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The problem of motivation in psychology

INTRODUCTION

1.1 The concept of motivation

CONCLUSION

REFERENCES

INTRODUCTION

motivation motive method structure

The relevance of this topic lies in the fact that, having understood the mechanism of formation of the motivational sphere of a person, we will be able to purposefully influence the formation of the motivation of our children with the help of educational influences; managers will be able to effectively manage personnel, increasing the productivity of the enterprise by motivating their employees. Motivation is a complex psychological phenomenon that causes a lot of controversy among psychologists who adhere to various psychological concepts.

The stage of formation of motivation consists in the development of a whole system of one's own rigid consciously-volitional establishment: requirements for oneself, rules, norms of behavior, principles of life and the main focus of activity. The object of the test is motivation as a process.

The subject is the analysis and structure of motivation in human life.

Purpose of the work: to study the problem of motivation in psychology.

Work tasks:

1. Analyze the theoretical foundations of motivation.

2. To study the formation of a person's motivational sphere.

Methodological and theoretical basis of this work are the works of Kara - Murza S.G., (the book comprehensively considers the problem of manipulating people using various means, methods and technologies of information - psychological impact); Vilyunas V.K., (in the works the psychological mechanisms of human motivation, their influence on the consciousness and life of a person are studied).

The methods of control work are the method of analysis and synthesis, the analysis of educational and scientific literature.

Stages of work:

The study of scientific literature on the research topic.

Material selection.

Work on content.

Structure: the work consists of an introduction, two paragraphs, five subparagraphs, a conclusion and a bibliographic list.

1. THEORETICAL FOUNDATIONS OF MOTIVATION

1.1 The concept of motivation

The term “motive” is the Russified French word “motif”, which literally means “incitement”, or from the Latin word “moveo” - I move. A motive in psychology is the motivating cause of a person’s actions and deeds. The initial motivation of a person to activity is his desire to satisfy his material and spiritual needs. ”There is a difference in the mechanisms of needs and emotions, although the full range of morphophysiological organization of behavior includes emotions in addition to needs and motivation. Need, as a property of life, is not seen, but the real ontological state of the organism, expressing the need certain changes for its carrier, and not for the observer, that is, it is always a “need” for oneself, and not just a “need” for another. But not all the needs of a living organism can bring it into a state of activity aimed at eliminating them. Need - is such a need of a living organism, in relation to which it is armed with special mechanisms for its detection and elimination. Actually, a need is always a need for something that, at the psychological level, needs are mediated by mental reflection, and in two ways. Vilyunas V.K. Psychological mechanisms of human motivation. - M.: INFRA - M, 2001. - S. 78 - 79.

Fundamentally new thinking functionality, which arise with the formation of a person, serve those needs that turn out to be the most relevant at a given moment in his life. In the conditions of the primitive communal system, these abilities were often directed mainly to the satisfaction of vital needs, primarily the need for food.

Both spiritual and biological needs have both a minimum level of satisfaction that is vital for a person, and higher levels that are not vital, for example, “aesthetic” levels. The latter are, so to speak, a luxury for a person, they arise only under the most favorable circumstances of life. But it would be wrong to believe that a person can allow the satisfaction of spiritual needs only after a significant or complete satisfaction of biological ones. To a minimal extent, both seem to be absolutely necessary for human existence. But their substantive role, their function in the life of man and in his activity are completely different. Both are equally important in the final analysis, on the scale of all human activity, but depending on the specific circumstances, on the situation, these potentially equally essential needs can actually manifest themselves in completely different ways: in some cases, spiritual ones are relegated to the background, giving way to biological, in others, biological ones give way to spiritual ones, and this can be observed not only in a narrow situational framework, but also on a wider scale of life, over a long period of time. Human being, taken in a psychological, and not in a general social aspect, cannot be equated to one from the types of motivation, material and biological needs, and consider the latter as primary and determining. The motivational structure of a person is represented in the cerebral cortex by a separate nerve formation. It has a complex structure and a dual nature. On the one hand, biological needs are distinguished, on the other, social needs. The combination of these two levels constitutes, in fact, the motivational sphere of a person.

1.2 The study of human motivation and motives

The mental development of a person takes place in a very complex and diverse relationship between biological and social, it is determined by the relationship of organic inclinations and the activity of the individual, implemented in specific socio-historical conditions. Being included in the historically established forms of human activity, any human activity is subject to the laws of social development. Kara - Murza, S.G. Mind manipulation. - M.: Eksmo publishing house, 2003 - S. 234 - 235.

The study of motivational processes in a person is, in fact, the study of personality in its activities. The specificity of human activity lies in the fact that it is always purposeful. The ability to set goals is one of the fundamental features of man as a rational being. Expressing the active side of consciousness and often determining the method and nature of human actions, the goal that a person sets for himself integrates into a single whole the complex structure of regulatory processes of behavior, determines that a person commits this act, and not another. The activity of human activity is determined not only by the vital need of the organism, but also due to the realization that the satisfaction of individual requests depends on the performance of certain actions aimed at satisfying both the needs of the person himself and the needs of society.

For more than half a century, a lot of research has been carried out in the West on the problem of motivation of behavior, which developed mainly within the framework of three areas: behaviorism, psychoanalysis, Gestalt psychology, as well as later and modern modifications of these currents. Many foreign theories of motivation are based on experiments with animals, so in some cases direct extrapolation to a person is impossible.

The growing interest in the psychology of personality, in complex dynamic changes in its activities and actions, makes the study of the motivation of human behavior an urgent task of psychological science. It is obvious that a critical examination of existing points of view on the problem and the search for a new approach to its solution are required. This will be addressed in future lectures and seminars.

Everyone knows how important it is for people to know each other's motives, especially in joint activities. However, identifying the grounds for actions and deeds of a person is not a simple matter, associated with both objective and subjective difficulties. The study of the psychological makeup of a person includes the clarification of such questions:

What are the needs of this person?

By what means does he prefer to satisfy his needs;

What situations or states trigger this or that behavior;

What affects motivation more strongly - existing needs or a sense of duty, responsibility;

What is the orientation of the personality.

1.3 Methods for studying motivation and motives

Psychologists have developed several approaches to the study of human motivation and motives: experiment, observation, conversation, survey, questioning, analysis of activity products, etc. All these methods can be divided into three groups: Raigorodsky, D. Ya. Practical psychodiagnostics. - Samara.: Youth, 2000. - S. 98 - 101.

1. Interrogation of the subject carried out in one form or another;

2. Assessment of behavior and its causes from the outside (method of observation);

3. experimental methods.

In addition, there are three general methodological approaches to the study of motives: indirect, direct and projective.

In the first approach, the research procedure requires the subject to perform such actions, the diagnostic intent of which remains unsolved for the subject.

Procedures for an indirect approach to the study of motives are sometimes called "objective" tests. The methodology of such tests has not been sufficiently developed, and the procedures of the indirect approach have not yet been widely used.

The second, direct, approach is based on the subjects' own statements. This procedure has serious drawbacks. Firstly, the answers can be distorted (unconsciously) or deliberately falsified by the subject, and secondly, the answers require self-assessment, which is associated with many difficulties.

The third approach to the study of motives is that the subject is offered polysemantic material. These ambiguous situations are perceived differently by subjects with different motivational spheres. A significant drawback of these procedures is that the statements of the subjects can be interpreted quite arbitrarily by the experimenter and there are no objective criteria.

In the practice of studying the motives of behavior, questionnaires and tests that implement the second approach have found the greatest use. The information received during this procedure has the character of direct reactions to verbal indicators. As indicators, questions are used to which the subject answers in the affirmative or negative, or statements that he considers true or false. Possible answers are usually given in advance and require only a mark with a conventional sign.

However, there are ideal methods that would allow us to trace the entire process of building motives, identify its essential points and, thereby, the structure of the motive for a particular action or deed. Hardly ever. Basically, the methods are aimed at identifying personal dispositions (personality properties, attitudes), which, as dominant tendencies, can affect decision-making and intention formation, but it is by no means known whether they influenced the decision in this particular case.

Revealing a person's motives is difficult, but not hopeless. It requires the complex use of various methods to identify the underlying causes of human behavior (needs, motivational attitudes, current state), and not just goals. However, it should still be taken into account that, like any psychological diagnosis, the determination of the motive of behavior is a probabilistic process, which in some cases does not give an absolute guarantee of the correctness of the diagnosis.

2. FORMATION OF THE MOTIVATIONAL SPHERE OF THE HUMAN

2.1 Ontogenesis of human motivational structure

Motives, which are a psychological form, a specific means of regulation, organization of activity, reflect the energy level and structural features of activity accessible to a person. The stage of formation of motivation consists in the development of a whole system of one's own rigid conscious-volitional establishment: requirements for oneself, rules, norms of behavior, principles of life and the main focus of activity. Man and society: textbook / ed. Reshetnikov. S.V. - Minsk, 2001. - S. 76 - 79. The "ideal" state is the state of complete satisfaction of the need: the "ideal" act of satisfaction is a momentary "point" act, devoid of a time sweep. However, the actual satisfaction of a need is not a momentary act; it is mediated by the external environment with its often rigidly defined processes. The material world exists only as a process. Space-time unfolding, movement are the form of existence of matter. There are no timeless acts in the world. Therefore, the satisfaction of a need inevitably develops into a certain process, which can take a variety of time intervals from a more or less short period up to infinity. Since satisfaction is mediated by objectively determined processes, the stages of the implementation of these processes up to the final moment of satisfaction, the process of activity appears as an absolutely necessary means, a way to satisfy a need. Without past experience, it is impossible to predict the future, and without foreseeing the future, all past and present lose their meaning. The motivational strategy of the lowest type, characteristic of childhood, but sometimes manifested in adults, differs in that the events of the present moment have the greatest significance here. When switching to the past or future, the significance decreases sharply and at some time distance becomes equal to zero. Meanwhile, the real motivating influence of any event on current behavior is determined precisely by the significance of the present.

Not every motivational influence is educational, and not only in the sense that, as is often the case, it leaves a person indifferent and does not change his stable motivational relationships, but also in that it does not pursue such a goal. The existing set of different and often mutually exclusive educational influences puts a person in conditions under which his activity in the formation of his own motivation has the character of a choice among the various opening options for satisfying and developing needs.

The practice of forming a person’s motivation is not limited to one-sided educational influences on him in the early periods of life, covering the widest range of interactions with other people and culture, in which he acts both as an object and as a subject of education. When analyzing the development trend of human motivation, it is first of all important to find out in which direction motivation develops, what are the structural neoplasms that arise in the course of development, and in connection with this, what is the alleged structure of its mature forms, which in the process of development appear in a relatively dissected pas successive in time of formation components of motivation.

Among the main trends in the ontogenetic development of motivation, it is necessary to note the above-mentioned transition from an amorphous one-level system of incentives to a hierarchically constructed one; from a simple, one-component structure of impulses to a complex, multi-component, and in particular two-module, structure; transition from the narrow temporal sphere of action of impulses and the corresponding sphere.

2.2 Motivation for success and avoidance of failure

A person has two different motives that are functionally related to activities aimed at achieving success. This is the motive for achieving success and the motive for avoiding failure. The behavior of people motivated to achieve success and to avoid failure differs as follows. People motivated to succeed usually set some positive goal in their activities, the achievement of which can be unambiguously regarded as success. They clearly show a desire, by all means, to achieve only success in their activities, they are looking for such activities, they are actively involved in it, they choose means and prefer actions aimed at achieving the goal. Such people have an expectation of success in their cognitive sphere, so when they take on any job, they necessarily expect that they will succeed, they are sure of it. They expect to receive approval for actions aimed at achieving the goal, and the work associated with this causes them positive emotions. They are also characterized by the full mobilization of all their resources and focus on achieving the goal. Pavlenok, P.D. Sociology: textbook. - M.: Nauka, 2003. - S. 123 - 125. Individuals motivated to avoid failure behave in a completely different way. Their explicit goal in activities is not to succeed, but to avoid failure. All their thoughts and actions are primarily subordinated to this goal. A person initially motivated to fail shows self-doubt, does not believe in the possibility of success, and is afraid of criticism. With work, especially one that is fraught with the possibility of failure, he usually has negative emotional experiences, he does not feel pleasure from the activity, he is burdened by it. As a result, he often turns out not to be a winner, but a loser, in general - a life loser. Success-oriented individuals are able to more correctly assess their capabilities, successes and failures and usually choose professions that correspond to their knowledge, skills and abilities. Failure-oriented people, on the contrary, are often characterized by inadequacy of professional self-determination, preferring for themselves either too easy or too difficult types of professions. At the same time, they often ignore objective information about their abilities, have low or high self-esteem, and an unrealistic level of aspirations. There are certain differences in the explanations of their successes and failures by people with pronounced motives for achieving success and avoiding failure. While success seekers more often attribute their success to their own abilities, failure avoiders turn to analysis of their abilities in precisely the opposite case - in case of failure. On the contrary, those who fear failure tend to attribute their success to chance, while those who strive for success attribute their failure in a similar way. Thus, depending on the dominant motive associated with activities aimed at achieving success, people with motives for achieving success and avoiding failure tend to explain the results of this activity in different ways. Of no small importance for achieving success and evaluating the results of activities is a person's idea of ​​​​the inherent abilities necessary for the task being solved. Ilyin, E. P. Motivation and motives. - St. Petersburg: Peter, 2003. - S. 56 - 58.

CONCLUSION

In modern psychology, there are currently many different theories, the approaches of which to the study of the problem of motivation are so different that sometimes they can be called diametrically opposed. The statements of individual theories can be directed to various elements of the motivational structure, and it is in these directions that they will be the most competent and valid. Human motivation is complex system, which is based on both biological and social elements Therefore, it is necessary to approach the study of human motivation, taking into account this circumstance. Human motivation, on the one hand, has much in common with the motivation of animals, in terms of satisfying their biological needs. But, on the other hand, there are a number of specific features inherent only to a person, which must also be taken into account when studying the human motivational sphere.

The structure of the motivational sphere of a person in the process of life goes through the stages of formation and formation. This formation is a complex process that occurs both under the influence of its internal work, and under the influence of external factors of its environment.

The most adapted to life, the most adaptive are individuals oriented towards achieving success. Moreover, people whose motivation is aimed at avoiding failures acquire a number of qualities that become their personal characteristics, poisoning their lives and, in turn, leading to even greater disadaptation in society.

REFERENCES

Bodalev, A.A., Stolin, V.V. General psychodiagnostics. - St. Petersburg: Peter, 2000. - 265 p.

Vilyunas V.K. Psychological mechanisms of human motivation. - M.: INFRA - M, 2001. - 187 p.

Dobrenkov, V.I., Kravchenko, A.I. Sociology. - M.: INFRA-M, - 2001. - 624 p.

Ilyin, E.P. Motivation and motives. - St. Petersburg: Peter, 2003. - 176 p.

Kara - Murza, S.G. Mind manipulation. - M.: "Algorithm", 2000 - 230 p.

Kara - Murza, S.G. Mind manipulation. - M.: Eksmo publishing house, 2003 - 830 p.

Pavlenok, P.D. Sociology: textbook. - M.: Nauka, 2003. - 198 p.

Pocheptsov, G.G. Psychological wars. - Moscow - Kyiv.: "Refl - book", 2000. - 189 p.

Raigorodsky, D.Ya. Practical psychodiagnostics. - Samara.: Youth, 2000. - 154 p.

Starodubsky, E.E. How to manage staff. - M.: Bulletin, 2001. - 176 p.

Hjell, L., Ziegler, D. Personality Theories. - St. Petersburg: Zvezda, 2000. - 211 p.

Man and society: textbook / ed. Reshetnikov. S.V. - Minsk, 2001. - 211 p.

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Thus, human activity in a situation that generates anxiety directly depends on the strength of ST, the effectiveness of countermeasures taken to reduce it, and the accuracy of the cognitive assessment of the situation.

Of particular interest to researchers of anxiety was the psychological study of people's behavior during examinations, the impact of the ST arising in this case on the results of examinations. It turned out that many highly anxious people fail during examination sessions not because they lack abilities, knowledge or skills, but because of the stressful conditions that arise at this time. They have a feeling of incompetence, helplessness, anxiety, and all these states blocking successful activity more often occur in people with high LT scores. The message that they are about to take a test often causes such people severe anxiety that prevents them from thinking normally, causes a lot of irrelevant affective thoughts that interfere with concentration, and block the extraction of the necessary information from long-term memory. Exam situations are usually perceived and experienced by highly anxious people as a threat to their “I”, give rise to serious self-doubts, excessive emotional tension, which negatively affects the results.

Often a person, getting into such life situations, where he is able to cope with an unexpected problem, nevertheless turns out to be practically helpless. Why? Let's see what the data of psychological research say about this.

The first results related to the psychological study of the state of helplessness, the causes of its occurrence, were obtained on animals. It turned out that if a dog was held by force for some time on a leash in a stall and given moderate electric shocks after a light signal was lit, then, being free from the restraining fetters, it at first behaved rather strangely. Having the opportunity to jump out of the machine and run away after the next light signal is lit, she nevertheless dutifully stands still and waits for an electric shock. The animal turns out to be helpless, although in fact it is quite able to avoid trouble.

In contrast, dogs that have not been subjected to this kind of procedure in physically constrained circumstances behave differently: as soon as the signal light comes on, they immediately jump out of the box and run away.

Why didn't the dogs behave differently in the first experiment? Further research provided an answer to this question. It turned out that the previous sad experience of behavior in such situations makes the dog helpless.

Similar reactions are often observed in people, and the greatest helplessness is demonstrated by those who are characterized by a strongly pronounced LT, i.e. people who are unsure of themselves and believe that little depends on them in life.

Even more interesting results were obtained by experiments directly carried out on a person to excite and find out the causes of the so-called cognitive helplessness, when, having taken up the solution of a certain task and having the knowledge, skills and abilities necessary for it, a person is unable to put them into practice. In order to experimentally investigate cognitive helplessness, it was necessary to put a person in a situation where, while successfully solving some tasks, he would not cope with others and was not able to explain why he succeeds in some cases and fails in others. This kind of situation should have made his efforts to manage success almost meaningless. That is how the relevant studies were conducted.

It has been found that a feeling of helplessness most often occurs in a person when numerous failures in his mind are associated with his lack of abilities necessary for successful activity. In this case, a person loses the desire to make attempts and make further efforts, because due to numerous and uncontrollable failures, they lose their meaning.

Along with a decrease in motivation in these cases, there is usually a lack of knowledge, as well as a lack of emotionally positive stimulation of activity. Such psychological phenomena are most often observed when performing tasks of an average degree of complexity, and not particularly difficult ones (with the latter, failure can be explained by the difficulty of the task itself, and not by the lack of necessary abilities in the subject).

The features of people that contribute to and prevent the appearance of a sense of cognitive helplessness in them are revealed. It turned out that with a strongly pronounced motivation to achieve success and confidence that a lot depends on the actor, a feeling of helplessness, its negative consequences occur less frequently than if there is a motivation to avoid failures and uncertainty. Most of all succumb to this feeling are people who too hastily and unjustifiably often attribute their failures to their lack of necessary abilities and have low self-esteem.

There is evidence that girls at school age are more likely to succumb to this feeling than boys, but this happens to them when the assessment of their activities and abilities comes from significant adults, and not from peers. A similar trend is shown by people prone to depression, that is, those who have character accentuations that favor it.

It turned out that the state of helplessness, generated by the randomness artificially created in the experiment and the inexplicability for the individual of his successes and failures, disappears as soon as he is given to understand that the results of the activity do not actually depend on him. Therefore, the main thing for a person, so that he does not fall into a situation of cognitive helplessness, is that he does not leave the feeling of being under control of the situation.

There are many other differences that can be cited

between people oriented in their activities to achieve success and people motivated to avoid failure. But already from the above facts, we can conclude that the most adapted to life, the most adaptive are individuals who are focused on achieving success. Moreover, people whose motivation is aimed at avoiding failures acquire a number of qualities that become their personal characteristics that poison their lives (anxiety, lack of self-confidence, a sense of helplessness, etc.) and, in turn, lead to even greater disadaptation in society. It is no coincidence that we are talking about these differences in this chapter (“Formation of a person’s motivational sphere”), since we want to make it clear that motivation is formed in the process of people’s life and how important a purposeful educational impact on the process of its formation is, for education it is not losers, but purposeful, active, independent people, with a pronounced motive for achieving success.

Chapter 3: theory and practice.

3.1 The role of motivation in effective personnel management.

People management is a component of the management of any organization, along with the management of material and natural resources. However, according to their characteristics, people differ significantly from any other resources used by the organization, and therefore require special management methods. The specificity of human resources is as follows.

Firstly, people are endowed with intellect, their reaction to external influence (management) is emotionally meaningful, and not mechanical, which means that the process of interaction between the organization and the employee is two-way.

Secondly, people are capable of continuous improvement and development. Coming to work, a person acquires professional skills that are improved throughout his career. In the conditions of modern scientific and technological progress, when technologies, and with them professional skills, become obsolete within a few years, the ability of employees to constantly improve and develop is the most important and long-term source of improving the efficiency of the organization.

Thirdly, a person's working life continues in modern society 30 - 50 years, respectively, the relationship between a person and an organization can be long-term.

Fourth, unlike material and natural resources, people come (in most cases) to the organization consciously, with certain goals, and expect the organization to help (provide opportunities) in realizing these goals. Employee satisfaction with interaction with the organization is the same necessary condition continuation of this interaction, as well as the satisfaction of the organization.

So the implementation strategic objectives and short-term plans of any organization involves the implementation of its personnel (involved by human resourses) certain activities, often referred to as production functions. It is more correct to use the term production behavior, since it includes not only technical (ability to work on a machine tool, computer, knowledge of the product being produced, etc.), but also behavioral (attitude towards the client, ability to work with a heavy load, etc.) skills. At the same time, the efficiency of using individual worker depends not only and not so much on his ability to perform the required functions, but on the "diligence" with which these functions are performed. The ability to perform professional duties alone is not enough to achieve the goals of the organization, since no matter how qualified an employee is, his productivity also depends on the desire to work or motivation to work. Only a combination of strong labor motivation and professional skills ensure the achievement of results.

P - M - D

Therefore, it has two functions:

1) The motivating function of a motive

2)

Continuum of extrinsic and intrinsic motivation

1) External motivation (e.g. money, good grades, other people's approval, etc.)

2) intrinsic motivation (internally inherent in the activity that is carried out, enclosed within it).

External – introjected – identified motivation motivation regulation

– integrated – internal

Regulation motivation

TOPIC: THE THEORY OF MOTIVATION IN FOREIGN PSYCHOLOGY

Problems of identifying basic motivation

The concept of basic motivation basically implies the following criteria:

1) Basic - primary, not reducible to something else, initial for analysis.

2) It is considered innate, given to the subject by nature.

3) If there is a basic or primary motivation, then there is a secondary one, as well as a mechanism for converting the basic into a secondary, derivative.

Psychoanalytic concepts

Classics of psychoanalysis, Z. Freud and his students, asked themselves the problem of primary motives, the problem unconscious motivation . These motives are called instincts, primal drives .

Sigmund Freud

He believed that any human activity is determined by instincts.

Source of attraction or instinct - libidinal energy

Freud distinguishes 4 components of drives or instincts:

Source of instinct- a body or part of the body, or perhaps a chemical reaction in the brain that creates a need. Arising in the body, the instinct penetrates the consciousness and causes tension, which in reality is the need to satisfy the instinct.

Target each instinctive need - reduce this tension.

instinctive impulse is the amount of energy needed to satisfy a craving.

Object of instinct- an incentive that allows you to achieve the goal.

There are three classes of instincts:

- sexual instincts (life instinct),

- death instinct

- instincts of self-preservation.

Antagonistic relationship between the sexual instinct and the death instinct - the basis of a fundamental, biological internal conflict( in the unconscious).

Freud considered motivation as an increase or decrease in instinctive excitation covering the human mind .

According to Freud, awareness of motives occurs when they penetrate into consciousness from the preconscious or unconscious. Freud gives the two-room metaphor as an example.

Freud shows two mechanisms for the transformation of instincts or drives:

Cathexis- this is the placement of libidinal energy in a certain object, the fixation of this energy on a certain object. As a result, the primary energy loses its mobility.

Sublimation- release of primary energy or redirection of natural energy into the cultural channel by "digging a channel".

Wilhelm Reich

He focused his attention on the study of libidinal energy. He gave her his name orgone (orgone energy) . This is the basic motivation according to Reich.

He believed that personality problems manifest themselves only in the body: in the stiffness of the muscles, in the muscular shell, in the muscular character of the subject.

social relations Reich considered secondary.

A person thinks correctly, has a correct idea of ​​himself when his body and all its functions are structured and function correctly - but not vice versa.

According to Reich, a person is a healthy body, a full-fledged bodily response. He did not separate the body and the psyche - bodily functions are associated with mental ones.

According to Reich, a full-fledged body is when orgone energy finds its rightful place by nature.

Alfred Adler

Considered as initial for analysis social feeling – sense of community (or public interest) .

The initial basic motive is the need to enter society, to take a full-fledged place in it.

Adler also highlights an obstacle to its implementation - motivational conflict: feelings of inferiority - striving for superiority .

These three feelings are innate, unconscious and constitute the structure of the Ego (I).

The sense of community defines direction of life, her style , and the conflict is source of personal development .

Inferiority complex and superiority complex- exaggerated feelings of inferiority and the desire for superiority.

These complexes normally complement each other. Personal development depends on how the inferiority complex will be compensated.

Superiority can take a negative or positive direction.

Carl Gustav Jung

Personality structure according to Jung includes:

- consciousness,

- individual unconscious(these 2 parts are purely

personal lifetime acquisitions),

- collective unconscious (a kind of "memory

generations", then the psychological inheritance with which the child

comes to light).

source, driving force of personal development is libidinal energy , which takes various forms and channels the human experience through inborn archetypes .

The collective unconscious is a set of universal personal problems that can arise before a person at all times.

archetype(ancient type, original type) is a unit of the collective unconscious. An archetype has all the characteristics of a basic trait , initial for analysis.

The main archetypes interact with each other, that is, there is a certain motivational conflict . It is he who is the starting point for the development of personality.

Jung metaphorically represented personality structure So:

Archetype "I" ("Ego")- the idea of ​​a person about himself is central element of personal consciousness, and it must be built in his lifetime.

Shadow archetype- the center of the personal unconscious, repressed desires that are difficult to control.

Archetype persona or mask. If a person has encountered his shadow, he needs another archetype, he needs protection from the shadow. Then a conscious archetype is formed - a persona or a mask.

Anima archetype(in a man) or animus (in a woman) - these are those parts of the soul that reflect ideas about the opposite sex.

archetype self- the central archetype of the whole personality, "the archetype of the order and integrity of the personality." It connects the conscious and unconscious parts so that they complement each other.

Jung's main idea is the idea of ​​dynamic balance: "the unity of the conscious and the unconscious" - this is the Self. In the process of development, the personality acquires an ever greater integrity.

The process of personality development is a process individuation . The limit of the individuation process is the Self. Individuation is the path to oneself, to the Self, and in fact, the path to the collective or universal human unconscious.

Mac Clelland

achievement motive- this is the desire to improve one's abilities and skills or maintain them at the highest possible level, in those activities for which achievement is mandatory, for example, sports, teaching (that is, one can either succeed or fail in them).

McClelland believed that the motive for achieving success is dormant until it is activated by the appropriate stimulus. To assess the achievement motive, you need a test that would activate it. For this, the TAT projective technique developed by G. Murray was adapted.

The subject must make up a story based on the picture. At the same time, he needs to answer a number of questions.

Whether or not the achievement theme is reflected in the story depends on how strong the underlying “achievement motive” is, as well as on the motivation evoked by the picture.

McClelland's "achievement motive" was placed next to the "failure avoidance motive". The qualitative difference between these two motives is manifested in how the subject relates to the activity performed. He can accept the task, actively participate in its solution and thereby strive for success. And it can avoid solving the problem, refuse to set goals. At its extreme, "failure avoidance" is the fear of action.

Questionnaire text

1. Would you exceed the speed limit in order to provide the necessary medical assistance to a seriously ill person faster?

2. Would you agree to participate in a dangerous and lengthy expedition for the sake of good earnings?

3. Would you stand in the way of an escaping dangerous burglar?

4. Could you ride on the footboard of a freight car at speeds over 100 km/h?

5. Can you work normally the next day after a sleepless night?

6. Would you be the first to cross a very cold river?

7. Would you lend a friend a large amount of money, not quite sure that he would be able to return this money to you?

8. Would you and a tamer enter a lion's cage with his assurance that it is safe?

9. Could you climb a high factory chimney under someone's guidance from outside?

10. Could you sail a boat without training?

11. Would you dare to grab a running horse by the bridle?

12. Could you ride a bike after 10 glasses of beer?

13. Could you skydive?

14. Could you, if necessary, travel without a ticket from Tallinn to Moscow?

15. Could you do a car tour if your friend was driving, who was recently in a serious traffic accident?

16. Could you jump from a height of 10 meters onto the fire brigade tent?

17. Could you have a life-threatening operation to get rid of a protracted illness with bed rest?

18. Could you jump off the footboard of a boxcar moving at 50 km/h?

19. Could you, as an exception, go up with seven other people in an elevator designed for only six people?

20. Could you blindfold a busy street intersection for a large monetary reward?

21. Would you take a life-threatening job if it paid well?

22. Could you calculate the percentage after 10 glasses of vodka?

23. Could you, on the instructions of your boss, take on a high-voltage wire if he assured you that the wire is de-energized?

24. Could you fly a helicopter after some preliminary explanations?

25. Could you, having tickets, but without money and food, get from Moscow to Khabarovsk?

The overall test score is given on a continuous scale as a deviation from the mean.

Possible values ​​of test results: from -50 to +50 points.

Answer sheet

b

Questionnaire text

1. Does the process of doing the work fascinate you more than the stage of its completion?

2. Do you usually spare no effort to achieve your goal?

3. Are you often told that you think more about others than about yourself?

4. Do you usually devote a lot of time to your person?

5. Do you usually hesitate to start doing something that you are not interested in, even if it is necessary?

6. Are you sure that you have more perseverance than ability?

7. Do you find it easier to ask for others than for yourself?

8. Do you think that a person should first think about himself, and then about others?

9. When finishing an interesting job, do you often regret that an interesting job has already been completed, but is it a pity to part with it?

10. Do you like active people who can achieve results more than just kind and sympathetic people?

11. Do you find it difficult to refuse people when they ask you for something?

12. Do you do something for yourself with more pleasure than for others?

13. Do you enjoy a game where you don't have to think about winning?

14. Do you think that there are more successes in your life than failures?

15. Do you often try to do people a favor if they have trouble or trouble?

16. Are you convinced that it is not necessary for someone to strain a lot?

17. Do you most of all respect people who are able to really get involved in a business?

18. Do you often complete work in spite of unfavorable conditions, lack of time, interference from outside?

19. Do you usually have neither time nor energy for yourself?

20. Do you find it hard to force yourself to do things for others?

21. Do you often start many things at the same time and do not have time to finish them?

22. Do you think that you have enough strength to count on success in life?

23. Do you strive to do as much as possible for other people?

24. Are you convinced that taking care of others often comes at the expense of yourself?

25. Can you get carried away with business so much that you forget about time and yourself?

26. Do you often manage to finish what you started?

27. Are you convinced that the greatest value in life is to live in the interests of other people?

28. Can you call yourself an egoist?

29. Does it happen that you, being carried away by details, delving into them, cannot finish the work you have begun?

30. Do you avoid meeting people who do not have business qualities?

31. Your distinguishing feature - disinterestedness?

32. Do you use your free time for your hobbies?

33. Do you often load your holidays or days off with work because you promised someone to do something?

34. Do you judge people who don't know how to take care of themselves?

35. Is it difficult for you to decide to use the efforts of a person in your own interests?

36. Do you often ask people to do something for selfish reasons?

37. When agreeing to a business, do you think more about how interesting it is for you?

38. Is striving for results in any business your hallmark?

39. Your distinguishing feature - the ability to help other people?

40. Are you able to make the best effort only for a good reward?

41. Do you agree that the most important thing in life is to be a master of your craft?

42. Do you value the opportunity to make your own decision most of all?

43. Do your friends consider you a powerful person?

44. Do you agree that people who do not know how to earn money are not worthy of respect?

45. Do you agree that having power over people is the most important value?

46. ​​Are your friends wealthy people?

47. Do you strive to keep everyone around you engaged in an exciting business?

48. Do you always manage to follow your beliefs despite the demands from the outside?

49. Do you think that the most important quality for power - is it its strength?

50. Are you sure that everything can be bought with money?

51. Do you choose friends based on business qualities?

52. Do you try not to bind yourself with various obligations to other people?

53. Do you feel resentment if someone does not comply with your requirements?

54. Do you agree that money is much more reliable than power and freedom?

55. Do you get unbearably bored without your favorite job?

56. Are you convinced that everyone should have freedom within the law?

57. Do you find it easy to get people to do what you want?

58. Do you agree that it is better to have high salary than high intelligence?

59. In life, you are only pleased with the excellent result of work?

60. The most important desire in your life is to be free?

61. The main desire in your life is freedom, not power and money?

62. Do you consider yourself capable of leading a large team?

63. Is earning your main aspiration in life?

64. Is your favorite business more valuable to you than power and money?

65. Do you usually manage to win back your right to freedom?

66. Do you experience a thirst for power, a desire to lead?

67. Do you agree that money "does not smell" and it doesn't matter how it is earned?

68. Even when on vacation, you can't help but work?

69. Are you ready to sacrifice a lot to be free?

70. Do you feel like a master in your family?

71. It's hard for you to limit yourself in cash?

72. Do your friends and acquaintances appreciate you as a specialist?

73. Do people who infringe on your freedom cause you great indignation?

74. Can power replace many other values ​​for you?

75. Do you usually manage to save the right amount of money?

76. Is labor the greatest value for you?

77. Do you agree to infringe on your freedom in order to have power?

78. The most powerful shock for you - the lack of money?

79. Is creative work your main pleasure in life?

80. The most important desire in your life is to be free?

THE PROBLEM OF MOTIVATION IN THE PSYCHOLOGY OF ACTIVITY

A need is an objective need for an external good, which has a certain volume (permanent and actual) and is represented (directly or indirectly) mentally, in the form of emotions, desires, aspirations, etc.

The mechanism of development of needs consists in the process of their objectification.

Objectification is the moment when the need finds its object

Before the act of objectification

After the act of objectification

1. General non-directed activity Example: an animal with an unmet need is highly active, but its activity has no direction (a cat in Thorndike's problem cage rushes around the cage, this is activity, but not activity, it is not directed) 2. A wide range of possible benefits in the presence key stimuli Examples: - Lorenz experiment - for a teenager, at first, any peer can become a friend 3. The presence of frustration (negative emotional state)

1. Activity takes direction. Directed activity is activity NA = D 2. A sharp narrowing of possible benefits Example: when a teenager finds a friend, potentially all the others are also friends, but psychologically they are no longer. 3. Affective consolidation of the subject of need

A motive is an affectively fixed object of need that directs activity.

Functions of the motive. Meaning formation as a basis for situational development of motivation

The motive is, as it were, at the intersection of the need sphere and directed activity.

P - M - D

Therefore, it has two functions:

1) The motivating function of a motive , which connects motives with need (P-M). Initially, the need prompts, that is, the activity is associated with the need. But when a need has an object, it seems to transfer its function to the motive. Motivates now.

2) Meaningful function of motive , connects the motive with the activity (M-D).

Activities are made up of actions. Motives refer only to activities , and each action as part of an activity does not have its own motive.

But every action has a meaning. The motive gives meaning to actions, and even the conditions in which they are performed.

Meaning - the meaning that means, conditions, intermediate goals (goals of actions) acquire

Meaning formation is a process, as a result of which motives, as it were, lend their meaning, in particular, to intermediate goals.

Usually, human activity is polymotivated, that is, regulated simultaneously by several motives.

These motives are in hierarchical relationships, relationships of mutual conditioning and subordination.

Leading, meaning-forming motives - motives that

encouraging activity, at the same time give it a personal meaning.

Incentive motives - motives that act as additional motivating factors - positive or negative

This hierarchy of motives is the core of personality. Its formation is a complex and lengthy process.

Organizational success and high labor motivation of personnel- are closely interconnected. In order for the company to be successful, it is necessary to set up employees to perform their duties with high returns, with enthusiasm, to interest all members of the organization in achieving end result so that everyone strives to contribute to achieving the goal. Therefore, managers and researchers involved in management are very interested in studying how motivation and stimulation labor activity affect the success of the organization. However, it is impossible to say with full confidence that the result of the work and the behavior of the staff is their motivation, although its role is very large.

What is the essence of labor motivation

Enterprise management (management) is a process that allows you to plan, organize, motivate and control people to form and achieve the goals of the organization.

Most the best workers- Entrepreneurial employees. They are full of new ideas, they are ready to work hard and take responsibility. But they are also the most dangerous - sooner or later they decide to work for themselves. At best, they will simply leave and create their own business, at worst, they will take your information, a pool of customers and become competitors.

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Motivation- one of the main functions of the activity of any manager, which allows to influence the personnel of the enterprise.

Motivation function consists in the following: to influence the working personnel of the enterprise, encouraging him to work effectively, by the methods of individual and collective incentive measures and with the help of social influence. Such motivation for the labor activity of personnel has a positive effect on the management system of an organization or enterprise, activating and improving the work of management subjects.

Essence of motivation It is characterized by the fact that the team of the company, taking into account the adopted management decisions, performs its work in accordance with the rights and obligations granted to it.

When planning and organizing the work of the staff, the manager decides what tasks should be performed by the organization he leads, and who, in what time frame, will deal with certain issues. With an effective choice of solutions, the manager, with the help of labor motivation of employees, can realize their potential.

the main task system of labor motivation is to teach employees to own their own labor force, and not just to be the owners of the means of production.

By learning to put into practice the basic principles of motivation, managers can turn their decisions into action. Since people working in modern enterprises are much more educated than before, the motivation and stimulation of the labor activity of personnel is becoming more complicated. Usually the effectiveness of motivation, along with other problems in leadership, is interconnected with a specific situation.

As a rule, all conscious human behavior is motivated and created by specific causes. The main task of the manager is to determine the needs and motivation of the labor behavior of employees in order to complete the task. This is the essence of work motivation.

The interaction of various external and internal motivating forces determine labor behavior. Ideals, motives, value orientations, interests, aspirations, needs, desires, values ​​- internal motivating forces. All of these components make up the process of motivating work activity.

The ability to understand the psychological patterns and key principles that form the basis of labor motivation play an important role in studying human behavior at work and building a system of motivation for the work of the team.

These key principles include:

• the principle of justice;
• polymotivation of labor behavior;
• hierarchical organization of motives;
• reinforcement principle.

Enhanced motivating effect working environment contributes to targeted work on such directions:

• system of material incentives;
• change in work schedule;
• moral stimulation;
• motivation through goal setting;
• motivation of employees through the organization of work;
• informing employees.

The characteristics of the work performed, as well as moral and monetary (traditional) incentives, affect the motivation of the labor activity of employees. A special impact on the labor motivation of employees is created by such the characteristics of their work, how:

• Feedback;
• autonomy granted to the performer;
• completion of tasks performed by the employee;
• importance, significance, responsibility of tasks;
• different skills needed to get the job done.

Among the main problems of economics, psychology and management, as before, there is the problem of labor motivation.

To understand this phenomenon, there is no clear, holistic picture, since a wide variety of studies and theories that study motivation are to some extent one-sided and fragmented. Currently being developed great amount conflicting theories explaining why a person chooses certain actions that he performs and adheres to them; why a number of people with stronger motivation than others become successful where individuals with the same abilities and opportunities fail.

• Motivation of car service workers, in which mechanics act like businessmen

The main problems of labor motivation

Firstly, and there is no common opinion to define motivation as a separate element and part of labor. The concept of motivation has as many definitions as the researchers involved in this issue.

Secondly, difficulties in studying labor motivation are created by the very specifics of labor activity. In one case, labor acts as a need and a driving force, one of the factors of human development. In another case, labor appears as an activity that makes a person avoid tension: mental and physical stress and energy expenditure.

Thirdly, until recently, mainly economists and psychologists were closely involved in the study of motivation. That is why a common understanding of labor motivation has not yet been found.

CEO speaking

Valentin Karpunin, General Director of OOO Kargopolskoye Moloko, Arkhangelsk Region.

All people are different: someone works worse, someone works better, someone is less disciplined, someone more. It is necessary to develop such a system of labor motivation of personnel, in which each employee will know what he is paid money for. A huge role is given to the level of pay, and he, in turn, must exclude "left" earnings and work at half strength. You should also pay attention to good living conditions labor - to create a rest room, locker rooms, showers.

The above provisions are fully reflected in the new collective agreement, approved, about ten months ago, at our facility. I am pleased with the results of this innovation. The provisions of the contract were discussed with the workers, the trade union and the management at the general meeting of the collective. According to the new agreement, all personnel know the procedure and amount of bonus payment for each category of employees. Everyone - from the director to the worker - understands for what and by how much the bonus can be increased or reduced, as well as the parameters for evaluating their work. For example, the foreman evaluates the discipline of the workers of a certain workshop, their implementation of the plan and their attitude to work.

The main types of motives and labor motivation

A motive is a state of readiness, predisposition, inclination of a person to perform actions in one way or another. The personal meaning of the work situation depends on motives.

Types of motives:

1. Brake motives (warn against certain actions).
2. Judgment motives (openly recognized, proclaimed, explain their behavior to themselves and others).
3. Motivation motives (real, true motives that activate the individual for action).

Motivation- a process in which external and internal motivating forces are activated that form behavior, reflecting the complex relationship between internal mental behavior and the state, external factors.

The means of external motivation (encouragement or punishment, the threat coming from the management) are used in enterprises with directive management, while the means of internal motivation (employee goals, interests, desires) are used in enterprises with advisory management.

The motives of work are divided into biological and social.

biological motives- correlate with thirst, sleep, hunger, sex, etc., that is, physiological needs and urges. For example, in order to satisfy the feeling of hunger, a person needs to perform some actions (catch fish, collect fruits, earn money in other ways and buy food with them). However, he is initially under the influence of a biological motive.

The social ones include:

1. The motive of competitiveness is laid genetically in every person. It is the basis of labor motivation of the organization.
2. The need to be in a team or collectivism (inherent in the Japanese style of personnel management, although in Russia it has a strong position).
3. The motive of independence is typical for employees who are ready to sacrifice high wages and stability for the purpose of owning and owning a business.
4. Self-expression (personal self-affirmation) is inherent in a large number of employees, mainly at a young or mature age.
5. The motive of stability (reliability) is opposite to the motive of independence.
6. The motive of justice stretches throughout the history of civilization. Neglect of justice ends with demotivation.
7. The motive for acquiring new things (things, knowledge) forms the basis of marketing, is popular among manufacturers of new services and goods.

Current motivation is a definition of tactics of behavior, that is, a reflection of the motives of the near future.

The efficiency of a person's labor, his labor activity largely depend on the prospects of motivation. With the help of long-term motivation, an employee learns to overcome obstacles and difficulties in work, because the present helps him in achieving long-term goals. With the constant use of current motivation, the slightest failure reduces labor activity.

If an employee presents further tasks and directions for the development of his enterprise, then this will be considered a promising motivation. In this way he can plan his future. That is why it is extremely important to create a forecast of the socio-economic development of an enterprise according to the following parameters: introduce new technologies, new forms of organization of labor activity, replace old ones with new professions, calculate the dynamics of profits and staff wages. Such a forecast should be carried out with the help of economic, technological and social services. For example, the scientific and technical process is carried out with the help of strategic labor motivation. A combination of current and prospective motivation plays an important role.

Exists three types of labor motivation: direct, indirect, incentive.

Direct motivation creates interest in work and its results. Factors of direct motivation are self-realization of the individual in work, a sense of responsibility, the content of work, awareness of one's social achievements, recognition of them among others. Activities based on such motives bring satisfaction. The worker works not only for the purpose of getting his earnings. He is interested in the creative process, the content of the work itself. Therefore, the work of such subordinates does not require special control.

indirect motivation carries a material interest. Factors of indirect motivation are the level of tension of labor standards, product prices, forms of remuneration, and the level of inflation. Thus, labor is represented by an instrumental value and with its help it is possible to exchange produced goods and services.

Incentive motivation based on fear and responsibility. Motivating factors are power, unemployment and lack of guarantees to keep one's job, social tension, and uncertainty about the future.

The motivation of the organization's labor activity is represented by a system that includes value orientations and attitudes, needs, interests, motives, and the motivational structure of behavior. In a simplified model of behavior motivation through consumption, one can see the following chain: needs - motives (or motives) - action (behavior) - result (partial satisfaction, satisfaction or lack of satisfaction of needs).

• Motivation of medical personnel, tested in Russian realities

Practitioner tells

Konstantin Melnikov, Head of Human Resources at 1C:VDGB, Moscow

Companies need to conduct regular internal surveys. On the one hand, they provide valuable information, and on the other hand, surveys serve as a motivating factor. Asking the opinion of employees, management shows the attitude and interest in the problems of the staff.

For example, to conduct a survey of workers in an anonymous way. This will allow them to evaluate the work of managers, their fairness, accessibility, courtesy. So, you, as the main link, will show how interested you are in creating all the conditions for the effective work of the staff.

When choosing an incentive for your company, you must first try it out for yourself: Is it interesting for me (important, necessary)? Otherwise, a situation will be created in which you, like a waiter in a bad restaurant, will offer a treat that you have smelled but not tasted.

What are the principles of labor motivation to organize the work of the company

To ensure a high level of labor motivation and improve performance, it is necessary to formulate several features in connection with which work is organized and which can be identified using knowledge of the relationship between the characteristics of the work performed, labor motivation, and labor behavior of employees.

Principle 1. Consolidation of tasks.

With this principle, all work (for example, the production of a certain product) is assigned to one worker and the task is not divided among other members of the team. This allows for the development of greater skills and greater integrity (completion) of the task.

Principle 2. Completeness and integrity of work assignments.

This principle allows the performer to perform part of the volume of his tasks from the very beginning to the end. For example, the typist must type the entire report herself, and not distribute it piece by piece to other typists. Thanks to such an organization of work, responsibility increases, meaningfulness and awareness of the importance of the work done comes.

Principle 3. Establishing relationships with consumers.

In this case, the employee, entering into direct contact with the consumer of the results of his labor services, not only provides feedback, but also increases the degree of independence of the specialist, expands his range of skills. For example, an auto mechanic, in addition to repairing cars, can negotiate repair conditions with car owners and order, purchase the required components or parts.

Principle 4. Delegation of powers.

The manager, transferring responsibility and control over the work to a subordinate, strengthens the independence of the staff and helps to increase labor motivation.

Principle 5. Establishing feedback.

There are a huge number of feedback channels through which employees can communicate with higher management. The more such methods are involved, the better for the performer to present the result of his work and the higher the motivation for the labor process.

Principles of motivation in management practice

1. Treat your subordinates as individuals. Many employees are positive about the fact that their opinions and the opportunity to express their ideas to management are taken into account. This helps to increase the self-esteem of the working staff, a sense of their own importance and creates the development of labor motivation.
2. Be sincere, thanking subordinates. Praise spoken without sincerity will be immediately noticeable and will not give good results in work, when sincere, on the contrary, will serve as a powerful tool in managing the labor motivation of staff. Only one rule applies here: be fair and sincere when praising your employees.
3. Involve subordinates to actively participate in the affairs of the organization. A smart leader welcomes when staff are involved in setting goals and setting work standards. Employees who take part in work motivation incentives work hard to achieve success, as these are programs developed with their active participation.
4. Make work interesting. Despite the fact that employees are satisfied with their organization, colleagues, working conditions, they often lose interest in work due to monotony and monotony. For this, it is necessary to ensure that the work is interesting and varied. In such cases, enrichment, expansion of labor, delegation of authority can be used.
5. Encourage collaboration and group work. Encouraging group work has a positive effect on the team and allows you to cooperate with each other with greater impact. This strengthens the team spirit and contributes to the formation of labor motivation in the organization.
6. Give employees the opportunity to grow. Take a sincere interest in the growth and progress of your employees. It is necessary to give employees more complex work, send them to study, improve their skills, delegate more responsibility to the employee for the performance of certain work. By purchasing professional growth, the employee begins to enjoy work and develop methods of labor motivation himself.
7. Set realistic goals for yourself and others - real and interesting, challenging enough.
8. Give regular feedback to your work team about their work, progress, and problems that have arisen. Feedback improves the management of work motivation.
9. Communicate more often with the working staff, explain what plans need to be implemented and why. Open communication increases mutual understanding and trust between the employee and the manager.
10. Give your subordinates support when they need it. Thus, the level of cooperation between the manager and the employee increases, labor motivation increases.
11. Make sure employees understand how their work relates to meeting their needs and achieving their personal goals. When employees realize that by achieving the goals of the organization and the unit, they can achieve their own, then their levels of work motivation increase.
12. Determine the rewards that are meaningful to each subordinate. It is more convenient to manage labor motivation when you know what types of incentives are most interesting for employees.
13. Link rewards to results. Employees are much more motivated when they clearly understand what is required of them in order to receive a reward.
14. Organizations usually get what they encourage. Motivation must be built in such a way as to cause necessary types behavior, initiate.
15. Not all employees should be encouraged equally. Any reward is based on the results of the work and contributes to the effective reinforcement of behavior. By encouraging all employees equally, a situation can be created in which average and poor employees are stimulated, and the best working link is ignored.
16. Lack of response can also affect the motivation of subordinates. Having studied the factors of labor motivation of subordinates, managers are able to influence them. For example, leaving a distinguished worker without attention, you can lose his zeal to achieve better results.

How to develop an effective system of labor motivation at the enterprise

When developing a motivation system, the General Director must take into account the needs of the working class, and not just the personnel service. The feedback system depends on how well you have identified their needs. AT small company easier to consider the wishes of each. Large enterprises in this regard, it is more difficult, since the staff is too large.

As a rule, the personnel service is engaged in the system of development and implementation of motivation. In the absence of such a department in the company, this work is entrusted to a marketer or you can ask for help from consulting company. Regardless of the option chosen, it is required that the heads of departments remain involved in the process. The motivational system is developed in several stages.

Stage 1. Preparatory work

The CEO must inform his staff about planned activities. In case of big company, reporting information about planned events is handled by the PR director or the HR director.

Stage 2. Personnel study

Ask the Human Resources department to provide a report by class of worker. With the help of such a document, a common vision of the team is created: specialization, education, age groups, work experience. In addition, it is required to separate units aimed at maintaining daily work and striving to achieve results.

Stage 3. Analysis of motivation systems of other companies

This stage identifies salaries and compensation packages from partners and competitors in approximately the same categories. Based on the analysis carried out, the incentives that are appropriate for your campaign are compiled. However, do not forget to take into account how each department works.

Stage 4. Survey of employees and creation of a motivation system

At this stage, employees are interviewed, for example, using a questionnaire (preferably anonymous). Ask them to rank the incentives you gave in terms of value. It is recommended to mark the questionnaires sent to different departments with special invisible signs, so that later it is easier to process the statistics.

Based on the data received, the CEO and the head of the human resources department develop the basics of work motivation that will be applied in their company.

Stage 5. Informing the staff

Before introducing a new motivation system, it is required to inform the work team about the upcoming changes. Otherwise, subordinates will lose confidence in you.

Reassessment of the motivation system

Each motivational system is interconnected with the goals of the campaign. That is why different stages of company development are characterized by the effectiveness of a certain motivational system. So, we can say that the incentives introduced in the company will be stable in their results. This suggests that every six months it is required to conduct a survey and investigate the degree of satisfaction of employees with the new motivation system.

When working with a team, it is better to maintain an open information policy. For example, allow employees to leave feedback on the service received. You can create a special place (box) where employees can put their wishes. You can conduct a sociological survey in the same form. It should be understood that this method gives only average indicators of satisfaction. Having analyzed problematic incentives, it is possible to develop other motivation options.

Practitioner tells

Natalia Orlova, Head of the NutUniversity Training Center of the Moscow Nut Company, Moscow.

Set hard deadlines for one or the other motivational tool. In the case when incentives do not justify themselves, they should be abandoned. In addition, employees should not have to guess about experiments with a motivational package. It is only required to notify them about the timing of the new introduction of motivational tools. If the motivational system performs well, then it will be possible to think about its extension.

What mistakes should be avoided when organizing labor motivation of employees

Getting Started new job, the employee, as a rule, has a strong motivation. Many specialists perceive this as a challenge, an opportunity to learn something, new obstacles and tasks. But, over time, the motivation of the worker falls. What is it connected with?

Mistake 1. The bonus scheme is not related to the goals of the company

As a rule, employees do not fully understand what they are rewarded for, they are given bonuses, and this demotivates them the most. Also, management often likes to set inflated goals. The manager believes that by doing so, they are motivated to work more efficiently. But, the team, realizing the high requirements, almost unattainable, prefers not to make additional efforts to achieve them.

1. The Board of Directors determines the goals of the company for a certain period of time.
2. Goals are reported to the CEO, he reports them to the vice president, and so on. Thus, the ultimate global goal diverges into subgoals performed by employees. Only corporate goals remain unchanged.
3. Having defined the subgoals, the period for their achievement is set. It is recommended to develop a methodology and criteria to evaluate the quality of the work performed.

Mistake 2. There is no connection between motivation and life cycle companies

In most cases, the management does not change in the next stages, the proportions of the salary-remuneration scheme that were adopted in the development stage. For example, one of the companies was engaged in the sale of expensive furniture. Sales managers received a small salary and percentage. At first, it was difficult to convince the buyer to buy expensive furniture, but taking into account the marginal difference, managers received a high salary. After three years, when the company had loyal customers and the level of sales stabilized, there was a slowdown in the growth trend. But there was a pleasant payment of the labor system. Employees began to notice a decline in their earnings and several high-value managers left the campaign.

Recommendations. Once every six months, conduct an assessment of competitors and internal research in the company to identify satisfaction with the proposed motivational system. In the case when the symbols are not justified, they must be abandoned.

Mistake 3. Employees do not participate in the development of motivation schemes

In companies, they usually study the opinion of employees using questionnaires, surveys, and informal conversations. But, often, the real needs of the working class are not taken into account. In one company, a manager was allowed to use a branded car for personal use as an intangible bonus. However, he decided to refuse, not wanting to drive a car with visible advertising. This situation happened due to the fact that management did not take into account the real needs of employees.

Mistake 4. The motivation system is implemented without taking into account financial condition enterprises

Employees of the travel company received news from their management about the payment of additional bonuses. However, the General Director forgot to take into account that during this time period there is a payment for the leased land for the construction of a tourist base and a bank loan for the lease of this land. Thus, the manager was unable to pay not only bonuses, but also delayed part of the salary. As a result, after a while, the only worker remained in the company: CEO and the owner of the enterprise is the same person.

Recommendations. In order not to repeat the above situation, you need to consult with your financial director and weigh all the risks. With insufficient financial reserves, it is possible to carry out an intangible system of staff incentives.

Mistake 5. Focusing only on averages wages by industry, region

External factors are also involved in the wage scheme. Most companies use the average wages in the region for a particular industry and develop similar incentive systems for employees.

Recommendations. To make the company attractive to employees, take into account regional peculiarities and pay more than competitors or develop a system that will not have staff turnover. For example, one organization, located far from the district center, having a low level of salaries, organized a competition for the position of a programmer serving. In return, an apartment was offered, which the employee would receive after working for three years at the enterprise.

Mistake 6. Implementation new system motivation without explanation

The success of an enterprise directly depends on how employees perceive new changes. It is required to prepare the team for changes in advance and explain about their need. All staff must clearly understand the system of remuneration of the team. So you will have a trusting relationship with the staff.

Motivation can influence the organizational model of behavior, be one of the essential elements of the company and convince management to take into account the requirements of employees. Motivation combines the understanding of employees' motivations and identification. Management consolidates the positive actions of employees aimed at achieving the goals of the enterprise. Thus, employees will see clear and precise goals and the degree of their motivation will increase significantly.

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