Features of motivation. Motivation: the source of strength for action Ask him why

FEATURES OF MOTIVATION OF STAFF OF LARGE INDUSTRIAL ENTERPRISES

Kholodkov A.V.,
Karpova E.V.,
Surkov S.A.

The problem of personnel motivation in our country has always traditionally received little attention, but the people responsible for this proceeded from two mutually opposite premises. One of them, ideological, relapses of which are almost constantly encountered in the actual practice of enterprises, is that all employees, as conscious and responsible members of society, must work with maximum effort. The second, forceful one, which is also still popular in the minds of managers, is that if employees do not work as they should, they can be forced to do so.

In modern reality, both are nothing more than opposite facets of the same utopia, which consists for managers in presenting workers as non-judgmental performers, “cogs” who “rotate in the right direction.” However, life in the person of real, completely independent and creative workers refutes these utopian ideas.

Accordingly, improvements in the process of motivation are gaining more and more circles of adherents, whose practical activities confirm the correctness of the chosen path. But staff motivation is not as simple a question as it might seem at first glance.

As A.L. points out. Eremin, from psychophysiology we know the definition of motivation as an emotionally charged desire of a person to satisfy leading needs. In management, motivation, as one of the four main functions of management, along with planning, organizing and controlling, is defined as the process of stimulating someone, an individual or a group of people, to perform activities aimed at achieving the goals of the organization. According to A.L. Eremin, motivation is necessary for the productive implementation of decisions made and planned work. In management, especially in practical management, an analysis of motivation through needs is used, i.e., the conscious absence of something that causes an urge to action. Primary needs, according to A.L. Eremin, are genetically based, and secondary ones are developed in the course of cognition and gaining life experience.

E.I. Komarov and N.A. Zhdankin note that much depends on a particular person and the ratio of internal and external motivation in him and identify certain types of workers, dividing them in relation to motivation. The first type, in their classification, is designated as “Extramotivated”; for it, external motivation predominates in relation to internal, and it is more sensitive to the incentive system, and in particular to the level of evaluation and payment for its work. The second type of employee, “Intramotivated,” is characterized by the fact that his internal motivation dominates in relation to external motivation; he is less sensitive to the incentive system, since he attaches greater importance to the content of the work performed. For him, interesting work in itself is a strong incentive. However, E.I. Komarov and N.A. Zhdankin did not give specific recommendations on how exactly to distinguish between these two types and how to specify methods of influence.

S.S. Goryachev in his study rightly emphasizes that an employee’s motivation to work is a complex, integrated whole, which is a complex of individual types of motivation. He points out that, in relation to each specific employee, there is an individual set of motives for work, ranked by the strength of influence on the employee, and introduces the concept of an individual set of labor motivation IKTM. According to S.S. Goryachev, the motives included in ICTM and the degree of their priority are determined both by the characteristics of the individual and by the formal and informal influence on the individual from the organization. He writes that the activities of an organization should be organized in such a way that it represents an integrated component of a set of such labor roles and functions of employees that could serve as areas for expressing their creative potential on the foundation of high professionalism.

An important proposal can be considered a recommendation for the selection of workers in an organization based on the correspondence of their labor potential to those functions that are predetermined by jobs and their structuring throughout the organization. But his next position is about the need to assist employees in adapting their professional potential to the functions provided for by their position, and in some cases, for especially talented and promising employees, it is necessary to specially create jobs in the organization that are adapted specifically to their individually unique professional potential, seems difficult for practical implementation.

Personnel motivation at large industrial enterprises has certain features. Overcoming the difficulties associated with them is practically not presented in the works published in the literature. Below are some of the features identified by our research and observations, which, for convenience, are summarized in eight categories.

Material motivation. Workers of large industrial enterprises traditionally do not receive the highest wages, but continue to “hold on to the factory chimney,” which, in their opinion, ensures stability in receiving wages, which, given the past “storms and storms” in the domestic economy, for many remains a very important factor for many.

In addition, at such enterprises, traditions are very strong, “working dynasties” are formed, which consist not only of workers, and one of the traditions associated with this factor is the habit of working long and conscientiously, counting on “length of service”, which is of little importance in our time " Economic restrictions lead to restrictions on the level of wages, since an increase “at once for everyone” will lead to overexpenditure of the payroll and rising costs, which will make products uncompetitive. The problem of joining the WTO increases the difficulties, since we have a high share of labor in production costs, and with high wages, products are uncompetitive, and with low wages, migration and leaching of the most qualified labor will begin.

Presence of restrictions. Not all widely described and applied theories of motivation give the expected effect at large industrial enterprises, since the restrictions imposed by the internal environment of the enterprise are strongly affected.

In particular, the opportunities for self-realization of employees are significantly limited where this contradicts the goals of the organization. This significantly reduces the efficiency of high-tech industries. At the Ryazan Instrument Plant, this problem has the nature of a contradiction, since the existing organizational restrictions, coupled with the state nature of the owner, are not consistent with the creative nature of the activities of the majority of plant employees who create new, promising equipment and technology.

Penalties from the workers of the Tver plant of the joint-stock company of the Russian-Baltic Carriage Works (extracted from the report card), 1915.

Tab. 1

Contradictions. The capitalist nature of the environment, although not entirely clearly expressed, nevertheless contains the classic contradiction “between labor and capital”, which, in part, is transferred from the outside to the internal environment of the enterprise. This leads, regardless of the form of ownership, to a division into “us” and “them”, to the formation of, albeit partly false, class consciousness, which significantly complicates motivation. Moreover, the peculiarity of the situation is that even state-owned enterprises are considered as “strongholds” of state capitalism, and then managers, especially senior managers, are associated with owners, and those who hinder the personal development of each employee. It doesn’t even help here that most of the workers affected by this phenomenon are “blue” and even “white collar” workers, since they quite seriously consider themselves as “proletarians of intellectual labor.”

In this sense, large industrial enterprises, especially knowledge-intensive industries, represent the closest possible approach to the prototype of a post-industrial society in our country. The uniqueness of the GRPZ plant (State Ryazan Instrument Plant) is that it is “built-in” into the global economic system, produces and sells high-tech products on the world market, and therefore is closer than others to the realities of a post-industrial society.

A prototype of society. In a large team, to a more significant extent than in a small one, phenomena are realized that have as their prototype the corresponding processes in society as a whole. Moreover, the authors noted that, when entering the internal environment of large industrial enterprises, the features of social processes are “conserved,” consolidated, and turn into stable phenomena of the internal environment. Here we can name nepotism, nepotism, and the introduction of personal likes and dislikes into production relations, in general, everything that the surrounding market environment does not tolerate and is eliminated if it interferes with making a profit.

Networks of social connections. Part of the network of social connections is closed within the enterprise, people become friends with families, choose marriage partners, form micro- and macrosocial groups as the edge points of the continuum of social connections presented in Fig. 1.

Such groups could be correlated with small and large social groups, well studied in sociology, if not for three circumstances. The first of them is due to the fact that groups are formed mainly on the basis of professional production, since, in this case, it is easier for group members to compare their social practices.

The second circumstance is that in such groups mutual social control is weakened, and, moreover, there is a transfer of the focus of responsibility (“locus of control”) from the external environment of society as a whole, the enterprise team, into the framework of the group and it is there that acceptability or unacceptability is determined individual behavior. The third circumstance is that within the framework of a microsocial team, production problems are solved or not solved; people are connected not only by professional unity, but also by intellectual connections, technological unity, structural-hierarchical connections and a common worldview. All this makes the relationships in such a microsocial team incredibly confusing, associated with social hierarchical parameters, and even with the weighting coefficients superimposed on them.

Accordingly, any larger social groups, up to macrosocial ones, consist of microsocial groups in addition to elements of their own structure that are not included in microsocial aggregations, and this significantly burdens their activities and makes it difficult to conduct a full analysis.

Weakening positions. The closure of social ties within the enterprise, on the one hand, contributes to the cohesion of the enterprise’s team, and, accordingly, increases the efficiency of its activities, but, on the other hand, weakens the position of workers when they encounter a rather cruel environment. The environment was formed in a different formation, but there the negative attitude of people towards each other was restrained by ideological attitudes. Now, traditional negativity has received “confirmation” and “consolidation” from the ideological premises of the morality of capitalist society, since the positive features of people’s interaction under capitalism have remained unnoticed by our fellow citizens.

The clan-corporate nature of modern Russian society, the practical absence of a social orientation of the state in reality, and not in calls, aggravate this problem. Accordingly, one can often hear from employees of large industrial enterprises that “their own”, i.e. those working at the enterprise, are “good”, and others outside it are “bad”. The danger of this phenomenon lies in the fact that through collisions with a cruel and harsh environment, the emergence of the above-mentioned opinions, the external social environment penetrates into the internal environment of the enterprise in an uncontrolled way, and far from the best sides and traits penetrate.

Problems of isolation. The inevitable isolation of the internal environment of an enterprise from the external one leads to a decrease in the diversity of life experiences arising from this isolation, and this leads to a decrease in the creative potential of employees, especially where the creation of additional competitive advantages of manufactured products is required.

Crowding problems. Due to the “overcrowding” and “concentration” of personnel at a large industrial enterprise, the phenomena of “social laziness”, the implementation of the “free ride” model, motivational losses based on injustice, and other group restrictions on motivation are aggravated and gaining strength. “Social laziness” according to N.L. Kerr and S. Bruun, arises in a group in which a person feels that his individuality is dissolved in it, and his inactive actions will not be noticed by anyone. The larger the group size, the higher the degree of anonymity; the more people contribute to achieving the overall result, the more difficult it is to determine the procedural loss of each group member. The model of “free travel” according to M. Olsen has something in common with the phenomenon of “social laziness” and lies in the fact that group members are sensitive to freedom from the obligation of their efforts. According to N.L. Kerr and S. Bruun, when they understand that their work is not necessary for the group to achieve a positive result, or will not help avoid failure, since, in their opinion, little depends on their efforts, then it is unlikely that they will try for the sake of the group .

Motivational injustice, according to research by J.J. Kessler and W. Wiener, is characterized by the fact that if an employee’s qualifications are higher than those of a colleague, but they receive the same amount, then people begin to fight such injustice by reducing their efforts. In doing so, they appear to believe that their overall contribution will be more comparable to that of their peers as a result. This approach corresponds to the theory of justice of J.S. Adams, and significantly reduces the efficiency of personnel.

The purpose of this article is to identify ways to improve the motivation of personnel at large industrial enterprises. The proposed approaches are the result of long-term practice in managing large industrial teams and advising on their work. According to the listed problems, they can be grouped into five clusters, each of which contains a whole “bundle” of possible solutions.

It helps significantly in working with staff and, in particular, in the area of ​​their motivation, building a hierarchy of problems, as, for example, shown for the particular case of one of the leading employees in Fig. 2.

In accordance with this diagram, Fig. 2, individual work is built to neutralize and/or use the indicated features of personnel motivation. The slash in the previous sentence means that, if it is impossible to use certain features to motivate staff, attempts are made to neutralize their negative impact. Here it is important to avoid haste in analyzing and developing an impact plan, since you can easily make a mistake and get a result opposite to the desired one. The experience of GRPP HR managers shows that, with a correctly constructed hierarchy, it is possible, at least to a large extent, to take advantage of the fact that most, if not all, employees of large industrial enterprises are thinking people who are fully aware of the general problems of the country and the enterprise , and a correct and well-structured explanation of the situation eliminates many questions, to overcome which, otherwise, one would have to resort to other, much more powerful sources of motivation.

A complex motivational impact, as shown in Fig. 3, allows one to obtain higher indicators of staff motivation than a single or incomplete impact.

The result of this approach is a high level of motivation because an employee who is inclined to intuitively resist any influences to force him to work will not be able to determine and identify a certain direction for himself, and he will not be able to resist in different directions, since otherwise he will be forced to “ throw all your strength” into this process, but, nevertheless, complete resistance is not achievable under any conditions.

Industrial organizational culture. Large industrial enterprises have developed a stable organizational culture, which was written about, for example, by Kh.Yu. Warnecke. The result of this phenomenon, which can be used in the work of HR managers, is that employees of an enterprise with such a structure, if they do not face obvious motivational injustice according to J.J. Kessler and W. Wiener, will work actively and purposefully, so to fit into this industrial organizational culture and not feel like a black sheep.

Here we can give an example from the practice of another related Ryazan enterprise, when such an “outlier” employee with irrepressible motivational demands was intuitively rejected by the teams of which he was a member, as a result he became the object of constant ridicule and teasing.

The theory of motivation by “interception of goals” appeared in the practice of GRPP after a long analysis of the current situation. At the beginning of the analysis, a model of employee behavior was built, which was based on the obvious fact that each person pursues his own goals, which he tries not to talk about, not only and not so much due to the desire to keep them secret, but also, often, considering that they may not be interesting to anyone except him and his loved ones. The differences in the model from a simple statement of this rather trivial fact lie in the identification of a cluster of employee goals that are related to the advancement of the entire enterprise, and a cluster of personal goals. It has been established that these clusters are intersecting, and, based on this fact, a method of “interception of goals” has been put forward, which consists in the fact that by analyzing behavior, a general survey of the employee himself and those around him, as well as research using J. Kelly’s repertory grid, they identify the main goals of the employee, compare their position in both clusters, identify those that coincide, and it is these goals that are set for the employee. Experience with this approach has yielded positive results.

“Polychrome” motivation is a continuation of the idea of ​​emotionally charged motivation according to A.L. Eremin. In practice, this approach is implemented by carrying out such actions and activities that evoke positive emotions of various kinds and origins in the employees of the enterprise. In particular, at the GRPZ, one of such events is the holding of factory amateur competitions, which are not often found nowadays at other enterprises.

Participation in them, and this is the merit of the managers who organize this process, is considered a “matter of honor” by plant employees, departments actively “cheer for their own”, “new heroes” are highlighted, but even participation in the preparation and conduct of such a competition creates a whole range of positive emotions and serves as additional motivation for efficient and high-quality work at the plant. The authors of the article observed how a number of plant employees, who were undergoing MBA training as part of the organizational reserve of management personnel, came to the rehearsal at seven o’clock in the morning and danced until ten, in order to be on time for classes by eleven o’clock. At the same time, it is known that these are the people who managed and still manage to “distinguish themselves” in all areas of their activities, from “artistic exercises” and written works to effective and efficient solutions to production problems.

The “Control Points Diagram,” to a certain extent, is an analogue of a career map, but the latter characterizes only the stages of an employee’s movement along the career ladder, while the “Control Points Diagram” is a more general approach, since it affects not only career prospects, which, in the context of established organizational structure of a large industrial enterprise is often problematic, but it also programs professional growth, building competencies, empowerment (increasing self-confidence), etc.

An example of such a diagram for one of the employees is shown in Fig. 4. The use of such techniques and methods makes it possible to reduce the negative effect of the restrictions listed above and increase the efficiency of motivating personnel of large industrial enterprises.

Many people have known about what motivation is since childhood. This is an incentive to perform some action or achieve a goal. Although its uniform definition has not yet been established, it is still actively studied by psychologists and sociologists. Due to the fact that there are many different hypotheses to explain human actions, different types of motivation have been developed. The classification is quite extensive; let us consider its main types.

External and internal motivation

These types are also called extrinsic and intrinsic. External is based on the influence of environmental factors: various kinds of circumstances, conditions that are not related to specific types of activity. Often people are motivated to action by someone's success or a goal achieved in life.

Intrinsic motives are based on internal reasons related to people’s life values: desires, goals, needs. The internal motivation of one individual can become external for another and also motivate actions.

Psychologists note a number of features of external and internal motivation for work:

— Actions provoked by the influence of external factors are aimed at the volume of work performed, and internal motivation motivates to perform it efficiently.

— When the “threshold” is reached, extreme motivation simply has no interest in life and is removed, while intense motivation intensifies.

— Internal always motivates a person more than external.

— Internal motivation begins to “grow” if a person becomes more self-confident.

Psychologists and sociologists believe that internal motivation encourages a person to take action, and note its main ideas that determine these actions:

1. People's desires are limitless. If an individual achieves a goal in life and satisfies one need, then he immediately forms a new one for himself.
2. If the goal is satisfied, then it no longer motivates any action.
3. If the need is not satisfied, then it provokes the individual to act.
4. People tend to build a certain hierarchy of needs for themselves throughout their lives, sorting them by importance.
5. If it is impossible to satisfy a lower-level need, people will not be able to fully satisfy a higher-level need.

Positive and negative motivation

These types are based on positive and negative incentives.

Positive motivates action when a person realizes his benefit. And the expectation of benefit is the best stimulator of quality work completed within the specified time frame. Managers periodically use it to stimulate the work of subordinates. The role of positive motivation is high; it allows employees to feel more confident and work more efficiently. Motivation can be provided not only by bonuses, awards, salary increases and other material things, but also by moral and psychological measures.

There are a number of principles on the basis of which positive motivation has a greater effect:

1. The result of work will be higher if the performer feels his importance and contribution to some cause.
2. Positive motivation is stronger than negative motivation. Accordingly, praise or material reward for work should not be long in coming. The faster a person receives what he expects, the higher his motivation for further actions in life.
3. It is better if people receive rewards or praise during the process of work, and not just when they achieve a goal. This is explained by the fact that voluminous work is completed more slowly and the goal is difficult to achieve.
4. The individual must be confident of achieving success.

Negative work motivation is usually associated with punishment for something. It often happens that with prolonged negative motivation, an individual loses all interest in performing actions. Unfortunately, this technique is very popular among many employers, it causes a feeling of fear in subordinates, reluctance to work, lowers the employee’s self-esteem, and develops complexes.

Thus, positive motivation is based on stimulating actions, and negative motivation increases a person’s discipline in performing work. Negative is not able to activate creative potential; its task is to keep a person within certain limits.

Although many psychologists note that negative motivation can influence the intensity of work. But employers are advised to be careful when punishing employees for anything. As a rule, employees who are proactive and creative in life do not allow themselves to be treated in this way and leave. In addition, negative motivation has no power if it is not used in conjunction with positive one.

Sustainable and unstable motivation

The basis of sustainable motivation is the everyday needs of people. These include thirst, hunger, sleep, communication, gaining knowledge and skills. The individual performs conscious actions without much effort to achieve them.

Unstable motivation is much weaker; there is a need to reinforce it with the help of external motives.

Additional classification

Scientists in the field of psychology and sociology identify additional types of motivation, otherwise called incentives:

• Self-affirmation

It is a completely natural desire for people to be recognized by their environment. At the core is self-esteem. A person proves to society his importance and uniqueness. This is one of the most important motives in the activities of people that ensure personal development.

• Identification

This is a person’s desire to be like an idol. The role of an idol can be someone from his circle, a famous person, or a fictional hero. These motives are characteristic of adolescence and, of course, have a positive impact on the formation of personality. A teenager makes a lot of effort to achieve a goal, works on himself, his habits, and appearance.

• Power

This is the need to influence people's actions. The desire to play a major role in the activities of the team, to control the work of others, to indicate what to do. It should not be confused with self-affirmation. When a person wants to gain power, he does not need confirmation of his own importance.

• Procedural-substantive

This is a person’s incentive to take active action. And not because of external factors, but because of personal interest. The process of some kind of work itself is important to an individual; he experiences pleasure from it.

• Self-development

A person's desire to improve himself. Develop knowledge, skills and abilities. Psychologists believe that the desire to self-develop forces people to make maximum efforts to achieve their goals. Self-development is closely related to self-affirmation. With this motivation, an internal conflict often arises: people find it difficult to perceive something new and cling to the past.

• Achievements

Most people want to achieve better results from their work, success in a certain area. More often, this is a conscious choice of the individual regarding the most difficult life tasks. This incentive is a leading factor in achieving recognition in a certain field of work. Achieving a goal depends not only on a person’s innate abilities, but also on his desire to work on himself, to motivate himself to work.

• Prosocial motive

An important motivation for any person. It is based on a sense of duty towards society and responsibility. People motivated in this way are self-confident, they have the following qualities: responsibility, seriousness, a sense of conscience, a tolerant attitude towards the environment, and the desire to achieve specific goals.

• Affiliation

In other words – accession. Motivation is based on people’s desire to establish new contacts and maintain friendly relations with other members of society.

Each type of motivation, as a rule, has several levels, depending on certain factors:

• How significant is it for an individual to achieve a goal in life;
• confidence in achieving the goal;
• subjective understanding of the result of one’s work.

The concept and types of motivation are currently still being studied by scientists in the fields of psychology and sociology. With the change in modern society, its values ​​and capabilities, people's motives for performing various actions also change.

FEATURES OF STAFF MOTIVATION IN A MODERN RUSSIAN COMPANY

© N. N. Satonina

Satonina Nelya Nikolaevna candidate

of Psychological Sciences, Associate Professor, Department of Management Psychology, Samara

humanitarian academy

Some aspects of staff motivation are considered. A theoretical analysis of the relevance of the main theories of motivation in modern Russian conditions was carried out. Empirical data characterizing the features of personnel motivation in typical modern Russian companies are presented.

Key words: motivation, motivation theories, motivation models, personnel, job satisfaction.

The problem of motivation is one of the main ones in personnel management and at the same time one of the most difficult both in theoretical and practical terms. Suffice it to say that there are more than 400 definitions of motivation and about 50 theories of motivation. H. Heckhausen wrote that “there is hardly another equally vast area of ​​psychological research that could be approached from such different angles as the psychology of motivation.” Despite this, it cannot be said that the psychological mechanisms of personnel motivation have been fully studied. As E.P. Ilyin rightly notes in his extensive monograph on motives and motivation, the abundance of literature on the problem of motivation and motives is accompanied by a variety of points of view on their nature, which forces some psychologists to fall into excessive pessimism and talk about the practical unsolvability of the problem. It is noted that a common drawback of existing points of view and theories is the lack of a systematic approach to considering the process of motivation.

Indeed, the history of studying the determination of human activity knows many scientific approaches that have explained the incentive forces of human behavior from different positions. These include, firstly, need theories of motivation. To representatives of this direction

can be attributed to E. Condillac, P. Holbach, R. Woodworth, K. Levine, G. Allport, A. Maslow, etc. Each of them closely linked the concept of “motivation” with the concept of “need”.

Another direction is associated with behaviorist theories of motivation (D. Watson, E. Tolman, K. Hull, B. Skinner). As is known, behaviorists, in contrast to need theories of motivation, explained human behavior through the “stimulus-response” scheme, considering the stimulus as an active source of the body’s reaction.

Cognitive theories of motivation, starting with W. James, and then J. Rotter, G. Kelly, H. Heckhausen, J. Atkinson, D. McClelland, R. Cattell, etc., recognized the leading role of consciousness in determining human behavior, and the central mental process decision-making becomes the explanation of behavior.

Psychoanalytic theories of motivation (Z. Freud, W. McDougall) tried to explain the behavior of an individual based on his unconscious and instincts. There are also biologizing theories of motivation (J. Nutten), which speak of motivation as the mobilization of energy.

In the works of prominent domestic scientists (A.F. Lazursky, N.N. Lange, V.M. Borovsky, N.Yu. Voitonis, L.S. Vygotsky, A.N. Leontiev, P.V. Simonov, etc. ) motivation was also given a prominent place. In particular, the works of L. S. Vygotsky spoke about the “struggle of motives,” the separation of motive and stimulus, and voluntary motivation. Thus, it can be stated that there is still no unified theory of motives and motivation that could lay claim to an exhaustive theoretical explanation of this problem.

At the same time, this does not mean that the works of the above scientists did not bring any clarity to the understanding of the nature of these issues. As D. Myers noted, no one in science can claim the ultimate truth; each theory, if considered separately, has its own advantages, but is able to explain only part of the questions that arise in this area of ​​psychological research. Only the integration of all theories with deep analysis and isolation of all the positive things they contain can provide the most complete picture of the determination of human behavior.

Theories of personnel motivation are of particular interest due to the fact that the activities of a person included in the system of functions and goals of the organization are closely related to the motivation of his behavior. A simple model of the motivation process has only three elements: needs, goal-directed behavior, need satisfaction. The task of a manager who must motivate his subordinates is to provide them with the opportunity to satisfy their personal needs in exchange for effective work. In addition, the manager must help subordinates understand and appreciate the benefits that this job and this organization gives him, so that the employee's behavior is voluntarily aimed at achieving the goals of the organization.

In management, great importance is attached to distinguishing levels of motivation. At the level of satisfactory behavior, employees perform the minimum that will be acceptable to management. At the same time, workers are convinced that their current job, like any other, is a simple exchange of their time and energy for the money they need to live. If motivation takes this form, it signals that management's attempts to help subordinates connect their goals with the goals of the organization have failed. This leads to dissatisfaction with work, managers and the company as a whole and, as a consequence, systematic absenteeism, staff turnover, and low labor efficiency.

At the level of excellent behavior, work is a more desirable part of life, bringing reward and satisfaction. The researchers calculated that

Employees usually do not work at full capacity and save about 20% of their energy, and begin to give 100% only if they are confident that their additional efforts will be properly rewarded. At this level, not only material but also moral incentives are valuable to employees. The manager's task is to create opportunities for his subordinates to meet the full range of their needs in the process of work in exchange for their energy and skills.

Practical management is based on certain theories of motivation, which are divided into two groups. Content theories try to find out the reasons for this or that human behavior. They are often called "need theories." Process theories focus on the question of how this or that type of behavior arises, what guides, supports and stops it.

There are several basic substantive theories of motivation (Taylor, Maslow, Herzberg, McClelland, etc.). The earliest meaningful theories of work motivation include, first of all, the theory of F. W. Taylor. It was subsequently called the “concept of economic man.” F. Taylor mainly used economic coercion in matters of increasing labor productivity, that is, he used the only incentive - monetary, considering it the most natural. Job satisfaction, creativity, emotions and much more were not taken into account. Psychological and socio-psychological factors for increasing the labor activity of workers were not used. Many years later, this theory, which seemed to have already lost its relevance, became applicable in modern Russian reality, during the period of the so-called “wild capitalism”.

As a unique alternative, Elton Mayo developed the “theory of human relations”; this theory was aimed at achieving worker agreement with the management program, as well as reducing dissatisfaction, adaptation and overcoming employee alienation. This theory is based on the following ideas: firstly, work motivation is determined primarily by the social norms existing in the organization, and not by physiological needs and material incentives; secondly, the most important motive for high performance is job satisfaction, which presupposes good pay, the possibility of career growth (career), the orientation of managers towards employees, interesting content and change of work, progressive methods of organizing work; thirdly, social security and care for each person, informing employees about the life of the organization, developed communications between the hierarchical levels of the organization are important for motivating productive work, i.e. managers at all levels and subordinates. It should be noted that many components of this theory were embodied in practice even in the pre-perestroika period in the life of our country.

One of the important theories was and remains the theory of Abraham Maslow - the “Hierarchical Model of Needs”, or the “Theory of Elevation of Needs”. He argued that human behavior depends on which of the five basic types of needs is currently dominant. Each person has all five types of needs at the same time, but the strength of each need at any particular time depends on the person's personal priorities. Depending on these priorities, a hierarchy of needs is built. A manager who knows the priority needs of his subordinate can determine the most effective motivator for him.

As you know, A. Maslow identified several types of needs. Among them are physiological needs, which, in relation to the work environment, include the needs for wages, leave, pensions, breaks, favorable working conditions, lighting, heating and ventilation.

etc. Workers, whose behavior is determined by these needs, have little interest in the meaning and content of work; they are mainly concerned about its payment and conditions. The needs for security and confidence in the future, like physiological needs, are among the basic, fundamental ones. They mean both physical (health protection, safety at work) and economic security (monetary income, job security, social insurance for old age and illness). These needs are updated and come to the fore as soon as the physiological needs of a person are satisfied. Satisfying security needs provides confidence in the future. They reflect the desire to maintain an already achieved position, including the level of wages and various benefits, to protect oneself from danger, harm, threats, injuries, losses or deprivations. In organizations, these needs take the form of struggles for job security, union organizing, insurance, and severance pay.

Social needs (needs for belonging) are focused on communication and emotional connections with other people, these are the needs for belonging to a certain group, social interaction, affection, support. Their implementation occurs by joining formal and informal groups and taking part in a variety of joint activities. The leadership of such people should have the character of a friendly partnership.

Esteem needs include the needs for both self-esteem and recognition and respect from others, including the needs for prestige, authority, power, and career advancement. In any organization, rewards that can satisfy the need for esteem include honorary titles, other forms of recognition, praise, additional responsibilities, and promotions.

The needs for self-realization (self-expression, self-actualization) are the highest level of needs. They include the needs for creativity, the implementation of one’s own plans, the realization of individual abilities, and personal development. This is the highest level of manifestation of human activity. It is about realizing your potential and growing as a person.

This theory is of great importance for the management of organizations, since managers, based on its provisions, can clearly understand that the motivation and behavior of their subordinates are determined by a wide range of different hierarchically organized needs of the individual. This theory, due to its practicality and accessibility, has become widespread in different countries, including Russian organizations.

K. Alderfer's theory of needs or theory of needs of existence, relationships, growth (or ERG - Existenc, Relatednes, Growth). From the standpoint of this theory, three classes (groups) of needs are distinguished. Existence needs (E), which include fundamental physiological needs, as well as safety needs. Social needs (R), including the needs for communication, group affiliation and respect from others (according to AMaslow's classification, these are social and esteem needs). Personal growth needs (G), i.e. needs for self-realization, including participation in management. Despite its relative simplicity, this theory is less known to Russian practitioners.

F. Herzberg's theory is still very popular - the “motivational-hygienic theory”, or the “work enrichment theory”, according to which all incentives to work are divided into two groups. The first group consists of “hygiene factors” - all external conditions (salary, relationships with colleagues,

the behavior of the master, physical working conditions, etc.). It is these factors that most often cause dissatisfaction on the part of workers, which is manifested in an increase in absenteeism, an increase in labor turnover, an increase in injuries, a decrease in labor productivity, an increase in defective work, etc.

Improving these external factors has a stimulating effect, but this is only for a short period of time, then one gets used to them as a matter of course. As a result, employee dissatisfaction decreases, but the stimulating effect of these factors ceases. F. Herzberg considered the main stimulant to be the work itself and the associated needs for recognition of achievements, the desire for career advancement, a sense of responsibility and personal growth, as well as the employee’s self-realization in work. For the sake of such work, people are ready to endure both bad conditions and a bad leader. Unlike “hygiene factors,” these incentives, or “motivator factors,” last a long time and are more reliable.

In the present Russian reality, in our opinion, this theory is quite applicable in organizations with different financial capabilities. Thus, fairly wealthy organizations associated with oil and gas production and refining, banking, etc., may overly rely on their ability to pay their employees, neglecting other motivating factors, while weaker organizations, on the contrary, With their relatively limited financial capabilities, they can quite successfully motivate employees, flexibly using a variety of “motivator factors” available to them.

Douglas McGregor's theory of motivation is a two-factor theory, or "Theory X and Theory Y". His theory was an attempt to combine Taylorism with the theory of E. Mayo. "Theory X" is based on the theory of F. Taylor. It is directly related to the “economic” man, and the second - “Theory Y” - to the “social” man. “Theory X” corresponds to a multi-story management pyramid, where the lower levels only carry out orders from above, without showing any initiative. The main provisions of Theory X boil down to the following: the average worker is lazy and tends to avoid work; employees are not very ambitious, are afraid of responsibility and want to be led; to achieve the goals of the enterprise, it is necessary to force workers to work under the threat of sanctions, without forgetting about remuneration; strict guidance and control are the main management methods; The behavior of workers is dominated by the desire for safety.

“Theory Y” is built on opposite principles and includes the following postulates: reluctance to work is not an innate quality of the worker, but a consequence of poor working conditions that suppress the innate love of work; with favorable, successful past experience, employees tend to take responsibility; the best means of achieving the organization's goals are rewards and personal development; in the presence of appropriate conditions, employees assimilate the goals of the organization, develop such qualities as self-discipline and self-control; The labor potential of workers is higher than is commonly believed; in modern production, their creative potential is only partially used.

Managers should strive to develop personnel from the state “X” to the state “Y”, or from the state of “economic man” to “social man”. For present Russian society, this situation is quite relevant, given the extremely dynamic socio-economic changes taking place in it. At the same time, there is a gradual understanding on the part of employers and managers that previous approaches to employees, corresponding to Theory “X,” are becoming obsolete, that is, they are becoming ineffective, so the transition to other methods of working with employees is inevitable.

The main distinguishing feature of the “Z” theory, developed by V. Ouchi, is the rationale for collectivist principles of motivation. According to this theory, motivation should come from the values ​​of the “production clan”, i.e. enterprises as one big family, one kind. The main motivator of employee behavior is a corporation built on a clan principle. The signs of this type of corporation are: firm guarantees of employment and involvement in the general destiny of the organization; slow promotion; universal nature of qualifications, broad communications; collective, consensus-based decision-making method and group responsibility; wide freedom of action and unclear control mechanism; constant concern for the social and economic needs of workers; confidential, friendly communication between managers and subordinates; publicity; egalitarianism, smoothness of rank differences; systematically cultivating a healthy social environment, corporate values ​​and commitment to the organization. Considering the little changed collectivist psychology of Russians, the ideas of this theory are not only attractive, but can actually be effectively used in practice. By the way, this is facilitated by the previous experience of socialist enterprises, where many of the listed conditions were applied quite successfully.

David McClelland, without denying the conclusions of previous theories about the importance of biological and other “basic” needs in motivating the behavior of workers, tried to identify the most important among the “secondary needs” that are actualized provided there is sufficient material security. He argues that any organization provides the employee with opportunities to realize three higher-level needs: a) the need for success, b) the need for power, c) the need for belonging. If an employee strives for success, he needs to be helped to realize his capabilities in the process of work. Such people are considered a godsend for the organization.

The need for power is expressed in the desire to influence other people, control their behavior, as well as the willingness to be responsible for others. This need is expressed in the desire for a leadership position. It is advisable to select people with a strong need for power for leadership positions. Such people have high self-control. They are more devoted to their organization, passionate about their work, regardless of time - this is the desire to influence others, to force them to do what they themselves would not do.

The need to belong is the desire to establish friendly relationships with others. Such employees achieve high levels of performance in tasks that require a high level of social interaction and good interpersonal relationships. A manager must know how to evoke this or that desire and aspiration in a person in order to find an opportunity to satisfy them in the process of work itself.

J. Atkinson's theory is based on the fact that employee behavior is the result of the interaction of the individual qualities of a person and the situation, its perception. Every person strives for success, avoids failure, and has two corresponding motives: the motive for success and the motive for avoiding failure. These motives are quite stable and are formed in the process of learning and work. They manifest a person’s desire for a certain level of need satisfaction. We believe that the identified theories to a certain extent reflect real situations in personnel motivation in Russian organizations, although the degree of fame, popularity, and most importantly, applicability of each of them varies significantly.

Perhaps this can be said to an even greater extent in relation to the main process theories of motivation: Victor Vroom's expectancy theory, extended

Lyman Porter and Edward Lawler's expectancy models, J. Stacy Adams' theory of justice, and B. Skinner's reinforcement theory. As practice shows, due to the subjectivity and complexity of applying some of them in modern Russian conditions, these theories are less known to a wide range of Russian managers. Although in their practical activities the basic principles, for example, the theories of B. Skinner, are used quite often. It is known that this theory is based on a very simple model consisting of only four steps: incentives - behavior - consequences - future behavior.

In general, an analysis of all of the listed theories of work motivation convinces us that none of them is exhaustive and completely acceptable for Russian conditions. However, important components of these theories are very significant for motivating employees of domestic organizations currently working in market conditions.

The distinctive features of the motivation systems of Russian enterprises from the motivation systems of enterprises in other countries are very significant in many respects. The first distinctive feature of the development of motivation systems is the fact that in the production and economic activities of enterprises of the Russian state for a long time, predominantly a single motivational model of “carrot and stick” was widely used in practical activities, which has not lost its use today.

The second distinctive feature of motivation systems is that the motivation models of our country were and remain standardized and unshakable; any deviation from these standards was considered a violation of existing regulatory legal acts and local regulatory documents, which were based and functioned on the basis of legislative acts. Therefore, managers at the highest level of management strictly observed these principles (time-based, piece-rate and bonus payment systems and their varieties, bonus systems).

The third distinctive feature is that national motivation systems have traditionally promoted equalization in the systems of remuneration and bonuses for employees.

The fourth distinctive feature of the use of motivational systems is that labor contribution was assessed in a biased, formal manner, which led to indifference and disinterest in both individual and collective results of work, reducing social and creative activity. The ineffectiveness of the functioning of existing assessment systems can be supported by the results of a study conducted at Russian enterprises. Only 38.4% of respondents responded that the current evaluation criteria take into account labor results, 50.3% partially take them into account, and 11.3% do not take them into account.

The fifth distinctive feature of Russia's motivational systems in the past was that social stimulation (a network of preschools, medical institutions, dispensaries and recreation centers, sports facilities, etc.) of workers' work activity was carried out mainly without taking into account the results of individual labor, since social benefits collective labor was used by both workers who achieved high performance indicators and workers who did not show much interest in work activities.

The sixth distinctive feature of motivational systems was that none of the motivational models of enterprises in capitalist countries provided and does not provide today for a block of moral incentives, since they mainly reflect material, socio-material, natural and social career incentives. In this regard, the experience accumulated in Russia, China, as well as in Japan in terms of moral incentives for the best workers deserves not only

approval, but also further widespread dissemination in organizations.

The seventh feature in the development of motivation is that stimulation was previously considered, as a rule, through the prism of socialist competition. And it seems that competition, if we discard ideological dogmas, not only has not outlived its usefulness, but should still be one of the driving motives for increasing the social and creative activity of workers in accelerating the pace of scientific and technological progress. Its necessity has been proven in many defended doctoral and candidate dissertations, but changes in the political and economic situation in Russia have negated its development and practical application. At the same time, competition (although not socialist) is widely used in firms in Germany, Japan and other countries. A positive example in this regard can be the PRC, where competition under the conditions of a socialist system and the development of market relations has not lost its significance and, along with other factors, allows maintaining high rates of economic development, which exceed the rates of development of the most industrially developed countries.

The mechanism for implementing each of the blocks of the motivation model depends not only on the desire of a particular Russian enterprise, but also on the specific conditions that are characteristic of specific teams where this or that motivational model is tested. Moreover, the accumulated experience of using various motivational models in organizations in different countries, including Russia, indicates that none of the motivational models is capable of completely eliminating contradictions in stimulating the work of employees. Therefore, the problem of developing theoretical and practical approaches to labor motivation remains extremely relevant and pressing due to the fact that most foreign practical developments do not work on Russian soil. The reason for this is both the specificity of Russian conditions (the transitional stage, the period of formation of market relations), and the specific features of the mentality of subjects of market relations.

Attempts to apply Western theories that were developed in countries with developed capitalism do not always find their confirmation in Russian reality, when the majority of workers do not have their basic needs met. In this regard, at present, domestic companies often use, in fact, the approach of F.W. Taylor, according to which the incentive for employees is primarily economic interest. A clear confirmation of this are the results of a socio-psychological study conducted in 2006 by the personnel and organizational planning department of SMARTS CJSC among the company’s employees, in which we took part. The purpose of the study was to determine factors influencing employee satisfaction with work in the company. More than 500 people, representatives of all categories of personnel, took part in the study.

As a result of the analysis, three groups of factors influencing the satisfaction of the company's employees as a whole were identified. These are economic factors, these include the level of wages and the remuneration system, socio-psychological (attitude of management, socio-psychological climate in the team) and factors related to the content and working conditions.

All employees participating in the survey were asked to express their attitude towards work. They had to choose from the proposed judgments those that most fully reflected their idea of ​​\u200b\u200bthe work.

Thus, for the majority of company employees (67%) work is an opportunity to earn money, a little more than a third noted the opportunity to feel like a full-fledged person, almost the same number (34%) considered it an important component

implementation of professional skills and abilities in their work.

As a result of correlation analysis, a relationship was identified between job satisfaction in the company and aspects of their work activity that are important for employees. The closest relationship was found between job satisfaction in general and such aspects as the level of wages, the attitude of company management, and the content of work. Employee dissatisfaction with these parameters leads to dissatisfaction with the job as a whole to a greater extent than all other components of work activity.

It would be logical to assume that an increase in wages should necessarily lead to increased job satisfaction, and therefore to increased labor efficiency of company employees. However, there are circumstances that prevent this. First of all, these are the limited resources of the wage fund. In addition, a one-time increase in wages leads to a state of satisfaction only for a limited period of time. Therefore, when planning the system and level of payment, it is necessary to take into account the most important parameters of material remuneration for employees, namely: indexation of wages in accordance with inflation and rising prices; the level of salary received must satisfy the basic needs of the family; the salary should correspond to the degree of labor invested; payment must correspond to the average salary level at enterprises of the corresponding profile in a particular region.

As a result of the study, factors influencing job satisfaction depending on socio-demographic and status characteristics were identified. It turned out that the satisfaction of male workers, unlike female workers, depends more on the encouragement and appreciation of management, as well as on the conditions and organization of the labor process (work schedule, workplace equipment, provision of necessary equipment). For women, the amount of wages is more important, that is, satisfaction with wages, first of all, determines their satisfaction with work in general. During the Soviet period, among the most significant factors for women were working conditions and work schedule.

Job satisfaction of the company's young employees (20-30 years old) depends on management's assessment of their work, assessment of the content of the activity and economic factors (and not only the amount of earnings is important, but also the monetary incentive system).

Middle-aged workers (31-40 years old) are encouraged to work (in addition to the factors typical for most employees - salary and attitude of management) by factors such as a feeling of usefulness of their work and the opportunity to continue professional education.

In the group of mature workers (41-50 years old), significant motives for work are the opportunity to realize their abilities, make independent decisions, and find more effective solutions to problems. This group of employees, more than others, is concerned about the presence of a developmental environment in the organization that would allow them to feel the significance of their work. However, economic factors are the main motives for the work of employees in this age group.

For workers in the older age group (51 years and older), the conditions of safety in the workplace (equipped workspace, variety in work, salary level, availability of privileges) and motivational factors (the ability to invent, create new things) turned out to be approximately equally significant.

The satisfaction of employees in management positions is determined, first of all, by how satisfied they are with the amount of work (load),

as well as satisfaction with its monetary equivalent. Significant stimulating factors are satisfaction with the attitude of management, the ability to make decisions independently, realize one’s abilities, and create something important and useful. In other words, the motive of employees of this social group is the desire to be significant and to perform those actions that they consider necessary and correct, within the time frame that they determine in accordance with the company’s objectives.

For specialists, the ability to make independent decisions, the desire to realize their potential, to be socially significant, and useful for the company are also significant stimulating factors.

In the group of workers, in addition to economic factors, important motives are continuation of professional training, satisfaction with the content of work and variety in work.

Thus, as the data obtained showed, salary is the most significant, playing a very important role, but far from the only factor influencing the employee’s attitude towards his enterprise. In the social groups under study, the attitude of the company's management is of paramount importance - the higher the level of satisfaction with interaction with management, the more positive emotions the employee experiences in relation to his work. The attitude of management is expressed, first of all, in caring for employees (equipping the workplace, providing food and medical care, providing other benefits); support and development of a sense of competence and self-esteem of subordinates.

These data are confirmed by studies conducted at enterprises in Tatarstan. The leading value for all categories of workers is good wages (8.89 points). The opportunity to work in a good team (7.61 points) and moral satisfaction from the results of work (7.25 points) are also of great importance for the staff as a whole. The value of professional growth is also quite significant for employees (7.03 points). The last most important place for all categories of workers is the opportunity for self-affirmation (5.15 points). Accordingly, the entire staff motivation system is focused on these values. Thus, the coefficient of use of material incentives (0.49), moral (0.43), professional incentives (0.40), socio-psychological incentives (0.23), creative incentives (-0.04).

Thus, in conditions of incomplete satisfaction of the basic needs of personnel and the limited financial capabilities of many Russian companies, it is necessary to pay more attention to other types of motivation not related to material incentives, which are worthy of reflection in world science and practice.

BIBLIOGRAPHY

1. Aseev, A. G. Motivation of behavior and personality formation. About the essence of motivation. M.: Mysl, 1996.

2. Vikhansky, O. Management: Person, strategy, organization, process / O. Vikhansky, A. Naumov. M., 1995.

3. Vilyunas, V. K. Psychological mechanisms of human motivation. M., 1976.

4. Danilov-Danilyan, V. Modern management: principles and rules. M.: N. Novgorod, 1992.

5. Diesel P. Human behavior in an organization / P. Diesel, W. McKinley Runyan. M., 1993.

6. Dyrin, S.P. Features of the Russian model of personnel management: monograph. Izhevsk: Udmurt University Publishing House, 2004.

7. Ilyin, E. P. Motivation and motives. St. Petersburg : Peter, 2003.

9. Meskon M. Fundamentals of management / M. Meskon, M. Albert, F. Khedouri. M.,

10. Heckhausen X. Motivation and activity: T.1 / ed. B. M. Velichkovsky. M., 1986.

PECULIARITIES OF PERSONNEL MOTIVATION IN A MODERN RUSSIAN COMPANY N. Satonina

Some aspects of personnel motivation have been considered. Theoretical analysis of demands of basic motivation theories in modern Russian conditions has been carried out. Empirical data characterizing the peculiarities of personnel motivation in typical modern Russian companies are given.

Key words: motivation, motivation theories, models of motivation, personnel, satisfaction with work.

Motivation is a set of external and internal driving forces that encourage a person to carry out activities aimed at achieving certain goals, with the expenditure of certain efforts, with a certain level of diligence, conscientiousness and perseverance. Motivation is also understood as a process of connecting the goals of the organization and the goals of employees to most fully satisfy the needs of both parties, through various ways of influencing employees.

If we consider motivation as a process, it can be represented in the form of six successive stages. Naturally, such a consideration of the process is rather conditional, since in real life there is no such clear delineation of stages and there are no separate processes of motivation. However, the given model helps to understand how the process of motivation unfolds, what its logic and components are.

First stage- emergence of needs. The need manifests itself in the form that a person begins to feel that he is missing something. It manifests itself at a specific time and begins to “demand” from a person to find a way to satisfy it. Needs can be roughly divided into three groups:

Physiological, psychological, social.

Second stage- finding ways to eliminate the need. Once a need has arisen, a person begins to look for an opportunity to satisfy it. Need drives motives to action.

Third stage- determination of action goals. In accordance with the direction and strength of the manifestation of motives, a person fixes what and by what means he must do, what to achieve, what to receive, in order to satisfy the need.

At this stage, a person decides for himself four questions:

1) what should I get to satisfy the need;

2) what should I do to get what I want;

3) to what extent can I achieve what I want;

4) to what extent what I can get can satisfy the need;

Fourth stage - implementation of action. At this stage, a person expends effort in order to carry out actions that, ultimately, should enable him to obtain something that will help him satisfy his need. In this case, adjustments to goals may occur, since goals and needs may change during the implementation of actions.

Fifth stage- receiving a reward for performing an action. Having done some work, a person either directly receives something that he can use to satisfy a need, or something that he can exchange for the desired object. At this stage, it becomes clear to what extent the implementation of actions gave the desired result. Depending on this, there is either a weakening, preservation, or strengthening of motivation to action.

Sixth stage- elimination of need. Depending on the degree of satisfaction of the need, a person either stops increasing motivation before a new need arises, or continues to look for a way to eliminate it.

Figure 1. Diagram of the motivational process.

The type of motivation is the primary focus of an individual’s activity on satisfying certain groups of needs.

There are three main types of workers:

1) workers focused primarily on the content and social significance of work;

2) workers primarily focused on wages and other material assets;

3) employees for whom the importance of different values ​​is balanced.

Types of motivation are not the same for all employees. What works for motivating some people may not work for others.

Another classification of types of motivation can be given:

1) "Instrumentalist". The motivation of such an employee is focused on bare earnings, preferably in cash and immediately. He is indifferent to the form of ownership, employer, and other incentives. By profession, such types of motivation include loaders, in particular port workers, united in teams, taxi drivers and other people engaged in private transportation.

2) "Professional". An employee of this type considers the most important condition for his activity to be the realization of his professional abilities, knowledge and capabilities. This professional group includes people engaged in creativity in various forms. These are programmers, scientists, musicians, composers, and artists. Although among the last two categories there are often people who focus their activities on success and recognition from others. But many true creators create for the sake of the creative process itself, regardless of the external implementation of their creations. For them, achievement is precisely the positive solution to the creative task facing them.

3) "Patriot". The basis of his motivation to work is high ideological and human values. These are people who strive to bring goodness and humanism to people through their activities. In Soviet times, there were quite a lot of such people in any field of activity. Now there are significantly fewer of them, these are school teachers and university professors, leaders of children's clubs, doctors working in the public health care system, and the military. All those who work for the cause they are engaged in because they consider it necessary for people, despite the fact that they receive very modest material rewards from the state and society.

4) "Master". This type of motivation is based on achieving and increasing wealth and property. The needs of such workers are practically unlimited. This is a class of entrepreneurs, that is, people who take risks in order to win and increase their own wealth, while bringing real benefits to society by creating new products and providing additional jobs, although, unlike the previous type of workers, they think first The turn is not about the good of society, but about your own well-being.

5) "Lumpen". Such a worker prefers an equal distribution of material goods. He is constantly haunted by a feeling of envy and dissatisfaction with the order of distribution of goods in society. He does not like responsibility, individual forms of labor and distribution. As a rule, such people include the so-called “losers” who, due to certain circumstances, were unable to take their rightful place in society. They often support various extremist groups, contributing to their rise to power in elections. In our country there are a lot of such people, quite elderly, who remember only the Soviet system as good and do not try to comprehend the changes taking place in society. These include those who had privileges in Soviet times, retired military personnel, as well as people who are still under the influence of communist ideas.

Features of motivation are rules, compliance with which will increase the effectiveness of motivational activities in the organization:

1) Praise is more effective than blame and unconstructive criticism. It means,

that it is better to praise employees for their achievements in work than to criticize them, often undeservedly.

2) Encouragement should be tangible and preferably immediate. This means that one of the basic rules of labor stimulation must be observed - minimizing the gap between the result of labor and its encouragement.

3) Unpredictable and irregular rewards motivate better than expected and predicted ones. In many organizations, the bonus plays the role of a salary increase in the amount of 50% to 100%, but does not fulfill its main role - a material incentive for employees. Therefore, material bonuses paid by management in varying amounts and with uneven frequency are more effective.

4) Show constant attention from management to the employee and his family members. The care shown by management for the employee and his family members influences the satisfaction of the need for respect.

5) It is necessary to provide employees with the opportunity to feel like winners, which helps satisfy the need for success.

6) Employees should be rewarded for achieving intermediate goals. There is no need to wait to achieve a specific result. Material or non-material rewards for certain periods of long-term work are a good incentive.

7) It is advisable to provide employees with opportunities to feel independent and in control of the situation, which corresponds to satisfying the need for self-esteem.

8) Employees’ self-esteem should not be undermined by giving them the opportunity to “save face.”

9) It is better to reward as many employees as possible with small and frequent incentives. This contributes to the formation of a positive socio-psychological climate in the team.

10) There must always be reasonable internal competition in the organization, which allows organizing the spirit of competition between employees, contributing to the progressive development of the team.