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Motivation of individual behavior in the labor process. Motivation in the process of work Motivation of behavior in the process of work

Moscow State Academy of Fine Chemical Technology named after M.V.

Lomonosov

Abstract on the subject: “Human Resources Management”

"Motivation of behavior in the process labor activity»

students: Rudakova E.V. group M-32 teacher: Aksenova

Moscow 2001

I. From a theoretical point of view
II. Ways to improve work motivation
III. Theories of work motivation in the West
IV. Recommendations for modern conditions

I. In the conditions of the formation of new management mechanisms oriented towards a market economy, industrial enterprises face the need to work in a new way, taking into account the laws and requirements of the market, mastering a new type of economic behavior, adapting all aspects of production activity to the changing situation. In this regard, the contribution of each employee to the final results of the enterprise’s activities increases. One of the main tasks for enterprises of various forms of ownership is the search for effective methods of labor management that ensure the activation of the human factor.

The decisive causal factor in people's performance is their motivation.

Motivational aspects of labor management are widely used in countries with developed market economies. In our country, the concept of labor motivation in the economic sense appeared relatively recently in connection with the democratization of production. Previously, it was used mainly in industrial economic sociology, pedagogy, and psychology. This was due to a number of reasons. Firstly, the economic sciences did not seek to analyze the relationship of their subjects with the named sciences, and, secondly, in a purely economic sense, until recently, the concept
“motivation” was replaced by the concept of “stimulation”. Such a truncated understanding of the motivational process led to an orientation toward short-term economic goals and the achievement of short-term profits. This had a destructive effect on the employee’s need-motivational personality and did not arouse interest in his own development and self-improvement, but it is precisely this system that today is the most important reserve for increasing production efficiency.

Work motivation is the process of stimulating an individual performer or group of people to perform activities aimed at achieving the goals of the organization, to perform productive work decisions taken or planned work.

This definition shows the close relationship between the managerial and individual psychological content of motivation, based on the fact that management of a social system and a person, in contrast to management technical systems, contains, as a necessary element, the coordination of the circuits of the object and the subject of control. Its result will be the labor behavior of the object of management and, ultimately, a certain result of labor activity.

R. Owen and A. Smith considered money the only motivating factor.
According to their interpretation, people are purely economic beings who work only to obtain the funds necessary to purchase food, clothing, housing, and so on.

Modern theories of motivation, based on the results of psychological research, prove that the true reasons that motivate a person to devote all his strength to work are extremely complex and diverse. According to some scientists, a person’s actions are determined by his needs.
Those who hold the other position assume that a person's behavior is also a function of his perceptions and expectations.

When considering motivation, one should focus on the factors that motivate a person to act and reinforce his actions. The main ones are: needs, interests, motives and incentives.

Needs cannot be directly observed or measured; they can only be judged by people's behavior.

Needs can be satisfied with rewards by giving a person what he considers valuable. But different people attach different meanings to the concept of “value”, and, consequently, their assessments of remuneration also differ. For example, a wealthy person might consider a few hours of relaxation with his family to be more valuable than the money he would receive for working overtime for the benefit of the organization. For someone working in a scientific institution, the respect of colleagues and interesting work may be more valuable than the material benefits that he would receive by performing the duties of, say, a salesman in a prestigious supermarket.

A person receives “internal” reward from work, feeling the significance of his work, experiencing a feeling for a certain team, satisfaction from the communication of friendly relations with colleagues.

The need for self-expression.

The need for respect.

Social needs.

The need for self-preservation.

Physiological needs.

The motivational process can be presented in the form of stages following one after another: the employee’s awareness of his needs as a system of preferences, choice the best way receiving a certain type of remuneration, making a decision on its implementation; carrying out an action; receiving remuneration; satisfaction of need. The core of management based on motivation will be the influence in a certain way on the interests of participants in the labor process to achieve the best performance results.

To manage labor on the basis of motivation, prerequisites are necessary such as identifying the inclinations and interests of the employee, taking into account his personal and professional abilities, identifying motivational opportunities and alternatives in the team and for a specific person. It is necessary to make fuller use of the personal goals of the participants in the labor process and the goals of the organization.

No goals established from the outside arouse a person’s interest in intensifying his efforts until they turn into his “internal” goal and further into his “internal” plan of action. Therefore, for ultimate success, the coincidence of the goals of the employee and the enterprise is of great importance.

To solve this problem, it is necessary to create a motivation mechanism for increasing labor efficiency. This means a set of methods and techniques of influence on employees from the enterprise management system, encouraging them to behave in a certain way in the labor process in order to achieve the goals of the organization, based on the need to satisfy personal needs.

II. Let's consider ways to improve work motivation. They are combined into five relatively independent areas: material incentives, improving the quality of the workforce, improving labor organization, involving personnel in the management process and non-monetary incentives.

The first direction reflects the role of the motivational mechanism of remuneration in the system of increasing labor productivity. It includes as elements the improvement of the wage system, providing staff with the opportunity to participate in the property and profits of the enterprise.

Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to either maintaining labor activity at the proper level or increasing labor productivity. The use of this method can be useful for achieving short-term increases in labor productivity. Ultimately, a certain overlap or addiction to this type of influence occurs. Unilateral influence on workers through monetary methods alone cannot lead to a lasting increase in labor productivity.

Although labor in our country, unlike highly developed countries, is today considered mainly only as a means of earning money, it can be assumed that the need for money will grow to a certain limit, depending on the standard of living, after which money will become a condition for normal psychological state, preserving human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others may become dominant. It is very important for a manager to be able to recognize the needs of employees. A lower level need must be satisfied before the next level need becomes a more significant factor determining a person's behavior.

Needs are constantly changing, so you cannot expect that motivation that worked once will be effective in the future.
With the development of personality, opportunities and needs for self-expression expand.
Thus, the process of motivation by satisfying needs is endless.

The next area of improving motivation - improving the organization of work - includes setting goals, expanding labor functions, enriching work, production rotation, the use of flexible schedules, and improving working conditions.

Goal setting assumes that a correctly set goal, through the formation of an orientation towards its achievement, serves as a motivating tool for the employee.

Expanding labor functions implies introducing diversity into the work of personnel, that is, increasing the number of operations performed by one employee. As a result, the work cycle of each employee is lengthened, and the intensity of work increases. The use of this method is advisable in the case of underutilization of workers and their own desire to expand the range of their activities, otherwise this can lead to sharp resistance from workers.

Labor enrichment implies providing a person with work that would provide the opportunity for growth, creativity, responsibility, self-actualization, including in his responsibilities some functions of planning and quality control of the main and sometimes related products. This method is advisable to apply in the field of work of engineering and technical workers.

For mass worker professions, it is best to use production rotation, which involves alternating types of work and production operations, when workers periodically exchange jobs during the day, which is typical primarily for the brigade form of labor organization.

Improving working conditions is the most pressing problem of today. At the stage of transition to the market, the importance of working conditions increases as one of the most important human needs. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, being not only a need, but also a motive that encourages work with a certain return, can be both a factor and a consequence of a certain labor productivity and its effectiveness.

1) Eliminate unnecessary items in the workplace

2) Correctly arrange and store the necessary items

3) Constantly maintain cleanliness and order in the workplace

4) Constant readiness of the workplace for work

5) Master discipline and adhere to the listed principles.

The condition of the workplace is assessed daily by checking the point-by-point assessment for compliance of its contents with the specified rules. Workers are directly interested in constantly maintaining their place in good condition, since in this case the tariff portion of their earnings increases by 10%.
The use of such a system allows us to increase the level of production culture and contributes to an increase in labor productivity.

Management uses at least 6 methods of non-monetary incentives
1. APPROVAL. Approval is an even more powerful way of reward than money, which of course will always mean a lot. Almost all people respond positively if they feel valued and respected. According to
Mary Kay Ash, owner of the successful Mary Kay Cosmetics company, there are only two things that people want more than sex and money - approval and praise. It is enough to approve good behavior, and it will soon be repeated.
There are the following manager rules:
1. Praise immediately
2. praise the person's work
3. say that you are satisfied and you are pleased that the employee did this
4. After this, you should not stand over the employee’s soul, so, having completed your mission, leave.
2. ACTION. Employees who purchase shares and become part owners behave like owners. But in order to use this method of remuneration, the enterprise must use group management decision-making, instead of authoritarian one, and produce a competitive product. Henry Ford also used this method. In his enterprises, workers were shareholders. State University Research
Michigan showed that the use of this method of reward can
Increase the company's income by 1.5 times. Unfortunately, in our Russian reality there is a pathetic parody of this system due to the failure to fulfill the above conditions.
3.REWARD WITH FREE TIME. This will help keep employees from developing the habit of wasting time and allow the employee to spend more time on himself and his family if he completes work before the allotted time. This method is suitable for people with a free schedule. Otherwise, management is tempted to increase the amount of work.
4 MUTUAL UNDERSTANDING AND SHOWING INTEREST IN THE EMPLOYEE. The method of remuneration is most significant for effective professional employees. For them, internal rewards carry a lot of weight. This approach requires managers to have good informal contact with their subordinates, as well as knowledge of what worries and interests them.
5 MOVEMENT UP THE PROFESSIONAL LADDER AND PERSONAL GROWTH. This method of remuneration requires serious financial outlays for senior management, but it is precisely this method that currently allows companies such as IBM
“Digital equipment corp.”, “General Motors”, maintain a leading market position in the United States. Moving up brings power, not just material wealth. People love her even more than money.

6 PROVIDING INDEPENDENCE AND FAVORITE WORK. This method is especially good when employees strive to become professionals, but feel the pressure of control over themselves or feel that they would do other work much more professionally, with more impact and better results. Here, the manager’s art lies in the ability to identify such an employee, which can be difficult when these actions are taken for just another control event. Very often such people could work effectively without supervision from above, but the lack of some courage prevents them from approaching management about this.

Profit sharing.

The most common form of collective incentives is the so-called “PROFIT SHARING” system. The essence of the “profit sharing” system is that a bonus fund is formed from a predetermined share of profits, from which employees receive regular payments. The size of payments depends on the level of profit, general results of production and commercial activities of enterprises. Payments to workers and employees (including representatives of senior management) in the form of “profit sharing” are not taxed.
Thus, entrepreneurs are encouraged by the state to spread this system. In many cases, “profit sharing” involves paying all or part of the bonus in shares.

In the “profit sharing” system, bonuses are awarded for achieving specific results in the production activities of enterprises: increasing labor productivity and reducing production costs. Bonuses are awarded, as a rule, in proportion to the salary of each employee, taking into account the personal and work characteristics of the performer: work experience, absence of tardiness and absenteeism, rationalization activities, as well as a tendency to cooperate, loyalty to the company, etc.

This system, as mentioned above, is certainly only good for enterprises that produce competitive goods and have stable profits. Most likely these are large companies.

III. In the West, there are many theories of work motivation. For example, D. McKieland's theory focuses on higher-level needs: power, success, involvement. For different people, one or the other may dominate. Power-oriented people show themselves as outspoken and energetic individuals who strive to defend their point of view and are not afraid of conflicts and confrontation. Under certain conditions, they become high-level managers.

People who have a predominant need for success are, as a rule, not prone to risk and are able to take responsibility. The organization should provide such people with a greater degree of independence and the opportunity to complete the task themselves.

Motivation based on the need for belonging is typical for people interested in developing personal connections, establishing friendships, and helping each other. Such employees should be involved in work that will give them the opportunity to communicate widely.

“Theory X” is an authoritarian type of management leading to direct regulation and tight control. According to this theory, people inherently do not like to work, so they should be coerced, controlled, directed, and threatened with punishment in order to force them to work to achieve the goals of the organization. The average person prefers to be led; he avoids responsibility.

“Theory Y” is based on the democratic principles of delegation of authority, enriching the content of work, improving relationships, and recognizing that people’s motivation is determined by a complex set of psychological needs and expectations. A democratic leader believes that human work, the natural state, and “external” control are not the main and not the only means of influence; the employee can exercise self-control, strive for responsibility, and is prone to self-education and ingenuity. These two theories are substantive theories of motivation.

There are three main process theories of motivation: expectancy theory, equity theory, and the Porter-Lawler model.

Equity theory suggests that people subjectively evaluate the reward-to-effort ratio and compare it with what they believe other workers received for similar work. Unfair remuneration, according to their estimates, leads to psychological stress. In general, if a person considers his work to be undervalued, he will reduce the effort expended. If he considers his work to be overvalued, then, on the contrary, he will leave the amount of effort expended at the same level or even increase it.

The widely supported Porter-Lawler model is based on the idea that motivation is a function of employees' needs, expectations and perceptions of fair remuneration. The productivity of an employee depends on the efforts he makes, his characteristic features and opportunities, as well as their assessment of their role. The amount of effort expended depends on the employee's assessment of the value of the reward and confidence that it will be received. According to the Porter-Lawler model, job performance continues satisfaction, and not the other way around, as proponents of the theory of human relations believe.

Remuneration is a motivating factor only if it is directly related to the results of work. Employees must be convinced of the existence of a stable connection between the material rewards received and labor productivity. The salary must include a component depending on the results achieved.

The Russian mentality is characterized by a desire for collective work, recognition and respect from colleagues, and so on. Today, when due to the difficult economic situation it is difficult to pay high wages, special attention should be paid to non-material incentives, creating a flexible system of benefits for employees, humanizing work, including: recognizing the value of the employee for the organization, providing him with creative freedom, applying labor enrichment programs and personnel rotation; use a flexible schedule, part-time work, the ability to work both at the workplace and at home; provide employees with discounts on products manufactured by the company they work for; provide funds for recreation and leisure, provide free travel vouchers, issue loans for the purchase of housing, garden plots, cars, and so on.

We will try to formulate motivating factors in the organization of work that lead to the satisfaction of the needs of higher levels.

At his workplace, everyone wants to show what he is capable of and what he means to others, therefore it is necessary to recognize the results of a particular employee’s activities, provide the opportunity to make decisions on issues within his competence, and advise other employees.

In the workplace, the worldview of a single team should be formulated: emerging informal groups cannot be destroyed unless they cause real damage to the goals of the organization.

Almost everyone has their own point of view on how to improve their work. Relying on the interested support of management, without fear of sanctions, work should be organized so that the employee does not lose the desire to realize his plans.

Therefore, in what form, with what speed and in what way employees receive information, they assess their real importance in the eyes of management, therefore it is impossible to make decisions regarding changes in the work of employees without their knowledge, even if the changes are positive, and also make it difficult to access the necessary information. Information about the quality of an employee’s work must be prompt, large-scale and timely.

The employee should be given the greatest possible degree of self-control.
Most people strive to acquire new knowledge in the process of work.
Therefore, it is so important to provide subordinates with the opportunity to learn, encourage and develop their creative abilities.

Every person strives for success. Success is achieved goals, to achieve which the employee made every effort. Success without recognition leads to disappointment and kills initiative. This will not happen if subordinates who have achieved success are delegated additional rights and powers and promoted up the career ladder.

Managing people is an art. It cannot be learned only at the institute. Only practice, years of work, many books read and some theoretical methods that work in real life.

Literature

1. Komarova N. Labor motivation and increasing work efficiency.

|| Man and Labor 1997 No. 10.

2. Enterprise Economics / Ed. Semenova V.M. M. 1996.

3. . Heckhausen X. Motivation and activity: In 2 volumes T.I. -M..

MINISTRY OF EDUCATION AND SCIENCE OF THE REPUBLIC OF BURYATIA

STATE BUDGETARY PROFESSIONAL EDUCATIONAL INSTITUTION "BURYAT REPUBLICAN TECHNICAL SCHOOL OF FOOD AND PROCESSING INDUSTRY"

TOPIC: ANALYSIS AND IMPROVEMENT OF MOTIVATION OF BEHAVIOR DURING WORK ACTIVITY

Completed by: Turusheva N.S., senior group 541

Scientific director: Seletskaya O.S.

2017

Table of contents

Introduction…………………………………………………………………………………..3

1. Theoretical aspects of employee motivation…………………...5

2.Research and analysis of employee behavior motivation

at the enterprise……………………………..…………………………………11

Conclusion……………………………………………………………………………….13

Bibliography……………………………………………………………………..15

Applications………………………………………………………………………………16

Introduction

Motivation is designed to encourage employees to complete assigned tasks in accordance with the plan. Managers have always performed the function of motivating their employees, whether they realized it or not. In ancient times, this was done using a whip and threats, and for a select few - gifts. It is important for modern entrepreneurs to know that motivation is determined by a whole set of human needs, which is constantly changing. Therefore, it is very important for a manager to be able to identify the needs of employees and ensure their satisfaction through work in the organization.

The relevance of the study lies in the fact that changes in social relations, on the one hand, and socio-economic conditions, on the other, impose a number of new requirements on managers at all levels, while the need arises not only to skillfully manage the motivation of employees and influence the effectiveness of their labor efforts, but and take into account the specific personal needs, desires, and motives of management subjects that create the prerequisites for the successful implementation of their labor skills and abilities.

The purpose of the study is to study current state motivation of work activity and determination of prospects for using the motivational mechanism in the personnel management system.

The object of this study is the motivation of work activity.

The subject of the study is the specifics of motivation for the work activity of employees of institutions.

Main research hypotheses:

The methods used to motivate and stimulate work activity are divorced from practical needs and do not take into account the motives of the work activity of employees.

Age and psychological differences, education, length of service, status play a significant role in the process of forming motivation for the work activity of employees.

During the study, the following methods were used:

Terminological analysis in relation to the concepts of “motive”, “motivation”, “motivation”;

An analytical and synthetic method for studying publications in the professional press, reflecting the main results of research on the study of motives for work, as well as the practice of motivating and stimulating personnel;

Sociological methods in conducting research on work motivation.

1.Theoretical aspects of employee motivation

The entire management system of an organization is built on the desire to achieve set goals, and this requires coordinated work, cooperation between governing bodies and ordinary employees, which is achieved through effective staff motivation.

First of all, labor productivity depends on the degree of interest in fulfilling one’s duties. It is the management system that is responsible for ensuring that the work activities of personnel are as effective as possible for a given organization in specific conditions. In this case, the main tool is employee motivation. Effective management is impossible without understanding human motives and needs and correct use incentives to work.

Motivation is a powerful control lever. Motivation is an internal state that encourages, directs and maintains a person’s desire to achieve a certain goal.

Professional motivation is the employee’s desire to satisfy needs (obtain certain benefits) through work.

Thus, staff motivation is the most important factor in the effectiveness of their work, and as such it forms the basis of the labor potential of each employee, that is, the entire set of properties that influence his work activity.

Personnel motivation, as one of the most important management functions, in modern conditions, should become a lever for the most effective achievement set high goals. That is why, today, the manager needs to determine the most optimal methods of motivating staff to successfully accomplish the intended tasks.

Motive is central to motivation. The motivation for activity is generally associated with the need-motivational sphere. Due to the connection with the need, the motive performs the function of inducing a person to activity and gives meaning to individual actions, goals and conditions for their achievement.

Motive is a person’s motivation to act.

Motif (from the French motif - motif; lat. moveo - factor) in the broadest sense of the word is the motivating reason, the basis, the reason for any action or behavior of a person, caused by his interests and needs.

The concept of labor motive includes:

–the need that the employee wants to satisfy;

–a good that can satisfy this need;

– labor action necessary to obtain a benefit;

– price - costs of a material and moral nature associated with the implementation of a labor action.

Motives for work are formed before the start of professional work. A person learns the values and norms of work morality and ethics, which lay the foundations for his attitude towards work. The motive is “inside” a person, has a “personal” character, depends on many factors external and internal to the person, on the action of other motives that arise in parallel with it. Motives are transformed depending on the characteristics of employees, assigned tasks and time.

Satisfaction with work is caused by two series of factors: those inherent in the labor process itself (professional) and external to the labor process.

The first group of factors includes:

1) the opportunity to communicate;

2) diversity in work;

3) awareness that work is necessary for society;

4) manifestation of independence;

The second group of factors includes:

1) good work organization;

2) business relationships between employees;

3) fair treatment of managers;

4) attention of the management when assessing the performance of each employee.

The manager's task is to understand what motives are dominant among key employees of the enterprise in order to give them the opportunity to satisfy their needs in exchange for effective work. A manager must have several areas in stock in which he can motivate his employees.

Here are some of them:

Rice. 1 Methods of disciplinary action

This means that the effectiveness of disciplinary action depends on its strength, time of application, choice of conditions of punishment or reward. By correctly selecting all four factors, a manager can achieve maximum results, but if the boss acts spontaneously without thinking through it, the effect of his influence will be minimal, or even negative.

In addition, the manager can increase the motivation of employees to work by increasing the level of remuneration, providing them with the opportunity for self-realization or career growth, expressing recognition to them from management, etc.

Rice. 2 Appeal to meaningful employee incentives

According to psychologists, the optimal ratio of reward and punishment should be approximately 3:1, that is, you should praise your subordinates several times more often than scold them. At our enterprises, unfortunately, the opposite relationship is observed. Most Russian leaders are still much better at using methods of punishment and threats, while the range of their means of positive motivation (especially moral) is very narrow. In fact, there are enough opportunities to stimulate the work of staff: what was said at the right time “ kind word", gratitude, certificate of honor or diploma for the best employee of the unit, corporate events and much more.

Moral stimulation includes praise, gratitude in an order, a certificate, etc. You can inspire staff in dozens of ways, for example, public praise for every achievement. You should not be afraid to overpraise an employee for good work. Firstly, there can never be too much praise, and secondly, a kind word in any case will cost you less than the smallest bonus for the additional profit brought by this employee.

Competition is a special and quite effective form of moral stimulation. It can be organized both between individual employees and between entire departments in the enterprise. In the latter case, the final effect of competition increases, since in addition to increasing labor productivity, team cohesion also increases. At the same time, researchers show that when organizing competitions, the individual characteristics of workers should be taken into account. Persons with a strong nervous system are more stimulated by a competitive environment than those with a weak nervous system, especially if these are very important competitions.

The system of negative material motivation includes a fine, a decrease in salary, demotion, and the system of moral negative motivation includes a remark, an order and an entry in the work book.

Table 1 Reasons for staff demotivation and ways to correct it

Reasons for decreased motivation

1. Violation of an unspoken “contract” - a discrepancy between the promises that are given to an employee when hiring, and the reality that he faces.

2. Not using employee skills that he values. Ignoring his ideas and initiatives.

3. Lack of a sense of involvement in the activities of the organization.

4. Lack of tangible results in work.

5. Lack of recognition of achievements from management.

Give as much truthful information as possible during the hiring process.

Provide the person with opportunities to demonstrate the maximum of their abilities, creativity and initiative.

Involve employees in the activity planning process. Organize their participation in corporate events.

- “Dilute” routine work with short-term projects that give tangible results. For long-term work, identify intermediate milestones that should be rewarded.

Rejoice at the victories of your employees, encourage their activity and achievements.

2. Research and analysis of employee behavior motivation at the enterprise

To analyze the motivation of workers' behavior, a survey was conducted of 132 working people living in the Oktyabrsky district of Ulan-Ude (Appendix 1).

Based on the survey results, charts were developed, which show that out of 132 respondents, 72% of respondents were women and 60% of men. Age ranged from 18 to 60 years, with residents aged 20 to 30 more actively answering questions. When surveying residents, it turned out that 69% would prefer monetary incentives, 20% would prefer social incentives in the form of advanced training, prestige, 11% would prefer moral incentives, 11% would prefer creative incentives in the form of self-expression, and 8% would prefer non-monetary incentives, which includes free food, travel expenses, insurance, etc. (Appendix 2).

At the same time, non-monetary incentiveswas not declared highly, but was noted as significant in the formation of self-esteem.

To the question “What do you value most in your work?” There were no strong divisions, so 28% value the benefit their work brings to the company, 27% value the level of wages, 25% valuethe opportunity to demonstrate what I know and can do, 20% do not particularly value anything, it’s just that the work is already familiar, 12% value independence in decision-making (Appendix 3).

As a result of the study, a number of factors influencing job satisfaction were identified:

1. personal responsibility

2. prestige of the position

3. operating mode

4. comfort of the premises

But the survey also identified factors that negatively affect job satisfaction:

1.physical fatigue

2. nervous tension

3. monotonous work

4. too high a pace of work and changes in operations

Therefore, in order to effectively stimulate workers to work productively, you need to know what is of greatest importance to people. You can determine the most important motives influencing their activities:

· High wages corresponding to the efforts expended;

· Prospects for career growth;

· Good relationships with management and work colleagues;

· Comfortable working conditions;

· Positive emotions associated with work (the opportunity for self-realization, recognition of the employee’s professionalism, passion for work, the ability to make independent decisions, freedom of creativity, etc.)

Let us note that when organizing a system of motivational influence on personnel, the manager must remember that any motivation loses its power over time, so it is necessary to diversify methods and techniques. Accordingly, the head of an enterprise must know at least two dozen ways to motivate his employees.

To summarize the above, we can conclude that the motivation of workers’ work activity depends not so much on the labor process itself, but on communication connections and opportunities for self-realization.

Conclusion

Motivation is a key condition that determines the success and effectiveness of his professional activities.

Motivation - stimulation to activity, the process of encouraging oneself and others to work, influencing human behavior to achieve personal, collective and social goals

The tasks of motivation include:

1) developing in an employee of any organization an understanding of the importance of work motivation;

2) training employees in psychological intra-organizational behavior and communication;

3) training of management personnel in intra-organizational behavior and communication;

4) the formation of all managers of democratic approaches to personnel management using various innovative methods motivation.

The use of motivation techniques should be comprehensive, combining methods of administrative, economic, socio-psychological influence, then the managerial influence on teaching activities will be effective.

The main methods of moral stimulation that can be used:

Recognition for a job well done - praise, increased status.

Articles in the media and publication of information about achievements.

Organization of professional skills competitions.

Honor boards.

Gifts from the institution.

Professional loyalty.

Rewarding with letters of gratitude.

Thus, to motivate staff it is possible to use different ways and means of motivation. An effective motivation system should include both material and non-material incentives, taking into account the specifics of personnel activities, socio-economic realities and personal characteristics.

The implementation of the proposed recommendations will increase staff motivation, implement a set of conditions for the manifestation of activity, initiative, responsibility, and create an atmosphere of cooperation. This will facilitate the transition of enterprises to an innovative path of development.

The results of the study do not claim to be exhaustive. However, being based on an analysis of experience modern management by staff, on understanding the specifics of motivation for the work activity of employees, they can serve as a real contribution to the development of motivation for work activity.

Bibliography

Lukash, Yu.A. Motivation and effective personnel management / Yu.A.Lukash. – M.: Finpress, 2012. – 208 p.

Odegov, Yu.G. Personnel Management. Efficiency mark: Tutorial for universities / Yu.G. Odegov, L.V. Kartasheva. – M.: Exam, 2012. – 256 p.

Potemkin, V.K. Personnel management: a textbook for universities / V.K. Potemkin. – St. Petersburg: Peter, 2013. – 432 p.

Samukina, N.V. Effective motivation of personnel with minimal financial costs / N.V. Samoukina. – M.: Vershina, 2008. – 224 p.

Shapiro, S.A. Motivation and stimulation of personnel / S.A. Shapiro. - M.: GrossMedia, 2015. - 224 p.

Vikhansky O.S., Naumov A.I. Management: Textbook. – M.: Infra-M., 2011.-576 p.

Goncharov V.I. Management: Textbook. - Minsk: Modern School, 2011. - 635 p.

Ilyin E.P. Motivation and motives. - St. Petersburg. Peter, 2011.-512p.

Annex 1

Anketa

“Determination of an employee’s work motivation”

female

male

Your age:

18-20

20-30

30-40

40-50

50-60

Over 60

What do you value most in your work:

I decide for myself what and how to do

She gives me the opportunity to show what I know and can do.

I feel useful and needed

I get paid relatively well for it

I don’t particularly value anything, but this work is familiar to me

How would you like to be encouraged to work in the organization?

Monetary incentives (salary, bonus, etc.)

Non-monetary (food, transportation, insurance, etc.)

Social (prestige, qualification growth, etc.)

Moral (awards, respect from colleagues, etc.)

Creative (opportunity for self-expression and self-improvement)

Appendix 2

Appendix 3

Motivation of behavior in the process of work

As the needs, values, motivation and satisfaction change during the work process, the employee’s work behavior also changes.

An important link in the holistic process of self-realization as a process of development of an employee’s labor potential is the individual’s self-regulation of complex behavioral acts that are part of labor behavior. By self-regulation we will understand this form of regulation of labor behavior, which is aimed not at the outside world, but at oneself. Self-regulation involves including the results of self-realization as indicators of necessity and direction of activity. Moreover, this involvement is present at all stages of work, from its motivation to the evaluation of results.

This area of socio-psychological research should be of a monitoring nature, since its results influence all aspects of the life of the team (the success of adaptation, motivation and other work processes) and the management activities of managers. Here, the problem field of analysis is quite large and covers a wide range of a person’s relationships to various aspects of his life and professional employment. Value orientation determines the tactics and strategy of individual behavior and the goals of activity. The study of these parameters must be considered in the totality of physical and spiritual abilities that can be used in the labor process.

The quality of work life can be improved by changing any organizational parameters that affect people. This includes decentralization of power, participatory leadership, education, leadership development, promotion management programs, and training employees in more effective communication and team behavior. All these measures are aimed at giving people additional opportunities to satisfy their active personal needs while increasing the efficiency of the organization. From the successful management of interconnected system-forming processes of labor motivation

Psychological theories. The field of personnel management uses a range of psychological sciences and methods. The findings of general psychology are important for understanding the nature of personality, taking into account the specific character, mentality, value orientations of employees, their perception of incentives, etc. Psychological theories of behavior, primarily behaviorist concepts, form the methodological basis of theories of motivation. Psychoanalysis is used to evaluate personnel during the testing process. Social Psychology explains many aspects of group behavior, leadership, cohesion, conformity, formal and informal communications, etc. Communication psychology is used to establish optimal interpersonal communications from the point of view of organizational goals. Labor psychology provides information about the mental component of work activity. The findings of various branches of psychological knowledge are taken into account in the process of educational and educational work.

Driven by needs, driven by motivation, employees are looking for activities that would best meet their expectations. These searches and expectations are constantly adjusted by the external environment, conditions for achieving what is desired, changing circumstances, stimulating influences, and employee self-esteem. In essence, incentives on the part of the enterprise should offer the employee such forms of satisfying needs that would be within the capabilities of the enterprise, would contribute to the manifestation of such labor behavior that the enterprise requires, and at the same time, meet the employee’s expectations. All

Motivation is one of the main functions of modern management, aimed at increasing the efficiency of the organization’s personnel.

The function of motivation is that it influences the organization’s workforce in the form of incentives for effective work, social influence, collective and individual incentive measures. These forms of influence activate the work of management subjects and increase the efficiency of the entire management system of the organization.

The essence of motivation is that the company’s personnel perform work in accordance with the rights and responsibilities delegated to them, in accordance with the management decisions made.

Structure of labor motives

Motive- this is a conscious motivation to achieve a specific goal, understood by the individual as a personal necessity.

Labor motive- this is a direct motivation of the employee to activity (work), associated with his satisfaction needs.

The motive for work is formed only in the case when labor activity is, if not the only, then the main condition for obtaining benefits. Great importance for the formation of work motives is an assessment of the likelihood of achieving goals. If receiving a benefit does not require special effort or if the benefit is very difficult to obtain, then the motive for labor most often does not form.

The formation of a labor motive occurs if the subject of management has at his disposal the necessary set of goods that corresponds to the socially determined needs of a person. To obtain benefits, the personal labor efforts of the employee are required. Labor activity allows the employee to obtain these benefits with less material and moral costs than any other type of activity, and brings him greater satisfaction.

The group of leading motives that determine employee behavior is called the motivational core (complex), which has its own structure and depends on the specific work situation.

The motives for work are varied. They differ

Ø according to needs which a person seeks to satisfy through work,

Ø for those benefits that a person needs to satisfy his needs,

Ø at that price what the employee is willing to pay to obtain the desired benefits.

What they have in common is that the satisfaction of needs is always associated with work.

Several groups of labor motives can be distinguished, which together form a single system.

These are the motives of the meaningfulness of labor, its social usefulness,

Ø status motives associated with public recognition of the fruitfulness of work activity,

Ø motives for obtaining material benefits,

Ø motives focused on a certain intensity of work.

The benefit becomes a stimulus for labor if it forms the motive for labor. The practical essences of the concepts “motive of labor” and “stimulus of labor” are identical. In the first case, we are talking about an employee striving to obtain a benefit through work (motive). In the second - about the subject of management, which has a set of benefits necessary for the employee, and provides them to him under the condition of effective work activity (incentive).

Motives for work can be divided into social and biological.

TO social can be attributed: collectivism (the need to be in a team), personal self-affirmation, the motive of independence, the motive of reliability (stability), opposite to the previous one, the motive of acquiring new things (knowledge, things), the motive of justice, the motive of competition, which is genetically inherent in every person.

Biological motives correlate with primary physiological needs.

An important factor of a personality is the system of its needs, motives, interests, that is, what determines the reasons for a person’s behavior and helps explain the decisions made.

Individual need- this is the awareness of the absence of something that causes a person to take action. Need is a state of a person, which is the source of his active activity and is created by the need that he feels in relation to the objects necessary for his existence.

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NOU VPO Institute of Business Management and Law

College of Rational Learning

Coursework on the topic:

"Motivation of behavior in the process of work"

in the discipline "Human Resources Management"

Completed by: stud.gr. K3M1

Mamedova K.Sh.

Checked: Ken. Tagaev A.V.

Rostov-on-Don

INTRODUCTION

1. THEORETICAL FOUNDATIONS OF THE SYSTEM OF MOTIVATION OF STAFF OF THE ORGANIZATION

2. ANALYSIS OF THE CURRENT MOTIVATION SYSTEM AT IP “DERANOVSKY”

2.1 Characteristics of the enterprise IP Deranovsky

2.2 Economic activity IP Deranovsky

2.3 Features of building a system of payment and labor incentives at IP Deranovsky

3.1 Study of job satisfaction of employees of IP “Deranovsky”

3.2 Development of an action plan to improve labor motivation of employees of IP “Deranovsky”

CONCLUSION

LIST OF REFERENCES USED

INTRODUCTION

The formation of a market economy in Russia creates conditions under which the importance of the human factor in production and business increases: knowledge, experience, and skills of workers become the main source of efficiency and competitiveness of business organizations.

Today, workforce motivation is one of the important strategic directions of enterprise development. Motivation is aimed at the most efficient use abilities of employees in accordance with the goals of the enterprise and society, by creating a creative workforce capable of change, development and renewal.

To ensure effective work of staff, it is necessary to create an atmosphere of constructive cooperation in which each member of the team is interested in the fullest realization of their abilities. Creating such a socio-psychological atmosphere is the most difficult task of personnel management. It is solved on the basis of developing a motivation system, assessing labor results, and choosing a management style.

Given the current economic situation in Russia, the topic of this graduation project is relevant, since among the complex of management problems, the problem of improving the company’s personnel management plays a special role. The objective of this area of management is to increase production efficiency through comprehensive development and intelligent application creative forces person, increasing the level of his qualifications, competence, responsibility, initiative.

The key place is occupied by identifying ways to increase productivity, ways to increase creative initiative, as well as stimulating and motivating employees.

The results-oriented leader consciously bases his activities in managing individuals and groups on a thoughtful idea of \u200b\u200bthe person, which he strives to constantly develop.

The appearance of a modern manager is determined by ideas about work and the resulting motivation systems and employee attitudes to work. Changing ideas about the content and nature of work, free time and quality of life place new demands on personnel management. Personnel training and ongoing education are becoming increasingly important. The relevance of training management personnel at all levels is especially increasing.

At the present stage of development of entrepreneurship in Russia, the topic course work is relevant and very important, since human resources are the most decisive factor in the success of any business.

Based on the above, in this diploma work the main theoretical issues of the mechanism of personnel management through motivation are considered, and also covered important aspects motivational process and methods of influencing the human resources of the organization.

The purpose of the course work is to analyze the influence of the labor motivation system on the behavior of workers (using the example of IP "Deranovsky"). To achieve this goal, the following tasks were set:

1. consider the essence and content of the concept of motivation in an enterprise;

2. characterize the methods of motivational influence on the organization’s labor resources;

3. assess the financial and economic situation at IP “Deranovsky”

4. analyze the current system of labor incentives at IP “Deranovsky”;

1 . THEORETICAL FOUNDATIONS OF THE SYSTEM OF MOTIVATION OF ORGANIZATIONAL STAFF

1.1 Content of the concept “motivation system” ”

Motivation is a process that begins with a physiological or psychological deficiency or need that activates behavior or creates an impulse aimed at achieving a specific goal or reward. Thus, the key to understanding the process of motivation lies in the meaning of the words “needs”, “motivation”, “reward” and in the relationship between them.

The motivation system is a complex of material and non-material incentives designed to ensure high-quality and productive work for employees, as well as to attract the most talented specialists to the company and retain them. In other words, Blinov A.A. Motivation of personnel of corporate structures // Marketing.- 2010.- No. 1. - P. 88..:

· attract the right employees;

· involve and reveal their potential;

· retain productive employees.

The personnel motivation system is a rather pressing issue for many companies. There is an expression: the ideal employee does not exist, only his functions are performed. However, this does not happen, since we work with ordinary living people, each of whom is different, with their own beliefs, views on life, etc. Therefore, it is not easy to ensure that each of these people does what is required for the company. There is no clear solution on this issue; there are only a number of principles, for example, an individual approach, the connection of labor results with rewards. In world practice, a number of components have gradually developed that make it possible to achieve the necessary motivation of personnel.

The motivation system is formed by constant and variable elements of remuneration, benefits and non-material motivation factors.

First, we will talk about the permanent part of the motivation, in other words, the salary. It is paid to the employee regardless of the results achieved. It is often formed on the basis of grades, that is, a certain scale in the form of a rank grid, which exists in government institutions to this day. Each position is compared with a certain grade, this is done according to several objective criteria, for example, financial responsibility, total number subordinates, etc. Grades allow you to create a feeling of fairness of remuneration. However, it rarely happens that a person will try very hard to get a salary. This is how rewards are used. Ashirov D.A. Personnel Management. - M.: TK Welby, Prospekt Publishing House, 2009. - P. 139.

Variable remuneration can be bonuses, interest, bonuses, etc. Receiving remuneration mainly corresponds to the employee’s work results; such a personnel motivation system must be connected in order to expect a good result from the employee. There are several ways to determine variable remuneration. The first method is called “from the master’s shoulder.” It can often be found in small companies to encourage a distinguished employee, however, in large companies it is difficult to build a system based on it, thus it is not effective in them. The next way is based on key performance indicators. For positions and departments, comparable performance indicators can be determined (this could be sales volume, the number of new clients, etc.). The indicators are regularly measured and the bonus is mathematically calculated. The system is very simple and understandable. Another way is based on competencies, for example, teamwork, loyalty. They are measured through employee surveys, and remuneration is based on them.

For non-material motivation, the following components can be distinguished:

· social politics;

· corporate culture;

· communication;

· competition.

Corporate culture is a set of elements that provide motivation to employees without any monetary payments, creating a favorable climate for work

The basic elements of corporate culture include A.A. Blinov. Motivation of personnel of corporate structures // Marketing. - 2010. - No. 1. - P. 91.:

· company mission (general philosophy and policy);

· basic goals (company strategy);

· the company's code of ethics (relations with clients, suppliers, employees);

· corporate style (color, logo, flag, uniform).

Non-material motivation is usually often neglected. However, this is not prudent, since this system of personnel motivation allows both to save the company money and to give the employee something that cannot be purchased with money.

In general, the motivation system should reflect the development prospects of the enterprise, since motivation implies goal-directed behavior and is determined by it.

It is obvious that a well-planned motivational system that operates sustainably at all personal levels is one of the main factors that guarantees the effective functioning of the organization.

Setting up a motivation system is a complex process, since analysis of company practices does not allow us to identify a universal motivator. During this process, depending on the initial diagnosis of the company, one or another motivation method is used

Possible methods of motivation include:

1.Fair monetary compensation

In order for a pay system to work effectively, it must meet the following requirements: there must be a clearly defined relationship between reward and effort expended, performance evaluation methods must be generally accepted as fair and consistent

That is, financial motivators (bonuses, bonuses, commission schemes) only work when there is a connection between effort and reward, and the value of the reward corresponds to the effort.

2.Granting authority and responsibility

To properly implement this method, employees must be able to control key processes in the performance of their duties in the context of an overall transparent structure of activity. This opportunity is based on obtaining information about the goals and mission of the organization, its history and market; about the goals of the department/division where the employee works; his job description, informal information about the organization (must correspond to information received formally)

3.Awakening interest in work

People as professionals want to have interesting work and see the results of their efforts. There is no clear way to measure interest in work, just as there is no simple and accessible solution to how to make work interesting. Indicators can include surveys, staff rotation and turnover, absence rates, evaluation analysis, etc.

4. Opportunity for personal growth

Interesting work remains so until a certain point; growth and development are necessary, and, accordingly, new knowledge. Employees must be aware of the steps they need to take for career and professional growth, as well as have the opportunity to gain new knowledge.

5. Formation of devotion/loyalty to the organization (Commitment)

By definition, a "commitment" consists of three components:

· awareness of the company's goals and values;

· desire to belong to the organization;

· desire to make efforts for the benefit of the organization.

Loyalty comes from the leader and the goals he expresses. Leaders who have ideas about the desired future of the organization, clearly define the company's goals and values, are able to lead employees in a given direction and provide them with the resources to complete tasks. Motivation and productivity are higher when specific goals are defined, when goals are difficult but achievable. Employee participation in goal setting as a means of reaching agreement, as well as feedback, are important.

6.Formation of a spirit of cooperation and corporate culture

The goal in this context will be to create a motivational climate, emphasizing and promoting the company's norms and values. Working in a team of like-minded people can turn individual efforts into amazing success. Difficult tasks are sometimes only possible to complete collectively.

In conclusion, we note that motivational incentives only work if both external and internal motivators are systematically used, their interrelation and taking into account the individual characteristics and needs of personnel

1.2 Methods of motivating staff

Methods of motivating personnel can be very diverse and depend on the elaboration of the motivation system at the enterprise, the general management system and the characteristics of the activity of the enterprise itself.

There are the following methods of motivating effective labor behavior Ilyin E.P. Motivation and motives. Masters of Psychology. - St. Petersburg: Peter, 2008. - P. 39.:

· material incentives;

· organizational methods;

· moral and psychological.

The most common form (method) of material motivation is an individual bonus. It is advisable to pay it once a year, otherwise it will turn into wages and lose its motivating role. It is advisable to determine in advance the bonus percentage at the end of the year and adjust it in accordance with the employee’s achievements. The size of the bonus should, as a rule, be at least 30% of the basic salary (according to F. Taylor), while at the lowest level of management the bonus should be 10-30%, at the average 10-40%, at the highest 15-50%.

The effectiveness of bonuses is largely determined by the correct choice of indicators, their differentiation depending on the role and nature of the departments, the level of positions, focus on real contribution and final results, and the flexibility of criteria for assessing employee achievements.

Satisfaction with material remuneration and its fair level motivates people’s initiative, forms their commitment to the organization, and attracts new employees to it.

Although labor in our country, unlike highly developed countries, is today considered mainly only as a means of earning money, it can be assumed that the need for money will grow to a certain limit, depending on the standard of living, after which money will become a condition for normal psychological condition, preservation of human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others may become dominant. It is very important for a manager to be able to recognize the needs of employees. The need of a lower level must be satisfied before the need of the next level becomes a more significant factor determining human behavior Kibanov A.Ya. Fundamentals of personnel management - M.: INFRA-M, 2005. - P. 205..

Of course, no system of material remuneration can fully take into account the nature and complexity of work, the personal contribution of the employee and the entire volume of work, since many labor functions are not recorded at all in regulations and job descriptions.

Needs are constantly changing, so you cannot expect that motivation that worked once will be effective in the future. With the development of personality, opportunities and needs for self-expression expand. Thus, the process of motivation by satisfying needs is endless.

As noted, in addition to economic (material) methods of motivation, there are non-economic ones, namely: organizational and moral-psychological.

Organizational methods of motivation (motivation) include:

· participation in the affairs of the organization (usually social);

· the prospect of acquiring new knowledge and skills;

· enriching the content of work (providing more interesting work with prospects for job and professional growth).

Moral and psychological methods of motivation include Kibanov A.Ya. Fundamentals of personnel management - M.: INFRA-M, 2005. - P. 207:

· creating conditions conducive to the formation of professional pride, personal responsibility for work (the presence of a certain amount of risk, the opportunity to achieve success);

· the presence of a challenge, providing opportunities to express oneself in work;

· recognition (personal and public) (valuable gifts, certificates of honor, Board of Honor, etc. For special merits - awarding orders and medals, badges, conferring honorary titles, etc.);

· high goals that inspire people to work effectively (any task should contain an element of challenge);

· atmosphere of mutual respect and trust.

A unique comprehensive method of motivation is promotion. However, this method is internally limited, since, firstly, the number of high-ranking positions in the organization is limited; secondly, career advancement requires increased retraining costs.

In management practice, as a rule, they simultaneously use various methods and their combinations. For effective management motivation, it is necessary to use all three groups of methods in enterprise management. Thus, the use of only power and material motivations does not allow mobilizing the creative activity of staff to achieve the goals of the organization. To achieve maximum effectiveness, it is necessary to use spiritual motivation.

The above classification scheme for stimulation methods is classic. In modern management, other groups of incentive methods are also used. All stimulation methods can also be grouped into the following four types:

1) Economic incentives of all types (salary in all its varieties, including contractual, bonuses, benefits, insurance, interest-free loans, etc.). The success of their impact is determined by the extent to which the team understands the principles of the system, recognizes them as fair, the extent to which the inevitability of reward (punishment) and work results, and their close connection in time, is observed.

2) Management by objectives. This system is widely used in the USA and provides for the establishment of a chain of goals for an individual or group that contribute to solving the main task of the organization (achieving certain quantitative or qualitative levels, improving the qualifications of personnel, etc.). Achieving each goal automatically means a salary increase or other form of reward.

1) Labor enrichment - this system largely refers to non-economic methods and means providing people with more meaningful, promising work, significant independence in determining the work schedule, and using resources. In many cases, this is added to by an increase in wages, not to mention social status.

2) The participation system currently exists in diverse forms: from broad involvement of the team to decision-making on critical issues production and management (Japan) to participation in ownership by purchasing shares of one's own enterprise on preferential terms (USA, England). Motives as internal motivations for the activity of individuals should be distinguished from external motivations - stimuli, that is, the effects of objective conditions that become motives if they become subjectively significant and meet the needs of the subject. A stimulus (lat. stimulus - a pointed stick that was used to drive animals, a goad) is an incentive, the effect of which is mediated by the human psyche, his views, feelings, interests, aspirations, etc.

2 ANALYSIS OF THE CURRENT MOTIVATION SYSTEM AT FE "DER"ANOVSKY"

2.1 Characteristics of the enterprise IP Deranovsky

IP "Deranovsky" was established in accordance with the current legislation of the Russian Federation.

The purpose of creation is to implement market relationships and make a profit based on meeting the needs of citizens and legal entities for manufactured products and goods, work performed and services provided in areas determined by the subject of activity.

The company is a legal entity from the moment of state registration, has an independent balance sheet, a current account in a banking institution, and is also an independent economic entity, acting on its own behalf as a plaintiff and defendant in court.

The organization's property is formed through:

· income from own activities;

· targeted deposits and entrance fees, which can be made both in cash and in property;

· other income not prohibited by law.

The supreme body of IP "Deranovsky" is the meeting of participants. The exclusive competence of the general meeting of participants includes:

· Determining the main directions of activity of IP "Deranovsky", as well as making decisions on participation in associations and other commercial organizations.

· Approval of annual reports and annual balance sheets.

· Making a decision on the distribution of the company's net profit among its participants.

· Approval (acceptance) of documents regulating the internal activities of the company.

· Appointment of an audit.

· Making a decision on the reorganization and liquidation of the company.

The executive body of the company is the General Director. The General Director can be elected from among the company's participants at a general meeting for a period of 5 years.

General Director of IP Deranovsky:

1. determines the main directions of the individual entrepreneur’s activities;

2. reviews current and future work plans;

3. determines the organizational structure of the company;

4. disposes of the property of the enterprise within the limits established by the general meeting, this charter and current legislation;

5. approves the staffing table of the enterprise’s employees;

6. hires and dismisses employees, including his deputies, chief accountant, and heads of departments;

7. approves contract prices for products and tariffs for services;

8. organizes accounting and reporting;

9. makes decisions on other issues related to the current activities of the organization.

The main activity is the wholesale and retail sale of spare parts, machines, mechanisms and accessories for grain and forage harvesters of the DON, NIVA, YENISEY families and other agricultural machinery, as well as air conditioners and components for them from various companies. There are many companies in this area that produce and sell agricultural machinery. The main largest competitors are: Yugtekhkomplekt, Bizon, Technocom.

The organizational structure is aimed, first of all, at establishing clear relationships between individual divisions of the organization, distributing rights and responsibilities between them. It implements various requirements for improving management systems, which are expressed in certain management principles.

IP Deranovsky has four main departments: accounting, personnel department, supply and sales department. There is also a warehouse and security service.

Each department performs strictly defined functions. Accounting keeps records and controls all business transactions of the enterprise, as well as analysis and planning of financial and economic activities.

The HR department is engaged in the selection and placement of personnel, training and retraining of employees of IP Deranovsky. Conducts activities on motivation, adaptation and work organization.

The sales department specializes in finding and expanding the customer base by telephone or via the Internet, identifying customer needs; provides information about new developments, assists the client in choosing a product; informs the client about technical specifications and the quality of products sold; Consults clients by telephone if necessary.

The procurement department deals with the supply of materials, analysis of suppliers and markets for raw materials.

At the enterprise in question, the number of employees is 38 people in 19 positions.

2. 2 Economic activity IP Deranovsky

Currently, the country's food industry is developing dynamically, many small, medium and large enterprises are being created, and, consequently, the market for the organization's products is growing. Individual Entrepreneur Deranovsky is negotiating the sale of assorted packaging products for the food industry.

From Table 2.1 it is clear that in this enterprise, IP Deranovsky, the main share in the sources of asset formation is borrowed capital, and its share increases every year, and its share, accordingly, decreases. (Table 2.1)

Table 2.1 - Analysis of the dynamics and structure of sources of capital of IP IP Deranovsky

In the process of subsequent analysis, the dynamics and structure of equity and borrowed capital will be studied in more detail, the reasons for changes in their individual components will be clarified, and an assessment of these changes for the reporting period will be given.

The data in Table 2.2 shows changes in the size and structure of equity capital: the amount and share of retained earnings increased significantly while the share of the authorized capital decreased. The total amount of equity capital for the reporting year increased compared to 2009 by 100 thousand rubles, or by 97%, and compared to 2008 by 90%. This increase occurred due to the capitalization of profits by 100 thousand rubles. (table 2.2)

Table 2.2 - Dynamics of the structure of equity capital of IP Deranovsky

The composition and structure of borrowed funds have a great influence on the financial condition of the enterprise, i.e. the ratio of long-term and short-term financial liabilities.

From table 2.3 it follows that in 2009 the amount of borrowed funds increased by 30,046 thousand rubles, or 202.89% compared to 2008, or by 38,383 thousand rubles. (593.06%) compared to 2007

Table 2.3 - Dynamics of the structure of borrowed capital of IP Deranovsky

Source of borrowed funds	Amount, thousand rubles.	Capital structure, interest
			change	change
Long-term loans
Short-term loans
Creditor. debt
including:
suppliers
to the organization's staff
to state extra-budgetary funds
on taxes
other loans
Other current liabilities

There have also been significant changes in the structure: the share of long-term loans decreased sharply in 2008 by 829 thousand rubles. or by 12.81 percentage points, but accounts payable increased sharply, in the structure of which the largest share is debt to suppliers (in 2009, 67.91 percentage points).

Thus, an analysis of the structure of own and borrowed funds is necessary to assess the rationality of forming sources of financing for the enterprise’s activities and its market stability. This is very important when determining a promising option for organizing finances and developing a financial strategy.

Also, the financial condition of an enterprise and its stability largely depend on what property the enterprise has, what assets the capital is invested in and what income they generate.

Information on the allocation of capital available to the enterprise is contained in the assets of the balance sheet. Each type of allocated capital corresponds to a specific balance sheet item.

In the process of analyzing the assets of the IP Deranovsky enterprise, first of all, changes in their composition should be studied and assessed.

Table 2.4 - Asset structure of IP Deranovsky

Enterprise funds

Fixed assets
Current assets
Total
Including:
non-monetary assets
monetary assets

Table 2.4 shows that during the reporting year, compared to 2008, the structure of assets of the analyzed enterprise changed slightly: the share of fixed capital (non-current assets) decreased by 14.58 p.p., and the share of current assets increased by 14.58 p.p. .p.. In connection with this, the organic structure of capital changed: in 2009 the ratio working capital to the main one is 5.07, and in 2008 - 2.22, which will help accelerate its turnover.

Monetary assets have an insignificant share in the total balance sheet currency, and during the reporting year their share increased by 6.19%

Non-current assets are investments for long-term purposes in real estate, intangible assets, etc.

From table 2.5 it is clear that during the analyzed period the amount of fixed capital increased by 60.3% (7422 / 4630 * 100-100), this was facilitated by a significant increase in the amount of fixed capital. The amount and share of unfinished construction has decreased, which should be assessed positively.

Table 2.5 - Composition and dynamics of fixed capital of IP Deranovsky

Enterprise funds

Fixed assets
Non-monetary assets
Construction in progress

Since the financial condition of the enterprise largely depends on the state of current assets, they require a more thorough analysis.

From the data in Table 2.6 it is clear that the analyzed enterprise is undergoing significant structural changes, which can be characterized as a sign of unstable operation of the enterprise.

Table 2.6 - Analysis of the dynamics and composition of current assets of IP Deranovsky

Source of borrowed funds	Availability of funds, thousand rubles.	Structure of funds, %
			change	change	change	change

including:
raw materials, materials, etc.
costs in work in progress
GP and goods for resale
Future expenses
VAT on purchased assets
Accounts receivable
Short-term financial investments
Cash

The financial condition of an enterprise and its stability largely depend on the optimal structure of capital sources (the ratio of equity and borrowed funds) and on the optimal structure of the enterprise's assets, primarily on the ratio of fixed and working capital, as well as on the balance of individual types of assets and liabilities of the enterprise.

Therefore, we will first analyze the structure of the enterprise’s sources of capital, and then assess the degree of financial stability and financial risk. For this purpose, we will calculate the following indicators, the calculation of which is given in Table 2.7.

Table 2.7 - Structure of liabilities (liabilities) of IP Deranovsky

Index		Indicator level	Change

Equity
Borrowed capital
Short-term financial liabilities
Long-term debt capital
Financial autonomy ratio	share of equity capital in the total balance sheet currency
Financial dependency ratio	share of borrowed capital in the total balance sheet currency
Current debt ratio	short-term financial liabilities/balance sheet currency
Long-term financial independence ratio	own and long-term capital/balance sheet currency
Debt coverage ratio with equity capital	equity/debt capital
Financial leverage ratio	debt capital/equity capital

From the data in Table 2.7 we can conclude that every year financial condition enterprises become less stable, as the level of financial autonomy ratios, financial stability and solvency becomes less every year. At this enterprise, IP Deranovsky, the share of equity capital tends to slightly increase, for reporting period it increased by 0.007%. Leverage increased by 77.18%. This indicates that the enterprise's financial dependence on external investors has increased significantly. Also, the increased standard for the ratio of borrowed and equity funds compared to other industries is explained by the fact that in this enterprise, IP Deranovsky’s capital turns over quickly, and the share of fixed capital is small.

The financial stability of an enterprise can be most fully revealed by studying the balance between the assets and liabilities of the balance sheet. When assets and liabilities are balanced across periods of use and cycles, a balance of inflows and outflows is ensured Money, and consequently, the solvency of the enterprise and its financial stability. In this regard, analysis of the financial balance of assets and liabilities of the balance sheet is the basis for assessing the financial stability of the enterprise, its liquidity and solvency.

The main source of financing of non-current assets, as a rule, is permanent capital (equity and long-term loans and borrowings). Current assets are formed both from equity capital and from short-term borrowed funds.

2.3 Features of building a system of payment and labor incentives at IP Deranovsky

Issues of work motivation are important for any organization, since it is believed that an effective employee is a highly motivated employee.

Individual Entrepreneur Deranovsky has a personnel incentive system that meets the current level of development of the organization and market conditions. It is based on methods of moral and material interest, which involve a set of measures aimed at increasing the labor activity of labor, its quality and the principles of career growth of employees.

Features of building a system of remuneration and labor incentives at IP Deranovsky are the clear recording in documents of functional responsibilities, goals and objectives of activities, a well-thought-out system of quantitative indicators - criteria for performance results.

To build a remuneration system, a thorough and detailed development of the bases is carried out: salary tariffication, ranking and classification of positions by complexity, responsibility and volume of work. Description of the workplace. The most well-known method of such a description is the employee’s job description. Workplace assessment. A detailed and thorough assessment of the workplace allows you to clarify the job profile, increase the level of fairness in remuneration, and streamline relationships in the team. For this purpose, a factor-criteria model is used to assess the complexity of the work of leading specialists and managers (Table 2.9).

Table 2.9. - Factor-criteria model for assessing the complexity of the work of leading specialists and managers at IP Deranovsky

Work complexity factor	Factor weight	Factor criteria	Significance of criteria
Degree of specialization		Homogeneous, highly specialized; Heterogeneous in individual sections of a certain sphere; Heterogeneous across the entire range of unit tasks
Degree of independence in performing work		Completing of the work: Under the direct supervision of the chief; In full accordance with instructions or under general guidance; Completely on your own
Degree of responsibility (depending on management level)		Responsibility: Only for your work; For the work of a group of employees; For the entire department team
Degree of novelty		Repeated regularly; Irregularly repeated; Starting again
Degree of creativity		Technical; Formal-logical; Creative

Classifying jobs allows you to determine the relative value of each employee in an enterprise. At IP Deranovsky, the most common classification method is used - ranking of jobs. The policy of this organization is reflected in the tariff system of remuneration. Each employee has his own rank and is assigned a coefficient, which is determined by the qualification commission. (Table 2.10)

Table 2.10. - Ranking of positions at IP Deranovsky

motivation stimulation labor employee

In addition to the categories, there are categories: managers of the 1st category, 2nd category and 3rd category. Thus, the tariff system reflects the level of employment, complexity and responsibility of the position.

Official salaries are based on the officially recognized minimum wage. On top of this, the employee receives bonuses depending on the performance of his work and the work of his department.

The enterprise strives to ensure that the lower limit of wages is equal to the subsistence level, and the upper limit is differentiated according to individual tasks and personal productivity. To do this, managers must know the requirements for various functions and the result of the work of their employees. In addition, the level of wages is influenced by the economic success of the entire enterprise.

Each employee is guaranteed:

· annual paid vacation;

· paid sick leave;

· free health care in case of a work injury or work-related illness.

All factors and methods affecting the productivity and productivity of employees can be divided into four main groups:

· Organizational factors;

· Rewards and punishments;

· Formation of relationships in the work group and between groups;

· Organizational culture: attitudes and values that operate in the organization and influence attitudes towards work, management, relationships with colleagues, subordinates, etc.

Each of these factors influences labor productivity through the use of certain tools and methods.

The administrative and organizational methods of influence in IP Deranovsky are:

· job descriptions;

· internal regulations for employees, which not only describe the responsibilities of employees, principles of relationships at all levels of management, norms of behavior, but are also a kind of “working directives”;

· employment contract between employee and employer;

· orders and instructions from senior management.

Based on the internal regulations for employees of IP Deranovsky, the administration of the organization, represented by the general director, has the right to reward employees for conscientious and effective work.

Incentives are announced by order of the organization, brought to the attention of the entire team and entered into the employee’s work book.

Employees who conscientiously fulfill their job duties are primarily provided with benefits for advanced training, job promotion, and assignment of ranks.

Also, the administration of the company can bring employees to disciplinary and financial liability in the manner established by the Labor Code Russian Federation and other federal laws.

In accordance with Art. 192 of the Labor Code of the Russian Federation, for committing a disciplinary offense, the manager has the right to apply legal measures, such as:

· Deprivation of bonuses provided for by the remuneration system.

· Deprivation of the right to vacation in the spring-summer period;

· Deprivation of other benefits provided by the employer.

The labor incentive system seems to grow out of administrative management methods, but does not replace them. Labor incentives are effective only if management bodies are able to achieve and maintain the level of work for which they are paid. The purpose of incentives is not to encourage a person to work at all, but to encourage him to do better and more than what is determined by the labor relationship. The employee must know what requirements are imposed on him, what reward he will receive if they are strictly observed, and what sanctions will follow if they are violated. Table 2.12 provides a system of reducing indicators in assessing the employee’s labor contribution to the overall results of work, applied at the enterprise in question, in case of violation of the requirements for the employee. Discipline always carries elements of coercion, limiting the freedom to choose behavior options.

Table 2.12. Decreasing indicators in assessing an employee’s labor contribution to the overall results of the organization’s work

The name of indicators	Quantification	Prim e desire
Refusals to a client due to the fault of an employee		For one case
Failure to comply with instructions and regulations		For one case
Failure to maintain cleanliness and order in the workplace and assigned area		For one case
Violation of labor discipline		For the month worked
Unauthorized leaving the workplace, being late for work		For the month worked
		Single case
Appearing at the workplace in a state of intoxication, drinking alcoholic beverages during working or non-working hours at the workplace, in office premises and on the territory of the organization. Detention when trying to bring alcoholic beverages into the territory of the organization.		Single case
Violation of public order rules		Single case
Failure to comply with operational and technological discipline		Single case
		Single case

However, the line between controlled and motivated behavior is conditional and fluid, since an employee with strong work motivation has self-discipline, the habit of conscientiously fulfilling requirements and treating them as his own standards of behavior.

Rewards and punishments make up only part of the opportunities that a manager can use to increase staff productivity. And yet they are the core around which the labor incentive system at the enterprise is built.

A developed reward system, implying a variety of reward methods, contributes to:

? Attracting qualified specialists;

? Stimulating labor productivity;

? Retaining groups of qualified specialists for the required period;

? Maintaining the company's competitiveness in the labor market by offering employees more favorable forms of incentives than in other companies.

3. DEVELOPMENT OF RECOMMENDATIONS FOR IMPROVING THE CURRENT M SYSTEMABOUTTITATIONS AT IP "DERANOVSKY"

3.1 Employee Job Satisfaction StudyIP "Deranovsky"

To form an effective personnel management mechanism based on encouraging employees to perform productive and creative work, a study of their needs, motives and values is required.

The work to create a labor incentive system is structured in this way: the organization has a personnel motivation system and the administration feels the need to change it. However, the idea of the desired incentive system is often based on a misconception about the real work motives of the staff.

First of all, it should be noted that any changes in the personnel motivation system in order to increase labor efficiency, including increasing wages, become ineffective for personnel within two months after introduction, since the effect of getting used to income is triggered. Therefore, before making recommendations for improving the incentive system for employees of an organization, you need to carefully study their motivational structure. This is especially true for managers, because for this category of employees of the organization it is not uncommon for the additional funds spent not only to not increase motivation, but often to weaken it.

Based on the behavioral approach, a study was conducted on ways to increase employee personal satisfaction in labor process motivating proactive taking on greater responsibility. That is, a method called the job characteristics system has been developed. It is based on the thesis that the desire to work and the degree of employee satisfaction are influenced by three main psychological parameters:

? The significance of this position in the employee’s mind, assessment of the importance and necessity of the work he performs;

? The degree of responsibility that an employee feels towards the results of his work;

? Regular assessment of the results of its activities.

The higher each of the parameters, the greater the desire to work. Employees of the organization have identified a number of factors that determine these parameters. Table 3.1 presents five characteristics of the importance of a work position, and Figure 3.1 shows the mechanism for motivating proactive work.

Table 3.1. - Characteristics of the significance of the job position

Characteristics	Significance degree
Breadth of skills required for this job	To what extent does the performance of a position require the employee to have a wide range of skills and abilities?
Awareness of your task as a whole, in all its completeness and completeness	To what extent does work in this position involve solving some major problems “from start to finish”, with obtaining the final result?
The role of the work performed in solving more general problems of the team	Does the work process have a significant impact on the lives and work of others within or outside the organization?
Independence	What is the degree of possible independence of an employee in determining his tasks, methods of solving them and his personal work schedule?
Feedbacks	Does the employee, as a result of performing his job duties, receive clear and concise information about the effectiveness of his work?

As follows from the table, a position looks more significant in the eyes of an employee if its use requires a wider arsenal of tools and gives the employee a clear sense of his objectively important participation in a common task (the final result) that he understands well.

Figure 3.1 contains four blocks - characteristics of the significance of the work position, psychological parameters, the results of the employee’s activities and the efforts necessary for his promotion. Since different people have different abilities and degrees of desire for something, it is important to take into account these individual differences, as they can influence the relationships shown by the arrows in the diagram. (Figure 3.1)

Figure 3.1. - Mechanisms for motivating proactive work

Independence has a direct relationship to a sense of responsibility. The more control over the work process, the stronger the sense of responsibility. An employee’s awareness of the results of his activities has a huge impact on the motivation of his work.

According to the study, if an employee has no desire to improve his qualifications, then none of the considerations given in table. 3.1 and in the specification of the work process of a manager involved in personnel management issues are not relevant.

An employee's work behavior and personal satisfaction are in harmony if the employee and his job are a good fit. In tab. Table 3.2 shows what the results are with different degrees of relationship between work and employee. (Table 3.2)

Table 3.2. - Relationship between work and employee

Degree of increase in labor productivity	How great is the employee’s desire to increase the productivity of his work?

Productivity increases	Mutual correspondence 1. High quality work 2. High satisfaction 3. Rare cases of absenteeism and low staff turnover.	Mutual inconsistencyTvie 1. The worker is overloaded and confused about his work. 2. The quality of work is low 3. Frequent absence from work and large rotation of personnel.
Productivity is not increasing	Mutual inconsistency 1. The employee feels that not all of his capabilities are being used 2. Low job satisfaction 3. Frequent cases of absenteeism and high staff turnover	Mutual correspondence 1. The desire to work can be created by monetary motivation for those who lack internal incentives 2. High quality work

The design of the work process affects the employee’s attitude towards his work. The workflow itself is so important that it needs to be well thought out. And since by its nature this process is dynamic and changeable, it should be built in such a way that, if necessary, it is modified, that is, adapted to each specific situation.

A study was also conducted to identify the main motivational factors that are the most effective in stimulating the work activity of employees.

The purpose of the survey was to investigate job satisfaction, the level of work activity, the main factors that influence work activity and the degree of importance of various job characteristics for employees. As a result of sociological research, the following structure of ranks of labor values can be constructed according to their significance and possibility of satisfaction, on the basis of which a system of incentives for employees of the organization is then developed. (Table 3.3)