Esimkhan G. E., Janbosinova N.M.

Kostanay State University named after Achmet Baitursynov

Motivation and its place in the process of activizationof the company's personnel

It’s not simply to determine true motivations that make people work to give maximum effort. They are extremely complicated.Simplistically, in management theory allocated such bases which are necessary for human participation in labor activity:

· there is need to work,

· objective (physiological) opportunities,

· availability of professional qualifications and abilities,

· availability of motivation.

In considering employee motivation it is assumed that he has the first three conditionsof participationin labor activityin a varying degree, as these conditions are difficult to initiate or control themfrom the side.Thus, manager's task is to manage thefourth factor of using motivationto the person, in principle, willing and able to work.In the most general form the motivation of people to work can be represented as a set of internaland external forces towards the person that are continuouslyinfluencing it encourageto committhose or other actions.Herewith the connection between these forcesand specific human actionsdefined in a very complex systemof interactionsfor each individual person, so different people can completely react differently to the same impacton the part of equal forces, i.e. influence on the motivation of a particular person depends on many factors and individually.Realizing the above, we can give a more detailed definition of motivation. Motivation is combination of internal and external driving forces that motivate people to work, defining boundaries, shape, degree of intensity of activity, the level of expenditure of effort, diligence, integrity, perseverance and giving it focus, focus on the achievement of certain goals.

The study of motivation you need to solve many practical problems.Knowledge of the motivational process, human needs, promotion, etc. many years, is widely used in practice.And, above all, these questions are interested by managers who engagedin personnel management of a firm, whom it is very important to know the motives of people and groups in order to actively applythis knowledge in their daily work to revitalize the company's personnel, to improve the efficiency of labor collective.

Considering the question of which aspects of human labor activityinfluences motivation, include the followingcharacteristics of:

1) Force.Spendingvarious efforts, person can perform the same work. He can act in full force,spending all his possibilities, and perhaps half-heartedly.

2) Effort.One worker can be indifferent to the quality of his work, while another may strive to fulfill all the best, not trying to avoid difficulties in the resolution, is committed to improving skills.

3) Perseveranceis shown in aspirationto continue and developstarted business. Often there are people who lose interest instarted business very quickly. And even if they had a good performance at the beginning, loss of interest and lack of perseverance will lead to the fact that they unjustifiably reduce efforts and diligence, doing the work at a much lower level compared to their actual capabilities.

4) Initiative means that the employee is able to independently make and implement decisions to achieve its goals, without waiting for instructions manual for any occasion.

5) Conscientiousness in the performance of the employee's work involvesrequirements and regulatory compliance, and for many types of work it is very essential condition for their successful implementation.

6) Directionality to achieve certain goals(personal and corporate)acts as a major characteristic of human labor.Using the methods of motivating the manager should be able to ask direction of subordinates on the implementation of certain objectives.

Activism of workers implies that the work they performed diligently, with the expenditure of required effort, persistently and with the manifestation of the initiative.The concept of "revitalization" as increasing its intensity, involves the development of staff in the first four components, which characterize the activity of the worker: efforts, diligence, perseverance and initiative.All of them can be formed with techniques and methods of motivational management,which proves once again the close relationship of motivating activitieswith the activity offirm personnel.

Initially, the growth of active workers, the results of his work increased. Later, in a certain range of activity results remain stable (rather high) level. This stage is called the optimal range of activity when achieved the best possible results. When excessive activity of labor, when it begins to exceed the boundaries of the optimal range, the performance gradually begin to deteriorate. This is due to many reasons , the most obvious of which are the following : the intensity of labor exceeded the maximum supported by the available equipment and technology , the level of physical and moral costs of employees are not compensated in the existing organization of disaster recovery system , an inevitable physiological fatigue accumulates workers. In the management of great importance is also given to the extent that the activity staff. At the level of satisfactory behavior employees reach this degree of activity and work efficiency , which is the minimum acceptable from a management perspective . Some of the staff here successfully balances between the desire to reduce labor activity and at the same time to avoid trouble. Some managers prefer to motivate staff to work on such a level. If the level of activity characterized by the level of excellent staff behavior (is the upper scales of activity), work for the people is a welcome part of life that brings achievement of objectives and the satisfaction of labor

List of used literature

1.Meskon MH, Albert M., Hedouri F. Fundamentals of Management: - M: Business, 2002. - 704.

2.Agaptsov C. A Mordvintsev A.I. Fomin PA Work motivation as a factor in increasing the efficiency of production and business enterprises. M. 2004. - 385.

3.Vihansky O. S, A.I. Naumov "Management" textbook for high schools Moscow, Publishing House "Gradariki", 2001. – 528.