Stimulation of labor is, first of all, an external motivation, an element of the labor situation that affects human behavior in the world of work, the material shell of personnel motivation Shapiro S.A. Motivation and stimulation of personnel / S.А. Shapiro. M .: GrossMedia, 2005 - p. 134 .. At the same time, it carries in itself an intangible load that allows the employee to realize himself as a person and an employee at the same time. Incentives have economic, social and moral functions.
The economic function is expressed in the fact that the stimulation of labor contributes to an increase in production efficiency, which is expressed in an increase in labor productivity and product quality.
The moral function is determined by the fact that incentives to work form an active life position, a highly moral social climate in society. In doing so, it is important to provide a correct and reasonable incentive system, taking into account tradition and historical experience.
The social function is provided by the formation of the social structure of society through different levels of income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and as a result, the development of the individual is predetermined by the formation and stimulation of labor in society.
There is a certain dualism in the incentive, which consists in the fact that, on the one hand, from the position of the administration of the enterprise, it is an instrument for achieving the goal, on the other hand, from the position of the employee, the incentive is the possibility of obtaining additional benefits or the possibility of their loss. In this regard, we can distinguish positive stimulation (the possibility of possessing something, achieving something) and negative stimulation (the possibility of losing an object that satisfies the need)
Incentives can be tangible or intangible (Figure 1.3)
Figure 1.3. Types of stimulation Shapiro S.А. Motivation and stimulation of personnel / S.А. Shapiro. M .: GrossMedia, 2005 - p. 135.
There are certain requirements for the organization of labor incentives. This is complexity, differentiation, flexibility and efficiency.
Complexity implies the unity of moral and material, collective and individual incentives, the value of which depends on the system of approaches to personnel management, experience and traditions of the enterprise.
Differentiation means an individual approach to stimulating different layers and groups of workers. Approaches to high-income and low-income workers must be significantly different. The approaches to qualified and young employees should also be different.
Flexibility and efficiency are manifested in the constant revision of incentives, depending on the changes taking place in society and the team.
In turn, D.A. Ashirov refers to the types of material incentives as wages, bonuses, bonuses, participation in profits and participation in property, considering wages as the main, but not the most perfect, way of material incentives.
After analyzing the works of A. Ya. Kibanov, Vesnin, V.R. Shapiro S.A., Travina V.V., Magura M.I., Kurbatova M.B. it can be concluded that the researchers adhere to a single point of view on the definition of the types of incentives, however, the classification of the forms of incentives differs slightly (Table 1.1.)
Table 1.1
Types and forms of stimulation Kibanov A.Ya. Fundamentals of personnel management: Textbook. - M .: INFRA-M, 2006 .-- p. 241.
|
Type of incentive |
Incentive form |
|
|
Material |
Wage |
Remuneration for an employee, including basic (piecework, time-based, salary) wages and additional: bonuses, bonuses for professional skills; additional payments for difficult working conditions, part-time jobs, for work at night, for adolescents, nursing mothers, for work on holidays and Sundays, for overtime work; for team leadership, payment or compensation for vacation, etc. |
|
One-time payments from the profits of the organization (remuneration, bonus, additional remuneration). There are the following types of bonuses: annual, for absence of absenteeism, export, for merit, for length of service, target. |
||
|
Equity participation |
Purchase of shares of the organization and receipt of dividends; purchase of shares at preferential prices, receipt of shares free of charge. |
|
|
Profit sharing |
The share of the profit from which the incentive fund is formed is established. Profit Sharing Payments are not a one-time bonus. It applies to the categories of personnel that can actually affect profits. Most often, these are management personnel, and the share of this part of the profit correlates with the rank of the manager in the service hierarchy and is determined as a percentage of his income (base salary) |
|
|
Additional payment plans |
The plans are most often associated with employees of sales organizations (structural divisions of organizations) and stimulate the search for new sales markets, ways to maximize sales. These include gifts from an organization, subsidizing business expenses, and covering personal expenses indirectly related to work. These are indirect costs tax-free and therefore more attractive. |
|
|
Intangible |
Free time stimulation |
Time management by employment: by providing the employee for active and creative work with additional days off, holidays, the opportunity to choose the time of vacation, etc.; by organizing flexible working hours; by reducing the length of the working day due to high labor productivity. |
|
Labor or organizational incentives |
Regulates the behavior of an employee based on a change in the feeling of his job satisfaction and presupposes the presence of creative elements in the organization process and in the very nature of his work; the opportunity to participate in management; promotion within the same position; creative business trips. |
|
|
Moral |
Incentives regulating employee behavior based on expressions of public recognition |
Presentation of certificates, badges, pennants, posting photos on the Board of Honor. |
|
Material |
Payment of transport costs or service with your own transport |
Allocation of funds: to pay for transportation costs; to purchase your own transport. Transport provision: with full service (with a driver); with partial maintenance persons associated with frequent travel, management personnel. |
|
Savings funds |
Organization of savings funds for employees of the organization with an interest payment not lower than that established in the Savings Bank of the Russian Federation. Preferential modes of accumulation of funds. |
|
|
Material |
Catering |
Allocation of funds: for catering in the organization; to pay subsidies for food. |
|
Sale of goods produced by an organization or received through barter |
Allocation of funds for discounts on the sale of these products. |
|
|
Scholarship programs |
Allocation of funds for education (covering education costs) on the side. |
|
|
Studying programs |
Coverage of the costs of organizing training, retraining, advanced training. |
|
|
Health care programs |
Organization of medical care or concluding an agreement with a medical institution. Allocation of funds for these purposes. |
|
|
Advisory services |
Organization of advisory services or the conclusion of contracts with such. |
|
|
Housing programs |
Allocation of funds for own housing construction or on a share basis |
|
|
Programs related to the upbringing and education of children |
Allocation of funds for the organization of preschool and school education of children, grandchildren of the organization's employees. |
|
|
Flexible social benefits |
Organizations set a certain amount for the purchase of necessary benefits and services. The employee, within the established amounts, has the right to independently choose benefits and services. |
|
|
Life insurance |
At the expense of the organization: life insurance of the employee and for a symbolic deduction - of his family members. Payments from funds withheld from employee income. |
|
|
Temporary Disability Benefit Programs |
In case of an accident, the employee's annual income; in the event of a fatal accident, twice the annual income. |
|
|
Health insurance |
Both the workers themselves and their family members. |
|
|
Pension fund contributions |
Such an alternative to the state supplementary pension fund can be created both at the enterprise itself and under an agreement with any fund on the side. |
|
|
Associations for obtaining loans |
Installation of concessional loans for housing construction, purchase of durable goods, services, etc. |
Currently, along with the main forms of incentives, new forms of personnel incentives are emerging.
Cafeteria. Nowadays, many non-traditional methods of rewards have appeared in the practice of Western firms, which can be successfully used by Russian entrepreneurs, including such a method as additional payments in the style of “cafeteria”.
The essence of this innovation is that in a self-service payment system (“cafeteria”), the administration sets an upper limit on the funds that it agrees to pay as additional payments, and employees choose the procedure for receiving them and develop additional payment packages for themselves. At the same time, they can choose whether to receive the entire amount at once or gradually, as well as in what form - monetary, medical insurance, vacation payments, etc. The attractiveness of this form is in its democracy, which enhances trust in the administration and increases motivation to achieve results Yarovaya M. Grabli motivation / M. Yarovaya // Handbook of personnel management. - 2006, No. 9. - p. 76 ..
Among the types of monetary remuneration, commission payments, bonuses, and participation in the company's profits are also distinguished.
Commissions are payments to an employee in a certain proportion of the income that he brings to the company. The payment system can be built entirely on the principle of commission interest or combine a fixed monthly salary with additional commission payments. In any case, this method of monetary compensation establishes a direct relationship between the income of the company and the income of each individual employee. This incentive system is most suitable for firms engaged in sales (of any goods and services), and for the category of employees whose duty is to find customers and sell them goods and services.
The paid cash bonuses can be at a fixed rate, or they can be determined on a progressive scale, in which the employee “accumulates points” depending on his own achievements and after certain levels of accumulation begins to receive more significant amounts.
Profit sharing is provided through various mechanisms. One of them is the purchase of shares by workers and employees, thanks to which employees who are the actual co-owners of the enterprise do not separate themselves from the company, and their own income is closely linked to the income and profitability of their enterprise. The involvement of employees in the shareholder process is stimulated by special programs that are quite widespread. Research shows that firms in which employees are co-owners develop 2-4 times faster than firms that do not use this mechanism.
In general, there is a tendency to move from systems of individual, directly financial, incentives to systems of collective distribution of profits from productivity growth, except in cases where individual incentives are clearly appropriate. Profit distribution systems are considered the most developed and should be switched to them after the simpler methods of incentives have been mastered, and, ideally, they should be used in a comprehensive manner.
The popularity of group incentive schemes is growing because they are better able to achieve the goals of the enterprise itself and its management. They provide increased productivity not at the individual workplace, but at the site. The effect of their application extends not only to productivity indicators and material security of employees, but also to the creation of a more favorable psychological climate, the formation of a cohesive team. Under individual incentive schemes, workers are most often encouraged only to higher earnings.
Options. An option is a contract concluded between two investors, one of whom sells (writes) an option, and the other buys it and thereby acquires the right, within the term specified in the terms of the option, either to buy or sell at a fixed price a certain amount or the value of a specific underlying asset ...
Options are of two types: options that give the right to buy - call options, and options that give the right to sell - put options.
The characteristic parameters of the option are:
Prt - option premium or value;
K - execution price;
T is the period until the expiration of the contract;
M - contract size or unit of trade;
The volatility of the price of the underlying asset;
Margint is the option subscriber's margin.
A class is a collection of all options of the same type with the same underlying asset. A series consists of options from the same class with the same strike price and term until the expiration of the contracts. The strike prices for each option series are determined by the exchange administration and change at certain intervals relative to the price of the underlying asset. Usually, there are 4 months of expiration of contracts per year, following each other with an interval of three months. The expiration day of contracts is usually the Saturday following the third Friday of the contract expiration month.
Various transactions with options can be initiated both in the interests of the underlying assets and in the interests of the options themselves as independent objects of trading activity, and clients who carry out transactions with options are divided into hedgers and speculators.
The option buyer is responsible for the timely payment of the premium, and the option subscriber is responsible for providing the clearing house (settlement firm) with strictly defined guarantees to fulfill its obligations (margin) in the form of a pledge of money or securities, usually about 20% of the gross market value of the underlying assets ... The subscriber's margin for a buy option is 20% of the market value of the underlying minus the difference between the strike price and the current market price of the underlying. The subscriber's margin for a put option is 20 percent of the market value of the underlying plus the difference between the strike price and the current market price of the underlying. The amount of the margin must not be less than 3% of the market value of the underlying asset. The commissions of clients to brokerage firms for the purchase or sale of option contracts are not fixed in the specifications of the option contracts, but are determined on the basis of an agreement Yakovenko L. Not a stick, but a carrot / L.N. Yakovenko // Handbook on personnel management. - 2006, No. 10. - p. 87.
Money is known to be too expensive. And sometimes not a single argument in favor of raising wages to an employee seems uncompromisingly weighty. But for years to accrue the same salary to an employee, not noticing either his victories on the proposed "battlefield", or professional growth, or other merits to the company, is just as short-sighted policy. And any employer who respects himself and his team knows that by "forgetting" to encourage the achievements of his employees, he is taking risks.
An "offended" employee can become cold to work for the benefit of his own company and lose his work ardor, thirst for new feats, diligence and patience. And then start looking for a more profitable place in another company. In the hope that he, the worker, will finally be appreciated. Thus, a stingy employer can, along with the water, "throw out the child": weed out quite good workers, creating an uncomfortable microclimate in the team. Both are hardly in the interests of the company, especially if it intends to develop the business.
The "carrot" policy of rewarding employees allows employers not only to avoid new spending, but, no matter how loud it sounds, to increase the efficiency of the firm as a whole. As a result, by allocating some amounts to remunerate employees, the employer thereby binds them to the company more tightly and gives them an incentive to work hard, that is, increases motivation.
Indexation of wages - increasing it in line with the growth of the general consumer price index - is a good thing. The team in this case feels socially protected, which means that it finds more reasons for loyalty to the company.
Benefits. The system of indirect material incentives is the so-called compensation package (social package) provided to the employee. The compensation package (social package) is the benefits provided to the employee of the company depending on the level of his position, professionalism, authority, etc. In domestic practice, the system of indirect material incentives is additional non-monetary compensation to employees, which can be divided into 2 blocks:
Mandatory benefits (regulated by labor law):
Sick leave payment;
Payment of annual leave;
Compulsory health insurance;
Contributions for mandatory pension insurance.
Voluntary benefits (not regulated by the state and
are used by employers on a voluntary basis):
Voluntary health insurance (for a company employee
a voluntary medical insurance policy is provided for
a certain amount that he can use for various
medical services);
Medical care for retired employees as their full-time employees (providing them with a voluntary medical insurance policy, providing services of their own health center, etc.);
Pension savings mechanisms (the company pays additional pensions to an employee who has worked for a certain number of years in this organization);
Payment for sickness time (some companies provide employees with the opportunity to be absent for up to a week a year due to illness, without providing them with a sick leave to the employer);
Life insurance for employees and / or their family members (the company provides life insurance for employees and their families for a certain amount, free of charge for the employee);
Payment for additional days off (personal, children's) days (companies provide one paid day per month - the so-called personal or children's day);
Payment for additional vacation days for company employees;
Payment for training, additional education of employees (both full payment for training by the employer, and partial, within a certain amount, or interest-free loans to the employee for educational purposes);
For joint stock companies - the possibility of purchasing shares by the shareholders of the company;
Compensation for cellular services;
Delivery of employees to the place of work and back by official vehicles or compensation of the fare;
Payment of expenses for employee health improvement (payment for vouchers - in whole or in part);
Payment for meals;
Payment for kindergartens for the children of the company's employees;
Payment for visiting fitness clubs;
Issuance of loans and credits for the purchase of housing, a car, etc.
The system of benefits is not limited to the above list of compensations, but is adapted both for each specific company and for a specific employee.
Grading (from the English. Grading - classification, sorting, ordering) is a system of job grades that unites all positions of a particular organization into a common system, builds a single coordinate system. Positions are grouped into categories (grades) based on the uniformity of the functions performed, the degree of importance of this position for the organization, and also on the basis of the quality of work of an individual employee S.A. Strakhov Personnel motivation // Handbook of personnel management. - 2006, No. 9. - p. 57.
Each employee of the company has his own rank (or grade), in accordance with which the level of his salary is calculated. The same grade may include positions of the same level from different divisions of the company. The larger the company, the more obvious is the expediency of introducing a grading system ”.
The purpose of introducing grading is to change the system of material incentives for employees.
Grading allows you to determine the relative value of each position in terms of the company's overall development strategy, create an effective remuneration system, optimize the management of the payroll, and clarify career opportunities for each employee.
All grading systems are based on job descriptions. The system of job appraisal is based on a set of parameters (factors) of labor, according to which this appraisal is made. “It is preferable that job appraisals are done by company representatives (eg department heads) in collaboration with an external expert.
Each company determines the factors that are important for it, however, there are 3 main groups of labor factors:
knowledge and experience required for work;
efforts applied (mental, physical);
level of responsibility.
Other factors and sub-factors are also distinguished. Depending on its specific needs, the company determines the importance of each group of factors, assesses the importance of each of them, assigns a certain weight to each factor. Experts assign points to each position for each of the labor factors that are significant for the company. It is very important to assess the importance of the position for the company, and not for specific people. It is also important to make a job description, define the minimum requirements for each position, describe the standards of working behavior S.A. Strakhov. Personnel motivation // Handbook of personnel management. - 2006, No. 9. - p. 57.
The grading system applies primarily to the salary portion of the salary. And taking into account all kinds of bonuses and bonuses, depending on various factors (for example, on the qualifications of an employee, his experience), even employees who fall into the same grade can receive different salaries. With the growth of experience and professionalism, an employee can earn more and more within the limits of his grade, however, upon reaching the maximum fork, the salary will no longer grow. We'll have to seek a transfer to a higher grade.
Each grade can have its own social package or its own list of additional benefits (for example, payment for personal transport, mobile communications, travel packages, all kinds of loans, etc.). The grading system, based on the measurement of labor factors, avoids subjectivity in the calculation of wages: each employee can at any time receive a clear explanation of the origin of his wages.
The grading system is convenient primarily for large enterprises. Unlike the traditional vertical, hierarchical career, the grading system allows you to build a career “horizontally”: improve your qualifications and, accordingly, earn more. At the same time, the formal naming of positions (important for a vertical hierarchical career) fades into the background. Of course, once developed and implemented, the grading system should not remain something unshakable: the system should be periodically reviewed and changed in order to comply with the current strategies of the company.
Profit sharing.
Wages, which do not have the property of self-growth, with increasing inflation and tougher market competition, are less and less satisfied with workers (due to depreciation of labor) and employers (due to an increase in the shortage of financial resources). This, in the first place, explains the widespread restructuring of workers' incomes and, accordingly, the costs of wages incurred by employers, which has become widespread in recent decades. It manifested itself in the form of the replacement of traditional monetary elements of such payment by new ones. These are payments to employees in company shares. Formally, we are not talking about the settlement of shares for labor, but about their free sale. However, in essence, in-house programs for the sale of shares to its employees, financed by retained earnings and bank loans, are included in the wage system Ilyinskaya I. Powerlessness of metal / I. Ilyinskaya //. Personnel Management Handbook. - 2006, No. 7.- p. 49 ..
A series of programs are being implemented to convert employees into shareholders. The largest of these are ESOP plans, funded by loans for a period of 5 to 10 years, as well as contributions from the workers themselves. Their property is created by purchasing shares on credit with debt repayment from the company's profit from current activities. As the loan is repaid, it is allocated to the personal investment accounts of employees, usually in proportion to the ratio of their wage rates. The repayment of the loan by the enterprise is deducted from its taxable income, and the distribution of shares to employees is treated as deferred payment of wages, i.e. as expenses of the enterprise. The cap for the ESOP exemption of corporate profits is 25% of the payroll of employees participating in the program, and the exact amount of such exemption depends on whether the business has other similar programs. Exemptions from tax are also dividends, either paid to employees on shares in cash, or used to repay a loan that the company has taken under the program.
Real wages in their traditional form have hardly increased in the last 20 years, but since the rate of return on equity averaged 8.8% per year, the rapid replacement of cash wages with stocks and dividends on them ensured a significant increase in real income for employees. workers.
Introduction
Conclusion
Introduction
In a rapidly changing world, it is important to keep up with world achievements in stimulating labor. The lack of a developed incentive system for high-quality and efficient work creates the prerequisites for a decrease in the competitiveness of the company, which will negatively affect wages and the social atmosphere in the team.
A detailed system for stimulating the efficiency and quality of labor will mobilize labor potentials, create the necessary interest of workers in the growth of individual results, manifestation of creative potential, increase their level of competence, will be expressed in a decrease in the proportion of live labor per unit of production and an increase in the quality of work performed.
The incentive system built into the general economic mechanism provides an additional opportunity to influence the competitiveness of the enterprise. An increase in the qualification level of workers complicates the content and conditions of their work, the effectiveness is assessed by an increasing number of parameters. The interval in goals and objectives between the employee and the firm is reduced. Improving the quality of the labor force increases the quality of labor, and this, in turn, is expressed in the high quality of the products produced. The importance of the created product is more and more realized, that it is on their labor that both their own and the future of the company depend. Labor stimulation is a way to control the behavior of social systems of various hierarchical levels, it is one of the methods of motivating labor behavior of control objects.
The object of the research is to stimulate the labor of personnel in the organization, and the subject is the type of labor behavior of personnel in the organization.
The purpose of this work is to establish what is the essence of stimulating the work of the organization's personnel.
To achieve this goal, the following tasks have been set:
· give the concept of incentives to work and their types;
· define the concept of stimulating the work of the organization's personnel;
· to assess the state of the labor incentive system in organizations;
· identify problems and, in accordance with these problem points, make recommendations and put forward proposals.
The structure of the work is as follows:
· the first chapter describes the essence and functions of staff incentives in order to be able to analyze these phenomena;
· the second chapter analyzes methods of labor stimulation;
· the third chapter discusses incentive systems and their types;
· the fourth chapter analyzes social and labor relations;
· the fifth chapter analyzes the role of labor incentives in the system of social and labor relations.
When writing the work, the following methods were used:
· Method of description;
· comparison method;
· method of material analysis;
· method of information synthesis.
Chapter 1. The essence and functions of staff incentives
Incentives - the impact on employee behavior with incentives. "A stimulus is an external urge to action, the cause of which is interest (material, moral, personal or group), most often a material reward of a certain form."
Stimuli play the role of levers of influence or carriers of "irritation" that cause the action of certain motives. Individual objects, actions of other people, promises, opportunities and much more that can be offered to a person in compensation for his actions or that he would like to receive as a result of certain actions can act as incentives.
Stimulation of labor involves the creation of conditions under which, as a result of active labor activity, the employee will work more efficiently and more productively, that is, he will perform a larger amount of work than was agreed in advance.
The purpose of incentives is not only to induce a person to work in general, but to induce him to do better (more) of what is conditioned by labor relations.
Stimulation of labor is, first of all, an external motivation, an element of a labor situation that affects human behavior in the world of work, a material shell of personnel motivation. At the same time, it also carries an intangible load that allows the employee to realize himself as a person and an employee at the same time.
“Incentives have a number of functions:
1.The economic function is expressed primarily in the fact that labor stimulation contributes to an increase in production efficiency, which is expressed in an increase in labor productivity and product quality.
2.The moral function is determined by the fact that incentives to work form an active life position, a highly moral social climate in society. In doing so, it is important to provide a correct and reasonable incentive system, taking into account tradition and historical experience.
.The social function is provided by the formation of the social structure of society through different levels of income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and as a result, the development of the individual is also predetermined by the organization and stimulation of labor in society. "
Individual objects, actions of other people, promises, bearers of obligations and opportunities, offers to a person in compensation for his actions or what he would like to receive as a result of certain actions can act as incentives. A person responds to many stimuli, not necessarily consciously. To individual stimuli, his reaction may not even lend itself to conscious control. Responses to specific stimuli differ from person to person. Therefore, incentives by themselves have no absolute meaning or meaning if people do not respond to them. For example, in the context of the collapse of the monetary system, when it is practically impossible to buy anything for money, wages and banknotes in general lose their role as incentives and can be used very limitedly in managing people. The process of using different incentives to motivate people is called the incentive process.
“There are certain requirements for the organization of labor incentives. This is complexity, differentiation, flexibility and efficiency.
Complexityimplies the unity of moral and material, collective and individual incentives, the value of which depends on the system of approaches to personnel management, experience and traditions of the enterprise.
Differentiationmeans an individual approach to stimulating different layers and groups of workers. It is known that approaches to well-to-do and low-income workers should be significantly different. The approach to skilled and young workers should also be different.
Flexibilityand efficiency are manifested in the constant revision of incentives, depending on the changes taking place in society and the team.
Incentives are based on certain principles. These include:
1.Availability. Every incentive must be available to all employees. The conditions for incentives should be clear and democratic.
2.Sensibility. There is a certain threshold for the effectiveness of the stimulus, which differs significantly in different groups. This must be taken into account when determining the lower threshold of the stimulus.
.Gradualness. Material incentives are subject to constant correction upward, which must be taken into account, however, a sharply overestimated remuneration, which was not subsequently confirmed, will negatively affect the employee's motivation due to the formation of an expectation of increased remuneration and the emergence of a new lower incentive threshold that would suit the employee.
.Minimizing the gap between the result of labor and its payment. For example, switching to weekly wages. Compliance with this principle allows you to reduce the level of remuneration, since the principle "Better less, but faster" is in effect. An increase in reward, its clear connection with the result of work is a strong motivational factor.
.A combination of moral and material incentives. Both those and other factors are equally strong in their effect. It all depends on the place, time and subject of the influence of these factors. Therefore, it is necessary to intelligently combine these types of incentives, taking into account their targeted action on each employee.
.A combination of positive and negative incentives. In economically developed countries, the prevailing transition is from negative incentives (fear of job loss, hunger, fines) to positive incentives (bonuses, payment of remuneration). It depends on the traditions prevailing in the society or collective, views, morals, as well as the style and methods of leadership. "
Stimulation, from the point of view of management, is a problem-solving tactic that satisfies certain motives of the employee (in most cases, material ones) and allows him to work more efficiently.
Chapter 2. Methods of stimulating labor
In total, there are a huge variety of methods in the world to stimulate employees to be productive. Which one should you choose? There is no one clear answer to this question. The thing is that each company works according to an individual schedule, respectively, different forms and methods of motivating employees to work may have an impact on different teams. It should also be noted that the same form of motivation in different periods of time can have the opposite result. So, for example, if two years ago the annual bonus paid to the best employees could have influenced the increase in the productivity of the entire team, now it has absolutely not justified the functions assigned to it. This is explained quite simply. Over time, people's needs change. If initially they were interested in financial incentives, then with an increase in wages, advancement on the career ladder, the most relevant for them is the opportunity to study abroad, represent their organization at various forums and seminars, etc. So, in total, there are three huge areas of methods to stimulate employees of the organization to work. This is an economic, organizational-administrative and socio-psychological method. Let's consider each of them in more detail.
To the economic method incentives include all types of financial motivation of employees to work. These are bonuses, percentage allowances for successfully completed work, cash compensation, etc. Until recently, it was believed that this method of motivation is the most effective. This is explained quite simply. Each specialist gets a job with the main goal: to financially provide himself and his family. Therefore, additional finance is a defining incentive in the work of employees. However, the economic method of labor incentives has its own nuances. First, it must be clearly in sync with the organization's work plans. Monetary motivation is necessary for the quick, timely achievement of the set goal. Therefore, it is necessary to introduce this form of incentives for employees to achieve a specific goal. In addition, at the general meeting, it is recommended to announce to all employees on what basis the monetary allowance will be paid, what criteria will be decisive in the accrual of finance. In order to maintain interest in this motivation, it is possible to publish from time to time in a corporate publication, post preliminary results of the work of specialists, departments, departments, etc. on a common stand. Seeing who is in the lead and who is a little behind, specialists will mobilize their forces to receive the desired reward. Thirdly, the financial incentive system should be clearly justified, it should not be paid to specialists on a regular basis. In other words, if you give your employees a certain amount on a quarterly basis, then soon they will perceive it not as a reward for good work, but as an expected, due increase in wages. Fourth, all employees must clearly understand for what activities they have been credited with additional money. If you order to pay the specialists who successfully completed the contract, a certain amount of money, but you do not warn them for what and in what amount this amount will be paid, then the employees simply will not understand why this money was transferred to them. This can give rise to distrust in the eyes of the rest of the team in relation to the competence of the leaders' actions. Fifth, monetary reward should be directly related to the result of labor. Only then does it carry the maximum motivating value. If you decide to pay the sum of money, but did it a few months after the completion of the contract, then the emotions from a successful deal will already subside, and your reward will be perceived as a long-awaited due addition to wages.
Organizational and administrative methodstimulating personnel to work is based not only on compliance with the legislation, the labor code of the Russian Federation, but also on the recognition of the orders of the organization's management as the only correct ones, not subject to discussion or doubt. Sometimes, in many organizations, the management seeks to establish informal communication with subordinates. However, this plays a cruel joke in the first place, with the directors. After a while, employees stop seeing authority in the eyes of management, the words of which are not negotiable. Thus, the overall system of interaction between employees, management, achievement of common goals of the company will gradually tend to zero. In each organization there should be a certain hierarchy that determines the level at which each official is, to whom the employees are subordinate, how the work of the entire enterprise as a whole is formed. Only in this case, the work of the employees will be well-coordinated, and the instructions will be carried out quickly and immediately.
Socio-psychological methodmotivation determines the behavior of employees. Sometimes, the psychological climate in the team is much more important than financial motivation. If employees feel comfortable, feel comfortable at the workplace, can freely communicate with colleagues, then they do their job more quickly and efficiently. In addition, a positive psychological climate in the team allows you to avoid staff turnover. It is not uncommon for specialists, receiving low wages, to hold on to their jobs, to carry out their official duties only because in this team they felt comfortable, confident and protected. In practice, it is possible to establish a positive psychological climate in the team with the help of various trainings aimed at team building, holding various festive corporate events dedicated to celebrating major calendar dates, birthdays, field trips, etc.
Separately, one can single out the so-called "unusual" methods of stimulating labor. They can be divided into two groups: those that cause a positive response from staff and contribute to an increase in job satisfaction, and those that cause contradictory reactions from staff (which can simultaneously have a beneficial effect on the performance of some employees and reduce the productivity of others).
The first group of unusual methods of stimulation include the following methods:
· Expressing gratitude and rewarding employees with a song written in honor of the employee, the words of which include the name and achievements of the employee / work results;
· films about employees, telling the story of work, results;
· a company honor book, which briefly describes the main achievements of employees;
· dinner with the director for the best ordinary employees, during which the leader can better get to know the interests and needs of ordinary employees, get their opinion on the work of the company, recommendations;
· letters of thanks to relatives of employees;
· bonuses for a healthy lifestyle, bonuses for loyalty to the company, additional payments for continuing education, bonuses for good relations with subordinates;
· reimbursement of expenses for vacation, additional days off, sabbatical, etc.
The listed and similar methods of non-material incentives are especially effective when used for the first time. Such awards will be remembered for a long time. Unusual methods of material incentives will be effective if used systematically. As a result of the use of such methods in the company, employee satisfaction with work increases, the socio-psychological climate improves, and staff turnover decreases.
The second group includes methods that can both increase labor efficiency and reduce it. This will depend on the situation in which the method is applied, on the employees working in the company, on the goals that the organization wants to achieve by developing a system of incentives for personnel. The methods of this group include the following: moving around the office on rollers, creating a rest room, the ability to bring pets to work, ring the bell upon completion of a deal / task, the ability to do what you love at work, the presence of a bar in the workplace, bonuses for the best hairstyle, etc.
The methods of the second group, on the one hand, can increase the motivation of employees, unleash their creativity, make it possible to relax in the workplace and feel comfortable. On the other hand, these methods can backfire and turn the work into a continuous holiday, cause turnover of valuable employees / scare off new employees, for whom such an unusual environment will be an obstacle to effective work. As a result, this will negatively affect labor productivity, since movement on rollers, pets, etc. can create noise and an uncomfortable environment for others. Thus, companies need to assess in advance the possible effect of using unusual methods of labor incentives.
In the Fortune 100 Best Employing Companies rating, the first places are occupied by companies (Google, SAS, BCG, etc.) that use unusual methods to stimulate personnel. The research methodology and rating compilation takes into account the personnel policy, remuneration and compensation, etc. Most of the non-standard methods of labor incentives were first developed and applied in foreign companies. Russian companies began to use unusual incentive methods later; many foreign methods began to be used in organizations without adaptation. The experience of Russian companies shows that the use of some foreign methods gives opposite results. This can be explained by the fact that the majority of Russian employees perceive the existence of additional working conditions differently. Thus, it is better to implement unusual methods of incentives in Russian companies partially and gradually, monitoring the reaction of employees and the performance of work.
When developing a system of incentives for work in an organization, it is necessary to take into account the specifics of the company, the field of activity, the needs and motives of staff, in order to achieve the set goals using conventional and unusual methods of incentives.
Due to the fact that not all of the huge number of forms and types of motivating specialists to work have a positive result, in some companies it is common practice for a specialist to independently choose those forms of motivation that are most interesting to him. Once a year, each employee of the company is provided with a complete list of the forms of motivation implemented in a particular organization. This may include: additional cash payments, benefits for travel to sanatoriums, dispensaries, the opportunity to represent the organization at all-Russian and international forums, taking advanced training courses, improving the technical equipment of the workplace, and much, much more. Each employee chooses 5-10 forms of motivation that are most interesting to him. In this case, it is necessary to put down the numbering from the most popular form of motivation to the least interesting. Thus, the manager will be able to see what interests each specialist in his company, as well as analyze the needs of his employees.
Chapter 3. Incentive systems and their types
labor incentives staff
The incentive system is a set of interrelated and complementary incentives, the impact of which activates human activity to achieve the set goals.
The types of labor incentives can be depicted schematically in Fig. 1:
The value of material incentives increases with a low level of provision of employees of the enterprise and, conversely, decreases with a significant increase in its average values (for the country, industry, etc.). Most often, material (monetary) incentives are used if it is possible to single out the result of an individual employee, group, unit. This type of incentive presents a certain challenge when it comes to managerial work.
Non-monetary (social and functional) incentives contribute to the intensification of the needs for security, confidence in the future. These incentives become relevant in case of economic instability of society, when performing work of increased danger, for people with an increased level of anxiety, etc.
All types of non-material incentives can be divided into three types: corporate-system; socio-psychological; social and household. The basis for this division is the source of this or that reward, how the “package” of rewards is formed, who is responsible for the correct use of certain rewards, what needs are satisfied by this or that reward.
Corporate-systemic types of non-material incentives are ideally laid down at the creation of an enterprise or organization. Their formation is based on the concept of the business, which is adhered to by its owners. The main responsibility for the functioning of this group of types of non-material incentives bears the top management of the organization, which decides on its implementation. The HR service is assigned the role of developer and consultant.
Socio-psychological types of non-material incentives, as the name implies, affect, first of all, the formation of psychological comfort of employees in the workplace. Responsibility for the functioning of this group of types of non-material incentives lies, first of all, with line managers who directly work with the organization's personnel. The role of the HR service is to help line managers to understand the need for social and psychological stimulation, to help identify specific methods of stimulation. In addition, the HR department must provide comprehensive technical support in organizing the necessary events.
A group of social and household types of incentives is needed to help workers organize their everyday life in order to enable them to fully devote their efforts to solving production issues. But the main significance of this group is to demonstrate that the company cares about its employees. The HR service develops a system of social services together with financiers (who link the costs of social services to the organization's budget; assist in calculations). However, the role of the HR department is key, as it is up to it to choose which specific types of incentives will be used so that they have the maximum impact on employee satisfaction.
Let's dwell on some of the types of non-material incentives.
The corporate system types of incentives include organizational incentives -stimulation of work, which regulates the behavior of an employee based on a change in his feeling of satisfaction with work in the organization. Organizational incentives involve attracting employees to participate in the affairs of the organization, employees are given the right to vote in solving a number of problems, usually of a social nature.
“As shown by a survey of the personnel of a number of small enterprises<#"justify">· A variety of skills implies the performance of professional tasks, taking into account the different abilities of the employee. Monotonous, repetitive work that does not require a variety of skills reduces employee motivation.
· Completion of tasks is the ability to perform certain operations, work tasks from start to finish.
· The value of work is the impact that the work performed has on other people (within the organization or in the wider environment). "
The autonomy provided to the performer is the degree of freedom and the right to plan, determine the schedule of work to carry out the work at his own discretion. The ability to make independent decisions increases a sense of personal responsibility for the work performed. A person who shares the goals and values of his enterprise is able to set tasks for himself, find ways to solve them and control himself. Therefore, it is necessary to influence not on the employee himself as such, but on his real goals and life values, in order to influence the employee's behavior through them. Thus, a manager faces a difficult task - to study well the needs, requirements, expectations of those people with whom he works. Then it will be possible to set before each individual goals and objectives in accordance with the individual interests of employees.
The leader is required to create conditions for the manifestation of individuality and independence in work. The manager in no case should allow himself petty custody of employees. This is depressing and causes a feeling of distrust in subordinates. The manager should ask the employee for the final result of his work, and not interfere without reason in the process of its implementation.
Feedback is information about the effectiveness of their work received by the employee. If work is organized in such a way that people are provided with information about the results of their work, then they have a greater understanding of how effectively they are performing. If the work is not performed successfully enough, this motivates employees to make additional efforts, to make certain changes in their work. Successful performance of the work itself is an additional incentive that increases the level of motivation of the performer. Observations show that the lack of information about their own work often becomes the reason for passivity. A person working on something perceives it as a stimulus if he is informed about the state of his work. This increases labor results by 12-15%.
It is recommended in a conspicuous place where the employees of the enterprise gather, to place stands with information and descriptions of production technological processes, where once again the significance and dependence of the results of each stage of the technological process should be noted.
Organizational incentives also include personnel changes and rotation. It is interesting that practically any personnel reshuffle associated with an increase for the “rearranged” (in his own eyes, and not objectively!) His professional or official status, gives a positive effect. Apparently, this is due to the actualization of achievement motivation, satisfaction of the need for recognition (positive assessment from significant people), the need for risk, perhaps even resonates with the need for self-realization. Rotation should be handled more carefully. On the one hand, it can unite people, satisfy affiliate needs (i.e., a person's need to communicate with people around him), the need for a positive assessment and motivation for achievements, the need for risk and self-realization, forcing a person to try in a new place to be no worse than another , on the other hand, to have a completely opposite effect, giving rise to a system of collective irresponsibility.
Restructuring, the introduction of a flexible functional structure can be one of the methods of organizational incentives . Receiving a new range of responsibilities in the process of restructuring works to meet the need for risk, self-realization, and increases responsibility.
When evaluating and monitoring, it is important that the person whose work is being evaluated is aware of the requirements for the results of his work. Therefore, assessment and control stimulate not only the desire to work with high efficiency, give all the best at work, but also the disposition to achieve the required work results, to perform their work in accordance with the established requirements or even better.
But it must be remembered that mistakes in assessing and monitoring staff performance can reduce employee motivation. Lack of control as well as excessive, petty control or unfair judgment can have a negative impact on the employee's desire to "give it all."
Assessment of his yesterday's work from the mouth of the boss at the morning five minutes will help the employee to adjust his actions and work.
Creative stimulation and development of innovation- incentives based on meeting the needs of employees for self-realization, self-improvement, self-expression (advanced training, business trips). Opportunities for self-realization depend on the level of education, professional training of workers, and on their creative potential. The stimulus here is the labor process, in the content of which there are creative elements. Creative incentives presuppose the conditions of the employee's free choice of methods for solving problems, choosing from the set of solutions the optimal one that gives the greatest result. At the same time, a person manifests his potential capabilities, self-actualizes in the labor process, and receives satisfaction from this process. The increase in the complexity of labor operations and the tasks solved by the employee is the basis for expanding the scope of creative incentives.
Free time stimulation... This element of non-material incentives is designed to compensate for the increased physical or neuro-emotional costs of the employee, makes the work routine more convenient for a person, and allows you to do other things.
In addition, as a result of the lack of free time, many workers work with a feeling of chronic fatigue and experience constant neuro-emotional overload. The system of stimulating labor activity presupposes an optimal ratio of working and free time, since people, in addition to the work itself, can have other equally important things, for example, playing sports, hobbies or just rest. If an employee needs free time, and he is completely absorbed by work, then he will avoid it, thus lowering labor productivity.
A US study by the recruiting company Robert Half International of Menlo Park, Calif. Found that 76% of those surveyed would give up career prospects in exchange for a flexible schedule, and nearly 66% said they would agree to lower wages for the sake of a free regime.
Its specific forms of expression are: flexible working hours or extended, additional leave.
Corporate culture -a set of the most important provisions of the organization's activities, determined by its mission and development strategy and finding expression in the totality of social norms and values shared by the majority of employees. The presence of the whole complex of elements of corporate culture gives employees a sense of belonging to the company, a sense of pride in it. From scattered people, employees turn into a single team, with their own laws, rights and responsibilities.
A very serious stimulating (or discouraging) factor is the corporate style of relations between bosses and subordinates, the style of holding meetings and meetings.
Communication is an essential element of staff incentives. If members of an organization are poorly aware of the things that matter to them, this dramatically lowers their morale for high-impact work. The need to be informed, to overcome the state of uncertainty, ambiguity regarding the most significant issues, is one of the basic needs of a person.
Stands with information about the company, its mission, strategic goals, plans for the next month, quarter; information about production leaders; Happy Birthday; Placing the city newspaper at the stands near the entrance will cheer up all employees, reduce tension in the team, and increase confidence in the organization and the decisions made.
The nature of the flow of information in a company is of great importance. The more current information about the activities of the company, about the reasons for making certain management decisions, the employee receives, the more he satisfies the need for control, the more meaningful his activities become. "Bad news" can even spur it on, if the information exchange system is put on a regular basis and is not biased, propagandistic.
The cohesion of the management team as a whole plays a huge role in motivating employees . The nature of the relationship in the management team always has a tremendous motivating or demotivating effect on staff. This factor is directly related to the basic needs for security and stability. "Personnel leapfrog" (as opposed to reasonable and planned reshuffles) is almost always demotivating. The ostentatious "unity" of managers is also demotivating.
Corporate symbols, corporate style, corporate accessories. It is known that the presence of such an arsenal often very effectively motivates employees, satisfying the needs for identity, belonging to a particular social group. It should be borne in mind that the symbolism itself should not contradict a person's ideas about prestige and social assessments, the norms adopted in this culture, should work to increase its significance in their own eyes. It is unlikely that in Russia a person will proudly wear a huge badge with the name of even a very prestigious company. New employees are often seriously motivated by the issuance of branded accessories: a diary, a case for papers and a computer, branded stationery, a wallet for documents for a car and other representative paraphernalia.
Traditions, rituals, events also have a stimulating role. The corporate culture should not create problems, but serve as a resource for the company. It is necessary to support and develop those elements of it that work for the need for stability, satisfy the affiliation needs, the need for belonging to a significant social group. Getting too excited about corporate events can have the exact opposite effect, turning work into a fun get-together.
For many, belonging to a team is a strong incentive. Often this factor not only keeps employees from looking for a new job, but also shapes their desire to improve efficiency. To create a close-knit team, you can, for example, organize extreme games, competitions in nature. As practice shows, for the sake of victory, people begin to divide into leaders and performers, regardless of the position, they begin to invent ways to solve the assigned tasks. In addition to unforgettable sensations, employees have new strong contacts.
It should be remembered that relationships within the team are an important indicator of the effectiveness of the work process and, in addition, they indirectly (and sometimes directly) affect customer satisfaction. In a work collective where relationships are built on cooperation, workers are more able-bodied, creative and resistant to stress. This work environment stimulates employees.
F. Whiteley wrote about the importance of corporate culture in the personnel incentive system: “Creating an atmosphere of trust and team participation in goal-setting seems to be more promising for increasing efficiency than a scrupulous analysis of working conditions and the degree of individual job satisfaction”.
Career promotion is one of the most effective incentives, since, firstly, it increases material rewards; secondly, the scope of authority expands and, accordingly, the employee becomes involved in making important decisions; thirdly, the degree of responsibility increases, which makes a person work more efficiently and avoid mistakes and mistakes; fourth, it increases access to information. In a word, promotion allows an employee to assert himself, to feel significant, which of course makes him interested in his work.
The motivating effect of having continually adjusted career plans coupled with one-to-one conversations with employees is known to most executives.
Stimulating learning- development of personnel through raising their qualifications.
Personnel training covers internal and external training and self-training activities. Routine personnel training allows the employees to use their own production resources without looking for new highly qualified personnel in the external labor market.
In practice, two forms of training the organization's personnel have developed: in the workplace and outside it.
On-the-job training is cheap and quick, characterized by a close connection with daily work and facilitates the entry into the educational process of workers who are not used to learning in the classroom. An important learning method in the workplace is: the method of increasing complexity of knowledge, job change, rotation. Many foreign companies use this form of training to train personnel directly for their organization. An example is such world famous companies as: Procter & Gamble, Mars, Kelly Services. Every year these companies recruit young employees for the purpose of their further training and then direct involvement in activities. The main motivation of young employees is the opportunity to move up the career ladder: gaining experience, professional knowledge and skills, many as a result get a position in the company.
Off-site training is more effective, but it is associated with additional financial costs and the distraction of the employee from his job duties. At the same time, the environment is deliberately changing, and the employee is detached from daily work. The most important methods of teaching outside the workplace are: lecturing, conducting business games, developing a specific work situation, and conducting seminars.
Regularity and planning in the conduct of studies and group trainings works as a motivating factor, as it correlates with the needs for professional and personal growth, and also instills a sense of stability and security. In this regard, trainings based on the principle of the participants achieving success in solving group problems of increasing complexity have proven themselves well.
Socio-psychological stimulation -stimulation of labor, regulating the behavior of the employee through the use of objects and phenomena, specially designed to express public recognition of the employee and contributing to increasing his prestige. Moral incentives can be expressed in rewarding an employee with a valuable gift, but this action will refer to non-material incentives, since the moral significance of the gift, as an expression of gratitude to the employer, is much higher than its value.
Moral incentives include the following basic elements:
Creation of conditions under which people would feel professional pride for the best performance of the assigned work, participation in it, personal responsibility for its results; feel the value of the results. For a job to be satisfying, an assignment must contain a certain amount of risk and an opportunity to succeed.
The presence of a challenge, providing opportunities for everyone in their place to show their abilities, to express themselves in work, in its results, to have evidence that he can do something, and this “something” should receive the name of its creator. For example, workers who have distinguished themselves are given the right to sign documents in the development of which they have participated, which gives them the opportunity to feel their importance.
Confession. The essence of the recognition is that especially distinguished employees are mentioned at general meetings, in special reports to the top management of the organization. Recognition is one of the most powerful incentives. People need to know not only how well they have achieved their goals or performed their jobs, but also that their achievements are being properly assessed. At the same time, praise should be timely, and praise should be associated with specific achievements.
Personal recognition implies that outstanding workers will be recognized in special reports to the top management of the organization. They can be presented personally to the head. Such employees are personally congratulated by the administration on the occasion of holidays and anniversaries.
Any meritorious action by the performers, or even insignificant results, should be followed by praise. However, certain requirements are imposed on it. Praise should be dosed, consistent, regular, contrasting (breaks are needed, because if this method is used too often, its effectiveness is weakened). Praise should be done for the work done as an important intermediate result on the way to a meaningful final goal. The employee must understand why he is being praised and how significant his success is. In addition, praise should have objective criteria, since insincere praise or lack of praise is demotivating.
In the event that an employee has recently been criticized and, as a result, his productivity has become normal, then it is necessary to praise for this. In any other case, normal productivity is not praised.
In accordance with the Labor Code of the Russian Federation, exemplary performance of labor duties, increasing labor productivity, improving product quality, long and flawless work, innovation in work and other achievements can be rewarded with an announcement of gratitude, a valuable gift, a certificate of honor, entry into the Book of Honor and on the Board of Honor ... The internal regulations may provide for other incentives, for example, the honorary titles of their organization. The Labor Code provides for a case when incentive measures cannot be applied to an employee during the term of a disciplinary sanction. In this case, the early withdrawal of the penalty may be a kind of encouragement.
Another factor that, of course, has a strong impact on the efficiency of workers, are working conditionsin which the employee has to work. Therefore, eliminating physical and mental discomfort should be a top priority for management.
These conditions include: the optimal organization of the workplace, the absence of distracting noises (especially monotonous), sufficient lighting, pace, work schedule and other factors. Although there have always been attempts to standardize working conditions, a number of research studies have shown that the ideal workplace does not exist. It is necessary to create an opportunity to move away from monotonous to a more interesting, creative, meaningful work process.
Provision of consumer services.This type of incentive originated in the United States as a compensation response to the then emerging culture of long working hours. The use of this type of incentive is very important, because the result of at least a partial solution to the everyday problems of employees is that they can fully focus on fulfilling their job duties, while not losing the quality of everyday life.
Domestic services can be carried out at the expense of the internal resources of the enterprise or with the involvement of external suppliers.
This type of incentive is especially important for top management, working women, employees with a difficult work schedule.
Presentcan be attributed to the social-psychological and social-everyday type of stimulation. It depends on why it was made. If gifts are "Danish", then, as a rule, the organization has certain ideas about their minimum and marginal cost. These ideas can be reflected in traditions, and maybe in regulatory documents. The cost of gifts in these cases depends primarily on the financial situation of the organization.
If gifts are awarded for any achievements, then a report should be given on which gifts and for what achievements are being awarded. There must be a differentiation of the value of the gift, depending on the level of achievement, so that the value of the gift in the eyes of the employee is not leveled. An example of such differentiation is given in foreign literature.<#"justify">Gift Value Example Achievement Less than £ 25 · Volunteering to help others with a large workload; · Providing additional assistance to the client; · Working late or on weekends without overtime pay to complete an important task on time; · Temporarily taking on an additional task that is not part of normal duties; · Demonstrate behavior consistent with company values £ 25 to £ 150 · Improvement of working methods; · Providing customers with a consistently high level of service; · Reducing costs or recommendations for reducing them, if this is not part of the functionality; · Demonstrating behavior that is consistent with the company's values and has a significant short-term impact on the company's operations. £ 500 to £ 1000 · Creation of significant additional income, if this is not part of the functionality; · Significant cost savings if this is not part of the functionality; · Successful completion of a major project; if it is not part of the functionality; · Demonstrating behavior consistent with the company's values that has a significant long-term impact on its operations.
Of course, in Russian conditions the amounts will be somewhat different, but the principle itself is quite understandable and acceptable for use.
Chapter 4. Social and labor relations in the organization
The social, economic, political changes that have occurred in Russia over the past decade have radically changed the social structure of society, brought into being qualitatively new social processes, created the basis for the formation of new social, including social and labor relations.
"Social relations are relations between members of social communities and these communities about their social status, lifestyle and way of life, ultimately, about the conditions for the formation and development of personality, social communities." In the context of the study, it is especially important to emphasize that social relations are initially, inextricably linked with labor relations and are conditioned by them.
In the Labor Code of the Russian Federation in Art. 15 labor relations are defined as “relations based on an agreement between the employee and the employer on the personal performance by the employee for a fee of the labor function (work in a certain specialty, qualification or position), the employee's submission to the rules of the internal labor schedule, while the employer provides the working conditions stipulated by labor legislation , collective.
This definition reflects the essence of the labor relationship between the employee and the employer for wages, and does not reflect other directly related relations. The concept of "social and labor relations" includes a wider range of processes that arise in labor activity.
It is social and labor relations that make it possible to establish and define the social role, social position of both the individual and the group as a whole.
When talking about the development of an organization, they usually mean the growth of sales and profits, gaining a larger market share, consolidation, modernization, optimization of the workforce, etc. That's right, but the organization is people. The personal labor results of employees and the efficiency of economic activity as a whole depend on how relations develop in the work collective, how rational the interactions of the participants in the labor process are, the distribution of responsibilities and functions, what is the level of use of human potential. “Harmonious, balanced social and labor relations in the company are a condition for its prosperity. Where there is a conflict, infringement of workers' rights, mobbing ((from the English mob - crowd) is a form of psychological violence in the form of bullying an employee in a team, usually with the aim of his subsequent dismissal), other manifestations of "asymmetry", progressive development if possible, it is very short-term, with significant transaction costs. "
In the modern conditions of the formation of the knowledge economy, the approaches to management in the organization have changed. The "technocratic" approach with its rigid organization of work and discipline, strict regulation of labor processes is being replaced by a "humanistic" one that takes into account the psychological characteristics of workers, their personal aspirations and interests. An even more progressive - "innovative and intellectual" approach is being cultivated on its soil. It focuses on the fullest use of the intellectual, creative potential of a person. The key to the development of an organization is its intellectual resources, which are also carried by employees.
Modern technologies both in production and in management are less and less a factor limiting human functions and the field of decision-making. On the contrary, the freedom of action in the division of labor and the construction of work is inherent in technical solutions and with the development of computer technology, it increases even more. For example, an employee-programmer chooses the programming language, control method, and the type of dialogue mode himself. There is a diversification of forms and modes of employment, labor contracts, and labor management. The criterion for success in the product market is the novelty of technological solutions, individuality, and uniqueness. The labor market responds to this with higher requirements for the quality of human resources in terms of qualifications, the ability to be creative, develop new ideas, and readiness to learn. The nature of social and labor relations (STO) and ties is changing. The "command" form of labor organization, integrating human resources, is becoming more in demand. The condition for its high efficiency is partnership and mutual understanding between the participants, the formation of a favorable psychological climate - a kind of "noosphere" of creativity in the workplace.
In response to the challenges of the knowledge economy, the macro-level labor management system sets the following goals:
· further humanization and democratization:
control systems,
institutions and contract forms;
·socialization:
strengthening the social responsibility of the employer and employee,
development of social partnership;
· correction of the legal field:
tightening of state control and the mechanism for protecting human rights of labor at the present stage, followed by its weakening as informal institutional mechanisms are formed;
improvement of legislation in the direction of legal registration of urgent and non-standard social and labor relations.
The means of managing the development of the service station depend on a number of factors:
situations in the external environment (in the economy as a whole and in this market);
management concept and development strategy of the enterprise (organization);
labor organization systems, in particular workplaces;
personnel policy;
norms of labor behavior, etc.
Specific development management tasks are set taking into account budget constraints and depend on the stage of the organization's life cycle. They are different at each stage.
It is believed that the stages of the life cycle of an organization are similar to the stages of living organisms, in which there are periods of youth, flourishing and old age. The nature of the development of organizations, like other living organisms, is manifested in the ratio of factors of flexibility and control. It changes, influencing the nature of problems in the system of social and labor relations. A significant imbalance leads to a critical mass of "asymmetry", a halt in the natural development of the organization, renewed with the help of external consultants or through internal restructuring. "Controllability" in this context is identical to "controllability", "bureaucracy" (especially in the macro aspect). If at the early stages of the development of an organization, the emphasis is on strengthening control, centralizing and formalizing the rules in the management of the service station, then at later stages - on decentralization, democratization, and flexibilization of relations between participants in the labor process. The management of the development of the service station in the organization should be aimed at maintaining a balance of flexibility - manageability (controllability). Strengthening the first or second aspect is determined by the stage of the life cycle of the organization, subject to an a priori desire for development. The ratio of "flexibility - controllability" of the workshop at various stages of the organization's life cycle.
Chapter 5. Analysis of the role of labor incentives in the system of social and labor relations
The development of effective solutions in the field of stimulating labor activity is impossible without a detailed analysis. Determination of goals and objectives that take into account the specifics of a particular organization (area of activity, state of personnel, their professional specialization), as well as the choice of research methods, the use of which will provide the required information, allows you to form the necessary basis for analyzing the motivation system. The next step in the study will be to assess the compliance of the existing motivation system with the principles of effective personnel management.
The study of the incentive system is carried out in order to determine the extent to which motivational activity contributes to the efficiency of the enterprise.
Research objectives of the existing motivation system:
analysis of the results and efficiency of personnel;
analysis of staff satisfaction with work;
analysis of the motivational activity of the enterprise.
To solve these problems, the following basic research methods of the motivation system are used:
analysis of organizational problems;
analysis of documents;
analysis of external factors;
sociological survey;
observation.
Analysis of organizational problemsconsists, firstly, in collecting information about the plans of the enterprise and current labor productivity, personnel movement, and secondly, in assessing the impact of these indicators on organizational results. The presence of organizational problems in the field of motivation is always indicated by:
the level of fluidity, if its indicators for a sufficient long period (at least six months) exceed 7 - 10%;
Decreasing dynamics of labor productivity during the specified period, if this trend is not associated with the seasonal nature of the organization's activities.
In addition, if the plans of the enterprise are associated with changes within the organization itself, then this directly indicates the need to improve the motivation system.
Analysis of documents.The documents of the enterprise provide official information about all elements of the incentive system. So, the regulation on remuneration reveals the structure of the forms and systems of material remuneration used, as well as the conditions for receiving it for employees; the regulation on certification determines the methods and procedure for determining the results and efficiency of personnel; internal regulations contain a set of requirements (rules) for the behavior of employees, as well as a list of disciplinary sanctions, etc.
Analysis of external factorsis carried out in order to timely identify the conditions of the external environment (labor market, competing enterprises, labor legislation), which create both favorable conditions for the implementation of a particular motivation policy and complicate its implementation.
The purpose of the sociological survey is to study the attitude of employees to the forms and methods of incentives used, existing management styles, existing relationships, which is carried out either in writing (questionnaires) or orally (interviews) on predetermined topics and questions corresponding to these topics.
Observation consists in studying the response of employees to events, including the application or introduction of certain incentives. Gathering the problems that employees face in their work, allows you to concretize the direction of research. For example, employee dissatisfaction with the manager's inattention to their proposals may indicate the presence of active motives for achievement, the implementation of which is constrained by the existing leadership style.
Analysis of labor results and personnel efficiencyis the main task, the solution of which will clearly define the boundaries and focus of the upcoming research. Actually, in the course of such an analysis, the very need to improve the motivation system is clarified, and its tasks are also concretized.
To analyze the results of personnel labor, it is required to collect the following information:
indicators characterizing the dynamics of labor productivity (quantity, quality, timing of work);
indicators reflecting trends in staff turnover;
plans of the enterprise that determine the requirements for the main results of work.
Analysis of enterprise plansis a necessary link in the structure of the study of the system of motivation. Business planning ensures the stability of the organization. Plans express the requirements for the results (productivity) of personnel in a certain period of time. They are performed if they are based on labor standards that take into account the capabilities of workers, including physical ones. Overfulfillment of the plan can only be due to the application of excess efforts by employees. Therefore, if the plans are constantly being implemented in excess of the standard (planned) indicators, this indicates not the incredible enthusiasm of workers, but about the lag of the regulatory framework from the conditions of a particular production (for example, the use of high-performance equipment reduces labor costs) or the inconsistency of the methods of material incentives used with the achieved results. Actually, the reasons for non-fulfillment of plans can be the same, except for cases when, for example, materials were not delivered on time, equipment failed, etc. In each case, any consistently observed deviation of labor results from planned indicators indicates ineffective use of personnel, as well as imperfection of the structure of costs for its maintenance.
Assessing all this information should begin with an analysis of labor productivity, taking into account the following generalizations.
If labor productivity is stably kept at the level of planned indicators, the level of turnover within six months does not exceed 7-10%, and there are no changes in the activities of the enterprise, then further research does not make sense. Since the motivation system is balanced in relation to the goals of the organization, i.e. the forms and methods of incentives used are linked both to the objectives of the enterprise and to the expectations of employees.
If deviations are observed for any of the above parameters or for several of them, a comprehensive study of the motivation system should be developed and planned.
Analysis of job satisfaction.
Dissatisfaction with work is manifested in low labor results, high staff turnover, its instability, high morbidity, violation of norms of behavior, including safety rules, and a decrease in labor activity. The assessment of these indicators should be made in a complex. For example, high labor productivity may well be accompanied by high turnover, and, conversely, low labor productivity - low turnover. In both cases, it can be argued that the behavior of personnel is influenced by the factors of the organizational environment, which are responsible for creating a normal working atmosphere.
“The factors influencing the formation of high job satisfaction include: material remuneration; working conditions; relationships with management and colleagues; The content of the work; employee status; prospects and opportunities; guarantees and stability.
wages, if it ensures the acquisition of the goods necessary for the employee.
material remuneration, if they correspond to the labor efforts applied by the employee and are accepted by him as fair.
assessment of merit, manifested in the individual abilities and properties of the employee, if it highlights his achievements.
professional development, if it allows you to expand individual work opportunities.
All these factors should be considered only in combination, since the exclusion of at least one of the research structure leads to a distortion of the analysis results. For example, without taking into account the factors of professional self-realization (content, status, development), it is possible to obtain data indicating high satisfaction with the work of personnel. However, in reality, these data will only show that some categories of workers, and, as a rule, the most numerous in the personnel structure, are completely satisfied with the level of remuneration, which explains their loyalty to the organization. Therefore, when conducting a study of satisfaction with the work of employees of the enterprise, the key, generalizing aspects, taking into account the influence on the motivational sphere of the employee of all these factors of the organizational environment, are material satisfaction, psychological comfort and satisfaction with working conditions. "
Satisfaction with wages.
Material satisfaction characterizes the degree to which the employee's expectations in relation to remuneration are consistent. This component of job satisfaction is formed in the system of individual employee assessment of the amount of earnings, depending on the level of his aspirations by comparing its value with the salaries of other employees, including in other organizations, as well as by comparing the required labor efforts and remuneration. In other words, the employee is satisfied with the salary if it ensures the acquisition of the goods he needs and if the material rewards are perceived by him as fair. Assess: the level of satisfaction with the size of remuneration (general satisfaction), the ratio of its parts (base salary and flexible payments), satisfaction with the appointment procedure and the amount of bonus payments.
Psychological comfortdepends on how the employee assesses the quality of interpersonal relationships, his position in the company, the content of the work he does, the opportunities for professional development and growth, as well as his attitude towards the organization as a whole. If the employee does not constantly experience negative emotions in relation to colleagues, the manager, is satisfied with the position held and the assessment of the results of his work, enjoys his activities, is positive about the organization and really imagines his future in it, then it can be argued that he is in a state psychological comfort. Of course, in real life, from time to time, situations arise that bring an employee out of this state - conflicts, disagreements, contradictions, difficulties in performing certain work tasks, lack of training or an obstacle to its implementation. If such situations constantly create tension in the work environment, it leads to permanent psychological discomfort. Therefore, to assess the personal component of job satisfaction, criteria such as the level of conflict in the team, the possibility of raising the status of employees (training, job promotion), and employee loyalty to the organization are used.
Satisfaction with working conditions.
Working conditions are an important factor in job satisfaction. The state of the working environment (workplace, equipment, technologies, tools, materials, communications, external relations), the availability of resources (material, information), work schedule (work and rest regimes) are assessed by the employee in terms of convenience, physical comfort, security of the work process everything you need. Dissatisfaction with working conditions occurs if they harm the health of the employee or pose a threat to life (faulty equipment), interfere with the normal performance of work (downtime, lack of necessary materials and equipment), do not provide an opportunity to restore physical fitness (too short breaks or their absence, arbitrary work schedule, overtime working hours). Evaluate: the security of the work process, safety, comfort, regulation.
Thus, carrying out all of the above analyzes contributes to the possibility of presenting a picture of the role of labor stimulation in the system of social and labor relations.
Conclusion
The process of an employee's loss of interest in work, imperceptible to the inexperienced eye, his passivity brings tangible results such as staff turnover, the manager suddenly discovers that he has to delve into all the details of any business performed by subordinates, who, in turn, do not show the slightest initiative ... The effectiveness of the organization falls.
To prevent the loss of potential profits, the manager must maximize the output of his subordinates. For effective management of such an expensive resource as people, a manager needs to identify certain parameters of the work entrusted to subordinates, changing which he can affect the psychological states of the performers, thereby motivating or demotivating them.
In the general case, stimulation is a concept used to explain the sequence of behavioral actions aimed at a specific goal, which can change depending on various circumstances and situations. The concept of "stimulus" includes the moments of activation, management and implementation of purposeful human behavior. With the help of stimulation, you can answer the question: why does this person act this way and not otherwise.
In the course of writing the term paper, all tasks were completed.
In particular, the theoretical and methodological foundations of the study of staff incentives were considered, methods, systems and their types of labor incentives were studied, social and labor relations were considered, and the role of labor incentives in the system of social and labor relations was analyzed.
Thus, the goals of the course slave and sociological research were achieved.
Prospects for further work on the topic lie in the search for the most advanced models of labor incentives for personnel, as well as identifying ways to create the most comfortable working conditions, both for employees of the organization and for its leaders, based on mutual trust and respect.
“Thus, in conclusion, it can be noted that any leader, if he wants to achieve the effective performance of his subordinates, must not forget that they have incentives to work. Traditionally, it is believed that once an employee is paid for his work, then he should be satisfied. In case of a bad attitude to official duties, he can be fired. This means that he has incentives. Such an erroneous thought should not be allowed. "
Almost everyone has their own point of view on how to improve their work. Relying on the committed support of the management, without fear of sanctions, work should be organized so that the employee does not lose the desire to implement his plans.
Every person strives for success. Success is accomplished goals, for the achievement of which the employee has made every effort. Success without recognition leads to disappointment, kills initiative. This will not happen if the manager possesses the necessary knowledge in the field of staff incentives and successfully applies them in practice.
Bibliography
1. Labor Code of the Russian Federation of 12/30/2001 N 197-FZ
Armstrong M, Stevens T. Wages. A practical guide to building an optimal system of remuneration and remuneration of personnel. - M .: Azbuka-Atticus, 2009 .-- 365 p.
3. Genkin BM Economics and sociology of labor: textbook. for university students enrolled in econ. specialist. B. M. Genkin. - 5th ed., Add. - M .: Norma, 2011 .-- 402 p.
Egorshin, A. P. Quality of life of the population of the region A. P. Egorshin, A. K. Zaitsev Population. - 2010. - N 1. - Bibliography: p. 27 (3 titles). Ill .: graphs, tables.
Zhulina E.G. Social factors of the formation of the quality of working life / E.G. Zhulina // Citizen and law. - 2008. - N 5. - Bibliography. in footnotes
6. Ivanova S. 50 tips for non-material motivation. - M .: Alpina Publisher, - 2012 .-- 238 p.
Ivashkovskaya I. V., Konstantinov G. N., Filonovich S. R. Formation of a corporation in the context of the organization's life cycle // Russian Management Journal. - 2010. - T. 2. - N.
Loilova I.V. How to "kill" the motivation of employees // personnel management. - 2013. - No. 11 (141).
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Makhmutova A. Continuous education and the quality of working life of youth / Makhmutova A. // Man and labor. - 2009. - N 1.
Mikhailov A. Labor conditions as an element of the quality of working life / Mikhailov A. // Man and labor. - 2010. - N 2. - Bibliography. in footnotes
12. Nelson B. "1001 Ways to Motivate an Employee." M .: LLC "I. D. Williams ", 2011.
V.F. Protasov Imbalance of "incentive" and "carrots" // Personnel management. - 2006. - No. 21 (151).
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17. Tsygankov V. The quality of working life. Which model is Russia choosing? / Vladimir Tsygankov // Man and labor. - 2010.- N 9.
Tsygankov V. On the issue of assessing the quality of working life / Vladimir Tsygankov // Man and labor. - 2009. - N 2.
Shapiro S.A. Fundamentals of labor motivation: a textbook. - M.: KNORUS, 2011.
Websites used:
1. Dictionary http://vslovare.ru/slovo/stimul
2. Dictionary of Economics
Http://www.rb.ru - business portal "Russian Business"
4.http: //www.money.cnn.com - CNN, Fortune & Money service
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Explicit separation of incentives from motivation is more typical for domestic economists and sociologists, and among Western European and American scientists - for representatives of management disciplines, including personnel management.
Recall that in this chapter, incentive is understood as a factor of influence, a tool used by management to correct the labor behavior of personnel, and incentive is a method of managing the labor behavior of an employee / group: personnel by influencing the conditions of his life, using the motives driving his activities. In the broad sense of the word, incentive is a set of requirements and the corresponding system of rewards and punishments ”[Personnel Management, 1998, p. 362].
In this case, motivation is considered within the framework of the procedural approach: “Motives are the incentive reasons for human behavior and actions, ... the image of the desired ... the good that [can be obtained - V.G.] ... provided that certain labor actions. The motives of labor action are formed from three main components: a person's reflection of his needs, the satisfaction of which is possible through labor (activity); reflection of the benefits that a person can receive as a reward for his work; reflection of the process by which the connection between needs and those final benefits that satisfy them is carried out. The choice ... of the behavior option depends not only on the expected remuneration, but also on the price, payment for results ”[Personnel Management, 1998, p. 188].
The most developed, in our opinion, the concept of stimulating the labor behavior of employees of domestic enterprises is presented in the works of I.P. Povarich and B.G. Proshkin. They work within the framework of a managerial, procedural approach and, following G.Kh. Popovs propose the following division of types of influence from the side of management on the employee. -
DIRECT - the direct impact of the subject of management on the employee by methods of persuasion, suggestion, psychological infection, agitation, enthusiasm for his own example, etc.
Advantages ", improvement of relations between the manager and subordinates; development in the team of relations of cooperation, trust, openness, independence, etc.; ease of understanding and naturalness in use.
Difficulties ", the need for an individual approach to subordinates and a deep knowledge of their subjective world; the presence of a leader of specific abilities; impeccable own behavior; large expenditures of time to work in the operational management mode. -
AUTHORITIES - the conscious use by the subject of management of formal relations in the hierarchical system "management - subordination", when the employee is given a direct order (order, prescription), if not followed, punishment should follow.
Advantages: ease of use, efficiency and low cost ("economy"), since the impact does not consist in the promise of a reward, but in the threat of losing some good.
Disadvantages: the hierarchy and the degree of formalization of relations between managers and subordinates is growing; arbitrariness in management develops, the responsibility of managers for the quality of elaboration of decisions is reduced; in the collective, status division, caste begins to prevail, alienation and confrontation develop; the initiative and development of subordinates is held back. -
STIMULATION - as an indirect way of motivating an employee by offering him a set and conditions for obtaining certain benefits in exchange for increased productivity of his work [Proshkin, Povarich, 1988, p. 16-18].
I.P. Povarich and B.G. Proshkin introduced into scientific circulation a very fruitful distinction between the types and forms of stimulation. In this case, the types of incentives are differentiated according to the subject specificity of incentives with the help of which the subject of management - management influences the labor behavior of the object of management - the employee, and the forms of organization of incentives - according to the ways of interrelation of incentives and results of labor activity22. Accordingly, knowing the features of the labor motivation of a particular group of personnel, the personnel manager can select the types of incentives that are effective for this group, and then work out forms of incentive organization that are adequate to these types and specific conditions of the company.
Let us briefly describe the main types of incentives, to a greater or lesser extent, are currently used in Russian and Western companies. -
Negative incentives. Strictly speaking (according to Povarich and Proshkin), negative incentives are not a type, but a form of organizing incentives. But we will consider them here as a kind, because negative stimulation, regardless of what kind of negative incentives are used, performs one function - punishment (more precisely, threats of punishment) of the employee for his mistakes, misdemeanors, etc. In practice, the following are used:
remarks, warnings, reprimands;
fines, penalties, damages;
lower salary, rank, transfer to a lower-paid job, demotion;
reduction of premium, annual remuneration;
transfer of the queue to receive benefits from the organization;
denial of a loan, credit;
postponement of vacation for an inconvenient time;
public censure; satirical wall newspapers, leaflets; a board of shame, anti-honor; lagging pennants; rank “vice versa”; rolling anti-prizes; special type of passes to the company or car license plates, etc .;
threat of dismissal.
Negative incentives are most often symmetrical to positive ones, but they are more economical, are more acutely perceived by people, require a limited time of use, do not require mandatory publicity, and should be used exclusively in a supportive form of organization. -
Material monetary incentives. Their nomenclature is limited. This includes:
variable part of the salary, depending on the implementation of specific indicators of the result of labor activity;
surcharges and allowances;
targeted premiums;
promotion.
tive and individual; 3) positive and negative; 4) immediate, current and prospective - according to the lag between the results of activities and the receipt of an incentive; 5) general, reference and competitive - according to the nature of the conditions for receiving a stimulus [Povarich, Proshkin, 1990, p. 57-58]. -
Material non-monetary (in-kind) incentives. They are material, since they have an undeniable monetary component; but are not monetary, because they are issued to the employee only in kind. The range of these incentives is very wide and is constantly growing. Currently used:
car, garage, parking;
land plot, summer residence;
places in childcare facilities;
vouchers to places of treatment and recreation, tourist;
diet food;
scarce goods;
telephone;
loans, credit;
excursions and business trips to exchange experience;
training at the expense of the company (in whole or in part), including family members;
valuable gifts;
the right to purchase goods and services in the organization;
granting the employee (and his family members) the right to use the benefits owned by the organization;
transfer to another organization;
the right to change profession within the organization;
the right to work part-time.
The main features [Povarich, Proshkin, 1990, p. 162-164]:
Less versatility than monetary incentives;
A number of incentives are of the nature of a one-time action - for example, obtaining housing, a garage, a land plot, or transferring to another organization; while others may be needed at most once a year - for example, vouchers or education of a child in whole or in part at the expense of the company;
Slow divisibility and high variability - large differences in the cost of certain types of nominal incentives;
Great adaptability to a reinforcing form of incentives: nominal incentives “cannot be traditionally associated with certain types of activities, since each of them has an ambiguous value for different people, and this variation is too great, especially since the value of many goods cannot be accurately measured and unambiguous "[Povarich, Proshkin, 1990, p. 163].
In our opinion, the main thing that should be taken into account when using natural incentives is an ambiguous understanding of the fairness of distribution of benefits in kind between workers. Some believe that it is more correct to distribute according to labor results; others - that it is necessary to take into account the overall merit of the employee to the organization; still others are convinced that natural benefits should be distributed in accordance with the rank (status, official position) of the employee. Positions that are completely alternative to those listed are also widespread - that it is necessary to distribute these benefits: according to the law; according to needs; equalizing (including by turns or by lot). Such discord raises doubts among a large share of workers and makes it difficult to use natural goods as incentives for labor.
Attention to incentives in kind in Soviet times was very high, since the wage fund was fundamentally limited, and these incentives could be used at the expense of articles of the fund for social events and with more lenient taxation. During perestroika, especially in 1992-96. the importance of in-kind incentives and social benefits received by an employee through an enterprise has increased sharply and in some places has exceeded salaries in importance due to huge inflation (2600% in 1992; 1000% in 1993, etc.). The slogan was widely spread in industry: "Hold on to the pipe!" - the plant will feed you, dress, shoe and provide your children with the most necessary things. After 1995, with relative stabilization of inflation, the importance of social benefits began to decline - most workers and employers preferred to receive cash.
But in the early 2000s. attention to social benefits has begun to increase again, primarily because competing companies have almost become equal in terms of direct wages and are now forced to look for other means of "fighting" for an employee. -
Caring for the employee (paternalism):
reliance on informal relationships (the organization is a single family, each employee is a beloved family member);
leader - the revered head of the family who takes responsibility for the fate of employees, for their problems and difficulties;
wide use of natural incentives and social benefits;
continuity of traditions;
nurturing executives, focusing on intra-company careers.
The most impressive example is the work of Valentina Sergeevna Solovieva, director of the Tiraspol sewing production association named after V.I. 40th anniversary of the Komsomol.
Advantages. "1) very high efficiency in terms of cost-benefit ratio; 2) comfortable relationship.
Disadvantages. "1) realizable in small teams (up to 200 people); 2) difficult to implement in a tough business - with a regular, continuous cycle, in industry or services; paternalistic methods, the enterprise collapses: the mother comes to replace the stepmother, to replace the father -
stepfather, and this is bad not because the stepmother or stepfather is less fond of the newly acquired children, but because the children make increased demands on them, which the new "parent" often does not meet. And the company and management style can be preserved only when the “older child” replaces the departed “parent”, who is often not in the company at the right time. -
Moral incentives
The main function is to transmit information about a person's merits, the results of his activities in the social environment: personification of encouragement; certification of the fact of achievement and ownership of the incentive; informing the communication environment; accumulation of information in the work biography, in the history of the team, in family memory; change in the status of an employee in the social environment.
The more accurate (from the point of view of the employee's orientations and interests) and the more fully the social audience in which the information is disseminated, and the longer the validity period of this information, the more effective the moral incentives are.
The main advantage of moral incentives is their low cost, and therefore high efficiency. And the main drawback is almost instant saturation: I received the first diploma, I am satisfied; the second one is also satisfied; and the third - is no longer satisfied: "It would be better if they gave something else!" But when they didn’t give the fourth letter (and they didn’t give anything else), he rebelled: “Why didn’t they give it? Have I started to work worse? " So the head of the personnel service has to constantly come up with and look for new types of moral incentives.
Moral incentives are divided into individual and collective, formal and informal, positive and negative, as well as the subjects of incentives. The moral stimuli of general action and target ones are highlighted, and among the latter there are standard and competitive ones [Povarich, Proshkin, 1990, p. 102-103].
Features of competitive incentives ", the fundamentally rank character of the expression of the result achieved by employees; uncertainty, variability, mobility of the comparison standard - since the participants in the competition do not know in advance what result must be achieved in order to win or become one of the winners.
In an effort to surpass rivals, people achieve better results than competing with a task or with their own abilities: “In competition, in addition to purely materialistic considerations, as a rule, spiritual prestigious motives and striving for self-affirmation operate. The victory in the competition itself is an encouragement ”[Proshkin, Povarich, 1988, p. 71]. -
Organizational incentives - creation of special working conditions for certain employees, including increased freedom of behavior: Table 7. Incentives for employees with different types of motivation Forms
stimulation Types of motivation Tool
tal Professo
nal patrioti
Chechen Master's Lumpenisi
Plated Negative Applicable:
monetary
component Prohibited Applicable: sign component Prohibited BASE Monetary BASE Applicable Neutral Applicable Neutral Natural Applicable:
monetary
component Applicable by target agreement Applicable:
iconic
component Applicable with target agreement BASIC Moral Prohibited Applicable BASIC Neutral Neutral Paternalism Prohibited Prohibited Applicable Prohibited BASIC Organizational Neutral BASIC Neutral Applicable Prohibited Co-ownership and management Neutral Applicable Prohibited
maximum autonomy in work;
self-control of the quality and results of work;
flexible work schedule, free days;
the right to additionally dispose of resources;
contractual form of employment (and often individual form of payment23). -
Participation in co-ownership and management: -
Participation in co-ownership is a prerequisite:
profit sharing;
participation in capital. -
Participation in management is a sufficient condition:
full and timely information;
participation in decision making;
participation in decision making.
In Russia, this form of incentive is taking only the first steps and is mostly related to top management. But it can be extended to all categories of personnel, if, of course, the company does not have any special problems with the size of the salary of a mass employee.
Notes to Table 7:
The prohibition of the use of any of the types of incentives for employees with a certain type of work motivation means that,
Table 8. Features of remuneration of employees with different types of motivation Type of motivation Preferred form and features of payment Instrumental Piecework / with a large variable part - according to the results achieved, primarily individual Professional Time based / with a clear predominance of a constant part - based on accurate accounting of differences in the qualification level of employees and / or in the characteristics of the work (position) being performed Patriotic Based on the account of the employee's labor contribution to the overall performance of the unit and the organization as a whole Master Based on the results of an individual or a team (group, brigade) of a permanent staff Lumpenized Time-based - with dependence salaries from labor costs (taking into account overtime), plus bonuses for the overall performance of the unit and / or the entire enterprise
if, nevertheless, this type of incentive is applied, a negative (from the point of view of the company) reaction can be expected from workers of this type with a high probability - the workers will "fall" into the III or IV quadrants (Fig. 2).
Applicable in case of target agreement: we mean “expensive” natural benefits - an apartment, a car, a country house, etc., the receipt of which by an employee is strictly dependent on the results or length of service of the employee in the company (as a rule, even during hiring).
The Labor Code imposes certain restrictions on the use of only negative and monetary incentives and practically does not restrict the use of all other forms of incentives. Therefore, any company has the opportunity to act with the selectivity it needs in the use of natural, moral, organizational incentives, paternalism or participation in co-ownership and management.
The table allows you to navigate not only what types of motivation are applicable to certain types of incentives (look along the line), but also what incentives can be used to influence labor behavior of each of the selected motivational types (look down the column).
If not one, but two or three types of labor motivation are significantly represented among the members of a professional group or personnel of a particular department, you need to use combined incentive systems, trying not to use prohibited ones.
Remuneration for employees with different types of work motivation
Since - as it follows from the essential features of each of the motivational types - earnings have a different meaning for them, it is possible to find clear differences in the forms and systems of remuneration, which have the maximum stimulating effect on carriers of certain types of labor motivation (Table 8).
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Popov G.Kh. Methods for managing socialist production. M., 1971.11.
Personnel Management: Encyclopedic Dictionary / Ed. AND I. Kibanov. M., 1998.3.6.
Stimulus (lat. stimulus - goad, pusher) - external urge to action, impetus, incentive.
Labor stimulation presupposes the creation of conditions (economic mechanism) under which active labor activity, giving certain, predetermined results, becomes a necessary and sufficient condition for satisfying the significant and socially determined needs of the employee, for the formation of his labor motives. Incentive purpose - not in general to induce a person to work, but to induce him to do better (more) what is conditioned by labor relations.
Motive - this is what causes certain actions of a person, his internal and external driving forces.
V motive structure labor includes:
the need that the employee wants to satisfy;
a good that can satisfy this need;
labor action , necessary to obtain the good;
price - costs of a material and moral nature associated with the implementation of a labor action.
Labor motivation - it is the desire of the employee to satisfy the needs (to receive certain benefits) through work. The influence of motivation on human behavior largely depends on many factors, it is very individual and can change under the influence of motives and feedback from human activities.
Good work to motivate employees leads to:
To increase turnover and profits;
To improve the quality of products;
To a more creative approach and activity in the implementation of the achievements of scientific and technological progress;
To an increased influx of employees;
To improve their performance;
Towards greater cohesion and solidarity;
To reduce staff turnover;
To improve the reputation of the company.
A person who is described by a certain motivational profile, in order to change his behavior in the organization, is influenced in the form of some kind of stimulus. Classification forms of incentives:
1. Negative - displeasure, punishment, threat of job loss.
2. Cash - wages, including all types of bonuses and allowances.
3. Natural - buying or renting a home, providing a car, etc.
4. Moral - certificates, honorary badges, presentation for awards, a board of honor, etc.
5. Paternalism (taking care of the employee) - additional social and medical insurance, creating conditions for recreation, etc.
6. Organizational - working conditions, its content and organization.
7. Involvement in co-ownership and participation in management.
Having received an incentive, a person responds to it in accordance with his motivational profile. This reaction may be positive, and the person will change his behavior as intended; neutral; negative when unwanted behavior only intensifies.
Into the concept compensation package includes:
Salary is a constant part of remuneration, expressed in some monetary value.
The bonus system, or bonus system, is a part of the remuneration that can vary greatly from company to company, from position to position, from employee to employee. In practice, there are bonuses ranging from 0 to 50-60% of the employee's annual salary. It is paid for the achievement of certain results. Salary in its pure form, as well as in combination with a bonus, is not a sufficient means of motivation.
The non-monetary reward system, which in turn is divided into two parts:
Non-monetary material reward - everything that an employee can touch, feel, save for himself or use them,
Not material reward.
Forms of incentives
Table 8.5 - Forms of incentives
|
Incentive form | |||||
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Tangible cash |
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Salary (nominal) |
Remuneration for an employee's labor, including basic (piecework, time-based, salary) and additional (bonuses, bonuses for professional skills, additional payments for working conditions, part-time jobs, for night work, adolescents, nursing mothers, for work on holidays and Sundays, for overtime work, for team leadership, pay or compensation for vacation, etc.) wages |
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Salary (real) |
Ensuring real wages by: 1) increasing tariff rates in accordance with the minimum set by the state; 2) the introduction of compensation payments; 3) indexation of wages in accordance with inflation |
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|
One-time payments from the profit of the enterprise (remuneration, bonus, additional remuneration). Abroad, these are annual, semi-annual, Christmas, New Year bonuses, usually associated with the length of service and the amount of salary received. There are the following types of bonuses: for absence of absenteeism, export, for merit, for length of service, target |
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|
Profit sharing |
Profit Sharing is not a one-time bonus. The share of the profit from which the incentive fund is formed is established. It applies to categories of personnel that can actually affect profits (most often, these are management personnel). The share of this part of the profit correlates with the rank of the manager in the hierarchy and is determined as a percentage of his base salary |
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Equity participation |
Purchase of shares of an enterprise (JSC) and receipt of dividends: purchase of shares at preferential prices, free receipt of shares |
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|
Additional payment plans |
The plans are most often associated with employees of sales organizations and stimulate the search for new markets: gifts from the company, subsidizing business expenses, covering personal expenses indirectly related to work (business trips not only of an employee, but also of a spouse or friend on a trip). These are indirect costs, tax-free and therefore more attractive |
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|
Tangible non-monetary |
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Payment of transport costs or service with your own transport |
Allocation of funds for: 1) payment of transportation costs; 2) purchase of transport with: a) full service (transport with a driver); b) partial service to persons associated with frequent travel, management personnel |
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Savings funds |
Organization of savings funds for employees of the enterprise with interest payments not lower than those established in the Savings Bank of the Russian Federation. Preferential modes of accumulation of funds |
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Catering |
Allocation of funds for: 1) catering at the enterprise; 2) payment of subsidies for food |
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Sale of goods manufactured by the enterprise |
Allocation of funds for a discount on the sale of these products |
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Scholarship programs |
Allocation of funds for education (covering education costs on the side) |
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Studying programs |
Coverage of the costs of organizing training (retraining) |
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Health care programs |
Organization of medical services or the conclusion of contracts with medical institutions. Allocation of funds for these purposes |
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Consulting services |
Organization of consulting services or the conclusion of contracts with them. Allocation of funds for these purposes |
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Housing programs |
Allocation of funds for own housing construction or construction on a share basis |
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Programs related to the upbringing and education of children |
Allocation of funds for the organization of preschool and school upbringing and education of children and grandchildren of the company's employees, privileged scholarships |
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Flexible social benefits |
Organizations set a certain amount for the "purchase" of the necessary benefits and services. The employee, within the established amount, has the right to independently choose benefits and services |
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|
Life insurance |
Life insurance of the employee (for a symbolic deduction), his family members at the expense of the company. At the expense of funds withheld from the employee's income, in case of an accident, an amount equal to the employee's annual income is paid, in case of an accident related to a fatal outcome, the amount paid is doubled |
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|
Temporary Disability Benefit Programs |
At the expense of the company and at the expense of funds withheld from the employee's income |
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Health insurance |
Both the workers themselves and their families |
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|
Non-performance benefits and compensation (standard) |
Payments that are not formally related to the achievement of certain results (compensation for the transfer to service from other companies, costs associated with relocation, sale, purchase of apartments, real estate, employment of a wife (husband), etc., bonuses and other payments in connection with leaving for retirement or dismissal). These payments, called "golden parachutes" abroad, are intended for top managers, usually include additional salary, bonuses, long-term compensations, mandatory (provided by the company) pension payments, etc. |
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Pension insurance Retirement plans |
Such an alternative to the state fund of additional pension provision can be created both at the enterprise itself and under an agreement with any fund on the side. |
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Intangible |
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Free time stimulation |
Regulation of the time of employment by: 1) providing the employee for active and creative work with additional days off, holidays, the possibility of choosing the time of vacation, etc .; 2) organization of flexible working hours; 3) reducing the length of the working day due to high labor productivity |
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|
Labor or organizational incentives |
Regulates employee behavior based on measuring his sense of job satisfaction and assumes the presence of creative elements in his work, the ability to participate in management, career advancement within the same position, creative business trips |
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|
Incentives regulating employee behavior based on expressions of public recognition |
Presentation of certificates, badges, pennants, placement of photographs on the board of honor. In foreign practice, honorary titles and awards, public rewards are used (they avoid, especially in Japan, public reprimands). In the United States, a merit assessment model is used for moral incentives. Circles are created ("golden circle", etc.) |
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Incentive methods
As part of incentive programs, two levels of incentive methods can be distinguished: basic and competitive.
Part basic level includes motivation methods traditionally included in the standard employee compensation package: salary, insurance, benefits provided by the company.
As part of competitive level the methods of motivation are highlighted, which carry out the main impact on employees to achieve the main goal of the company.
Figure 8.1- Methods to stimulate a competitive level
They are designed to solve specific problems of the motivation system. The challenge of incentive methods - in orienting employees to improve the company's efficiency in the future, creating an interest in achieving future high results - option plans (with the exercise price of options higher than the current market share price).
The Challenge of Reward Methods - in rewarding employees for the results achieved, recognizing his current and past merits - bonus plans.
Forms of incentives
Forms and methods of incentives
Into the concept compensation package includes:
1. Wages - a constant part of remuneration, expressed in any monetary terms.
2. The bonus system, or bonus system, is a part of the remuneration that can vary greatly from company to company, from position to position, from employee to employee. In practice, there are bonuses ranging from 0 to 50-60% of the employee's annual salary. It is paid for the achievement of certain results. Salary in its pure form, as well as in combination with a bonus, is not a sufficient means of motivation.
3. The system of non-monetary reward, which, in turn, is divided into two parts:
Non-monetary material reward - everything that an employee can touch, feel, save for himself or use them,
Not material reward.
| P / p No. | Incentive form | Content | |
| Tangible cash | |||
| Salary (nominal) | Remuneration for an employee's work, including the main (piecework, time-based, salary) and additional (bonuses, bonuses for professional skills, additional payments for working conditions, part-time jobs, for night work, adolescents, nursing mothers, for work on holidays and Sundays, for overtime work, for team leadership, pay or compensation for vacation, etc.) wages | ||
| Salary (real) | Ensuring real wages by: 1) increasing tariff rates in accordance with the minimum set by the state; 2) the introduction of compensation payments; 3) indexation of wages in accordance with inflation | ||
| Bonuses | One-time payments from the profit of the enterprise (remuneration, bonus, additional remuneration). Abroad, these are annual, semi-annual, Christmas, New Year bonuses, usually associated with the length of service and the amount of salary received. There are the following types of bonuses: for absence of absenteeism, export, for merit, for length of service, target | ||
| Profit sharing | Profit Sharing is not a one-time bonus. The share of the profit from which the incentive fund is formed is established. It applies to categories of personnel that can actually affect profits (more often than not, these are management personnel). The share of this part of the profit correlates with the rank of the manager in the hierarchy and is determined as a percentage of his base salary | ||
| Equity participation | Purchase of shares of an enterprise (JSC) and receipt of dividends: purchase of shares at preferential prices, free receipt of shares | ||
| Additional payment plans | The plans are most often associated with employees of sales organizations and stimulate the search for new markets: gifts from the company, subsidizing business expenses, covering personal expenses indirectly related to work (business trips not only of an employee, but also of a spouse or friend on the trip). These are indirect costs, tax-free and therefore more attractive | ||
| Tangible non-monetary | |||
| Payment of transport costs or service with your own transport | Allocation of funds for: 1) payment of transportation costs; 2) purchase of transport with: a) full service (transport with a driver); b) partial service to persons associated with frequent travel, management personnel | ||
| Savings funds | Organization of savings funds for employees of the enterprise with interest payments not lower than those established in the Savings Bank of the Russian Federation. Preferential modes of accumulation of funds | ||
| Catering | Allocation of funds for: 1) catering at the enterprise; 2) payment of subsidies for food | ||
| Sale of goods manufactured by the enterprise | Allocation of funds for a discount on the sale of these products | ||
Table 8.5 - Forms of incentives
| P / p No. | Incentive form | Content | ||
| Scholarship programs | Allocation of funds for education (covering education costs on the side) | |||
| Studying programs | Coverage of the costs of organizing training (retraining) | |||
| Health care programs | Organization of medical services or the conclusion of contracts with medical institutions. Allocation of funds for these purposes | |||
| Consulting services | Organization of consulting services or the conclusion of contracts with them. Allocation of funds for these purposes | |||
| Housing programs | Allocation of funds for self-construction of housing or construction on a share basis | |||
| Programs related to the upbringing and education of children | Allocation of funds for the organization of preschool and school upbringing and education of children and grandchildren of the company's employees, privileged scholarships | |||
| Flexible social benefits | Organizations set a certain amount for the “purchase” of the necessary benefits and services. The employee, within the established amount, has the right to independently choose benefits and services | |||
| Life insurance | Life insurance of the employee (for a symbolic deduction), his family members at the expense of the company. At the expense of funds withheld from the employee's income, in case of an accident, an amount equal to the employee's annual income is paid, in case of an accident related to a fatal outcome, the amount paid is doubled | |||
| Temporary Disability Benefit Programs | At the expense of the company and at the expense of funds withheld from the employee's income | |||
| Health insurance | Both the workers themselves and their families | |||
| Non-performance benefits and compensation (standard) | Payments that are not formally related to the achievement of certain results (compensation for transferring to service from other companies, expenses related to moving, selling, buying apartments, real estate, employment of a wife (husband), etc., bonuses and other payments in connection with retirement or dismissal). These payments, called "golden parachutes" abroad, are intended for top managers, usually include additional salary, bonuses, long-term compensation, mandatory (provided by the company) pension payments, etc. | |||
| Pension insurance Pension plans | Such an alternative to the state supplementary pension fund should be created both at the enterprise itself and under an agreement with any fund on the side. | |||
| Intangible | ||||
| Free time stimulation | Regulation of the time of employment by: 1) providing the employee for active and creative work with additional days off, holidays, the possibility of choosing the time of vacation, etc .; 2) organization of flexible working hours; 3) reducing the length of the working day due to high labor productivity | |||
| Labor or organizational incentives | It regulates the behavior of an employee on the basis of measuring the feeling of his job satisfaction and assumes the presence of creative elements in his work, the possibility of participation in management, promotion within the same position, creative business trips | |||
| Incentives to regulate employee behavior based on expressions of public recognition | Presentation of certificates, badges, pennants, placement of photographs on the board of honor. In foreign practice, honorary titles and awards, public rewards are used (they avoid, especially in Japan, public reprimands). In the United States, a merit assessment model is used for moral incentives. Circles are created ("golden circle", etc.) | |||
The composition of the compensation package must be balanced and, first of all, meet the needs of employees... Before including this or that type of remuneration in the compensation package, it is extremely important to carefully analyze the characteristics of the team, incl. average age of employees, their interests, the proportion of working men and women. You also need to evaluate how willingly employees are to participate in general corporate events or whether they prefer to manage their time and funds exclusively individually, how many children they have, their age, etc. After the general picture and the average portrait of the employee have been drawn up, you can proceed to the analysis of those proposals for the compensation package that the company can make to its staff. If possible, it is recommended that you first conduct a survey of employees in order to be sure of your assumptions or reject them and not invest the company's money in something that nobody needs.
8.4.1.1 The cafeteria method
The cafeteria method- a variant of individualization of the components of the in-house incentive system. At the root of the method lies a kind of menu ʼʼ, in which the personnel of the enterprise are offered certain services for free choice as remuneration for their work.
All this is provided for by the firm's budget. Employees can choose their preferred type of service at will, making a kind of "menu" and periodically updating it in accordance with their requests (just like a visitor of a cafe).
The problem of management is to increase the efficiency of the labor incentive system without additional costs by purposefully orienting the services provided to the real needs of employees. An increase in individual performance as a result of such a policy is to be expected from an increase in job satisfaction and staff willingness to perform their duties with integrity.
The attractiveness of the company as an employer also increases. The company receives additional benefits due to a decrease in staff turnover, an influx of new employees, a decrease in the level of absenteeism, etc.
The principle of free choice in the “cafe system” makes it possible to continuously adapt branded services to the individual, changing consumer needs and life plans of employees. For this reason, it is logical to assume that this system stimulates loyalty to the company, increases the interest in working in it for a long time.
Periodic selection of services by staff allows for a better assessment of certain types of incentives over time, which ultimately increases their effectiveness.
When planning and implementing an individualization project, the company must make a number of important decisions, for example, regarding the degree of personnel participation in establishing the category and set of services and the frequency of their selection, estimated prices between the elements of the `` menu '', the type and adaptation of the structure of the electronic data processing system, information policy in relation to to staff, etc.
Forms of incentives - concept and types. Classification and features of the category "Forms of incentives" 2017, 2018.