Экономические науки/ 5.Управление
трудовыми ресурсами
Demshanov R. Zh.,
undergraduate of 1 course of the specialty "Management"
Tutkusheva Zh.K.,
associate professor
Karaganda Economic
University of Kazpotrebsoyuz, Kazakhstan
MATERIAL
METHODS OF MOTIVATION OF WORK OF WORKERS
Heads always understood that in modern management the
increasing value is gained by motivational aspects. The material motivation of
the personnel is the main instrument for ensuring of optimum use of resources,
mobilization of the available personnel potential. The main objective of
process of material motivation is a receiving the maximum return from use of
the available manpower that allows to increase the general productivity and
profitability of activity of the enterprise.
Material motives of work incentives
At research of practice of stimulation and motivation of work in the
organizations of different branches and forms of ownership, it is possible to
accept the following definitions of the concepts "motive of work" and
"incentive of work". The motive of work is an internal motivation of
the person to work. The incentive of work is an external activator of the
person to work. The motive of work arises in consciousness of the person as top
of a logical chain: requirements - interests - motives of work. Origin of
incentive of work another: it is the last link of a logical chain: requirements
of the organization - interests of the organization - incentives of work. To
realize the interests and to satisfy requirements, the organization needs
workers. For this purpose she offers them a certain set of the benefits. These
benefits also become external
activators of workers to performance of work. Thus,
motives of work are on the party of the personality, incentives of work - on
the party of the organization, motives - in consciousness of the worker,
incentives - in the list of the benefits which the organization in exchange for
high-quality productive work gives. Motives of work at people are very diverse.
According to double human nature they share on two groups: material and social.
Material motives of work are generated by aspiration to find the income in
exchange for work. The income can be in the most different forms: a salary and
other monetary payments for work, natural products, monetary payments on
treatment, training, other privileges which payment is assumed by the
organization directly. Material motives of work can be subdivided into two
groups as in practice remuneration of the worker is carried out in two forms:
directly for work and as member of labor collective. In the first case
remuneration in the form of the main salary, an award, payments for length of
service and it directly depends on the size of a labor contribution of the
worker. In the second case of communication of remuneration with a labor
contribution isn't present at all or it is traced poorly. These are various
corporate privileges. For example, the organization provides to the workers a
free pass to a place of work and back, free food, participation in work of clubs,
sports sections. In this case the principle "work distribution"
doesn't work, the benefit workers of a vozn are put to any member of
collective, that is to put to any member of collective, that is workers are
rewarded simply for accessory that of the most direct organization. The concept
"material motives of work" doesn't mean at all that they are
connected only with satisfaction material needs of the person. They are
material because their purpose is "the material income", "material
benefit". Gained for the work "material income" then goes the
worker to satisfaction of the most different requirements, including spiritual,
cultural, social, material and so forth.
Money in the solution of a complex of the tasks
connected with motivation of the personnel is most obvious and often main
incentive. Money gives the chance to provide to people necessary living level,
allowing to satisfy their basic needs for food, a roof over the head, safety;
money is a justice criterion, an indicator of an assessment of a contribution
of the worker; this most universal reinforcement capable to help with formation
of desirable behavior. Plurality of the tasks solved by means of money brings
even to that many heads start considering them the only incentive allowing to
lift labor motivation of workers:" There is money - there is a motivation.
\
There is no money - there is no motivation".
Money is a universal remedy of a motivational generalizirovanny reinforcement
as for them it is possible to get almost everything: food, housing, comfort,
clothes and so forth. The generalized reinforcement (and to it, except money,
the attention, a praise, an assessment carry) is exclusively effective remedy
of change and control of activity of people as it is combined with a huge
number of subjects and the phenomena. A set of the supporting events make the
contribution to their value. Money is a conditional reinforcement as their
value is got in the course of learning: for the baby or an animal it not a
reinforcement.
Material method in stimulation of the personnel of the
organization
Basic element of material stimulation - a salary. The salary represents
the labor price corresponding to the cost of consumer goods and services which
provide reproduction of labor, satisfying material and spiritual needs of the
worker.
It is the main source of the income of the worker,
though not the only thing (in favor of the worker social payments can be
carried out (financial support, to be paid permits to treatment, rest, excursions,
can be paid medical services, be given help in education), the worker can
receive dividends on stocks of the enterprise and other income).
The salary carries out the reproduction and
stimulating functions.
Distinguish:
1) nominal (monetary);
2) real wage.
The nominal salary is the sum of money received by the
worker for a certain period. It is subdivided, in turn, on:
a) added (before payment of taxes);
b) paid (minus the paid taxes).
The real wage - it is characterized by quantity of
goods and services which can be acquired by the worker at this size of a
nominal salary and this level of prices for goods and services.
The following factors have impact on the level of a
salary:
1) the labor cost, that is cost of means of ensuring of life and working
ability of the worker (costs of satisfaction of material and spiritual needs of
the worker and his family) which, in turn, depends on the reached welfare of
society, of traditions and can change in process of development of the country
(needs of people, costs of their training, etc. grow);
2) qualification, working conditions of the worker - it is undoubted,
the worker having high qualification will have also higher level of
compensation (for example, the director or his structural division will have
higher level of a salary, than at the ordinary worker
this organization as the management assumes need of
existence of higher qualification and in this regard performance of more
difficult work; can be an example, also comparison of qualification and level
of compensation of the doctor and nurse); working conditions of the worker,
also influence the salary level as work in harmful, heavy, life-threatening and
health conditions has to have the corresponding compensation;
growth of labor productivity of the worker -
efficiency of work of the worker (increase in quantity of production developed
by it, increase in volume of the work performed by it, of course, at an
appropriate level of quality) allows to increase its salary. However efficiency
of work has to grow quicker, than its payment, differently a prize from
increase of development will go to a salary, but it has to be reflected and in
decrease in production expenses, the prices;
the environment in labor market - it is characterized
by a ratio of labor demand and its offer, degree of sharpness of the
competition between applicants for workplaces, situation with unemployment.
Growth of unemployment lowers salary level (in this case labor demand low),
and, on the contrary;
results of economic activity of the enterprise -
obtaining high profit level by the enterprise gives the chance to its
management to pay awards (quarter, annual) to workers that positively affects
the level of their salary;
personnel policy of the enterprise - work on
professional development of the personnel, "advance" of workers to
more responsible positions, increase of creative activity of the personnel,
undoubtedly, affects compensation level;
extent of nationalization of a salary - part of the
sum of a salary "leaves" through various taxes and assignments to the
state (on provision of pensions, on free or compensation level;
extent of nationalization of a salary - part of the
sum of a salary "leaves" through various taxes and assignments to the
state (on provision of pensions, on free or preferential medical services), and
the these assignments are higher, the less means remain at the disposal of the
worker.
Typical errors of material motivation of the personnel
Proceeding from the given estimates of the western experts specified in
the book "a motivation Problem in work" the motivated expert can
increase efficiency of the work for 40%. However various mistakes by
development of systems of material motivation lead to that efforts and costs of
stimulation of employees not only don't give the expected results, but also
worsen a situation in the company.
Cases of inefficient work of system of motivation:
Typical situations at which systems of stimulation don't give necessary
effect, can be grouped in two main units: payment of "awards prizes",
the guaranteed awards. We will consider in more detail each of these groups.
Payment of "award prize"
Distinctive feature of these awards is their unexpected character. It is
considered that use of this sort of remunerations is urged not only to increase
loyalty of employees, but also to motivate them for active work during the next
period.
However increase of overall performance, as a rule,
doesn't happen. In order that awarding yielded results, each employee has to
understand accurately, for what he got an award and what performance of tasks
will allow it to count on it in the future.
Otherwise awarding
it is perceived by the personnel as an element of a
lottery and doesn't attract the increase of motivation expected by the
management.
The guaranteed awards
The situation when employees consider awards by results of work as part
of the salary, is most characteristic for the industrial enterprises which
inherited system of stimulation from Soviet period. The surveys conducted among
the staff of the oil-extracting enterprises described "Motivation of work
of the personnel" showed in the book that on a question of that, how many
they receive, the majority called the salary size taking into account variable
part, but not a salary. It means that the existing system of stimulation
doesn't focus workers on achievement of any results. They perceive awards not
as a bonus for good work, and as an integral part of the monthly income.
At the same time heads of the enterprises don't hurry
to unite variable part with a salary as don't want to lose the instrument of
punishment for possible faults. By the legislation the employer has no right
"to cut down" the employee's salary, but can quite deprive of it an
award. Similar punishments most often have no system character and, therefore,
have nothing in common with stimulation.