personal satisfaction are in harmony when the employee and his job "fit" together. In tab. 3.2 shows what the results are with different degrees of relationship between work and employee. (Table 3.2)

Table 3.2. - Relationship between work and employee

Increase in labor productivity	How great is the desire of the employee to increase the productivity of his work
Effectiveness increases	Mutual matching 1. High quality work 2. High degree of satisfaction 3. Rare absenteeism and low staff turnover.	Mutual inconsistencyTvie 1. The employee is overworked and confused in his work 2. The quality of work is low 3. Frequent absence from the workplace and a large turnover of personnel.
Performance is not growing	Mutual inconsistency 1. The employee feels that not all of his opportunities are being used 2. Low job satisfaction 3. Frequent absenteeism and high turnover	Mutual matching 1. Desire to work can be created by monetary motivations for those who lack internal incentives 2. High quality work

Workflow design affects the attitude of the employee towards their work. The workflow itself is so important that it needs to be well thought out. And since this process is dynamic and changeable by its nature, it should be built in such a way that, if necessary, it was modified, that is, adapted to each specific situation.

Also, a study was carried out to identify the main motivational factors that are most effective in stimulating the labor activity of employees.

The purpose of the survey was to investigate job satisfaction, the level of work activity, the main factors that affect work activity and the degree to which various characteristics of work are significant for employees. As a result of sociological research, the following structure of the ranks of labor values ​​can be built according to their significance and the possibility of satisfaction, on the basis of which a system of incentives for employees of the organization is then developed. (Table 3.3)

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