What are the employees? Types of employees. Psychological types of employees

Many directors of organizations faced the fact that after the appointment the best employee for a managerial position, this employee clearly cannot perform his functions as efficiently and effectively as in the previous position. In this case, it is worth paying attention to two factors - the type of personality of a person and his skills and desires. Let's figure out who should not be appointed to leadership positions in the company.

Human personality types

Without a doubt, a person who is unrestrained, who has obvious deviations in behavior, who relies too much on the opinions of others and has a negative attitude towards others cannot be appointed as a leader. But relying on these criteria alone is not enough. And here, to help the manager (including the salon business), the system (theory) of the enneagram.

Enneagram of Personality

According to the Enneagram of Personality, there are nine types of human personality. The enneagram model is based on the so-called “deep subconscious “drives” that affect the worldview, emotional and behavioral characteristics of a person. Thanks to this model, it is possible to determine which person can be a leader with stable business development, who will bring great benefits during a crisis, and finally, whose work will be most effective during a start-up. It is even possible to understand to whom it is better not to entrust managerial functions at all.

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Types of people who are not suitable for managerial duties

Assistant

This employee always wants to please everyone, shows himself well in business and is comfortable to work with. But if he becomes a leader, in a crisis he is prone to depression and may try to evade responsibility. Often he delegates a number of responsibilities to his subordinates. He avoids controversial situations, and sometimes subordinates sit on his neck.

maverick

A very temperamental and emotional type of personality, a person who constantly worries about something. It is difficult for him to work in a hard mode, he is generally not inclined to adhere to any schedules. Extremely vulnerable, especially difficult to perceive the situation if he thinks that he is not appreciated. Needs regular support and care. At the same time, such people are incredibly inventive, they give out idea after idea and can find a way out of any situation by offering non-standard scheme which will eventually lead to benefits.

Thinker

This psychological type of personality characterizes people who are insightful and withdrawn. It's about about a very effective Expert Advisor, but he will not be able to become the same effective leader- interferes with his concentration on his own area of ​​\u200b\u200bwork. This employee believes that his subordinates should understand and do everything themselves, while quality indicator The result of the work primarily reflects the effectiveness of the unit.

peacemaker

The peculiarity of this psychological type of personality is suggestibility and courtesy. He is always ready to give up leadership, and often leaves to protect himself from problems. In working with him, there is a feeling that this worker is indifferent, he has to be reminded of what he must do. He has little initiative. At the same time, it is comfortable to work next to such an employee, and he has excellent abilities to prevent conflict situations.

Loyalist

Responsible person, suspicious and restless, always doubting effectiveness own work. He definitely needs authority to which he will be equal. Such employees show themselves best where it is necessary to engage in planned and procedural work. Though difficult situations for them can become a dead end - it is difficult for them to accept non-standard solutions, and they fall into a stupor, exacerbating the problem. They need to be regularly supported, instilled with confidence, stimulated to find solutions.

Psychological personality types that can successfully lead

IMPORTANT!
Despite the presence in these types of personalities of the data for successful managerial functionality, such people are not without flaws, and they must be taken into account.

Reformer

This type of human personality is characterized by integrity and purposefulness. He always sets the bar high for quality in his work. He quite reasonably considers himself fair, and his actions are logical, but employees find him too strict, even tough and uncompromising. Such a person in a leadership position is effective when you need to debug the process (especially when the project begins to develop steadily and needs to be structured). Such people have a talent for developing and implementing standards, as well as enforcing them. At the same time, the reformer needs regular contact - they need the support of a higher leader.

Success oriented personality

Person of this type personality has the ability to easily adapt, he is energetic, status is significant for him, confirmation of which he regularly requires. He is even able to appropriate the achievements of others, he can go over the heads, he is not able to evaluate the effectiveness of criticism. On the other hand, such employees qualitatively solve the necessary tasks and have a hard time experiencing failures. They can pull the organization through times of crisis if you have the patience to work with them.

Enthusiast

The person is scattered, unpredictable and diverse. His effectiveness as a manager is short-term - he quickly switches to something else and forgets about the previous project. It is pleasant to communicate with him, but his inability to concentrate is sometimes annoying. Such a person needs regular monitoring, he needs to be guided and monitored so that enthusiasm gives the desired result. Enthusiasts are the most significant employees at the startup stage, because they quickly light up with an idea and can convince. But it is not necessary to entrust them with management, for example, production. They will generally not be able to work effectively where there is a need for strict adherence to procedures.

Confronter

Being one of the most complex personality types, the confrontator is resolute, conflicted and seeks to strictly regulate the activities of his subordinates. He delegates responsibilities with great reluctance, because he believes that he is able to do everything himself qualitatively, and does not want to share his power with someone. Usually he does not hide his motives, strives to achieve his goal at any cost, and may well apply for your place.

Why the skills and desires of an employee are the basis for career growth

Almost all of the listed psychological types to one degree or another have the ability to lead. But no one is able to be a leader if there was no sensitive mentor in his work, there was no retraining and participation in the exchange of experience. If a person does not have a desire to grow professionally, building professionalism on the basis of skills, he will not be able to cope with an appointment to a leadership position.

It makes no sense to appoint the best employee as a leader if he does not feel the need for it.

A developed employee must be energetic, be able to manage his emotions, be ready to express his opinion openly, have the ability to change his point of view under the influence of arguments, not force, conscientiously and competently perform his professional duties, strive to improve his level of professional competence.

The following list personal qualities a good worker is described in the book by L.D. Stolyarenko, which was proposed by Professor of the University of Tokyo K. Ishikawa. Among them, he included the desire for cooperation, a sense of responsibility, the desire to work, good health, sociability, the spirit of competition, job satisfaction.

An interesting classification of employees in his work "Managerial Anthropology" was proposed by the Russian scientist V. M. Shepel:

Table 2. Types of employees

Any leader and employee has probably had to deal with the so-called "difficult employees". In "Communicating with difficult people" R. Bramson identifies several types of such people.

Table 3. Types of "difficult" employees

Of course, such characteristics are an abstraction, since only one character trait is recorded in each type. Such workers are usually poorly managed, but you should not try to change such people or fire them, new ones will most likely be the same.

In order not to make mistakes, it is useful to know what type of character the person you work with or meet. Having quickly and accurately determined the psychological type of a partner, you no longer risk inadvertently offending him, and having realized that he is unreliable, you will have time to take action and beware of saying too much. In table 4, the types of employees' characters described in L.D. Stolyarenko.

Table 4. Character types of employees

Exists different types employees. They are classified according to many criteria. Consider the types of workers that are most often found in companies. Based on them, it will be possible to find out how different types relate to the organization.

"Grandes"

This type of employees is characterized by "stardom", which is manifested in all their actions and deeds. As a rule, they see the validity of their "universality" in the merits of the past, but not in everyday work. They consider themselves to be "entitled": to more than others, remuneration, a special work schedule, to a certain degree of freedom. Signs of manifestation of this type: attitude towards colleagues "from top to bottom", the presence of an opinion about one's own extraordinary significance, distancing from other employees.

The "grands" are made by their environment and the management itself, especially if the company does not have a system for evaluating the work of employees. The development of "stardom" also occurs if the employee has problems in his personal life. In this case, "stardom" is a kind of compensation.
Such employees easily violate corporate principles, believe that they deserve privileged treatment, greater freedom, better conditions at workplaces.
For the most part, their loyalty depends on the satisfaction of material needs, which they carefully hide. It is also important for them that the organization recognizes their exclusivity - for example, through a significant position, the attention of management and the team.

"Imitators"

Employees of this type are easy to identify by the results of their work, which tend to zero. They tend to portray vigorous activity literally from scratch. "Imitators" activate their employment in the presence of the head or closer to the day of issue wages. They perceive their work in the company only as a "respite" - the longer you hold out in this position, the better.
Accordingly, one cannot speak of true loyalty. Commitment to the principles, ideas of the existence and development of the company among employees of this type does not exist.
If the company does not have a system for assessing the work of personnel, they, as a rule, manage to replace the real one for a considerable time. business activity acting game. Then there is their parting with the firm, and at the initiative of the latter. Or organizations impose tight controls on how they perform their job responsibilities.

"Weather Vanes"

"Workhorses"

"Horses-tractors"
Employees with a wide range of responsibilities, working at a fairly high pace. This is the category of diligent "plowmen" who disciplinedly and measuredly carry out their tasks. labor obligations. They are good, competent and professional performers. But leadership qualities they are, as a rule, deprived - it is more convenient for them to be led than leaders.
They can rarely be appreciated by the leader at their true worth. It is easiest for employees of this type to work in a company where there is a clear performance appraisal system. Moreover, not only material incentives are important, but also moral motivation for recognizing their professionalism. As a rule, devotion to the company for the sake of its welfare - characteristic of this type. However, if the "tractor horse" finds a more profitable place of work for itself, then after long hesitation and doubts, it leaves this organization.

"Donkey horses"
Employees who seek to find the largest number points of contact between their aspirations and the goals of the company. At the same time, they believe that in any situation there are opportunities for the development of the company. They are willing and able to work intensively and diligently for the benefit of the firm. As a rule, the behavior of this type of employees is characterized by altruism - the desire to give more to the organization in which they are employed and to other people than to receive from them.
Managers are interested in working with employees of this type. This interest motivates employees who see an opportunity to satisfy their needs in recognition of their usefulness for the development of the organization. Many managers know how to use the altruistic aspirations of such employees. But a rare boss does it competently. Companies are often tempted to test their loyalty - the aspirations of "donkeys" are treated with distrust.
As a rule, after verification, such "sacrifice" is interpreted as excessive ambition, insincerity of intentions, and a desire for manipulation. Therefore, managers are usually interested in such employees only at a certain stage, and then they "do not justify the trust."
A company that is not ready for development cannot meet the needs of the "donkey horse" and is forced to reject it. In turn, such an employee is rarely able to reincarnate into another type and is forced to "lick his wounds" for his own good. True, already in another organization.

"Explainers"

A category of employees that is always present in any organization. An employee of this type will always find explanations for the circumstances that have developed in the company, as well as for his own achievements and blunders.
As a rule, the level of professionalism of "explainers" is not high - they mainly strive to create the appearance of their high qualifications. Hidden behind their talkativeness is the inability to clearly define work priorities and values. The ideas they express are abstract. Therefore, it is never possible to implement them in practice.
Often, they are characterized by hidden rebellion: they sabotage the orders of the management, thus demonstrating their defiance and opposition to the existing foundations in the company. The company does not benefit from the presence of these employees - as such, true loyalty among them does not exist. On the contrary, hidden rebellion is dangerous for the company: when conflict situation obvious, it is easier to resolve than to suppress the constant implicit resistance. If the organization decides to part with such an employee, he, as a rule, leaves offended - "I was underestimated." Independent dismissal from the company is a rare case for them.

"Koloboks"

This type of employee is characterized by complete indifference to everything related to their work in this company. These people use every opportunity, just not to fulfill their duties: every minute tea parties, constant trips to the "smoking room", discussion of intra-company and general political news in every office.
Low or below average efficiency - this is a characteristic feature of "koloboks2". As soon as such an employee receives a more profitable offer for himself, he moves to another place of work. There, "kolobok2" also tries to perform as few duties assigned to him as possible.

"Offended and Insulted"

Motivation of this type is limited to the satisfaction of their basic needs: the security and security of their employment, the earnings that they already have. Such employees blame the company for all their failures. Their life credo is based on the principle: "everyone owes me everything." They often become members of informal groups. But, as a rule, they do not actively oppose the leadership.
The loyalty of this type of employee fluctuates depending on the approaching time of payment of wages. It is worth appearing even unconfirmed rumors about any difficulties of the company, "offended and offended" in the company do not linger for a long time. In doing so, they will try to infect their colleagues with pessimism about the future of the organization.

Basic concepts

Performing activity, its characteristics. Performer types. Characteristics of the interaction between the leader and the subordinate. Labor behavior and motivation. Motive as a stimulus to action and as a criterion for identifying individual types of activity. The main functions of motives. reinforcement theory. Stages of formation of desirable behavior of employees. types of reinforcements. Types of rewards used for reinforcement. Types of behavior of employees depending on the goals of the organization.

Lecture plan:

1. Performing activity. Employee types

2. Work behavior and motivation

1. Performing activity. Employee types

To explain human behavior in an organization, it is important to know the premises on the basis of which employees behave in a certain way. The justification for any choice depends on the goals to be achieved and on the validity of the particular course of action chosen to achieve those goals. The position of employees in an organization changes human behavior. Because some practical and value prerequisites underlying his choice and decision are replaced by others. As a result of his arrival in the organization, a person works in the name of other goals and is guided by different ideas about how to achieve these goals than if he were in some other environment.

The choice that a person makes in a given situation consists of: 1) his skills, knowledge, character and personality traits in the form in which they were formed by all previous life experience; 2) from the specific influences to which he is exposed at the time of the decision. In most cases, the former is more important in determining human behavior than the latter.

Performing activity, apart from its substantive and professional qualities, is described by seven psychological characteristics. Based on these characteristics, a classification of types of performers is compiled.

Psychological characteristics of performing activity:

1) purposefulness - aimlessness;

2) motivation - disinterest;

3) independence - dependence;

4) organization - spontaneity;

5) responsibility - irresponsibility;

6) competence - incompetence;

7) creativity - routine.

Performer types:

1) creative type - independent, competent, searching;

2) above-standard type - purposeful, interested, organized;

3) regulated;

4) passive;

5) "transforming" the instructions of the head;

6) low-motivated;

7) evading;

8) difficult to manage.

A good employee should have the following qualities: the desire for cooperation, a sense of responsibility, a desire to work, good health, sociability, a spirit of competition, job satisfaction.

Classification of V.Shepel's employees:

1) collectivists - sociable workers who actively support social initiatives;

2) individualists - workers gravitating towards personal responsibility, independence;

3) pretensionists - employees who are characterized by vanity, touchiness, a desire to be in the spotlight;

4) imitators - employees who imitate other people's manners and avoid complications;

5) passive - weak-willed workers who do not show initiative;

6) isolated - workers with a bad character.

Of course, such characteristics of workers are an abstraction, because in each type only one character trait is fixed, the one that outweighs all the others in the eyes of others.

The success and survival of any organization depends on its ability to get employees to behave in a manner consistent with its values.

Factors affecting employee behavior:

1) social norms - established stereotypes of behavior that are instilled in all members of the organization through the approval or disapproval of the members of the organization;

2) knowledge of the content of the roles performed by other employees;

3) knowledge of how other members of the organization perform their roles;

4) socio-psychological characteristics of employees.

The role of a subordinate is directly realized in interaction with the leader. The leader does his work with the hands of his subordinates, so the role model of the behavior of a subordinate can only be considered through the features of his interaction with the leader.

Elements of interaction between a leader and a subordinate:

1. Definition of job responsibilities every employee must know what he needs to do and what he has the right to do.

a) the subordinate must know what he should do, having a clear idea of ​​​​the expected end results; clearly understand what the authorities expect from him;

b) the subordinate and everyone with whom he works must have a clear idea of ​​the scope and boundaries of their powers;

Authority is not necessarily associated with the presence of subordinates or with the leadership of a permanent team. You can have great powers without having any subordinates at all. The powers include:

The right and (or) duty to give orders, implying that they will be carried out; and the obligation to dispose if necessary.

The right and/or duty to formally take independent action.

c) the subordinate must understand what his relationship with colleagues is.

An employee at any level should know the person to whom he personally should come for advice and solutions.

2. Fulfillment of duties by subordinates. You cannot trust a person to independently evaluate the performance of his duties. He may think that he did everything well, but he must hear the truth from his leader.

a) the subordinate must know what end results can be obtained as a result of a job well done; know the rules set by the authorities.

The leader gives tasks and defines responsibilities in terms of the result he needs, explaining to people not what they should do, but what he wants to get.

b) the subordinate must know when and what he did perfectly;

Exemplary work should always be celebrated and recognized.

c) the subordinate must know when and where he made a mistake;

d) the subordinate should indicate what can and should be done to correct the mistakes made;

3. Evaluation of the business qualities of a subordinate.

a) the subordinate must know that he is making an important contribution to the common cause and his ideas and deeds are not wasted;

Nothing has such a defining impact on performance. As the feeling of an employee that he is wasting time and effort.

b) the subordinate must know that the boss not only recognizes the value of his contribution, but also communicates this to others;

c) the subordinate must feel that he is interesting to the boss as a person;

d) the subordinate must feel that the boss cares about his success and promotion.

e) The subordinate must know that he will receive an appropriate reward for a job well done and a special reward for a job well done.

Most managers are familiar with the situation when you can reach mutual understanding with one employee, but you constantly feel discomfort in communicating with another. The point is that there are different types subordinates, and you need to communicate with each of them in your own way. Knowing the type of subordinates helps to decide contentious issues or to understand how best to act at a certain moment. Note that the boundaries between the types of subordinates are blurred, and each of the employees can combine several types at the same time.

Hard worker

An employee who needs regular encouragement. It is important for him to hear from you words of encouragement and respect for his diligence. Show him that you trust in his work and decisions, entrust him with responsible tasks and note that only he can be given them. True, you need to keep track so that your employee does not overwork. Tell him that the efficiency of work is achieved only with proper observance of the regime of work and rest. The workaholic appreciates the very process of work - he generally prefers not to sit idle. He knows how to find the necessary information to do his job efficiently.

Careerist

This employee sees all his activities through the prism of his own career advancement. Do not keep such an employee in one position for a long time and let him grow professionally. In principle, he takes on any job, provided that it will help him "rise". He is very responsible and thoughtful in his work, in communication with colleagues he proceeds from how interesting a person is from the point of view of the usefulness of contact.

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Specialist (expert)

A real "encyclopedia" is an employee who remembers all the dates, events and names. It is important for him that they regularly come to him for advice - this is how he feels his importance. The tasks before him need to be complex, perhaps creative, but he needs some control - delving into the details and techniques, he may miss the significance of the final result, since the process brings to the fore.

Creative person

Does not accept a rigid style of management and control - it is better to let him solve the issues that appear in the process of work. He is quite self-disciplined and usually meets deadlines. The main thing is to put them. Prefers non-monotonous work, with the opportunity to introduce a little creativity. He is comfortable in a calm and friendly environment among colleagues. Avoids conflict.

Formalist

This employee does not show initiative, always adheres to the framework of accepted relationships, and when communicating with him, it is better to adhere to similar tactics. Usually he is not independent - he needs to be told what and how to do, he is afraid of vague tasks. Do not give him difficult tasks in which you have to make a choice. It works best where repetitive procedures and defined lines of responsibility are needed. He is rarely late for work, but he does not stay late, even if he has not completed something. He is indifferent to the work of the organization if it does not affect his salary.

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pofigist

It is distinguished by an indifferent mood and often negatively affects the atmosphere in the team. To prevent this from happening, you should find out the cause of his problem. If he is not satisfied with the work - to understand what can be improved in it (especially if it is a talented employee, to meet his needs in some way), if it is a matter of fatigue - to offer a more convenient schedule. However, if there is no result from such proposals, it is better to break up with such an employee. He is not interested in what is happening in the organization, he accepts orders and rules with passivity, works without zeal.

Simulator

An employee who simulates increased employment, therefore, significant control measures should be applied to him. He needs specific tasks with a clear description of the result and a set deadline. So you can reduce Negative consequences his unproductive work. The advantage of such people is that they are very ambitious, so avoid "petty" control and note the positive results of work.

whiner (critic, dissatisfied)

In any team there will always be an employee who does not like a lot - either interaction with management, then working with colleagues, then workplace near the window. These workers need to be monitored and the reasons for their dissatisfaction monitored - because of their negativity, the working atmosphere may worsen. Often complains of malaise and stress, trying to find a flaw in everything.

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slob (sloth)

He is not disciplinary - he always finds reasons why he could not complete this or that task, was late, could not resolve some issue, did not get through, because either he had an accident or caught a cold. Constantly finds himself in a situation that does not involve the proper completion of the task. Often on sick leave. However, he does a good job. The manager should strictly indicate its functionality - you can even print it out and ask the employee to keep it with you. Regularly remind him that his remuneration depends on the results of work.

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