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Motivation is a set of internal and external driving forces that induce a person to activity, set the boundaries and forms of activity and give this activity an orientation focused on achieving certain goals. The influence of motivation on human behavior depends on many factors, largely individually and can change under the influence of feedback from human activity.
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The process of motivation Needs (lack) Motivation (motives) Behavior (action) Goal Evaluation of the result: 1. Full satisfaction 2. Partial satisfaction 3. Lack of satisfaction
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There are two main approaches (classes) of the theory of motivation: substantive and procedural.
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Maslow is one of the leading scientists in the field of motivation and psychology. His theory of personnel motivation includes the following main ideas: unmet needs induce action; if one need is satisfied, then another takes its place; needs closer to the base of the pyramid require priority satisfaction.
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Hierarchy of human needs according to A. Maslow respect Social needs Safety and security Physiological needs self-realization
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The meaning of such a hierarchical construction lies in the fact that the needs of lower levels are priority for a person, and this affects his motivation. In other words, in human behavior, the satisfaction of needs at first low levels is more decisive, and then, as these needs are satisfied, the needs of higher levels become a stimulating factor. The highest need - the need for self-expression and growth of a person as a person - can never be fully satisfied, so the process of motivating a person through needs is endless. The duty of the manager is to carefully observe his subordinates, find out in a timely manner what active needs drive each of them, and make decisions on their implementation in order to increase the efficiency of employees.
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David McClelland's Theory of Motivation. With development economic relations and the improvement of management, a significant role in the theory of motivation is given to the needs of higher levels. The representative of this theory is David McClelland. According to his statement, the structure of the highest level needs is reduced to three factors: the desire for success - the desire to take personal responsibility in solving problems, to stand out from others; the desire for power - the desire to exert a controlling influence on events; the desire for involvement (participation) - the desire to establish connections with surrounding people, to be part of a team
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With such a statement, success is regarded not as praise or recognition from colleagues, but as personal achievements as a result of vigorous activity, as a willingness to participate in making difficult decisions and bear personal responsibility for them. The desire for power should not only speak of ambition, but also show the ability of a person to work successfully at different levels of management in organizations, and the desire for recognition should be his ability to be an informal leader, have his own opinion and be able to convince others of his correctness. According to McClelland's theory, people seeking power must satisfy this need of theirs and can do this when they occupy certain positions in the organization. You can manage such needs by preparing employees to move up the hierarchy to new positions with the help of their certification, referral to advanced training courses, etc. Such people have a wide circle of contacts and seek to expand it. Their leaders should encourage this.
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The theory of two factors by Frederick Herzberg This theory appeared in connection with the growing need to find out the influence of material and non-material factors on human motivation. The theory is represented by two factors: working conditions and motivating factors. Factors of working conditions (hygienic factors): working conditions; company policy; wage; interpersonal relationships in the team; the degree of direct control over the work. Motivating factors (motivators): success; career advancement; recognition and approval of the results of work; high degree of responsibility; opportunities for creative and business growth. Working conditions factors are associated with environment in which the work is carried out, and motivation - with the very nature and essence of the work.
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The process approach determines not only the needs, but is also a function of the person's perceptions and expectations associated with a given situation and the possible consequences of the chosen type of behavior. It refers to the distribution of the efforts of workers and the choice of a certain type of behavior to achieve specific goals. There are three main procedural theories of motivation: 1. Vroom's expectation theory 2. Adams' theory of justice 3. Porter-Lawler's model of motivation
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Vroom's theory of expectations. According to the theory of expectations, not only the need is a necessary condition for motivating a person to achieve the goal, but also the chosen type of behavior. Expectancy theory is based on the fact that active need is not the only necessary condition motivating a person to achieve a specific goal. A person must hope that the type of behavior he has chosen will lead to the satisfaction or acquisition of the desired. Process expectation theories establish that the behavior of employees is determined by the behavior of: * the leader, who, when certain conditions stimulates the work of the employee; * an employee who is confident that, under certain conditions, he will be given a reward; * an employee and a manager who assume that with a certain improvement in the quality of work, he will be given a certain remuneration; * an employee who compares the amount of remuneration with the amount that he needs to meet a specific need.
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What has been said means that expectation theory emphasizes the need for a predominance of improving the quality of work and confidence that this will be noted by the manager, which allows him to really satisfy his need. Based on the theory of expectations, we can conclude that the employee should have such needs that can be largely satisfied as a result of the expected rewards. And the manager should give such encouragement that can satisfy the expected need of the employee. For example, in a number of commercial structures, remuneration is allocated in the form of certain goods, knowing in advance that the employee needs them.
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Adams' theory of justice. According to this theory, the effectiveness of motivation is evaluated by the employee not according to certain group factors, but systematically, taking into account the assessment of remuneration issued to other employees working in a similar system environment. The employee evaluates his own reward size in comparison with the rewards of other employees. At the same time, he takes into account the conditions in which he and other employees work. The main conclusion of the theory is that until people begin to believe that they receive a fair remuneration, they will reduce the intensity of labor. For example, one works on new equipment and the other on old equipment, one had one quality of workpieces, and the other - another. Or, for example, the manager does not provide the employee with the work that corresponds to his qualifications. Or there was no access to the information necessary to perform the work, etc.
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The Porter-Lawler Motivation Model L. Porter and E. Lawler developed a complex procedural theory of motivation, including elements of the theory of expectations and the theory of justice. Elements of the theory of expectation here are manifested in the fact that the employee evaluates the reward in accordance with the efforts expended and believes that this reward will be adequate to the efforts expended by him. Elements of the theory of justice are manifested in the fact that people have their own judgment about the correctness or incorrectness of remuneration in comparison with other employees and, accordingly, the degree of satisfaction. Hence the important conclusion that it is the results of labor that are the cause of employee satisfaction, and not vice versa. According to this theory, performance should steadily increase
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Five variables appear in their work: - effort expended, - perception, - results obtained, - reward, - degree of satisfaction. According to the theory, the results achieved depend on the efforts made by the employee, his abilities and character, as well as their creation of their role. The level of effort expended will be determined by the value of the reward and the degree of confidence that a given level of effort will in fact entail a well-defined level of reward. In theory, a relationship is established between reward and results, i.e. a person satisfies his needs through rewards for the results achieved.
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The theories outlined allow us to conclude that there is no canonized doctrine explaining what underlies a person's motivation and how motivation is determined.
Stimulation of personnel Stimulus - (stimulus - pointed stick) - a means of influence to induce action Stimulation - a targeted impact on the behavior of an employee (behavior management) using an appropriate set of tools Impact with a "+" sign and with a "-" sign
The main disincentives for staff Violation of the tacit contract Absence important information for staff Not using any of the employee’s skills that he himself values Ignoring ideas and initiatives Lack of a sense of belonging to the company No changes in the status of the employee Lack of recognition of achievements and results by management and colleagues Unfair punishment
Significance of incentives (according to the S/B survey) leader Wage Reliable PM Opportunity for promotion Good conditions labor C t.zr. employees Human recognition Possession of complete information Assistance in personal matters For young professionals: Combination with training
Staff retention program Analysis of the situation: Questioning Conversations Seminars Studying the image of the enterprise Reasons for dismissal Factors that bind employees Weaken and eliminate Strengthen and stabilize Consolidation results: Decreased employee turnover Reduced absenteeism and absenteeism Increased attachment to the enterprise
Motivation for the effective work of middle managers Decent level of salary, social package Clearly defined tasks of the unit Delegation of authority from the top manager Compliance with the management hierarchy (no "jumping" over their heads) Availability of levers of influence on subordinates
Motivation for the effective work of performers Salary level adequate to market conditions, social package Clearly defined tasks Delegation of authority by the manager No “equalization”, injustice in the remuneration system Transparency of the remuneration system Interrelation between the assessment of the employee’s work and the activities of the unit Management style by the immediate supervisor
5 types of motivation according to V.I. Gerchikov Type of motivation Main motive Instrumental “I can make money” Professional “I can use my knowledge and experience” Patriotic “I feel needed by the team” Owner’s “I can decide on my own what and when to do” Unattainable Habitual work, stability
professional type Interested in the content of the work Does not agree to work that is uninteresting to him, no matter how much they are paid Interested in difficult tasks - the possibility of self-expression Considers freedom in operational actions important Professional recognition as the best in the profession is important
Avoidant Does not care what job to do, no preference Agrees to low pay, provided that others do not receive more Does not seek to improve skills, counteracts this Low activity and opposing the activity of others Low responsibility, the desire to shift to others The desire to minimize effort
Forms of incentives Negative Fines, punishments, threat of job loss Monetary wages, all types of bonuses and allowances In-kind Car, phone, housing Moral letters, badges, awards (20 thousand) Paternalism Additional social and medical insurance, recreation conditions Organizational Conditions of work, its content and organization Involvement in management
Correspondence of motivational types and forms of incentives Forms of incentives Types of motivation Negative 0-+–Base Monetary Base+0+0 Natural (social package) +0+0Base Moral -+Base00 Paternalism --+-Base Organizational 0Base0+– Participation in co-ownership and management 0++Base–
F. Herzberg's theory of motivation Dissatisfaction is influenced by hygienic factors: Way of management Company and administration policy Working conditions Interpersonal relationships Earnings Uncertainty in the stability of work Influence of work on personal life Satisfaction is influenced by motivational factors: Achievements (qualification) and recognition of success Work as such Responsibility Promotion service Opportunity for professional growth
Difficulties in developing a motivation system Insufficient understanding of the importance of staff motivation The prevalence of a “punitive” system of staff motivation Does not take into account the expectations and interests of employees Significant interval between obtaining results and rewarding
When there is a choice between two options, it is better to make it faster than to postpone it for a certain time. I get easily annoyed when I notice that I can't complete a task 100%. When I work, it looks like I'm putting everything on the line. When a problem situation arises, I am most often one of the last to make a decision. When I have no business for two days in a row, I lose my peace. Some days my progress is below average. I am more strict with myself than with others. I am more benevolent than others When I refuse a difficult task, I then severely condemn myself, because I know that in it I would have succeeded. In the process of work, I need small rest breaks. Perseverance is not my main trait. My achievements in work are not always the same. I'm more attracted to other work than the one I'm in. Blame stimulates me more than praise. I know that my colleagues consider me an efficient person. Obstacles make my decisions harder. I am ambitious. When I work without inspiration, it is usually noticeable. I do not rely on the help of others to do my work. Sometimes I put off what I should have done now. You need to rely only on yourself. There are few things in life that are more important than money. Whenever I have an important task to do, I don't think about anything else. I am less ambitious than many others. At the end of a vacation, I'm usually glad that I'll be back at work soon. When I am disposed to work, I do it better and more qualified than others. I find it easier to associate with people who can work hard. When I don't have things to do, I feel uneasy. I have to do responsible work more often than others. When I have to make a decision, I try to make it the best I can. My friends think I'm lazy. My success to some extent depends on my colleagues. When I have to make a decision, I try to make it the best I can. Sometimes you don't know what kind of work you have to do. When things don't go well, I'm impatient. I usually pay little attention to my accomplishments. When I work with others, my work produces greater results than the work of others. Much of what I undertake, I do not bring to the end. I envy people who are not busy with work. I do not envy those who aspire to power and position. When I am sure that I am on the right track, I go to extreme measures to prove my case.
Theories of motivation focus on defining the list and structure of people's needs. A need is an awareness of the absence of something that causes an impulse to act. A need can be satisfied with a reward - something that a person considers valuable for himself.
Herzberg's two-factor theory Hygiene factors Firm and administration policy Working conditions Earnings Interpersonal relationships with superiors, subordinates, colleagues Degree of direct control over work Motivation Success Promotion Recognition and approval of work results High degree of responsibility Opportunities for creative and business growth
The theory of expectations A person directs his efforts to achieve a goal only when he is sure of a greater probability of satisfying his needs or achieving the goal at this expense. Motivation Labor costs - Results Results - Remuneration Valence =xx
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Motivation is an internal property of a person, component his character, related to his interests and determining his behavior in the organization. An incentive is some kind of influence on a person, the purpose of which is to direct his activity, to correct behavior in the organization. There are several motivational types, each of which describes the characteristic behavior of a person in an organization. Motivational types can be divided into two classes: 1) the class of avoidant motivation (avoidant motivation - a person seeks to avoid undesirable consequences of his behavior); 2) a class of achievement motivation (achievement motivation - a person behaves in such a way as to achieve certain milestones that he aspires to).
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No. Need is a state of need in certain conditions of life, activity, material objects, people or certain social factors, without which the individual experiences a state of discomfort.
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Need is a state of need in certain conditions of life, activity, material objects, people or certain social factors, without which this individual experiences a state of discomfort.
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Level of needs Content Physiological (biological) needs Human need for food, drink, oxygen, optimal temperature regime and humidity, rest. The need for security and stability The need for stability in the existence of the current order of things. Confidence in tomorrow, the feeling that nothing threatens you, and old age will be secure. The need for acquisition, accumulation and capture The need for not always motivated acquisition material assets. Excessive manifestation of this need leads to greed, greed, stinginess. The need for love and belonging to a group. The need to love and be loved. The need to communicate with other people, to be involved in a group. The need for respect and recognition a) the desire for freedom and independence; desire to be strong, competent and self-confident. b) the desire to have a high reputation, the desire for prestige, a high social position and power. The need to overcome difficulties The need for risk, adventure and overcoming difficulties. The need for self-realization The desire to realize your uniqueness, the need to do what you like, what you have the ability and talents for.
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Incentives as the basis of motivation Labor stimulation is, first of all, an external motivation, an element of the labor situation that affects a person's behavior in the sphere of work, the material shell of personnel motivation. At the same time, it also carries an intangible burden that allows the employee to realize himself as a person and an employee at the same time. It performs a number of functions: economic function It is expressed primarily in the fact that the stimulation of labor contributes to an increase in the efficiency of production, 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, highly moral public climate in society. At the same time, it is important to provide a correct and justified system of incentives, taking into account tradition and historical experience. social function provided by the formation social structure society through different levels of income, which largely depends on the impact of incentives on various people. In addition, the formation of needs, and ultimately the development of the individual, are also predetermined by the organization and stimulation of labor in society.
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The main forms of incentives for the company's personnel: Material remuneration: Salary; Bonuses; Profit sharing; Additional payments; Payment of transport costs; Additional incentives: Food subsidies; Discounts on the purchase of company goods; Assistance in paying the cost of education; Assistance in learning; Club membership; Country trips and picnics; Life insurance; Life insurance for dependents; Accident insurance; Medical and dental care.
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Theory of Motivation A. Maslow's Theory of Hierarchy of Needs Its essence is reduced to the study of human needs. This is an older theory. Its supporters, including Abraham Maslow, believed that the subject of psychology is behavior, not human consciousness. Behavior is based on human needs, which can be divided into five groups: * physiological needs necessary for human survival: food, water, rest, etc.; * needs for security and confidence in the future - protection from physical and other dangers from the outside world and confidence that physiological needs will be met in the future; * social needs - the need for a social environment, in communicating with people, a sense of "elbow" and support; * the need for respect, recognition of others and the pursuit of personal achievements; * the need for self-expression, i.e. the need for one's own growth and the realization of one's potential. The first two groups of needs are primary, and the next three are secondary.
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McClelland's theory of acquired needs A widespread concept of needs that determines a person's motivation for activity is McClelland's concept, which is associated with the study and description of the impact of the needs of achievement, complicity and domination. These needs are acquired during life, and if they are strong enough in a person, they have a noticeable effect on his behavior, forcing him to make efforts to take actions that should lead to the satisfaction of these needs. Achievement needs - are manifested in the desire of a person to achieve the goals facing him more effectively than before. Needs of complicity - are manifested in the form of a desire for friendly relations with others. People with a high need for participation try to establish and maintain good relationships, they need approval, support from others, they worry about what others think of them. The need to rule is the desire to control the actions of people, to influence their behavior, to take responsibility for the actions and behavior of other people. People with a high need for power can be divided into 2 groups: 1st group - those who seek power for the sake of domination. They are attracted by the possibility of commanding others. The interests of the organization in this case fade into the background, because. they focus only on their position in the organization. Group 2 - those who strive for power in order to solve group problems, these people satisfy their needs of ruling by setting goals, setting tasks for the team and participating in the process of solving these problems.
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