Assessment of the level of staff motivation. Assessment of the effectiveness of personnel motivation Methods and tools for assessing motivation in organizations

At modern enterprises, managers attach great importance to material and non-material incentives for personnel. Based on their own management practice or the successful experience of other companies, they introduce new forms of incentives or adjust existing incentive programs. Motivational programs are understood as a set of measures aimed at maintaining and / or increasing the degree of employee interest in the process and results of work. In this regard, the need for leaders-initiators of changes in assessing the effectiveness of motivational programs has been substantiated.

In the theory and practice of personnel management, there is no standard methodology for assessing the effectiveness of the incentive system. The appraisal procedure is often not carried out in companies at all. This is one of the most common management mistakes. There is a rule in management: you cannot manage what is not measured. Evaluation of the effectiveness of incentive programs allows you to timely implement and adjust incentive methods, reasonably plan the company's budget for human resource management.

Consider the methodology for solving this problem, based on the practice of implementing projects for the phased development and implementation of incentive systems for personnel of enterprises from various business areas.

1. Setting the goal and objectives of the motivation system

The choice of indicators and methods for assessing the effectiveness of the motivation system, as a rule, is determined by the goals for which this system is implemented in the company. Personnel management specialists distinguish three main groups of personnel motivation goals:

1) attracting and retaining employees;

2) increasing labor efficiency;

3) improving performance discipline.

To achieve the goals, specific tasks can be set, such as increasing staff loyalty, improving the quality of customer service, reducing the number of delays, etc. Depending on the goals and objectives, as well as on their priority, performance evaluation indicators are selected.

The performance indicator is a quantitative or qualitative characteristic of the work of the object of management (employee, structural unit, enterprise), which determines the degree of effectiveness of managerial influence. The indicator should be:

• valid, that is, correspond to the goals and objectives of the motivation system;
• informative, that is, with a certain degree of probability to assess the actual state of the control system and predict the expected result in the future;
• available for collection of initial data and subsequent analysis;
• tracked in dynamics. The value of this or that indicator at a particular point in time is in itself of little significance. To make informed management decisions, it is important to analyze the indicators in dynamics, therefore, the method of obtaining them should be practically unchanged (or with minor modifications), and the form of collection, accumulation and analysis of information should be easy to use.

Thus, in addition to the objectives of the study, the choice of indicators and their number depend on the degree of information availability, time s x costs for its collection and processing, as well as on the used classification of types of efficiency. Based on the application of the principle of complexity, it is worth highlighting three types of efficiency of the motivation system: economic, social and target. Let's consider each of these types.

2. The choice of indicators of the effectiveness of motivation systems

Direct indicators of economic efficiency

According to ISO 9000: 2000, efficiency is the ratio of the results achieved and the resources used (costs) related to their achievement. Accordingly, the general formula for efficiency can be as follows:

Efficiency = Result / Cost.

Typically, efficiency is expressed in fractions or percentages.

To assess the result at the enterprise level, you can use the indicator of profit, income for a specific period of time. The result can be correlated with the costs of one kind or another. In particular, the costs of labor, production space, working capital, etc. are important for the enterprise. The particular indicators of efficiency depend on the type of costs under consideration: profitability, capital productivity, labor productivity, material consumption, working capital turnover, return on investment, etc. to indicators of economic efficiency .

Indirect indicators of economic efficiency

Economic efficiency, as a rule, is of interest to the company's management in the first place, because in order to make management decisions, you need to understand whether this or that personnel change is economically viable. Unfortunately, it is difficult to calculate the economic efficiency of motivational programs in their pure form because of the complexity of assessing the result in monetary terms, which is a consequence of the introduction of a particular motivational program. It is clear that such a result may be an increase in the company's income or profit for the reporting period, but these indicators are influenced by a large number of factors, only one of which is the motivation system. In this regard, the indicators of the economic efficiency of motivational programs, given in table. 1 are usually indirect.

It is easier to calculate the costs of introducing a motivation system, since such costs are kept constantly. They can be divided into the following types:

• the cost of remuneration of employees involved in the implementation of the incentive system;
• costs of providing material and non-material factors of the motivation system;
• costs for the development and creation of the infrastructure of the incentive system.

Table 1 - Main indicators of economic efficiency and formulas for their calculation

Indicator	Calculation formula
Labor productivity (PT)	PT = Q / H s.sp. , where Q is the amount of work; H s.sp. - average number of personnel
Lead coefficient (K op.)	To op. = T p.t. / T z.p. , where T p.t. - the rate of growth of labor productivity; T z.p. - the rate of growth of wages
The share of wages in the cost of production / in total costs (% w.p.)	% wp = F z.p. / WITH % wp = F z.p. / Z, С - production cost, rub. З - total costs, rubles.
Salary intensity (WE)	ZE = F z.p. / V, where F z.p. - wages fund, rubles; В - proceeds from the sale of products, rubles.

The main indicator of the effectiveness of the use of human resources is labor productivity. Its growth serves as an indirect confirmation of the effectiveness of the applied motivational programs. The volume of work can be estimated both in physical measurement (in pieces, tons, kilometers, square meters, liters, etc.), and in value (in rubles).

The leading indicator reflects the ratio of the growth rate of labor productivity and the growth rate of wages. Normally, it should be more than one. In this case, it can be assumed that material incentives in the company successfully solve the problem of increasing the economic and production efficiency of personnel.

If the advance indicator is adjusted by designating in the denominator the growth rate of personnel costs as a whole, then with a similar calculation it will be possible to draw a conclusion about the effectiveness of personnel policy as a whole, since these costs will include all types of personnel costs (recruitment, training, non-material incentives , assessment and work with the talent pool, etc.).

If the growth rate of personnel costs for the reporting period exceeds the growth rate of labor productivity, management should ask the question: is it advisable to invest in this way in personnel development, does it give the company an economic effect?

Management situations, in which the lead factor may be less than one, occur, for example, when, in the event of an unsatisfactory personnel policy for the past period, the management decides to invest in personnel. In this case, it may take two to three years before the lead coefficient approaches the standard values.

Another important indirect indicator of the economic efficiency of incentive programs can be the share of wages in production costs / total personnel costs. When conducting economic and statistical analysis, labor economists preliminarily determine the normative values ​​of this indicator. It is desirable to have such statistics on industry enterprises, but, unfortunately, such information is not always available for analysis. This indicator allows you to take into account and plan the costs of wages, track that the payroll does not exceed the specified standards. In various industries, payroll costs range from 20 to 60% of total costs. They remain the most significant in the budget of any enterprise involved in the real economy.

With the development of management, an approach to assessing social efficiency, expressing the social result of management activities, began to develop intensively. True, there is still no unity here, since the assessment method is determined by what in each particular case will be taken as an indicator of social efficiency.

According to the general definition, the social efficiency of management characterizes the degree of use of the potential capabilities of the work collective and each employee, his creative abilities, the success of solving social problems of the development of the team, the degree of satisfaction of the personnel with various aspects of work.

Table 2 shows an extended classification of social performance indicators. For a specific enterprise, the most significant indicators that are relevant at the moment can be selected.

Table 2 - Classification of indicators of social performance

Social performance indicators group	Social performance indicators
Employee satisfaction with various aspects of work	Satisfaction with the level of wages. Satisfaction with the social security system. Satisfaction with sanitary and hygienic working conditions. Satisfaction with the organizational and labor conditions of work. Satisfaction with the relationship in the team. Satisfaction with the content and significance of work. Satisfaction with the reward and recognition system. Satisfaction with the career development system. Satisfaction with the professional development system. Satisfaction with specific personnel activities, etc.
Staff turnover	Personnel turnover in the whole enterprise. Staff turnover in structural divisions.
Sanitary and hygienic working conditions	Temperature conditions. Illumination of workplaces. Noise level. Dustiness of the premises. Provision of workers with sanitary and hygienic facilities, etc.
Organizational and labor conditions of work	Labor discipline level. Performing discipline level. Employee injury rate. The morbidity rate of workers. Share of standardized operations. The level of equipment of workplaces. The level of mechanization and automation of labor. The level of computerization of administrative and managerial work. Intensity and intensity of labor. rationality of work and rest regimes. The proportion of creative operations. The proportion of unskilled labor. Provision of employees with regulatory documents. The ratio of formal and informal management structures, etc.
Socio-psychological working conditions	Moral and psychological climate in the team. The level of conflict in individual departments and at the enterprise as a whole. Participation of employees in management (development and adoption of management decisions). Labor and social activity of workers. Personnel engagement and loyalty level, etc.
Social security of employees	Housing conditions for workers and their families. Provision with preschool institutions. The provision of medical care. Provision of vouchers to sanatorium and health institutions. Provision with additional pension guarantees, etc.
Professional and qualification structure of personnel	General educational level of employees. The professional level of employees. The level of qualifications of employees. The level of the general culture of employees. The share of employees who have undergone advanced training. Share of employees with satisfactory certification results, etc.

The indicators of social efficiency of management are determined using the analysis of economic and statistical reporting, questionnaires and interviews of employees, the method of expert assessments, the method of observation and other methods. Moreover, some indicators are determined with a certain degree of conventionality, while others cannot be quantified at all.

The generalizing (integral) indicator of social efficiency of management can be obtained by summing the product of estimates of particular indicators by the corresponding weight coefficients.

Performance or target performance indicators

Along with the concept of efficiency, the concept of effectiveness is used. According to the ISO 9000: 2000 series, effectiveness is defined as the degree to which planned activities are realized and planned results are achieved. The more accurately the goal is achieved, the higher the performance. In this regard, performance can be otherwise referred to as target performance. Accordingly, the general performance formula can be as follows:

Effectiveness = Result / Objective.

Upon reaching the goal, the efficiency will be equal to 100%. So, if the company's management has planned an annual profit of 10 million rubles, and the actual profit was received in the amount of 11 million rubles, then the effectiveness according to this criterion will be 110%.

This method is good for companies that use KPI systems, and especially when evaluating those positions where there is a clear relationship between incentive and response. When assessing target efficiency, it is also necessary to make an adjustment for the influence of other factors, therefore it is recommended to conduct expert surveys.

Thus, the fundamental differences between economic efficiency and target (performance) are as follows:

• economic efficiency requires achieving not so much a goal as a result at the expense of minimal costs;
• to measure performance, it is necessary to have clearly defined goals and plans.

Performance evaluation procedure

Let us consider the methodology for assessing efficiency using the example of a project to create a system for motivating department employees. The change initiator is the head of the sales department who leads the working group, which also includes an HR manager, a financial manager and an external consultant. The improvement of the motivation system is carried out to achieve the goals of all three groups, for which the experts of the working group put down a weight that characterizes their importance:

• attracting and retaining employees - 10%;
• increasing labor efficiency - 80%;
• improving performance discipline - 10%.

As the selected performance indicators, which are given in table. 3, highlighted:

P 1 - the coefficient of the advance (the current and the previous years are compared);

P 2 - staff turnover (among sales managers),%;

P 3 - fulfillment of the sales plan,%;

P 4 - the share of new customers,%;

P 5 - conversion rate,%

P 6 - the number of delays, h.

Table 3 - Selection of indicators of the effectiveness of motivational programs for sales managers

Indicator	Performance indicators group	Weight, %	The value of the indicator for the previous period	Standard (planned) value
P 1 - the coefficient of advance	Economic efficiency
P 2 - staff turnover,%	Social efficiency
P 3 - fulfillment of the sales plan,%	Effectiveness
P 4 - share of new customers,%	Effectiveness
P 5 - conversion rate,%	Effectiveness
P 6 - the number of delays, h	Effectiveness

Motivational programs include the following activities:

М 1 - adjustment of the bonus system;

М 2 - introduction of a professional competition among sales managers;

М 3 - rewarding with valuable gifts based on the results of the reporting period;

М 4 - introduction of a system of monthly performance assessment and feedback.

Thus, as a result of the introduction of motivational programs, an increase in the efficiency of the motivation system is expected, which will confirm the following dependence:

Result = f(Motivation),

where Result = (P 1, P 2, P 3, P 4, P 5, P 6);

Motivation = (M 1, M 2, M 3, M 4).

It is possible to determine the presence of dependence if experts have previously established normative (planned) values, according to the degree of achievement of which the effectiveness of the motivation system is assessed.

A quantitative assessment of the relationship is possible by accumulating statistics on two quantitative indicators (for example, on the amount of remuneration and fulfillment of the sales plan or on the amount of remuneration and the number of delays) and determining the correlation coefficients. Where qualitative indicators are highlighted, the presence or absence of communication can be assessed using the method of peer review.

Attention is drawn to the fact that for all indicators, the relationship between the incentive and the result of activity to one degree or another is always indirect, since the result of labor is a multifactorial complex education, which is influenced not only by the system of motivation.

3. Identifying the reasons for the low efficiency of motivational programs

If, as a result of monitoring, it becomes obvious that the use of motivational programs is not effective, it is important to identify the causal relationship between the factors of activity and the result. Based on the analysis of the management practices of a number of companies, the following reasons for the low efficiency of the incentive system are possible:

1) weak connection of the motivation system with the achievement of the strategic goal of the enterprise. Decomposition of enterprise goals is a prerequisite for effective motivation. According to Norton and Kaplan (developers of the BSC concept), “when the employee realizes that his reward depends on the achievement of strategic goals, the strategy will truly become everyone’s daily work”;

2) the lack of a business assessment system (results and competencies) of personnel. An effective system of motivation implies the presence of such in the company, since the remuneration or punishment of employees is linked together with the level of performance achieved (norm, below norm, above norm);

3) the parameters of the motivation system do not correspond to the prevailing motivational profile of the personnel. There are a number of methods for assessing motivational profiles (as a basis, you can take the method of V. Gerchikov). Knowledge of the group motivational profile allows you to develop targeted motivational programs. So, with a predominance of instrumental-type workers, the emphasis will be on the introduction of performance-based bonuses, and with a predominance of professional-type workers, it is recommended to include in the motivation system such methods as work with a personnel reserve, a mentoring system, a vocational training system, professional competitions (contests), etc. etc .;

4) lack of staff involvement in the development and implementation of a project to adjust the incentive system... The participation of employees in such projects allows us to take into account the actual needs and motives, their opinion regarding the planned activities;

5) low competitiveness of the enterprise in the labor market for various reasons(due to the company's policy being implemented, its financial condition, poor awareness of the situation on the labor market, etc.). The competitiveness of an enterprise in the labor market is an indispensable condition for the effectiveness of the incentive system;

6) lack of monitoring of the motivation system, identification of strengths and weaknesses, as well as "bottlenecks". This makes it difficult to quickly adjust the parameters of the system in accordance with the factors of the external environment, the needs of the subject and the object of stimulation;

7) lack of an integrated approach to taking into account efficiency factors... Efficiency is influenced by a set of conditions and causes (efficiency factors). The labor behavior of personnel is influenced not only by the motivation system. Low labor efficiency may be associated with a lack of professional competence. In this case, it is advisable, for example, a system of professional training of personnel. Also, a large role is assigned to the level of organization of the labor process: the availability of resources, the availability of modern production and management technologies, the debugging of business processes, etc.

It is impossible to create an ideal motivation system when developing and implementing motivational programs. However, the company's management is able to develop and apply effective methods of staff incentives. To do this, it is necessary to clearly define the goals and objectives of the implementation of the motivation system, select performance indicators in accordance with them and develop a methodology for the preliminary (predictive), current and final assessment of the system.

Staff motivation

Staff motivation - one of the ways to increase labor productivity.Motivation of staff work is a key area of ​​personnel policyany enterprise. The most effective employee motivation system is"Motivation for the result." Employee performance is determined usingKPI. KPI and staff motivation can significantly improve efficiency andthe performance of the company. Most motivation systems theoristscame to the conclusion that only motivation for the result is a perfect system,since justifies the payment of remuneration to the business, and gives employees the opportunityreceive and increase income in a clear dependence on the efforts made.

There are the following types of staff motivation:

• Material motivation
• Social motivation
• Psychological motivation

In almost all literature on management, the story about the methods of personnel motivation has long acquired canonical forms and easily fits into the scheme:Substantial theories of motivation (Maslow's Pyramid - McCleland's theory - Herzberg's theory) - Procedural theories of motivation (Theory of expectation, theory of justice, etc.). Most of the meaningful sections on motivation that migrate from one management textbook to another are just slight modifications of the text from Michael Mescon's "Fundamentals of Management" and some other Western sources. However, the existing theories of motivation, as practice showsdon't help in solving real problems of motivation that arise among managers and, moreover, in the development of a harmonious system of motivation. One of the most interesting attempts to build a personnel motivation model was made by V. Bovykin in his work "New Management". However, in an effort to build his "theory of interests" V. Bovykin in polemical fervor moved towards erasing the uniqueness of a person, "leveling" the differences in the motivational orientations of people. “Interests do not depend on the personality traits of an individual, since they are based on needs,” writes V. Bovykin, demonstrating the clear inconsistency of his statements with existing psychological realities. At the same time, V. Bovykin puts the problem of personnel motivation at the forefront, noting that "the path ... to the highest efficiency of the management process lies only throughsolving the problem of effective labor motivation ... " ... He emphasizes, in particular, that the problem of motivation can be solved only by introducing an effective mechanism for motivating workers. However, it is obvious that in order to form an effective strategy for staff motivation at the present time,requires a radical revision of the labor relations traditionally prevailing at enterprises between employee and employer. Not sharing in its entirety the views of V. Bovykin on management theory, the author, however, cannot but agree with the validity of the above statement.

This article does not provide a specific model of staff motivation. Only the most general guidelines are highlighted that must be taken into account by the management of the organization when analyzing or forming motivational and stimulating conditions in relation to the employee. The key point is to ensure a positive attitude of the employee to the scope of his duties and to the proposed "rules of the game", for which it is necessary to cultivate and encouragecorrect self-determination of an employee ... Self-determination means not only an adequate understanding, but also a conscious acceptance by the employee of the normative conditions of his work and life in the organization. Based on the psychological theories of motivation by A.N. Leontyeva, O.S. Anisimov et al., The author tried to make the necessary corrections in the strategic approach to personnel motivation management, discussing the grounds without which, obviously, the existence of a viable system of motivation and incentives is impossible. To begin with, we will try to reduce the degree of uncertainty in understanding the meanings of the key concepts for the topic."motivation" and "stimulation".

Let's define in terms

Often, when talking about an employee's interest in high productivity of his labor, practicing managers use the terms "motivation" and "stimulation" as synonyms that are close in meaning. They say that the difference between them is insignificant, and let the theoreticians "catch" the nuances - they, they say, have more free time for terminological delights. This is a fundamentally wrong and very destructive tradition for practicing managers. Such frivolity is often the root cause of many misunderstandings in personnel management.

There is no clear line between "motivation" and "stimulation" in the "camp" of management theorists. The author will not here subject to a detailed criticism of the unsatisfactoryness of the existing opinions on this issue of theorists. The distrustful reader can easily verify this by looking at the few pages on management theory that are devoted to staff motivation. 1 ... Let us restrict ourselves to the definition of motivation introduced by such an authority as M.Kh. Mescon. In his famous work, Fundamentals of Management, he writes: "Motivation- process stimulating oneself and others to activities aimed at achieving the individual and general goals of the organization. "The definition of motivation through incentives (and vice versa) is very common among management specialists. If we also take into account the fact that many people equate incentive with wages, we finally get confused picture in this aspect of personnel management.

Let's try to clarify, first of all, the difference between "incentive" and "motive". Here are three definitions of stimulus.

Stimulus is a pointed stick used to drive animals.

Stimulus (lat.stimulus - goad, pusher) -externalmotivation for action, impetus, motive reason. [Dictionary of foreign words. Ed. I.V. Lekhin and prof. F.N. Petrov. - M. - UNVES. - 1995]

Stimulus - physicalan agent (irritant) that affects the sensory organ (receptor). [Psychological Dictionary / Ed. V.P. Zinchenko, B.G. Meshcheryakov. - 2nd ed. - M .: Pedagogika-Press, 1996]

Scheme 1

From these definitions it is clear that an incentive is somethingexternal in relation to a person. Secondly, the stimulus is inherentability to "annoy" human sensory organs, that is, the effect in the function of the stimulus should be carried out within the limits of the human sensitivity threshold. Consequently, in a broad sense, a stimulus is such an impact by one person on another, which prompts him to directed action, the necessary initiator of the impact. If the impact does not cause an incentive for a specific action, then such an incentive can be consideredineffective... To summarize: the stimulus is given to a personsomeonefrom the outside (see cx. 1).

Now about the "motive". The motive, according to the conviction of Professor O.S. Vikhansky, 2 - inside a person. In other words, the motive is the ideal image ininternal plan of human consciousness. Secondly, this is not just an ideal performance, but an energetically saturated image of the necessary,need-meaningful subject. The source of the motive force of the motive areneeds... As the classic of the psychology of activity Alexei Nikolaevich Leontiev justly noted, only as a result of the meeting of a need with an object that corresponds to it, for the first time it becomes able to direct and regulate activity. "The meeting of a need with an object is an act ... of objectifying the need - filling it with content, which is drawn from the surrounding world. This translates the need to a proper psychological level," that is, into a motive. So, motive formation is based on a person's needs system, in other words, it followsfrom within (see page 2).

Scheme 2

In this way, stimulation is the process of influencing a person throughneed-meaningful for him externalsubject (object, conditions, situation, etc.), prompting a person tocertain action 3 (stay in a comfortable environment, etc.) 4 .

Motivation (as a process) - there is a process of emotionally-sensual comparison of the image of one's need with the image of an external object (an applicant for an object of need) (see c. 2.II). Or, motivation (as a mechanism) isinternal human mental mechanism , which ensures the identification of the object of the corresponding need and triggers directed behavior for the assignment of this object (if it corresponds to the need). Therefore, paradoxically, it is not entirely correct to talk aboutmotivation of a person, staff etc. from the leadership of the organization! You can speakon the organization or management of motivation (motivational processes) of a person, personnel, etc. (Diagram 2 shows that motivation can occur in a person without outside help).

Let's move on to pragmatics

Well, how can the given conceptual definitions help us?

At the strategic level, according to the criteria introduced, three types of personnel policy can be distinguished in managing the interest of personnel in their work:

• System prevalencestimulatingimpacts on the organization's personnel. In this case, the organization focuses on the use of various incentives (usually material) to increase the interest of the organization's employees in productive work. For example, as F. Taylor stated this approach, in order to create interest among workers in high results of their work, it is necessaryto provide an unambiguous relationship between the results of work and wages.
• System prevalencemotivationalpersonnel management of the organization. In this type of personnel policy, a leading emphasis is assumed associated with the powerful ideological activity of management within the organization, with the actualization of the disinterested enthusiasm of employees, etc. For example, this approach often prevails in emerging (emerging) organizations due to their lack of a material base as the basis for incentives.
• Harmonious a combination of a complex of stimulating influences and motivational management personnel, with the encompassing (basic) nature of the motivational policy ... This approach can be considered the most optimal, removing the extremes of the first two approaches. As a rule, such a policy is implemented by organizations developed in all respects, in which a value corporate culture has already been formed with the support of this culture by a fair mechanism for the distribution of the organization's material benefits.

Why does the combination of motivational and stimulating policies "embrace" motivational? The fact is that corporate culture, which includes mechanisms for managing staff motivation, is a much more solid foundation than material incentives. Such an organization, for example, will be able to survive in difficult times of crisis, which is unlikely to be possible for an organization where the basis of interest in workers' work is only high salaries and bonuses. In addition, the practical experience of the most successful Japanese companies in the field of HR strategy confirms that corporate culture and value orientations are much more important than material rewards and other incentives.

When developing a system of motivation and incentives for the organization's personnel, it is extremely important to take into account two aspects:life stage of the organization and typology of employees .

Fundamentals of the Optimal Labor Motivation System

Here are some initialprovisions of the System of optimal labor motivation (hereinafter referred to as COMT). These general provisions should underlie a fair system of employee motivation. Violation of any of them makes the motivation system ineffective or even harmful.

Focus labor motivation system shouldbe consistent with the HR strategy , and the HR strategy should fit intothe overall strategy of the organization.

The labor motivation system should take into accountfeatures of conditions external to the organization.

Legal environment: COMT should take into account existing labor and other legislation

Economic environment : SOMT should take into account the situation on the labor market and general economic conditions in the state, region, etc.

Social environment : SOMT should take into account the average standard of living (subsistence minimum), the peculiarities of professional and public associations in which employees of the organization are included in one way or another, the level of crime, the prospects of the region, the level of tension, etc.

Political situation : COMT should take into account the general political situation in the region (the presence of strikes, strikes, etc.)

Factors technological development of the industry.

Socio-cultural factors : COMT should take into account cultural traditions, prevailing social norms of behavior, etc.

Environmental factors : COMT should take into account the environmental situation, especially in unfavorable environmental conditions.

The labor motivation system should includeas part ofthe mechanism of optimal stimulation of labor (see. c. 3).

Scheme 3

COMT is designed to provide adequatemotivationthe employee to work in the organization and to the range of his professional tasks.

COMT encourages such work of an employee whovaluablefor the organization. In this regard, COMT should be aimed at:

1. maintaining the required performance
2. productivity increase
3. maintaining organizational norms
4. improvement of organizational norms

Structure of the Optimal Labor Motivation System

Based on the above three types of activity behavior (individual, subject and personality) and on the normative essence of any activity, we get a universalthree-block structure Optimal labor motivation systems (see schema 4).

First blockCOMT (1):individual aspect. This COMT unit servesgeneralinterest in the work of the employee involved in this organization.

Second blockCOMT (2):subjective aspect. This block servesperformance discipline and productive normative interest and employee activity

Scheme 4

Third blockCOMT (3): personal aspect . The function of this block is to manage employee motivation,aimed at rationalizing their work (creative, innovative, etc.) the activity of the employee.

The three introduced blocks form a kind of "three pillars" on which the personnel motivation system should be built.

General guidelines for staff motivation

General strategic foundations of the labor motivation system

The motivational policy in accordance with the nature of the activity is based on the needencouraging compliance employees of the organization five main groups of regulatory requirements (see. 5).

Scheme 5

General regulatory requirements for all workers organizations (discipline and corporate culture requirements). This is a normative framework common to all members of the organization, including management. Moreover, it is desirable for management to emphasize compliance with general corporate norms, since this can set the desired pattern for less conscientious members of the organization. On the contrary, the violation by managerial staff of common norms for all very quickly leads to the disintegration of discipline in the entire organization ("the fish rots from the head").

Regulatory requirements for management (for managers) and performing (for performers) activities . It is known that performing discipline is a guarantee of organization in the activities of any enterprise, and its absence is a source of collapse. Therefore, the motivational environment in an organization must support performing discipline.

Experience shows thatauthoritarianstylemanagement is usually quite effective in maintaining performing discipline. However, often such a performing organization is only an "external screen" and with directive "excesses" can become so formal that it leads to destructiveness. (Striking in the East is remarkable in this regard: formal thoughtlessly demonstrative adherence to all the prescriptions and instructions. In this case, the activity "stalls", and the "strikers" remain formally invulnerable. To create instructions for all occasions is a very utopian business.)

But the antipode of directiveness isconniving style even more contributes to a decrease in performing discipline, especially among the unconscious part of the workers. To strike a balance between these extremes is one of the most important tasks of a leader. 5 ... A competent system of motivation can provide him with an invaluable service in this through conditions that encourage the performing order.

Professional and functional norms. Each employee at his workplace must have a strictly defined range of typical tasks, and each employee must meet the requirements arising from the logic of solving these tasks. Motivational conditions within the organization should contribute to the cultivation of the professional and functional spirit of employees, their understanding of the integration of their part of the tasks into the overall task of the company. The motivation system serving this normative emphasis should exclude any professional discrimination, creating equal moral and material opportunities for representatives of different functions.

Positional norms (or norms of cross-functional interactions). The presence in the company of high professionals in their field is a necessary but insufficient condition for the effective operation of the company as a whole. Debugging is equally important.mechanism of interaction between employees of different departments. In turn, the debugging of the mechanism is possible only if there isregulatory certainty of business relationships and the willingness of workers to comply with these standards. Consequently, one of the areas of motivational orientation should serveconstructive relationships between employees, departments, etc.

It is noteworthy that some psychologists and conflictologists, when analyzing practical activities, see the causes of most conflicts in an organization exclusively ininterpersonal disharmony conflicting workers. Without disputing the existence of such types of conflicts, we want to emphasize the presence andconflicts arisingon business grounds ... In particular, due to the absence or ignorance of the norms of inter-functional interaction by employees. This is expressed in the desire to impose "borderline" work, for example, on the transfer of your product, on your "neighbor", etc. The businesslike nature of the mutual claims of workers rather quickly turns into the plane of interpersonal antipathies, which is successfully recorded by the aforementioned conflictologists. After that, a heroic struggle with the consequences begins ...

Interpersonal rules . In contrast to the previous point, the importance of maintaining "warm" interpersonal relations by the motivational system is emphasized here. The importance of this motivational layer will be confirmed by anyone who has encountered a business failure due to interpersonal antipathies, interindividual conflicts on non-principled (everyday) grounds, etc. In general, very, very few workers succeeddo not carrypersonal antipathies in the business sphere of relations. The best way to maintain normal interpersonal relationships:

a) the inclusion in the corporate culture of value attitudes related to the sphere of interindividual relations within the organization;

b) maintaining motivational conditions that give rise to the interest of employees in conflict-free interaction.

Optimal Labor Incentives Mechanism (MOST)

Salary

"Wages are a measure of labor (labor contribution), expressed in monetary units, which is also a measurelabor costs and measure labor productivity " .

An employee's remuneration is:

• payment of the cost of labor of a specialist
• providing cash and other funds to the employee in accordance with the results of his work

In this way, wage - the monetary equivalent of the labor contribution to the receipt of the product and the cost of the employee's labor, paid to the employee.

Scheme 6

The amount of wages should exceed the amount of financial resources needed by the employee to restore the energy (physical, intellectual, etc.) resources spent on work by the employee (see diagram 6). If the amount of funds is insufficient to restore the spent energy resources and for the general maintenance of his individual life, then dissatisfaction and negative attitude towards work will grow in the employee, which will inevitably affect the results of his work.These are restrictions on the part of the employee.

On the other hand, the amount of funds paid to the employee as payment for his labor shouldcorrelates with the performance of his work ... The cost of a product (products, services, etc.) created by an employee includes, as an integral part, materialized labor energy (along with the cost of material and all non-energy costs). The payment for labor should not only not exceed the value of the created product, but also should not exceed the value of the materialized labor energy in the product. Otherwise, the employer as an entrepreneur risks being left without profit.These are restrictions on the part of the employer.

The difficulty of finding the optimum between the given antagonism of the employer and the employee is especially pronounced in the absence of established standards of remuneration for the work of a specialist in a particular profession in society.

Basic principles of the Mechanism of Optimal Labor Incentives

"The Rule of Encouraging Normative Performance and Discipline." This element stimulatesperforming discipline and activity. (Stimulating the implementation of current tasks in accordance with the requirements (functions of an employee, department, unit, etc.)).

The rule of encouraging the normative return of forces and discipline includes two components: MOST (1 "+") and MOST (1 "-").

MOST (1 "-") - contains conditions aimed at correcting an employee violating the general discipline of an organization, production, technological, positional norms, etc.

MOST (1 "+") - contains conditions aimed at encouraging the employee in various forms:

1. adequate compliance of the employee with the requirements of discipline, corporate culture, production, technological, etc. norms;
2. the standard level of the worker's labor intensity.

"The Rule of Encouraging Innovation Activity". The function of this element is to stimulate the rationalization (creative, innovative, etc.) activity of the employee, his participation in the normative organization of labor. In other words, it is stimulating the actions of employees aimed at improving norms and developing (or getting out of the crisis) of a unit, department, organization, etc.

In this regard, it is advisable to make the employee's salary at least two-part:Salary (100%) = Tariff (60-70%) + BC (30-40%) (payment of compliance).

Let's consider the main aspects of incentives.

1. The work of the performer in strict accordance with the prescriptions of the task or the norm ->tariff "+" payment of compliance (see sk. 7).

2. A deviation from the norm that has a positive character (rationalization of its actions) for the organization ->surcharge (bonus)

3. A deviation from the norm, which has a negative character for the organization; violation of the norms without significant damage to the organization ->rate violation of norms with damage to the organization ->tariff minus deduction (penalties) for non-compliance

4. Development of a rational proposal by the employee ->progress bonus

Scheme 7

Principles of the mechanism of optimal labor incentives

The Optimal Labor Incentive Mechanism (MOST) should serve an adequateself-determination worker to work.

MOST must be recognizedfair employees of the organization.

Incentives created under MOST must maintain a high degree ofsatisfaction employees by their material and moral status (since the size of the profit received by the company largely depends on this).

Changes in the labor incentive mechanism should be carried out by a special commissionclearly for all employees of the organization

Changes in the mechanism of stimulating labor should be carried out inin accordance with the scheme approved in the organization making changes.

The optimal incentive mechanism shouldhave the potential for change. For this:

The optimal incentive mechanism should be sensitive to conditions within the organization and outside the organization. Those. The optimal stimulation mechanism should be flexible and adequateresponseon changes in external and internal conditions for the organization of various kinds.

The incentive mechanism in accordance with the approved frequency should be reviewed for compliance with the changed external and internal conditions. It can be subject to change in accordance with the criteria:

• acceptable for workersgradualness ;
• preservation of positive and elimination of negative in a variable mechanism;
• strategic and tacticaljustification .

Typology of subjects MOST

The typology of subjects to which the motivational and stimulating effect is directed may have different grounds. Table 1 lists possible incentive accents, which are determined depending on the priorities of the current organization. When building a hierarchy of incentives, many factors should be taken into account: the stage of the organization's life, established traditions, the strategy for the future life of the organization, the direction of the corporate culture, the nature of personnel policy, etc., etc. In this regard, it is hardly possible to give the only correct system of priorities for incentives. (Note in parentheses that fines for employees are viewed by us as incentives with the opposite sign.)

Table 1

Incentive items	Incentive accents
subject of stimulation	individual worker group (department, division, etc.) the collective of the organization as a whole
normative adequacy	violation of normative indicators compliance with regulatory indicators excess of standard indicators
level of professionalism	compliance with the skill level raising the level of qualifications raising the level of education expanding the range of specialties transfer of skill to colleagues
degree of stress while doing work	physical emotional mental organizational
degree of responsibility	minimal average high
subject of responsibility	equipment premises quality materials technology adequacy timely maintenance product quality production cost level employee safety additional training of employees etc.
degree of risk (danger)	health money
saving	working time material finance
involvement in ..	increase in sales increase in profits in the utilization of production capacities promotion of goods implementation of the plan etc.
work experience in the organization	probation 1 year of work in the organization 2 years of work in the organization 3 years of work in the organization etc.
recovery of energy costs	short-term (relaxation) long-term (recreation)
social benefits and benefits	payment of holidays vacation pay payment for the absence of sick leave sick leave payment payment of maternity leave health insurance supplementary pension provision free meals etc.
Rational proposal	rational proposal participation in the implementation of a rational proposal for the result of implementation
Related mutual assistance	counseling doing part of the job other participation
Group Leadership	creative team created for the task department, subdivision
Career growth	ordinary performer downline manager middle manager service personnel

An approximate algorithm for creating a remuneration system

1. Description of functions and preparation of job descriptions.

Function -the peculiarity of the employee's contribution to the organization's business, the main specificity of his work, including the description of the characteristic end product.Job descriptions - a typical description of the main functions that an employee holding this position should perform. Job descriptions are drawn up on the basis of: ideas about typical professional tasks; positions of the workplace in the organizational structure; photographs of the working day; the employee's own experience, etc. Job descriptions are taken into account when developing a labor incentive system. Job descriptions should reflect not only responsibilities, but also criteria for assessing the performance of the person holding this position.

1. Setting the strategic goals and objectives of the organization.

The mechanism for stimulating labor should be correlated with the achievement of the strategic goals of the organization and contribute to the solution of its main tasks.

1. Assessment of the importance of each workplace in the priorities of the organization.

The assessment is based on an analysis of jobs. In the process of evaluative analysis, the significance of the workplace is determined in the context of its contribution to the achievement of the strategic and tactical goals of the organization, the required level of education and responsibility of the employee who occupies it, the required intensity of work and the specifics of working conditions. The result of the assessment is the establishment of clear priorities in the existing structure of positions for the organization and, therefore, the establishment of higher / lower salaries (based on the internal needs of the organization).

1. Analysis of market conditions in relation to the cost of specialists. This analysis is necessary to find out the average market prices for specialists of interest. It is carried out based on available information: announcements in the media, data from recruiting agencies, etc.
2. Creation of a tariff scale.

To create a tariff scale, you must rely on:

1. • developed job priorities of the organization itself (p. 3)
   • average indicators of the cost of specialists in the labor market (item 4)

As a result, a table of tariff rates for various positions with a pay "fork" (max and min pay level) should be obtained.

1. Determination of individual wages.

To determine the salary for a specific employee, the amount of salary is set in accordance with the "fork" of payment and the individual characteristics of the specialist - experience and work experience, qualifications, education, etc.

Basic elements of building a mechanism for optimal labor incentives

Below are some of the key building blocks from which you can build an optimal incentive system.

An employee's remuneration can be broken down into two main components:Constant and Variable . These parts, in turn, may include various components (see cx. 8).

Scheme 8

Constant part of wages

Conservative constant (CC) part of wages- Base official salary (rate) paid for the performance of their official duties. (The rate is reviewed by the tariff commission, which is collected once a year, except for emergencies, such as inflation, etc.)

A characteristic feature of the payroll QC is its independence from the amount of work performed by the employee. CC is paid without fail, in the agreed amount in case of working out the scheduled time, with the exception of gross violation of regulatory requirements (violation of discipline, causing material damage, etc.).

Annual constant part of the remuneration - additional remuneration to the employee, which increases over the time of his work in this organization:seniority surcharge (adjusted annually). This surcharge is measured as a percentage of the base rate. The value of the percentage of additional payments for length of service should be strictly fixed and be general for all employees of the organization. The remuneration for seniority can be measured not only in monetary form, but also in any other material form that is valuable to the employee.

Constantly variable part of wages (matching payment) - this is an additional remuneration to the employee, paid when the planned indicators are met, in the absence of disciplinary penalties, complaints from the management, damage to the material assets of the organization. The statically variable part of labor remuneration includesmonthly, quarterly and annual bonuses. The constancy of this element of remuneration is that the employeenecessarily gets this part if hematched functional and job requirements.

Variable part of wages

The variable part of wages is divided into:

• bonus system forperforming links - bonus(operational level);
• bonus system forsenior management and senior officials (strategic level) -bonus;
• bonus system formiddle management (tactical level) - "bonus bonus ";
• a bonus system that stimulates progressive innovations for the organization (rationalization proposals, promising ideas, etc.) -Progress Bonus (PB) ("plane" of rationalization).

Let's define the value of the introduced units of the labor incentive system.

BONUS- (lat. Bonus good, good) - / commercial term / reward, premium. Dictionary of foreign words. - M. - UNEVES. - 1995.

BONUS- 1) additional remuneration, bonus; 2) an additional discount provided by the seller to the buyer in accordance with the terms of the transaction or a separate agreement. - Commercial dictionary. - M. - "Foundation for Legal Culture". - 1992.

Bonus- this is an additional employee remuneration paid after the fact (confirmed by an act or invoice and invoice), either once a month or once a quarter, for the results of their activities that are significant for the organization. These can be: increasing the volume of sales of products, improving the quality of the product, increasing labor productivity, increasing the quantity of the product without compromising the quality, reducing production costs, completing an additional task beyond the planned one, etc.

Due to the different specifics of the activities of representatives of different professions and specialtiesBONUSsubdivided into:

• commercial (for employees of the commercial link of the enterprise);
• industrial (for employees of the production link of the enterprise);
• service (for employees of the links serving the basic process at the enterprise).

The mechanism for calculating the bonus for an employee of each of these links, of course, should be its own, due to the fundamental difference in the specifics of the activities of these links of the organization.

Moreover, the bonus can be Personal and Team.

Personal Bonus (LB) - remuneration that encourages high individual merits of the employee in solving the strategic and tactical tasks of the enterprise (achieving higher individual results, contribution to reducing production costs, increasing the volume of products / services sold, saving resources, etc.)

Team Bonus (KB) - bonus remuneration of the group for achieving the goals of its division, strategically or tactically significant for the organization as a whole (increasing sales, increasing competitiveness, increasing profits, increasing productivity in the division, etc.)

BONUS- additional remuneration from the net profit of industrial, commercial, banking enterprises, joint-stock companies, which are paid in the capitalist countries, Ch. leaders and senior officials. - Dictionary of foreign words. - M. - UNEVES. - 1995.

BONUS- additional remuneration from the net profit of industrial, trade, banking enterprises, which are paid to members of their boards, directors, senior officials, etc. - Commercial dictionary. - M. - "Foundation for Legal Culture". - 1992.

Bonus- this is an additional remuneration (bonus) of representatives of the highest management level, which is paidfor contributionhead at the strategic (principled) levela significant improvement general financial and economic and corporate-team indicators. (For example, an increase in the total profit of an enterprise, promotion and consolidation of a new product / service in the market, successful implementation of strategic installations, a significant reduction in the value of production costs, significant savings in resources, an increase in production efficiency, etc.)

The incentive mechanism for middle managers is still a problem area for search. The crux of the problem is as follows. If the middle manager is awarded bonuses, then the manager can limit the range of his efforts to the productivity of the activity of only the unit he controls. However, the high productivity of only one link does not always lead to the efficiency of the entire enterprise. In addition, it is easy to imagine the highly productive activity of one unit, which does not implement the strategic priorities of the enterprise. For example, the sales department may generate high sales volumes of products that, for some reason, are planned to be phased out. At the same time, this commercial department may poorly sell those products of the enterprise, which are strategically priority. It is clear that the bonus in such cases will stimulate the work of the middle manager, which lies outside the strategic "channel" of the company.

On the other hand, if the work of the middle manager is encouraged according to the "bonus" system, the manager will be "vitally" interested in the implementation of the strategic directives of his department. But the literal implementation of these strategic guidelines may conflict with the bonus system of performers in the "bonus" line. As a result, serious confrontation of interests may arise between the manager (rewarded with a bonus) and his performers (rewarded with a bonus).

Middle Management Award - bonus remuneration for the middle staff of managers, consisting of two main partsTeam Bonus and Bonuses, with the successful operation of the managed unit within the framework of the organization's strategy. In other words:

First part in the bonus bonus is derived from the Team Bonus:

Second part in the bonus bonus is replenished at the expense of the Bonus.

Part Team Bonus v BONUS BONUSaverage leader is calculated as a fixed (previously agreed) percentage ofTeam Bonus (the amount of the bonus received, as a rule,does not exceed minimum level of bonus performers). The bonus to the middle manager is aimed at stimulating organizational and managerial work in the group to improveits effectiveness ... Paid out no more than once a quarter ... These bonuses are not paid to the average manager with low performance indicators of the subdivision entrusted to him.

Part Bonuses v BONUS BONUS the average manager is defined as a fixed percentage calculated from the net annual profit of the enterprise (the amount of the bonus received, as a rule,does not exceed the minimum level of the bonus of the top leaders). This award stimulates the tactical compliance of the work of the controlled unit with the strategic overarching tasks of the organization. Bonus to the middle leadernot paid either in caseminimum profit for results for the year, or whendiscrepancies tactics of work of his subdivision with the strategy of the enterprise.

A double source of the premium fund for middle management, subject to the selection of the optimal ratio of these parts, makes it possible to:

• stimulate the work of the manager aimed at solving his divisionoperational and tactical tasks ;
• stimulate the work of the manager aimed atstrategic fit the work of the controlled unit.

We have considered the main, but far from all, aspects of creating an effective system of motivation and incentives for employees. However, the author hopes that the introduced emphases in the analysis of the labor motivation system will help enterprise managers to make positive changes in their personnel policy, which will achieve the goal of this article.

The development of effective solutions in the field of work motivation is impossible without a detailed analysis. Determination of goals and objectives that take into account the specifics of a particular organization (field of activity, state of staff, 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.
Goals, objectives and research methods
The study of the motivation 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 labor;
- 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 the problems of the organization;
- document analysis;
- analysis of external factors;
- sociological survey;
- observation.
Analysis of the problems of the organization consists, 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.
An analysis of external factors is 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.
Basic approaches to assessing staff motivation
Motivation is an extremely difficult phenomenon for research, since it manifests itself in the actions and actions of people, which do not always reflect the true incentives of behavior.
Complicating matters is that employee motivation cannot be measured. A person's motives are manifested in his behavior, therefore, in the study of motivation, they resort to methods that allow one to assess the consequences of certain actions expressed in the results of labor activity (analysis of organizational problems, analysis of documents), to understand the nature of the employee's attitude to certain processes taking place in the organization (observation, sociological survey), as well as determine the strength and direction of his behavior, which are a consequence of the actions of both internal and external motivators.
There are several approaches to measuring and assessing motivation:
- based on the results of employees' activities;
- by their behavior;
- by identifying indirect indicators characterizing the state of staff motivation.
Assessment by results. The result of an employee's activity is a derivative of two components:
personal: abilities, professional readiness, attitude to work in general, attitude to the organization;
organizational: the clarity and achievability of the goals of the enterprise and the employee, the provision of the labor process (materials, tools, technology, equipment), the organization of work (management, modes of work, requirements for the result).
Assessment of motivation based on results involves identifying the relationship between these components and determining the degree of influence of each of them on the employee's activity. Such an assessment is carried out by comparing planned and actual results of work. If the results achieved are lower than planned, it is necessary to take into account the factors that complicate the performance of the work (for example, the employee was not trained on time). The methods of obtaining information used to assess motivation based on results are the analysis of organizational problems, as well as the analysis of documents that provide information about the causes of deviations.
Behavior assessment. The nature and strength of motivation can be determined by observing a person's behavior. In particular, motivation is manifested through efforts, diligence, perseverance, conscientiousness, responsibility and the targeted orientation of the employee's actions.
The main method of obtaining information about the activities of an employee is observation; in some cases, methods of psychodiagnostic research, as well as sociological surveys, can be applied. Characteristics of behavior can be obtained by interviewing the manager or the immediate environment of the employee ("360 °") according to certain criteria describing one or another of his actions.

Methods and tools for assessing motivation in organizations

For effective management of personnel motivation, it must be investigated and evaluated. At the same time, measuring motivation is a complex methodological problem. The article discusses the methods of its research, and also proposes the author's model for studying motivation, in which three levels of its manifestation are distinguished. The parameters are both employee assessments and specific measurable results related to work behavior and work efficiency.

The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people, effective activity is possible only if employees have the appropriate motivation, that is, the desire to work. An organized and controlled process of encouraging an employee to work determines his labor behavior, and the productive use of human resources largely determines the company's competitive advantages.

Specialists in economics, sociology, psychology, etc. are engaged in the formation of motivation for work, as evidenced, first of all, by the emergence of many theories. However, the joint efforts of researchers make us remember the parable of the three blind men who could not come to a common opinion about what kind of animal is in front of them. At the same time, they completely correctly described the elephant, feeling its different parts.

At the same time, each of the approaches assumes that in order to manage motivation, it must be investigated and evaluated. Despite theoretical research - measuring motivation is a complex methodological problem. Practitioners are forced to admit that they are measuring "the immeasurable." In the structure of personality, theorists have identified stable "generalized motives", it is these variables - how tendencies are diagnosed and taken into account when developing motivational measures. In reality, there are no motives. “First, motives are not directly observable and in this sense they cannot be presented as facts of reality. Secondly, they are not facts in the sense of real objects accessible to our direct observation. They are conditional, facilitating understanding, auxiliary constructs of our thinking, or, in the language of empiricism, hypothetical constructs. "

Consider the methods for studying motivation that are offered to managers to analyze these stable personality attributes, "generalized motives":

1. Polls - are used to assess the degree of staff satisfaction. The forms of surveys can be different: interviews, questionnaires. As a rule, the subject is asked to select (and evaluate) from the proposed list of motives, interests, needs those that most accurately describe him, relatively direct questions are asked about how much the employee likes the work itself, its conditions, relations in the team, leadership style, etc. .P.

2. Diagnostic interview, requires a significant investment of time and effort, therefore it is used to assess the level of motivation of managers. In addition, based on the opinion of the heads of departments, it is possible to draw up a generalized description of the situation by department, assessing the general level of employee motivation.

With the obvious availability of this method, it has disadvantages: not all motives are conscious, since understanding complex deep motivational formations requires developed reflection; the answers are often insincere due to the action of the factor of "social desirability" (the desire to look from the best side, to correspond to certain social "norms" and "standards"). Nevertheless, polls make it possible to quickly collect massive material, to find out how a person perceives his actions and actions, what he declares to the “world”.

3. Psychological tests. The test questionnaire contains a series of questions, the answers to which are used to judge the psychological qualities of the subject. A test task is a special kind of test, based on the results of which it is determined the presence or absence and the degree of development of character traits (personality traits), for example, an orientation toward achieving success.

With the help of standardized tests, quantitative assessments are obtained by which it is possible to compare the severity of the psychological properties of an individual with their severity in popularization.

The disadvantage of standardized tests is the certain possibility of the subject's influence on the test results in accordance with the approved personality traits. These possibilities increase if the test takers know the content of the test, or the criteria for assessing behavior and the studied personality traits.

4. Projective techniques. The main emphasis is placed on diagnosing the hidden motivation of the employee, and the hidden one, including for the employee himself. Often, projective methods include combinations of all kinds of methods - cases (situations), specific tasks, interviews, including questions that at first glance do not relate to the respondent (for example, "Why, in your opinion, people work well in one company and not too well in another trying? "). It is assumed that the subject identifies the key indicators for him.

The information obtained using such methods is less structured and standardized, and it is more difficult to process it. These methods require expert interpretation of the collected data.

Knowledge of the motivational components allows the manager to draw up a “motivation map” for the employee. Information about the identified driving motives and needs of the employee is used when developing a set of measures to motivate employees.

However, often, incentive programs in organizations lead only to short-term changes and have almost no effect on production and financial performance. The reason is that "Generalized motives" - dynamic formations that are actualized under the influence of situational determinants are subject to diagnostics, and a huge number of variables in a real situation can potentially act as "situational determinants", so it is impossible to take into account and measure all of them. "

Managers, focusing on the subjective assessment of their motives by employees and “generalized motives” (without taking into account “situational determinants”), use a set of stimulating influences, which, despite the attractiveness, practically does not affect the success of the business.

The activities in question are often carried out as part of the development of a remuneration system, or the satisfaction of identified motivational factors. Some of these programs are focused on the analysis of the achieved: comparison of employee satisfaction before and after the implementation of the incentive project.

Executives welcome these initiatives in their companies, believing that if they are done "right" will inevitably enable them to achieve efficiency. All these programs are based on a fundamentally erroneous logic based on the confidence of managers that if we compare the subjective assessment of employees before the implementation of the incentive program and after, then in case of positive changes, you can be sure that sales will grow and product quality will improve.

Consultants and HR specialists actively support the myth that in this case it is possible not to worry about the growth of indicators, since the results are optimized "by themselves." As a result, top managers are firmly convinced that these programs will pay off over time and that they have made the right choice.

However, since there is no clear connection between the subjective assessments of workers and the efficiency of work, improvements are rare.

In addition, statements about changes in the level of motivation based only on the self-esteem of employees are not substantiated. To get an adequate picture, it is necessary to take into account the work behavior in which it is reflected. Note that in the domestic and foreign literature there are numerous scientific data stating the fact of a significant influence of motivation on the success and effectiveness of performing a specific activity, therefore, it is important to take into account the results for the company, for which, in fact, incentive measures have been started. in which there are three levels of manifestation of motivation. The parameters are both employee assessments and the achievement of specific measurable results associated with labor behavior and increased labor efficiency.

Why does a promising candidate leave the company without completing a probationary period? What are the factors prompting him to do this? Many HR managers face similar problems ...

One of the most common reasons for a new employee to leave before the end of the probationary period is inaccurate or erroneous diagnostics of the "motivators" of a particular person when hiring. Meanwhile, every HR understands: a good candidate is a motivated candidate, and the higher the level of motivation of a beginner, the sooner he acquires the skills necessary in the workplace.

To predict the "survival rate" of a new employee, the HR manager should consider the whole range of motivators, not dwelling only on material incentives. Also, remember that the same factor (money or internet access) satisfies different needs of different people. Therefore, it is important to be able to correctly identify (and use) the features of the motivation of the future employee. In addition, an accurate assessment of motivators is the basis for planning a person's development and career advancement.

Identifying the applicant's dominant motivators for a particular position will allow HR to save time and effort when communicating with many candidates - and as a result, hire an active person, focused on achieving goals that do not go against the company's goals.

The end result of the HRC's work in assessing a candidate's motivators for hiring should be clear answers to the following questions:

1. What are the dominant motives (and, accordingly, motivators) of this person?

2. Does he have a motivation to develop?

3. What motives can be used for the further development of the candidate?

Motivation assessment methods

A person is driven by his needs and motives, it is they that determine behavior and are the basis for making managerial decisions when working with personnel. However, their influence is manifested "nonlinearly". Many scientists (in particular, A. Maslow, F. Herzberg, D. McGregor, K. Alderfer, D. McClelland, and others) were engaged in the study of the motivation process, but none of the theories gave an exhaustive answer to the question: "How to manage human motives?"

To understand the system of assessment and management of motivation in the framework of personnel management, it is necessary to distinguish between the concepts:

• need;
• motive;
• motivator;
• intrinsic motivation;
• personnel motivation system.

Need - a person's need for what is necessary for his existence and development.

Motive is a subjective reflection of a need that prompts a person to activity.

Intrinsic motivation is an individual set of motives that induce a person to take action.

Motivator is a factor of job satisfaction that influences its effectiveness. Changing the motivator increases (or decreases) a person's job satisfaction.

The personnel motivation system is a system of management influences on the motives of employees, aimed at achieving the maximum efficiency of the activities of a particular organization.

One of the main tasks of a personnel manager in diagnosing a candidate's motivation is to identify the dominant motives (and, accordingly, motivators) during this period of his life. The information received allows you to make a decision on inviting a person to work. In the future, you can use it to develop a development plan for a future employee.

It is important for Eichar to have a clear understanding of the business development strategy. Then he will be able to:

Correctly build a "profile of the company's motivators" by distinguishing between the used motivational factors;

Compare the “ideal profile of the organization's motivators” with the profile of the motivators that are important to a real candidate.

It must be remembered: over time, human needs and motives change, which means that the subjective significance of motivators also changes. Therefore, it is necessary to periodically re-evaluate the motives. In particular, such an audit can be carried out after the end of the probationary period, when the candidate is particularly sensitive to the influence of various corporate factors. The result of the assessment of the applicant is a motivator map, with the help of which you can analyze the compliance of this person with the requirements of the position and the corporate culture of the company.

Rice. Candidate motivational profile diagram

As a reference (for comparative analysis), it is advisable to use a specially developed corporate map of motivators. It is formed on the basis of the results of diagnostics of key employees (on whom the company is "held together"). When constructing it, not any one factor-motivator is taken into account, but their entire set, appropriately ranked. For example, I rate candidates on the following factors:

• affiliation;
• power;
• achieving success;
• security;
• development;
• avoidance of failure.

Such a map of motivators will help HR when recruiting personnel in the future.

It is also very important that the HR manager regularly communicates with the heads of the structural divisions. Many of them tend to attribute their own motivation to employees, which leads to managerial mistakes. Eichar should convince line managers of the great practical benefits that predictive assessment of motivation brings, teach them to identify the leading motives of a candidate during the selection interview and actively use this knowledge in further work.

The most common methods of identifying a candidate's motives include interviews, testing and questioning.

Interview

In our company, interviews with candidates are carried out according to the S.T.A.R. (Situation. Task. Action. Result). In accordance with this approach, the candidate is asked open-ended questions, the answers to which help determine:

• how does a person understand the situation?
• what tasks does it face?
• what action is he taking?
• what results did he get?

During the interview, you can also use case-based questions: the candidate must tell how he will behave in the proposed situation and propose a way to solve the problem. The main emphasis in the construction of cases is made on clarifying the motives that induce a person to act in a certain way. For instance:

“You found an interesting offer on the labor market, passed an interview and decided to work for this company. On the same day, you receive an offer from another employer with more attractive conditions. What are your actions? "

“You have received several offers from different companies. What criteria will you use to make the final choice? "

Often, recruiters use projective questions that allow them to understand how the candidate explains the actions of other people (based on their life experience). The answers to these questions help to correlate the expectations of the applicant with the real situation in the company and to analyze the map of the motivators of the future employee.

Projective questions should be open-ended (suggesting a detailed answer). You need to ask them at a fast pace, grouping them into thematic blocks. The correct wording of the questions will avoid socially desirable answers. For instance:

• "What do you think motivates people to work more effectively?"
• "Why, in your opinion, do people choose this or that profession?"
• "What motivates people to change their profession?"

When drawing up a map of motivators for a future employee, it is convenient to use a table in which each motivational factor is matched with the corresponding words that the candidate can use (example of Table 1).

Tab. 1. Matching keywords and main motivators

Motivators	Keywords
Affiliation	People, trust, relationships on an equal footing, interaction, contact, communication, a good team, a good leader
Power	Fame, honor, need for respect, recognition, career, status, prestige, desire to influence, material factor, competition
Security	Order, timeliness, stability, convenience, calmness, measuredness, certainty
Development	Self-realization, skill, development, professional growth, striving for new things, creativity, freedom, creativity, activity, passion, competitiveness

Separate attention should be paid to identifying more general personality characteristics, such as orientation, for example, the desire to achieve success or to avoid failure. In this case, it is necessary to identify and evaluate the intensity of the manifestation of these motives. Psychologists T. Ellers, D. McClelland, D. Atkinson, who studied the motives of achievement / avoidance, came to the conclusion that both motives are inherent in people (but, as a rule, one of them is more pronounced). To understand the real reasons for changing jobs, you should ask the candidate the following questions:

• "Why did you quit your previous job?"
• "Why did you choose our company?"
• "What is the main thing for you in your work?"

To identify the most significant motivators for the candidate, the following blocks of questions can be used during the interview (Table 2).

Tab. 2. Interview questions

Motivators	Keywords
Power	Why do you think people make a career? ... Tell us about your career. ... What vertical career opportunities did you have in your previous jobs? ... What kind of applicants do you think are more likely to be hired for worthy positions?
Development	What does career development mean to you? (It is important to note whether the candidate is talking about vertical or horizontal growth.) ... What is your ideal job? ... What did you like / dislike the most at your previous job? ... What gives you a boost at work? ... How would you define what a successful specialist in your profile should be? ... What professional / career goals do you set for yourself in the near future? ... What do you think motivates people to work more efficiently? ... What do you think people enjoy the most about their work? ... Why does a person choose this or that profession? ... What do you need in order to successfully pass the probationary period?
Interaction	Were you satisfied with the relationship in the team at the previous place of work? ... What kind of team would you like to work with? ... What did / did not suit you in your relationship with your immediate supervisor at your previous job? ... What qualities should a good leader have? ... What services / departments have you worked with most closely? What questions?
Material factor	How did your salary change at your previous job? ... Do you think her growth was in line with the increase in the number of responsibilities? If not, how big was the gap? ... What kind of compensation package did you receive at your previous job? ... How do you determine the minimum and maximum salary threshold?
Achieving Success / avoidance of failure	How important is it for you to be successful in your professional field? ... Are you ready to work hard and hard to achieve your goal? How is it shown? ... What successes have you achieved in your previous job? ... What abilities are important to you to be successful? ... What helped you effectively solve professional problems? ... What difficulties did you face when performing professional tasks? Did you manage to overcome them? If so, how?

Testing and questioning

Among specialists in personnel management, there are constant discussions about the appropriateness of using tests. There is no doubt that the testing should be carried out by a professional psychologist, a specialist in this field. If there is no such specialist on the staff of the company, it is better to resort to the help of certified organizations.

Generally speaking, an experienced HR manager should have a system of criteria for selecting candidates for each vacancy, and whether this or that test will be included in it depends on his professionalism. Of course, testing shouldn't be overused. When recruiting people for the position of warehouse manager or programmer, it is hardly worthwhile to delve into defining their personal qualities, such as openness or compassion. It is better to test their professional knowledge and skills.

Testing can help the HR in the case when you need to choose one of several candidates with approximately the same abilities. In domestic practice, when selecting candidates for vacancies, the following tests are most often used:

• methodology for assessing the professional orientation of Smikla - Kuchera;
• E. Shein's Career Anchors methodology;
• method of diagnostics of labor motives of V.I. Gerchikov;
• method of diagnostics of the motivational profile of the personality of S. Ritchie and P. Martin;
• test of humorous phrases of A. G. Shmelev and V. S. Boldyreva;
• test "Incomplete sentences" by J. M. Sachs and S. Levy (modified by A. M. Gurevich);
• A. Mehrabyan's method for measuring achievement motivation;
• T. Ehlers' methodology for assessing the motivation for achieving success / avoiding failures;
• methodology for assessing the level of claims of V. K. Gerbachevsky;
• method of diagnostics of sources of motivation by D. Barbuto and R. Skoll.

The questionnaire assumes softer, “non-medical” tools for assessing the candidate's motivational sphere. For example, offer the applicant a list of motivating factors and ask them to rank (or evaluate on a 10-point scale). Thus, you can get a visual "illustration" of a person's motivational priorities at a given time.

A candidate's level of interest in a job can be determined by asking what they know about your organization. If a person really wants to work here, he could first make inquiries about the company, so this question will not put him in an awkward position.

Feedback

Based on the results of the interview, the candidate must be given feedback. It is useful to prepare a "Feedback Form" in which the HR can enter the applicant's questions. Questions are classified according to the motivator map. An example of a completed form is shown in table 3.

Table 3. Feedback form

Motivators	Questions
Development	I am wondering if your company has a continuing education program? ... Do you have any tutorials? ... What level of responsibility does this position involve?
Power	What will my job title be? ... Do you have a gradation of the social package depending on the position? ... What are my career prospects? ... Can I see the full list of my functional responsibilities? Is this described in the job description? ... Are there any accepted criteria for evaluating the work?
Material factor	How often are salaries reviewed? ... How can I earn more? ... What is included in the compensation package?
Interaction	Tell us about the corporate culture of your company. ... What corporate holidays do you celebrate? ... Tell us about your immediate supervisor? ... What are the traditions in your team?
Security	Is the working day standardized in the company? ... What is your company's work schedule? ... Is my future workplace well equipped? ... What is the procedure for obtaining leave? What does its duration depend on?

The interview will be as informative as possible if the HR prepares questionnaire forms in advance, in which, in the course of communication with the candidate, he will record the answers and characteristics of the person's reaction to the questions posed.

Conclusion

Having analyzed the candidate's answers, the HR can highlight the person's motivational priorities, and by ranking them, he can draw up a “motivational profile”.

When building a “motivational profile” of a candidate, it is especially important to find out:

• Why does the candidate want to work for your company?
• What motivates him to do the job better or worse?
• Under what circumstances can he quit?

These data are subsequently used in planning the career development of an employee.

During the interview, it is necessary to find out both the motivators of the person and the factors influencing the level of his loyalty / disloyalty to the employer. It is important to understand that only an integrated approach to selection gives a reliable result and increases the efficiency of personnel management as a whole.

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1 Ryutaryu Hashimoto - Prime Minister of Japan 1996-1998. He also held the posts of Minister of Health and Social Welfare, Minister of Transport, Minister of Finance. Has gained a reputation as a tough politician, in particular in negotiations with the United States on the issue of a military presence in Okinawa.

2 Rainer Niermeyer is a modern German psychologist, author of many business publications, including the book Motivation, translated into Russian.