Economic sciences / 5. Management of the human resources

Student Grishchenko Andrii Oleksiiovych

National Technical University of Ukraine "Kiev polytechnical institute"

Modern ways of increase of motivation

The motivation really raises base labour productivity, and change of the relation of workers to work increases profitableness of the company. We offer ways of increase of motivation and improvement of quality of work which have well proved in practice.

Periodically spend measurements of motivation of employees. Let younger heads also regularly supervise change of level of motivation of the subordinates.

Learn from subordinates that they would like. At various workers the different purposes and desires so, it is necessary for them to give different possibilities for work and professional growth. You cannot motivate concrete people with the general programs. To raise motivation, it is necessary to find an individual approach to each subordinate.

One of ways it to make - delegation of powers, the purposes and problems to each employee by general plan or project working out. Other way - to give to subordinates possibility independently to develop own strategic problems and plans.

Ask employees about results of their work. The more information, the above motivation. For this reason the good head aspires to make data exchange in the organisation more intensive. Try to speak less about itself, and it is more to ask of others about their work.

Set to the subordinate the questions aimed at forcing it to reflect on the done work and to report about concrete results. Questions «What results were reached by your command yesterday?» Or «how many calls you could serve in last hour?» Stimulate increase of level of self-knowledge of the employee. And possession of the information promotes internal motivation.

Explain subordinated the system of compensations accepted by you. Randomness in encouragements and rewardings conducts to cynicism, instead of to motivation growth. If the new program is made up, to workers starts to seem, that heads do not respect them. Show respect for employees and if necessary in detail explain to employees essence of the new program of encouragements; its purposes and a problem. Give clear answers to questions of subordinates how the given system of encouragements can affect their current activity.

Strengthen interaction. In many organisations heads and their subordinates are too occupied, and consequently seldom see each other. They have not enough possibility to communicate. For increase in intensity of contacts between a management of the organisation and the personnel it is possible to make, for example, the plan of meetings and actions so that heads appeared during one time and in one place with subordinates.

Organise work at office so that managers were more often crossed with ordinary employees. You cannot raise motivation of the person which seldom see.

Create bank of ideas. What do your subordinates think? They can have good ideas, but the majority of employees are assured, that anybody does not have any business to their ideas. At the same time the majority of managers would like, that subordinates shared with them the ideas and fresh thoughts, is simple heads badly are able to ask. More often they interrupt the subordinate or straight off reject its offers. Such heads deprive at once of workers of a self-trust and cannot achieve the objective.

Award separate people for the cumulative contribution of group. During our epoch of command work often it seems to people, that their individual merits remain not considered. The companies with more readiness recognise successes of group as a whole. However it is necessary for head to encourage members of commands also at individual level. Only so it can raise their personal motivation.

It can achieve, for example, having put to heads or leaders of groups a problem weekly to report about the main successes of separate participants. By means of such reports you can generalise results in the end of the accounting period. Aspire to that direct heads and colleagues marked the contribution of separate employees to a common cause.

Learn, whether its work approaches the subordinate. Attempts to motivate the employee who does not like its work, will not give result. At the same time, facing a lack of motivation of the subordinates, many heads concentrate on work carried out by them, instead of on people. Change of parametres of work of workers can lead to considerable growth of motivation.

First of all be convinced, that tasks correspond to qualification of the employee. Otherwise break work into a number small, but significant problems, or give to more time to explanations and support. If you aspire to achieve motivation and labour productivity increase, you should make some changes to the majority of tasks which you give to the subordinates.

Plan the expenses on rewardings and encouragements more often to award subordinates. As a result communication between work and results becomes for them more obvious. Employees will feel, that at them has appeared more chances to become successful. If all of you use large awards let they are anticipated by a series of smaller encouragements. It will allow you to draw attention of the personnel to gradual improvement of quality of work, instead of to the award as that.

Make tasks clearer. It should be clear to the subordinate, that it does, why it does it, and how much well it performs the work. Researches have shown, that clearness of problems influences motivation of employees of departments of sales, than their experience or the size of commission fee more intensively. This principle is applicable and to other specialities. You can reach the big results if will help employees to see the personal contribution to a common cause and also if employees are assured, that their work estimate regularly, operatively and precisely.

The literature:

1. Dams А., Nobaver F.F. Corporate governance / Transfer with English - К: Bases, 1997. - 302с.

2. Management bases / Under the editorship of M. Uornera / the Lane with English under the editorship of J. N. Kapturevskogo. - the joint venture.: Peter, 2001.-1168 with.