Methods for assessing staff motivation: a review of best practices. Is the personnel motivation system effective in your company? Indicators for evaluating the effectiveness of the motivation system

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• Introduction
• 1.3 Criteria for assessing the effectiveness of incentives and motivation of personnel
• 22.2 Analysis of the financial condition of the enterprise
• 2.4 Characteristics of the existing labor incentive system at the enterprise
• 2.5 Dynamics of indicators for assessing the system of motivation and stimulation of the work of employees of the enterprise
• 2.6 Analysis of factors affecting the effectiveness of stimulation and motivation of the work of the enterprise personnel
• 3. Ways to improve the system of labor incentives at JSC "VPZ" and their economic justification
• 3.1 Measures to introduce a new system of stimulation and motivation of labor
• 3.2 Assessment of the impact of the proposed recommendations on the financial performance of the enterprise
• findings
• List of used literature
• Applications

Introduction

At the dawn of the emergence of management, the main task of management was reduced only to the rational division of labor into functions, providing these functions with the necessary number of workers, monitoring their work, and this was enough. For more than seventy years, the Soviet government has substantiated and implemented a mechanism for motivating and stimulating personnel, working on the principle of both material interest and a conscious attitude to work. The current implementation of transformations in the forms and methods of management, organizational structures of enterprises of various forms of ownership, aimed at stimulating their entrepreneurial spirit and developing market relations, is often not effective enough and does not achieve its goals.

The study of the development of theoretical ideas about the content and regulation of motivational processes in the sphere of work allows us to determine that as the socio-economic development of society, the direction of the vector of motivational influences changed. From the initial focus strictly on increasing labor productivity, that is, stimulating physical activity, motivation gradually began to focus on improving the quality of work, stimulating creative activity, initiative, and securing employees in the enterprise.

Modern reality requires a different look at the process of motivating and stimulating staff. It is necessary to realize that the personnel is one of the main success factors of the company, which means that there must be an equal exchange between the company and its personnel. On the one hand, the loyalty of the staff, the achievement of the strategic goals of the company, and on the other hand, the satisfaction of the material and moral needs of the staff with the help of a comprehensive system of motivation.

In recent years, the attention of scientists and practitioners to solving the problems of staff motivation has increased. There is enough literature devoted to the consideration of the issues of incentives and motivation of personnel, but, unfortunately, in many sources the material is duplicated, which leads to a one-sided view of the system of incentives and motivation of personnel as a whole. In the works of E.P. Ilyina, M.I. Magura, N.V. Samoukina, N.I. Zakharova, S.A. Shapiro, V.M. Tsvetaeva, E.B. Morgunova, D.A. Novikova, S.I. Samygina, V.I. Shkatulla, P.V. Zhuravleva, V.R. Vesnina, D.S. Sinka, A.V. Karpov, N. Stevenson, D. Adair, A. Afonin touches upon the problems of staff motivation, analyzes the main directions of motivation, considers individual elements of the system of incentives and motivation of personnel, such as: the definition of incentives and motivation, the incentive forces underlying motivation, the main stages motivational process, key rules, methods of stimulation and motivation. Given the relevance and insufficient development of the problem in the scientific literature, it was chosen as the topic of the thesis.

The purpose of the work is to improve the stimulation and motivation of the work of JSC "VPZ".

The object of the thesis work is the system of motivation and stimulation of personnel in a modern organization.

The subject of the thesis is the methods of motivation and stimulation of personnel on the example of JSC "VPZ".

To achieve this goal, the following tasks were set and solved:

disclosed the essence and content of stimulation and motivation of staff;

the comparative characteristic of methods of stimulation and motivation of the personnel is carried out;

stimulation of work staff motivation

the criteria for evaluating the effectiveness of methods for stimulating and motivating personnel were studied;

the factors influencing the effectiveness of incentives and motivation of staff were studied;

a brief description of the enterprise is given;

analyzed the financial condition of the enterprise;

the analysis of the qualitative composition of the employees of the enterprise and the level of their discipline;

the characteristics of the existing system of labor stimulation at the enterprise are presented;

held analysis of indicators for assessing the system of motivation and stimulation of the work of employees of the enterprise using various methods;

the analysis of the factors influencing the effectiveness of stimulation and motivation of the work of the enterprise personnel was carried out;

proposed measures to introduce a new system of labor motivation;

the assessment of the impact of the proposed recommendations on the financial performance of the enterprise was carried out.

The methodological basis is made up of methods: empirical, statistical, economic, graphical, as well as expert evaluation method.

The empirical base of the work is textbooks, scientific monographs, articles, materials of official studies, conferences, as well as information from the Internet.

The work consists of an introduction, four sections, conclusions, a list of references and applications.

The scientific novelty of the work lies in the development of a decision-making methodology in the field of increasing the stimulation and motivation of labor in enterprises, and the practical significance is that the application of this methodology in the analyzed enterprise will significantly increase the effectiveness of methods for motivating and stimulating the work of personnel, which ultimately will have a positive effect on general condition of the enterprise.

1. Theoretical aspects of improving the system of labor incentives for the personnel of the enterprise

1.1 The essence and content of stimulation and motivation of work

One of the most difficult aspects of managing an organization, of course, can be considered personnel management, especially the management of stimulation and motivation of the work of employees of the organization.

The labor incentive system lies at the crossroads of both problems and achievements of the organization. The current implementation of transformations in the forms and methods of management, organizational structures of enterprises of various forms of ownership, aimed at stimulating their entrepreneurial spirit and developing market relations, is often not effective enough and does not achieve its goals. One of the main reasons for this is the poor supply of the ongoing reforms with the necessary personnel capable of unconventionally, at a high professional level, to solve the problems of transition to a market economy. A well-thought-out system of work with personnel should contribute to the resolution of this problem. Despite the fact that a lot is said about the labor incentive system and, it would seem, everything is already known about how to make the system most effective, personnel managers and managers are constantly looking for new forms of employee motivation, new methods of cultivating employee loyalty to the company and retaining a highly qualified personnel in an organization, because knowledge of motivation is the key to understanding human behavior and the possibilities of influencing it.

Even experienced managers often complain that "people don't have the incentive to do better." However, the leaders themselves, who established such an order in the organization, are to blame for this, and certainly not the employees. If subordinates do not have an incentive to perform better, the reason lies in the following: improper selection, uncertainty of goals, ineffective performance evaluation and reward systems, or the inability of the manager to form the correct perception of the organization's performance evaluation and reward systems.

Various incentives affect labor motivation: the system of economic standards and benefits, the level of wages and the fairness of income distribution, the conditions and content of work, relationships in the family, the team, recognition from others and career considerations, creative impulse and interesting work, the desire to assert oneself and constant risk, tough external commands and internal culture, etc.

Since there is no single idea of ​​the conceptual apparatus, it seems that the following are the most accurate.

Stimulation is, first of all, an external motivation, an element of the labor situation that affects a person’s behavior in the field of work, it is a material shell of staff motivation and an intangible one, which enables the employee to realize himself not only as a professional, but also as a person.

Stimulation as a way to manage the employee's labor behavior consists in a targeted impact on the behavior of personnel by influencing the conditions of his life, using the motives that drive his activity.

In the broad sense of the word, incentives are a set of requirements and a corresponding system of rewards and punishments. Stimulation implies that the management bodies have a set of benefits that can satisfy the employee's significant needs today and now and use them as a reward for the successful implementation of labor functions. There are moral, organizational and a number of other types of incentives.

Motives are conscious incentives. These are two sides, two systems of influence on the worker, inducing him to certain actions.

Incentives are forces that have an external impact on a person in order to induce him to a certain labor behavior. Incentives can be tangible or intangible (figure 1.1).

Figure - 1.1 - Types of incentives

Motivation is the driving force, the desire of a person to do something. The concept of "motivation" should be considered from the point of view of psychology and management.

From the point of view of psychology, motivation is "a drive or need that encourages people to act with a specific goal; this is an internal state that energizes a person, directs and supports his behavior" .

From the position of management, motivation is "the process of stimulating oneself and others to activities aimed at achieving the individual and general goals of the organization" .

When describing the motivational process, two unequal concepts are used: stimulation and motivation.

Effective motivation requires:

analyze the model of the main process of motivation: need - goal - action and the influence of experience and expectations;

know the factors influencing motivation - a set of needs that initiate movement towards goals, and the conditions under which needs can be satisfied;

find out that motivation cannot simply seek to create a feeling of satisfaction and pleasure - an increased dose of it can lead to complacency and inertia.

The motivation system should be flexible, i.e. provide for the prompt introduction of amendments in case of changes in the market or within the company, but without adjusting the bonus mechanism.

The motivation system should contribute both to improving the financial results of work and professionalism, as well as to increasing customer orientation, increasing commitment to the enterprise, etc.

It should be noted that there is a difference between the concepts of "stimulation" and "motivation".

The incentive system is determined at the enterprise, based on its capabilities, goals and the degree of professionalism of managers. That is, with respect to an individual worker, group or team, incentives act as external stimuli in labor, activity, work.

Motivation refers to the internal motivators of an individual, employee (individual motivation), group or team (group, collective motivation).

Based on this understanding of stimulation and motivation, there is a relationship between them.

The first ratio: the more the incentive system corresponds to the motivation of the employee, group, team, the stronger its effect and the higher the effectiveness of incentives.

This simple and seemingly understandable ratio in the domestic practice of enterprise management for a long time was deprived of the necessary information and analytical support for the necessary knowledge of the motivation of its personnel. Therefore, the practice of incentives at many Russian enterprises was and is based on a certain feeling by the managers of the motivation of their personnel.

The ratio of the second (or reverse): the less the incentive system corresponds to the motivation of the employee, group, team, the weaker its effect and the lower the effectiveness of incentives.

This ratio arises for various reasons, but the main among them is ignorance of motivation, or lack of necessary analytical information. To eliminate this reason, some Russian enterprises began to appear staff motivation units, one of the tasks and functions of which is the systematic study of employee motivation and, in this regard, the development of proposals for improving the incentive system. At the same time, a very important methodological and methodological provision is the division of the motivational system (individual, group and collective) into motives (what induces) and anti-motives (what does not induce).

Improving the incentive system does not mean "improving from motives", but in reducing, leveling or eliminating anti-motives, that is, "improving from anti-motives". It is possible to reach a level where the line between incentives and motives is blurred and, accordingly, the incentive system is equal to the motivation system - this is in some small enterprises, where a person is "more open" in terms of his motivation (anti-motivation) and management is interested in improving performance efficiency, it is possible achieve such equality.

Thus, we can come to the conclusion that improving the incentive system without knowing the motivation of the staff is the same as orienting it to strangers. Having considered the conceptual apparatus of stimulating and motivating the work of personnel, it is necessary to explore the methods of stimulating and motivating personnel.

1.2 Characteristics of methods for stimulating labor and motivating staff

The existing practice of personnel management includes a number of methods, methods and techniques of management, the sequence of which follows from the nature of the external activities of the company.

The set of motivation methods is quite extensive and focused mainly on psychological methods:

methods of economic motivation (salary, bonus, benefits, interest, profit sharing, shareholding, additional payment);

methods of social motivation (public recognition, gratitude, admiration, deification, contempt);

methods of psychological motivation (feeling of self-importance, indifference, inferiority, uselessness);

methods of power motivation (promotion, granting additional powers);

socio-psychological methods, which include: increased social activity, exchange of experience, criticism, self-criticism, collective agreement, agreements, mentoring, suggestion, personal example of the leader, creation of orienting conditions, methods of managing the individual-personal behavior of employees, business, managerial and professional ethics;

methods of moral motivation (personal or public recognition, praise and criticism);

a method based on informing about the economic situation of the organization;

a method based on the creation of desirable situations;

a method based on participation in decision-making;

a method based on establishing distances with subordinates.

The main lever of influence of the subject of personnel management on the personnel of the company is the system of material and job incentives. There are seven general rules for material incentives for personnel based on the unity of material and moral incentives with the dominance of material ones:

a) systems of material incentives should be simple and understandable to every employee;

b) the systems should be flexible, making it possible to immediately reward each positive result of the work;

c) the size of the reward must be economically and psychologically justified (more and less; more often, but less);

d) it is important to organize staff incentives according to indicators that are perceived by everyone as correct;

e) incentive systems should form among employees a sense of fairness of material rewards;

f) incentive systems should help increase the interest of employees in improving not only individual work, but also work in "business links" with other employees;

g) employees must see a clear relationship between the results of their work and the activities of the company (what employees' mistakes can lead to and what successes of each of them lead to).

The process of determining the material remuneration of an employee should, on the one hand, take into account the activities of the employee, and on the other hand, motivate him to achieve the desired level of activity. Material remuneration should be combined with socio-psychological and organizational-administrative factors: recognition of the team, participation in managerial decision-making, power, privileges, interesting work, promotion, comfortable working conditions, etc. .

Material motivation is considered as a means of satisfying not only physiological needs, but also the need for security. The amount of wages can also be seen as a reflection of the degree of respect and the level of one's position. If the growth of wages reflects the merits of the employee, then this is an indicator of the high assessment of the employee by management, prestige and status. Some authors tend to consider wages as a means of satisfying the need for self-esteem.

Labor motivation methods are similar to those used in personnel management in general. Among them are general, widely used in the management of other objects (production, the national economy as a whole): administrative, economic, social and a large number of specific private methods. Personnel management and, in particular, labor motivation should be based on the principles of a systematic approach and analysis, which means covering the entire personnel of the enterprise, linking specific decisions within the subsystem, taking into account their impact on the entire system as a whole, analyzing and making decisions regarding personnel with taking into account the factors of the external and internal environment in its entirety of relationships (Figure 1.2). At enterprises where wages do not reach a high level, administrative and socio-psychological methods of personnel management are most applicable. In organizations where material incentives play a major role, economic methods of motivation are used, but one should not forget about socio-psychological methods of influence. An integrated target approach should be applied.

Thus, in the course of the theoretical study, the essence of motivating and stimulating the work of personnel at enterprises was considered, and possible methods of stimulating labor were also investigated. Next, we will consider the main methods for assessing the effectiveness of the system of stimulation and motivation of work at the enterprise, the application of which will be reflected in the analytical section of this work.

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Figure 1.2 - Methods for managing staff motivation

1.3 Criteria for assessing the effectiveness of incentives and motivation of personnel

Stimulation and motivation of staff must be constantly improved and improved. To do this, you need to know in which direction to move, what changes and in what area of ​​the incentive system to carry out, etc. This is possible only after an assessment of the labor incentive system already in place at the enterprise. As such, there are no special methods for assessing the labor incentive system. But, as already mentioned, the incentive system is an integral part of the personnel management system at the enterprise, therefore, the methods for assessing the personnel management system can also be used to assess the labor incentive system. The evaluation methods are presented in Table 1.1.

Table 1.1 - Classification of incentive evaluation methods

Survey methods (data collection) include: interviewing and questioning.

The interview method can be used to evaluate the labor incentive system. Interview - a survey "face to face", obtaining information in personal communication. This is not an exchange of opinions, but the receipt of information from one person - the respondent. According to the author Abryutina M.S., in contrast to the conversation, the roles of the interview participants are different: the respondent acts as an object of study, the other - as a subject. The essence of the method: interview questions are developed either for the workers of the enterprise, or for specialists acting as interviewees. After the interview, conclusions are drawn about the labor incentive system and its impact.

Questioning is a system of logically consistent methodological and organizational and technical procedures interconnected by a single goal: to obtain objective reliable data about the object or process under study for their subsequent use in management practice.

The justification methods include: the method of comparisons and the method of assessing the economic efficiency of the bonus system at the enterprise.

The comparison method allows you to compare the existing system of labor incentives at the enterprise of the food and other industries with a similar system of advanced organization of the relevant industry, with the normative state or state in the past period.

Method for assessing the economic efficiency of the bonus system at the enterprise. The effectiveness of the labor incentive system can be judged by the effectiveness of the bonus system at the enterprise, which is the main form of its manifestation. Such a bonus system can be considered cost-effective, which forms the level of payment in accordance with the degree of fulfillment of the indicators and conditions of bonuses and ensures the achievement of an effect greater than the corresponding bonus part of the salary, or equal to this part.

Qualitative assessment of the effectiveness of the bonus system. When evaluating the effectiveness of the bonus system, it is necessary to give it a qualitative assessment in terms of fulfilling its functional purpose. To do this, it is revealed: compliance of the established bonus indicators with the task of the enterprise; justification for the amount of the incentive. The bonus system does not have a stimulating effect if the bonuses are too low (less than 7 - 10% of the tariff rate, official salary).

Quantitative assessment of the effectiveness of the bonus system. This assessment is given from the standpoint of the benefits of its application for the employer. It involves: determining the achieved level of performance of the bonus indicator during the performance evaluation period (U d); comparing it with the level of performance of the indicator in the base period or some other level of performance of the indicator taken as the base (Ub), and determining the magnitude of the change in the indicator; determination of the effect in terms of money received from the change in bonus indicators (E d); comparing the economic effect with the corresponding bonus payment and determining the absolute or relative effectiveness of the bonus system. The absolute efficiency of the bonus system (Ae) is understood as the difference between the effect of a change in the level of bonus indicators in the period under review (ED) and the amount of bonuses paid corresponding to this change (P). Calculated by formula (1.1):

A e \u003d E d - P (1.1)

Relative efficiency (O e) is the ratio of the economic effect from a change in the level of bonus indicators to the amount of the bonus paid. Calculated by formula (1.2) :

Oh uh = ( 1.2)

Indicators of absolute and relative efficiency are used to compare different bonus systems in terms of their profitability for the employer. The effect in monetary terms, obtained on the basis of a direct comparison of the achieved and the basic level of indicators, is calculated by formula (1.3) as follows:

E d \u003d E n \u003d U d - U b (1.3)

When calculating the economic effect of long-term bonus systems, it is most appropriate, according to the author V.V. Kulikov, take the average level of performance of the indicator in the base period. When calculating economic efficiency, the cost of bonuses must be taken together with deductions attributable to bonuses to off-budget federal funds (pension fund, social insurance fund, medical insurance).

Thus, according to the bonus system, one can judge the system of labor stimulation at the enterprise. If the bonus system is cost-effective (Ed is greater than zero, Ae is greater than zero, Oe is greater than one), then the labor incentive system effectively fulfills its stimulating role (function) and is effective from a material point of view.

The methods of analysis include: system analysis, functional cost analysis and expert-analytical method of assessment (method of expert assessments), the Pattern method.

The systematic approach directs the researcher to study the system of labor stimulation as a whole and its components: goals, functions, structure, means (methods) of stimulation, information; to identify the types of connections of these components between themselves and the external environment (other subsystems, for example, the wage system, the quality system) and bringing them into a single holistic picture.

The essence of the method is as follows. A systematic analysis of the state of the labor incentive system has several goals:

determining the current position of the incentive system;

identification of changes in the state of the incentive system in the spatio-temporal context;

identification of the main factors causing changes in the state of the incentive system;

forecast of the main trends in the future state of the incentive system.

This evaluation method is based on the analysis of certain indicators that characterize the labor incentive system, such as labor productivity, wage growth in the enterprise, their ratio, staff turnover, an indicator of the qualitative composition of workers (by age, education, length of service), an indicator of defective products, discipline. After analyzing the compliance of these indicators with the required level, a conclusion is made about the labor incentive system as a whole. The more inconsistencies and discrepancies, the less effective the incentive system is. The advantages of this assessment method are that its implementation does not require the direct participation of the workers of the enterprise, therefore, there are less costs, it is only necessary to analyze the documentation on the indicators. But at the same time, the opinions of those for whom the incentive system functions, to whom it is directed - the workers of the enterprise are not taken into account. This is the disadvantage of this assessment method.

Functional cost analysis of the incentive system (FSA) is a method of feasibility study of the functions of the incentive system at the enterprise, aimed at finding ways to improve and reduce the cost of organizing the incentive system in order to increase its efficiency.

The expert-analytical method is one of the most common methods for assessing not only the labor incentive system. This assessment method is based on rational arguments and on the intuition of highly qualified experts.

Method Pattern, consisting of the first letters of English words meaning planning assistance through the quantitative evaluation of technical data, was developed in 1962-1964. The following steps go through the process of applying this method:

the problem under study is divided into a number of sub-problems, individual tasks and elements subject to expert evaluation;

problems, sub-problems, tasks, their elements are arranged in a "decision tree";

coefficients of importance of each task, each element are determined;

assessments put forward by individual experts are subject to open discussion.

The motivational mechanism for managing the behavior of employees is based on such factors as a system of formal procedures and rules for performing functions and work designed to achieve the goals of the company and represent management about the real interests, motives, needs of people working in the organization, ways to satisfy them, significant values ​​and norms. behavior.

1.4 Factors affecting the effectiveness of motivation and stimulation of personnel

Currently, there are different approaches to the definition and classification of factors influencing the stimulation of staff work.

Consider, as one of the existing options, the two-factor theory of F. Herzberg. This motivation model was proposed in the second half of the 1950s. It is also based on the needs of the people. The conclusions drawn from the study allowed Herzberg to distinguish two broad categories, which he called hygiene factors and motivation factors. The first group includes external factors in relation to work, which remove job dissatisfaction. They are also called health factors. The second group includes internal factors inherent in the work, which are called motivating factors or "motivators". These are factors such as success, promotion, recognition and approval of the results of work, a high degree of responsibility for the work performed, opportunities for creative and business growth.

Herzberg's theory of motivation has much in common with Maslow's theory. Hygiene factors correspond to the physiological needs and the needs for safety and security in the future, described above. Herzberg's motivators are comparable to the needs of Maslow's higher levels, that is, the needs for recognition and self-expression. However, there is a major difference between the two theories. Maslow considered factors corresponding to hygiene as something that causes one or another line of behavior.

To consider the factors using the elements of the external and internal environment that affect the effectiveness of motivation and stimulation of labor, in our opinion, is the most accurate (Figure 1.3).

Under the elements of the external and internal environment, we mean the real world in which the organization exists. Before developing a strategy for creating an effective motivational mechanism in an enterprise, it is necessary to analyze the impact on the personnel of the elements of the external and internal environment of the organization. Information about the internal environment is necessary for the management of organizations in order to determine the internal capabilities, the potential that the company can count on in the competition to achieve its goals, including the goals of motivating employees.

Analysis of the internal environment also allows you to better understand the goals and objectives of the organization. The main elements of the internal environment include:

production (volume, structure, production rates, product range, location of production, availability of social infrastructure, quality control, etc.);

personnel (structure, potential, qualifications, number, labor productivity, staff turnover, labor cost, interests and needs of employees);

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Figure 1.3 - Factors affecting the effectiveness of incentives and motivation of staff

organization of management (organizational structure, management system, level of management, leadership style, organizational culture, prestige and image of the company, organization of the system of internal communications);

finance and accounting (financial stability and solvency of the company, profitability, profitability, etc.).

The main influence on the factors of motivation is, of course, the personnel of the company, since it is the personnel that is the object of research and application of labor motivation.

The structure of the personnel and its potential in terms of the level of education, age criterion, gender and other demographic characteristics largely characterizes, first of all, the needs of employees and, accordingly, the motives that encourage them to work, and secondly, the policy of management to meet these needs along with the achievement of goals and company tasks. The qualification of employees affects the quality level of manufactured products and, at the same time, such a component of the safety factor as the need for training with an insufficient level of education, or if an employee feels an insufficient degree of qualification when working with complex equipment, mastering new technologies, changes in legislation (tax, accounting accounting, etc.).

Intellectual capital is a kind of capital, the owner of which is, as it were, protected from exploitation in its classical antagonistic forms. In the modern information society, an increasing number of owners work for hire, which fundamentally changes the motives of their labor activity and allows us to talk about the emergence of internal motivation to work in the unity of appropriation and alienation relations based on the combination of labor force with the means of production through the possession of intellect.

The organization of management is another important aspect of the problem of constructing a motivational policy. It is on her that the possibility of achieving effective motivation and high labor productivity depends, since the leadership has all the necessary elements: power, financial resources and the presence of good will.

First of all, an important place is occupied by the organizational structure of management. In management, several types of organizational management structures are known: linear, linear-staff, functional, linear-functional, matrix. Each structure has its own advantages and disadvantages. It must comply with the principle of organization of production and the quantitative composition of the company's employees.

The shareholder form of ownership of enterprises has a great influence on the policy of personnel management as an internal factor. A powerful incentive is the transfer of ownership of company shares to employees at par value or lower.

The elements of the external environment of the company are understood as factors outside the organization, since the organization as an open system depends on the outside world for the supply of resources, energy, personnel, consumers. Organizations are forced to adapt to the environment in order to survive and remain efficient. Such environmental factors can be called factors of macroeconomic impact.

The external environment is divided into the environment of direct and indirect impact. The direct impact environment includes factors that directly affect the organization's performance. These include suppliers, shareholders, the workforce, laws and regulatory agencies, trade unions, customers, and competitors.

Let us consider the influence of the main environmental factors that affect the motivation of the employees of the organization. Among the elements of the direct impact environment, the following are important for us.

Shareholders, that is, the owners of the company's shares. The greater the share of shares in the external environment, the smaller their percentage is divided among the employees of the organization, the so-called minority shareholders. They receive a smaller percentage of dividends. Being a factor of material incentives, this negatively affects labor motivation. In addition, if the principles of participatory management are applied in the company, then the participation of employees in the management of the company's activities in terms of the number of shares they have will be less, which also negatively affects labor motivation. A large percentage of external shareholders are trying to pursue a profitable policy aimed at obtaining large dividends by distributing profits to various investment projects, and they are not interested in such things as wage increases, the use of various types of material incentives and the development of social infrastructure necessary for normal and effective work of employees of the organization.

Labor resources determine the situation in the labor market in a particular industry or in the country as a whole. During periods of economic downturn in the labor market, there is a reduced demand for labor and, accordingly, an increase in the supply of labor. This state of affairs allows managers to reduce the level of wages of their employees almost painlessly, since it is always easy to find other willing employees to replace those who have left, especially among the labor force that does not require high qualifications. For the same reasons, management can reduce other social spending. From the point of view of workers, the main motivational factor in their attitude to work is the need for security, expressed in the desire not to lose their job.

Laws and institutions of state regulation have a significant impact on the factors of motivation and on the attitude to work in general. The laws include the Labor Code of the Russian Federation, which replaced the previously existing Labor Code, the Tax Code of the Russian Federation, which regulates the collection of taxes, including from individuals, and other legislative acts. Increasing tax burdens are causing managers to pay their employees in envelopes rather than on payrolls, and workers themselves tend to hide their tax revenues. However, this leads to the fact that employees, making large purchases, do not feel safe before the tax authorities, and this circumstance leads to a violation of internal harmony, and the motivational effect of obtaining a large income is reduced. All these elements belong to the generalized need for security - the second basic need after the material one, which is experienced by the majority of the working population. Such a factor is an important motivator, but mainly takes place in state-owned enterprises, large joint-stock companies and foreign representative offices or joint ventures with a large share of foreign capital.

Trade unions are called upon to carry out social protection of workers on the terms provided for by the current legislation and the collective agreement concluded at the enterprise on the terms of social partnerships. At those enterprises where trade union organizations operate, there is a strong positive impact on labor motivation, as there is a satisfaction of such needs of workers as social, security needs (including partially material ones, since the contributions of workers for the maintenance of trade unions can return to them as material assistance, subsidies for trips to holiday homes, gifts for children, etc.).

Under the environment of indirect impact understand the factors that may not have a direct immediate impact on the organization, but affect its functioning. These are factors such as the state of the country's economy, scientific and technological progress, sociocultural and political changes, the influence of group interests, and events significant for the organization in other countries.

Scientific and technological progress, being, on the one hand, an element of the country's economic growth and influencing the increase in labor productivity and production efficiency, on the other hand, leads to a significant reduction in jobs due to the introduction of automated control systems, information, the development of Internet networks, etc. .d. Therefore, the need for security increases among workers in terms of confidence in the future and securing their workplace. This forces workers to learn related professions, master computer programs and beats off inclinations towards social dependency. In addition, scientific and technological progress forces managers to purchase new equipment and improve working conditions, which also positively affects the motivation of employees (for example, the acquisition of the latest computer equipment for a team of programmers).

Sociocultural and political changes have a motivational effect not on employees of firms (employees), but on the heads of firms - entrepreneurs, who are also guided in their activities by certain motives. To a greater extent, these are motives of a higher order: self-respect, self-expression, power, success, involvement, etc. The management of the stimulation and motivation of the work of personnel will be more effective if the management of the enterprise takes into account the considered factors in order to neutralize the effect of negative ones and stimulate the effect of positive ones.

The leaders of organizations that implement the motivational policy of firms need to take into account the actions of significant factors in the environment that can affect the organization, select methods and methods of responding to external influences.

Thus, in the course of the theoretical study, the essence and content of labor stimulation and motivation were studied, the characteristics of the methods of labor stimulation and motivation of personnel were given, criteria for evaluating the effectiveness of methods for stimulating and motivating labor of personnel, as well as factors affecting the effectiveness of motivation and stimulation of labor of personnel were identified . Knowledge of these theoretical aspects is necessary to conduct a complete and reliable analytical study, which will be carried out further.

2. Analysis of the effectiveness of the activities of JSC "VPZ" in the field of stimulation and motivation of labor

2.1 Brief description of the enterprise

In 1958, in order to meet the growing needs of the national economy of the USSR in new technology, the country's government decided to build the State Bearing Plant No. 15 (GPZ-15) in the city of Volzhsky. The construction of the plant, following the example of the builders of the Volga hydroelectric power station, was carried out at an accelerated pace, and already in the second half of 1960, the installation of equipment began.

At the same time, the plant's workers were trained. In June-August 1960, about 50 workers and engineering and technical workers were sent to the country's bearing factories to master the equipment and technology for the production of bearings.

The construction of the first stage was designed to produce 6.5 million bearings. The entire complex of the first stage consisted of two production buildings with an area of ​​14.4 thousand square meters. meters each, as well as auxiliary buildings and engineering structures.

On March 25, 1961, the first bearings were manufactured. The day of the start of the production of factory products was conditionally considered the birthday of the GPZ-15.

In April 1961, 10 bearings were assembled daily at the plant, in December of the same year, already 1420 pieces. By the end of 1965, the production of bearings was brought up to 25 thousand pieces, by the end of 1970 - 63 thousand a day, by the end of 1975 - 166 thousand pieces, by the end of 1983 - 205 thousand. The plant team simultaneously solved two problems: they built the plant and produced products. Between 1966 and 1970, five new workshops were put into operation.

In 1971-1972, capacities were mastered in the workshop for the production of bearings for the Volga Automobile Plant (VAZ). In 1974, the facilities for the production of bearings for the Kama Automobile Plant (KamAZ) were activated. In 1976, a workshop for precision bearings used in machine tool building was put into operation.

In September 1977, the 300 millionth bearing was manufactured, and on June 25, 1981, the 500 millionth was already produced.

In 1991, the output of bearings amounted to 50,201 thousand pieces. Mastered 17 new types of bearings. In 1995, the plant mastered 238 bearing sizes.

Currently JSC "VPZ" is a part of the European Bearing Corporation (EPK).

EPK enterprises produce the widest range of rolling bearings in the CIS of all design groups with an outer diameter from 20 to 2200 mm. Our own design service allows us to develop and put into production new types of bearings, including analogues of foreign-made bearings.

The advantages of the corporation in the quality of products, the breadth of the range and flexibility in working with each client have been highly appreciated by thousands of enterprises in Russia and abroad.

Sales of the products of all plants of the European Bearing Corporation are carried out by a single service and sales structure - OOO "EPK Trading House", which has representative offices throughout Russia and abroad. Deliveries of products to large enterprises are carried out by EPK Trading House directly, which allows you to stay in constant contact with consumers and promptly respond to all requests and wishes of each client. Sales on the secondary market are organized through a network of official dealers. Next, we will analyze the financial condition of JSC "VPZ".

2.2 Analysis of the financial condition of the enterprise

In order to determine the financial stability, liquidity and creditworthiness of JSC "VPZ", it is necessary to calculate financial ratios (Kolesnikov's method):

absolute liquidity ratio (K A. L.);

quick (relative, urgent) liquidity ratio or intermediate coverage ratio (K P. L.);

current liquidity ratio or total coverage ratio (K T. L.);

financial independence ratio (K N.)

Based on the results of Table 2.1, the conclusion follows that JSC "VPZ" belongs to the second class of creditworthiness in 2007, 2008 and 2009, and in 2007-2008. the financial maneuverability (liquidity) of the plant is higher than in the next year, as evidenced by the values ​​of K A.L. and K P.L. If K T.L. = 1, then the company's current assets fully cover its current liabilities. Values ​​K T.L. JSC "VPZ" for the periods under review exceeds one, therefore, the plant maintains financial stability.

Table 2.1 - Dynamics of financial ratios of JSC "VPZ"

To N. indicates a decrease in the share of the plant's own funds and an increase in borrowed funds. The main problem of OAO "VPZ" is large loans, as evidenced by the data in Table 2.2.

Table2 .2 - DynamicsstructuressourcesfundingOJSC " VPZ"

The main technical and economic indicators are given in Table 2.3.

Table 2.3 - Technical and economic indicators of JSC "VPZ"

The data in the table testify to the positive development of OAO VPZ. The number of personnel is growing, people are interested in working at this plant, and therefore this will have a positive effect on the incentive system of OAO VPZ.

To determine the economic efficiency of JSC "VPZ" it is necessary to calculate the profitability, return on assets, capital intensity and capital-labor ratio.

The main indicators characterizing production are given in table 2.4.

Table 2.4 - Dynamics of the main indicators of production and economic activity and financial results of JSC "VPZ"

Thus, the financial condition of JSC "VPZ" is stable. Despite the fact that the proceeds from product sales are increasing every year, there is no growth in net profit, and the profitability indicator is also declining. This is due to the large loans of JSC "VPZ", which must be repaid. As for the production of products, JSC "VPZ" is successfully developing according to this indicator.

Next, we will analyze the qualitative composition of the employees of the enterprise and the level of their discipline as one of the criteria for assessing the incentive system at the enterprise.

2.3 Analysis of the qualitative composition of the employees of the enterprise and the level of their discipline

In the process of studying the incentive system, it is expedient to assess the qualitative composition of the employees of JSC "VPZ". The results of this analysis will make it possible to draw an indirect conclusion about the state of the enterprise incentive system.

In the course of the analysis, the change in the personnel composition for several years was analyzed. The largest share at JSC "VPZ" was made up of workers with work experience of 3-5 years or more, and the number of such workers grew every year, as evidenced by the data in Figure 2.1.

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Staff motivation must be constantly improved and improved. To do this, you need to know in which direction to move, what changes and in what area of ​​the motivation system to carry out. The motivation system is an integral part of the personnel management system at the enterprise, therefore, methods for assessing the personnel management system can also be used to assess the effectiveness of the labor motivation system.

The interview method can be used to assess the system of labor motivation. Interview - a survey "face to face", obtaining information in personal communication. This is not an exchange of opinions, but the receipt of information from one person - the respondent. Unlike a conversation, the roles of interview participants are different: the respondent acts as an object of study, the other as a subject. G. I. Mikhailina, M.: Dashkov and Co., personnel management, 2006, p. 263 The essence of the method: interview questions are developed either for the workers of the enterprise, or for specialists acting as respondents. After the interview, conclusions are drawn about the labor incentive system and its impact. The considered methods are shown in Table 1

Table 1 Classification of methods for assessing staff incentives

Questioning is a system of logically consistent methodological and organizational and technical procedures interconnected by a single goal: to obtain objective reliable data about the object or process under study for their subsequent use in management practice. V. M. Tsvetaev, personnel management, M.: St. Petersburg, 2002, p. 126

The justification methods include the comparison method and the method for assessing the economic efficiency of the bonus system at the enterprise.

The comparison method allows you to compare the existing system of labor incentives at the enterprise with a similar system of advanced organization of the relevant industry, with the normative state or state in the past period.

The effectiveness of the incentive system of the labor system can be judged by the effectiveness of the bonus system at the enterprise, which is the main form of its manifestation. Such a bonus system can be considered cost-effective, which forms the level of payment in accordance with the degree of fulfillment of the indicators and conditions of bonuses and ensures the achievement of an effect greater than the corresponding bonus part of the salary, or equal to this part.

When evaluating the effectiveness of the bonus system, it is necessary to give it a qualitative assessment in terms of fulfilling its functional purpose. To do this, it is revealed: compliance of the established bonus indicators with the task of the enterprise; justification for the amount of the incentive. The bonus system does not have a stimulating effect if the bonuses are too low (less than 7 - 10% of the tariff rate, official salary). Z.P. Rumyantseva, N.A. Sagomatin, R.Z. Akberdin and others, management of the organization: a textbook. M.: Unity - Dana, 2008, p.215

A quantitative assessment of the effectiveness of the bonus system is given from the standpoint of the benefits of its bonuses for the employer. It involves: determination of the achieved level of performance of the bonus indicator during the period of performance evaluation (UD); comparing it with the level of performance of the indicator in the base period or some other level of performance of the indicator taken as the base (Ub), and determining the magnitude of the change in the indicator; determination of the effect in terms of money received from the change in bonus indicators (Ed); comparing the economic effect with the corresponding bonus payment and determining the absolute effectiveness of the bonus system. Under the absolute efficiency (Ae) of the bonus system in the period under review (Ed) and the value of paid bonuses (P) corresponding to this change, and is calculated by the formula (1): T. A. Komissarova, human resource management: a textbook. M.: Delo, 2008, p. 312

Ae \u003d Ed - P, (1)

where Ae - absolute efficiency; Ed - bonus indicator; P - the amount of premiums paid.

The absolute efficiency indicator is used to compare different bonus systems in terms of their profitability for the employer. The effect in monetary terms, obtained on the basis of a direct comparison of the achieved and the baseline level of indicators and is calculated according to the formula (2): See ibid.

Ed \u003d En \u003d Ud - Ub, (2)

where Ed, En - bonus indicator; Yd - the period of evaluation of efficiency; Ub - the level of performance of the indicator, taken as the base.

When calculating the economic effect of long-term bonus systems, it is most expedient to take the average level of performance of the indicator in the base period. When calculating economic efficiency, the cost of bonuses must be taken together with deductions attributable to bonuses to off-budget federal funds (pension fund, social insurance fund, medical insurance).

Thus, according to the bonus system, one can judge the system of labor stimulation at the enterprise. If the bonus system is economically efficient (Ed is greater than zero, Ae is greater than zero), then the labor incentive system effectively fulfills its stimulating role and is effective from a material point of view]. T. A. Komissarova, human resource management: a textbook. M.: Delo, 2008, p. 321

The methods of analysis include: system analysis, functional cost analysis and expert-analytical method of assessment (method of expert assessments), the Pattern method.

The systematic approach directs the researcher to the study of the labor incentive system as a whole and its components: goals, functions, structure, means (methods) of stimulation, information; to identify the types of connections of these components between themselves and the external environment

(other subsystems, for example, the wage system, the quality system) and bringing them together into a single holistic picture. T. A. Komissarova. Human Resource Management: A Study Guide. M.: Delo, 2008, p. 74 The essence of the method is as follows. A systematic analysis of the state of the labor incentive system has several goals:

Determination of the present provision of the incentive system;

Identification of changes in the state of the incentive system in the spatial and temporal context;

Identification of the main factors causing changes in the state of the incentive system;

Forecast of the main trends in the future state of the incentive system.

This assessment method is based on the analysis of certain indicators that characterize the labor incentive system, such as labor productivity, wage growth in the enterprise, their ratio, staff turnover, an indicator of the qualitative composition of workers (by age, education, length of service), discipline. After analyzing the compliance of these indicators with the required level, a conclusion is made about the labor incentive system as a whole. The more inconsistencies and discrepancies, the less effective the incentive system is. The advantages of this assessment method are that its implementation does not require the direct participation of the workers of the enterprise, therefore, there are less costs, it is only necessary to analyze the documentation on the indicators.

Functional and cost analysis of the incentive system (FSA) is a method of technical and economic study of the functions of the incentive system at the enterprise, aimed at finding ways to improve and reduce the cost of organizing the incentive system in order to increase its efficiency. T. A. Komissarova. Human Resource Management: A Study Guide. M.: Delo, 2008, p. 71

The expert-analytical method is one of the most common methods for assessing not only the system of labor incentives. This assessment method is based on rational arguments and on the intuition of highly qualified specialists - experts. Davydov AV Motivation and wages in a market economy. M.: Novosibirsk, 2007, p.175

The pattern method, which consists of the first letters of English words meaning planning assistance through the quantitative evaluation of technical data, was developed in 1962-1964. The following steps go through the process of applying this method:

The problem under study is divided into a number of sub-problems, individual tasks and elements subject to expert evaluation;

Problems, sub-problems, tasks, their elements are arranged in a "decision tree";

The coefficients of importance of each task, each element are determined;

Estimates put forward by individual experts are subject to open discussion.

As an example of another method for assessing the effectiveness of a staff incentive system, one can cite an assessment formula that takes into account the effects that arise when increasing labor productivity, reducing staff turnover and training staff with the subsequent combination of several professions. First, individual performance indicators are determined by the formulas (3, 4, 5):

The effect of reducing staff turnover (monthly) is calculated

according to formula (3):

Et \u003d Zn x R (Kt1 - Kt2), (3)

where Zn - the cost of a beginner; Zot - the cost of personnel selection; Roth - the number of selected candidates; P - the average number of employees; Kt - the turnover rate is equal to the number of laid-off workers Ruv / R.

The effect of training with the subsequent combination of professions

calculated by formula (4):

Goiter \u003d Zzp x Rep x N - Goiter, (4)

where Zzp - wage costs per employee per month; Rep - the number of workers trained in related professions; N is the calendar period for which the efficiency is calculated; Goiter - training costs.

The effect of increasing labor productivity (per month) is calculated by formula (5):

Ep \u003d P x Dm x (P2 - P1), (5)

where P is the number of employees; Dm - the number of working days worked by them per month; P - labor productivity as the ratio of sales per day to the number of employees.

The effect of the impact of the employee training program on labor productivity and product quality can be determined by the following formula (6): О.А. Zaitseva, A.A. Radugin, K.A. Radugin and others. Fundamentals of management. M.: Unity, 2006, p.298

E=P x N x V x K - N x Z, (6)

where P is the duration of the training program on labor productivity and other performance factors; N is the number of trained workers; V - value assessment of the difference in labor productivity between the best and average workers performing the same work; K is a coefficient characterizing the effect of training employees (for example, an increase in labor productivity, expressed in shares); Z - the cost of training one employee.

Each of the considered approaches to assessing economic efficiency has its own positive aspects and difficulties in implementation. The most acceptable in practical terms, however, seems to be an assessment of certain areas of motivational policy, which makes it possible to identify the costs of their implementation and to determine with sufficient accuracy the performance indicators of the ongoing personnel policy. However, enterprises of various forms of ownership (state, commercial, etc.) have a different degree of freedom in choosing methods for implementing socio-psychological and motivational policies and the possibility of implementing alternative options.

Therefore, the general criteria for effectiveness can be the following:

Payback period for personnel costs;

The amount of income growth;

Minimization of current costs;

Profit maximization;

Minimization of costs due to personnel costs.

The orientation of the enterprise to the use of one or another criterion predetermines the approach to the selection of indicators used to analyze and justify the effectiveness of the ongoing motivational policy, its forms and methods.

Thus, as a result of studying the theoretical and methodological foundations of the concept of the essence of the organization of personnel labor motivation, we can draw the following conclusions:

Motivation is a motive, a reason for any action, an active state of a person (his brain structures), prompting him to perform hereditarily fixed or experience-acquired actions aimed at satisfying individual (thirst, hunger, etc.) or group (care for children). etc.) needs; Rudenko V.I. Management. A guide to preparing for exams. Rostov n/a: Phoenix, 2007. P.192

A number of definitions of motivation were listed, methods and types of staff motivation, and the concept of staff incentives were given and analyzed. In the system of values ​​of the enterprise, the management of labor motivation should become the basis, the optimal methods of motivating personnel and their combinations are chosen so that the efforts of the employee become the most effective and efficient;

To achieve effective labor motivation, an organization must have certain motivational resources. Such resources should be the principles of social partnership, the labor potential of the enterprise, the effective organization of labor and the competent social policy pursued by the enterprise;

To assess the effectiveness of the applied motivational policy in personnel management, it is necessary to carry out a quantitative and qualitative assessment of the effectiveness of the proposed methods, choosing the most suitable for the working conditions of a particular organization. Mintzberg G. Structure in a fist: creating an effective organization / Per. with. eng. Ed. Yu.N. Kapturevsky. St. Petersburg: Piter, 2009. P.512

A well-thought-out system of personnel motivation in an organization allows you to control the behavior of employees, create conditions for the prosperity of the enterprise.

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Goals and objectives

The main goal of the personnel motivation system is to stimulate the activities of personnel in order to increase productivity.

An motivated employee performs his professional duties better, and this has a beneficial effect on the company's profit in the end.

The main tasks of the motivation system:

• to stimulate the professional development and growth of the qualifications of employees;
• optimize personnel costs;
• ensure employee loyalty and staff stability;
• to orient employees towards solving the strategic tasks of the company;
• stimulate the effective work of each employee;
• attract highly qualified specialists to the company.

Kinds

There are various systems of motivation. So, it is customary to distinguish models according to the place of their application. The most popular are Japanese, American and Western European models of motivation systems.

Domestic science and practice cannot yet boast of unique knowledge on how to develop such a system of incentives. This is largely due to the fact that for a long time there were no incentive measures, except for an additional bonus and a social package.

Separate types of systems for evaluating the effectiveness of personnel stand apart - for example, a scoring model.

scoring

When using a point incentive system, employees are given points for the performance of labor functions.

With their help, you can evaluate the abilities of a particular employee, as well as such important qualities as responsibility, diligence, and the ability to work in a team.

At the end of the billing period, employees receive a bonus in accordance with the points scored.

Let's explain this scheme in practice:

• the incentive payment fund is 60 thousand rubles;
• number of employees in the state - 3;
• for failure to complete tasks, the employee receives 0 points, for completed without comments - 1 (we use a simplified rating system);
• the maximum number of points is 14 (for all employees), 42 points (for the entire department).

So, the first head of the personnel service scored 12 points, the manager - 10 points, the personnel specialist - 13 points.

We use the formula:

(maximum amount of incentive payments / total number of points) * total points of a particular employee = amount of remuneration

For the 1st employee: (60 thousand/42) * 12 = 17143 rubles.

For the 2nd employee: (60 thousand/42) * 10 = 14286 rubles.

For the 3rd employee: (60 thousand/42) * 13 = 18571 rubles.

Japanese

Japanese managers are striving to create a system that would be aimed at organizing group work and fostering collectivism.

In their model, a significant role is given to a qualitative indicator. After all, it helps to increase the profit of the company. To achieve this goal, corporations use effective systems of wages, analysis of the organization of jobs, certification of workers, etc.

The peculiarity of the Japanese system is that it highlights the loyalty of its employees to companies.

Employees are identified with the firm they work for. At the same time, each employee is sure that he is a significant person for his company and its fate depends on his actions.

To prevent employees from leaving for another firm, a remuneration system based on seniority is applied. Employees also receive bonuses twice a year and regularly improve their skills.

In general, the remuneration system is built not only on the length of service, but also taking into account other indicators, including the qualifications of the employee and the effectiveness of his activities.

The personnel motivation system, as we discussed earlier, is a set of tasks. Their solution allows to achieve high efficiency of the work of employees.

The system is developed at a particular enterprise, taking into account the specifics of the activity, the organization of the state, etc.

Structure and elements

The corporate system of motivation and incentives for the personnel of the organization consists of the following elements:

• goals and objectives (results that the company seeks to obtain);
• the strategy and policy of the company in this area, taking into account the long-term goals of the development of the organization and the time to achieve them;
• principles of motivation and stimulation of labor;
• system functions - regulation, planning, organization, coordination and regulation, motivation and stimulation, control, accounting, analysis;
• system structure (and non-financial incentives);
• system formation technology.

Approximate scheme of the motivation system in the organization

Instruments

Tools are those types of incentives that can influence the motivation of staff. They can be tangible and intangible. Among them there are those that directly depend on specific results of labor, for example, bonuses.

Indirect motivation tools are also used - reimbursement of expenses for communication, food, travel, etc.

They are used to increase employee loyalty, reduce staff turnover.

Indirect tools do not depend on the results of work and are determined by the status or rank of the employee.

Development and construction features (step by step algorithm)

In the process of creating a personnel motivation system, the following stages can be distinguished:

• formation of the company's goals and objectives in this area, approval of those indicators that can clearly demonstrate the result of each employee's activities;
• approval of the tariff scale;
• determination of the tools that are planned to be used in the personnel motivation system;
• evaluation of the effectiveness of each employee;
• establishing the relationship between performance and remuneration.

Analysis and economic efficiency

An analysis of the modern motivation system is necessary in order to assess whether employees are affected by it, whether their reaction to the impact of the motivation system corresponds to the expectations of management, etc. For this, various techniques are used - for example, analysis of variance for related samples.

The motivation system provides for certain costs for incentive instruments. That is why organizations need to track cost effectiveness.

A company is interested in an employee as long as he earns more for the company than the company spends on him.

Assessment steps

The personnel motivation system is being evaluated in several stages:

• Stage 1. At this stage, the existing system of motivation and stimulation of personnel in the organization is evaluated. The company conducts a survey of employees in order to analyze the effect of tangible and intangible factors.
• Stage 2. Questionnaires of participants are transferred to the employees who will carry out the assessment.
• Stage 3. Processing questionnaires, calculating the average score for each factor.
• Stage 4. Analysis of each factor by which the motivation of the company's employees is carried out. First of all, it is necessary to pay attention to those of them that received the lowest estimated result.

Why might not work?

Many managers are interested in the question: "Why does the motivation system not work?". There can be many reasons for that.

Usually they boil down to the fact that the employer, when building it, is not at all interested in the opinion of his employees.

Conducting surveys, questionnaires will identify the needs of employees. Their satisfaction will serve as an excellent incentive for effective work.

Motivation is one of the most important factors that affect the performance of each employee and the team as a whole. How well an employee is motivated depends on his desire for self-improvement of his skills and abilities. Evaluation of the motivation of working personnel in a company is one of the most important assessments that allows you to identify the degree of interest of a subordinate in achieving certain results. There are various methods and techniques for assessing staff motivation.

Motivation assessment

If we talk about the assessment of motivation, then this concept can be divided into two equal parts:

In the first case, this assessment is carried out before hiring and it is aimed at how interested a person is in a given company in which he came to work. A correct assessment at this stage allows you to identify more promising employees, those candidates who need to be invested in training.

In the second case, it should be carried out among subordinates working in the company. Such an assessment is aimed at how interested a person is in a given company in which he came to work. It helps to identify subordinates who have high potential. In addition, it allows you to see the effectiveness of the motivation system.

Motivation system

Until now, the main drawback of the labor motivation system has been the complete absence of the relationship between wages and staff work.

Today, this system is constantly being improved and it is based on such important principles as:

• Communication with the development plan of the organization;
• clarity;
• Competitiveness;
• Mechanisms of personnel motivation;

The company's income directly depends on the incentive of the staff!

One of the important components of the system is non-material or material incentives for the work of personnel. In order to encourage staff to fulfill the plan, these indicators should be included in the list of criteria, upon reaching which the employee is obliged to receive financial incentives. The bonus system should be a significant part of the employee's salary and include a certain set of criteria that must comply with the company's objectives, the implementation of which directly depends on the work of the staff. Stimulation of motivation is subject to the achievement of the main performance indicators of the personnel and the company:

• Achievement of quantitative indicators (volume of production);
• Providing customer service;
• Fulfillment of standard indicators for all types of resources;
• Compliance with and fulfillment of product quality requirements.

When developing new methods and methods of bonuses, it is very important that, based on the results of work, it is carried out monthly in the following areas:

• For an important task (up to 50% bonus);
• From the workshop director's fund (up to 10% bonus);
• For collective merit (other% of the premium).

The selection of personnel for the appointment of bonuses for high qualifications can be based on the following criteria:

For staff-

Collective:

Customized:

1. Absence of violations of labor discipline;
2. Innovation;
3. Safety;
4. Mentorship.

Additional customized:

1. Improving skills;
2. Combination of professions;
3. Education;
4. Mobility.

Leaders -

• Customized:

1. Education;
2. Discipline;
3. Professionalism;
4. Innovations.

Additional:

• Work experience;
• Knowledge of foreign language;
• Additional education;
• Increasing skills.

Development of motivation

Until today, managers did not even imagine that there was a creation of such methods: it was assumed that the salary would be as a motivating factor. As practice shows, an effective motivation system helps to significantly improve the performance of both the team and each individual subordinate.

The system of motivation of working personnel, as a rule, is based on the use of two main types of incentives:

1. The intangible basis is all kinds of promotions, corporate culture and the use of advantages over their colleagues;
2. The material basis is all kinds of bonuses, salary increases, bonuses, etc.

A competent combination of non-material and material incentives allows you to achieve high results in the promotion of the company. At the same time, it is extremely important that the motivation system be special for each individual team, it is created taking into account the individual characteristics of doing business.

At modern enterprises, managers attach great importance to material and non-material incentives for staff. Based on their own management practices or the successful experience of other companies, they introduce new forms of incentives or adjust existing motivational programs. Motivation programs are understood as a set of measures aimed at maintaining and / or increasing the degree of interest of employees in the process and results of work. In this regard, the need for managers-initiators of changes in assessing the effectiveness of motivational programs is substantiated.

In the theory and practice of personnel management, there is no standard methodology for assessing the effectiveness of the motivation system. The valuation procedure in companies is often not carried out at all. This is one of the most common management mistakes. There is a rule in management: you cannot manage what is not measured. Evaluating the effectiveness of motivational programs allows you to timely introduce and adjust incentive methods, reasonably plan the company's budget for human resource management.

Let us consider the methodology for solving this problem, based on the practice of implementing projects for the phased development and implementation of motivation systems for personnel of enterprises from various business areas.

1. Setting the goal and objectives of the motivation system

The choice of indicators and methods for assessing the effectiveness of the motivation system, as a rule, is determined by the goals for which this system is implemented in the company. Specialists in the field of personnel management distinguish three main groups of goals for staff motivation:

1) attraction and retention of employees;

2) increase in labor efficiency;

3) improving performance discipline.

To achieve the goals, specific tasks can be set, such as increasing staff loyalty, improving the quality of customer service, reducing the number of delays, etc. Depending on the goals and objectives, as well as their priority, performance evaluation indicators are selected.

The performance indicator is a quantitative or qualitative characteristic of the work of the management object (employee, structural unit, enterprise), which determines the degree of effectiveness of managerial influence. The indicator should be:

• valid, that is, correspond to the goals and objectives of the motivation system;
• informative, that is, with a certain degree of probability, assess the actual state of the control system and predict the expected result in the future;
• available for initial data collection and subsequent analysis;
• tracked in dynamics. The value of one or another indicator at a particular point in time is in itself of little significance. To make informed management decisions, it is important to analyze the indicators in dynamics, so the methodology for obtaining them should be practically unchanged (or with minor modifications), and the form of collecting, accumulating and analyzing information should be easy to use.

Thus, in addition to the objectives of the study, the choice of indicators and their number depend on the degree of information availability, time s x the cost of its collection and processing, as well as the classification of types of efficiency used. Based on the application of the principle of complexity, it is worth highlighting three types of effectiveness of the motivation system: economic, social and targeted. Let's take a look at each of these types.

2. The choice of indicators of the effectiveness of motivation systems

Direct indicators of economic efficiency

According to ISO 9000:2000, efficiency is the ratio of the results achieved and the resources (costs) used related to their achievement. Accordingly, the general formula for efficiency can be as follows:

Efficiency = Result / Cost.

As a rule, efficiency is expressed in fractions or percentages.

To evaluate the result at the enterprise level, you can use the indicator of profit, income for a specific period of time. The result can be correlated with the costs of one kind or another. In particular, the costs of labor, production space, working capital, etc. are important for an enterprise. Particular performance indicators depend on the type of costs under consideration: profitability, capital productivity, labor productivity, material intensity, turnover of working capital, return on investment, etc. All of these indicators are to economic efficiency indicators .

Indirect indicators of economic efficiency

Economic efficiency, as a rule, is of interest to the company's management in the first place, because in order to make managerial decisions, it is necessary to understand whether this or that personnel change is economically feasible. Unfortunately, it is difficult to calculate the economic efficiency of motivational programs in its pure form due to the difficulty of assessing in monetary terms the result resulting from the introduction of one or another motivational program. It is clear that such a result can be an increase in the company's income or profit for the reporting period, but these indicators are influenced by a large number of factors, only one of which is the motivation system. In this regard, the indicators of economic efficiency of motivational programs given in Table. 1 are usually indirect.

It is easier to calculate the costs of introducing a motivation system, since they are constantly recorded. They can be divided into the following types:

• labor costs of employees involved in the implementation of the motivation system;
• the costs of providing material and non-material factors of the motivation system;
• the costs of developing and creating the infrastructure of the motivation system.

Table 1 - Main indicators of economic efficiency and formulas for their calculation

Indicator	Calculation formula
Labor productivity (PT)	PT \u003d Q / H s.sp. , where Q is the amount of work; H s.sp. – average headcount
Lead coefficient (K op.)	K op. = T p.t. / T z.p. , where T p.t. – growth rates of labor productivity; T z.p. - growth rate of wages
The share of wages in the cost of production / in total costs (% of salary)	% salary = Ф c.p. / WITH % salary = Ф c.p. / Z, C - the cost of production, rub. Z - total costs, rub.
Payroll intensity (WU)	ZE \u003d F c.p. / AT, where Ф c.p. – payroll fund, rub.; B - proceeds from the sale of products, rub.

The main indicator of the effectiveness of the use of human resources is labor productivity. Its growth serves as an indirect confirmation of the effectiveness of the applied motivational programs. The volume of work can be assessed both in physical terms (in pieces, tons, kilometers, square meters, liters, etc.), and in value terms (in rubles).

The lead indicator reflects the ratio of the growth rate of labor productivity and the growth rate of wages. Normally, it should be greater than one. In this case, it can be assumed that material incentives in the company successfully solve the problem of increasing the economic and production returns from the staff.

If the lead indicator is corrected, indicating in the denominator the growth rate of personnel costs in general, then with a similar calculation it will be possible to draw a conclusion about the effectiveness of personnel policy in general, since these costs will include all types of personnel costs (recruitment, training, non-material incentives , evaluation and work with a personnel reserve, etc.).

If the growth rate of personnel costs for the reporting period exceeds the growth rate of labor productivity, management should ask the question: is it advisable to invest in personnel development in this way, does it give the company an economic effect?

Management situations in which the lead factor can be less than one occur, for example, when, with an unsatisfactory personnel policy for the past period, management decides to invest in personnel. In this case, it may take two or three years before the lead factor approaches the normative values.

Another important indirect indicator of the cost-effectiveness of incentive programs can be the share of wages in the cost of production/total personnel costs. When conducting an economic and statistical analysis, labor economists preliminarily determine the normative values ​​of this indicator. It is desirable to have such statistics on the enterprises of the industry, but, unfortunately, such information is not always available for analysis. This indicator allows you to take into account and plan the cost of wages, to monitor that the payroll does not exceed the specified standards. Payroll costs range from 20% to 60% of total costs across different business sectors. They remain the most significant in the budget of any enterprise involved in the real economy.

With the development of management, the approach to assessing social efficiency, which expresses the social result of management activity, began to develop intensively. True, there is still no unity here, since the method of evaluation is determined by what exactly in each specific case will be taken as an indicator of social efficiency.

According to the general definition, the social efficiency of management characterizes the degree of use of the potential capabilities of the labor collective and each employee, his creative abilities, the success of solving the social problems of the development of the team, the degree of staff satisfaction with various aspects of work.

In table. 2 shows an extended classification of social performance indicators. For a particular enterprise, the most significant indicators that are relevant at the moment can be selected.

Table 2 - Classification of social performance indicators

Group of indicators of social efficiency	Social performance indicators
Satisfaction of employees with various aspects of work	Satisfaction with wages. Satisfaction with the social security system. Satisfaction with sanitary and hygienic working conditions. Satisfaction with organizational and labor conditions of work. Satisfaction with team relationships. Satisfaction with the content and significance of work. Satisfaction with the reward and recognition system. Satisfaction with the career development system. Satisfaction with the professional development system. Satisfaction with specific personnel activities, etc.
Staff turnover	Staff turnover in the whole enterprise. Personnel turnover in structural divisions.
Sanitary and hygienic working conditions	Temperature regime. Illumination of workplaces. Noise level. Dustiness of the premises. Provision of employees with sanitary and hygienic facilities, etc.
Organizational and labor conditions of work	The level of labor discipline. The level of performance discipline. Worker injury rate. The incidence rate of workers. The share of normalized operations. The level of equipment of workplaces. The level of mechanization and automation of labor. The level of computerization of administrative and managerial work. Tension and intensity of work. rationality of modes of work and rest. Share of creative operations. Share of unskilled labor. Provision of employees with regulatory documentation. The ratio of formal and informal management structures, etc.
Socio-psychological working conditions	Moral and psychological climate in the team. The level of conflict in individual departments and the enterprise as a whole. Participation of employees in management (development and adoption of managerial decisions). Labor and social activity of employees. The level of involvement and loyalty of staff, etc.
Social security of workers	Living conditions of workers and their families. Provision of preschool institutions for children. The provision of medical care. Provision of vouchers to health-improving institutions. Security with additional pension guarantees, etc.
Professional qualification structure of personnel	General educational level of employees. The professional level of employees. The level of qualification of workers. The level of the general culture of employees. The share of employees who have completed advanced training. The share of employees with satisfactory certification results, etc.

Indicators of social efficiency of management are determined by analyzing economic and statistical reporting, questioning and interviewing employees, the method of expert assessments, the method of observation and other methods. At the same time, some indicators are determined with a certain degree of conventionality, while others cannot be expressed quantitatively at all.

A generalized (integral) indicator of the social effectiveness of management can be obtained by summing the product of estimates of private indicators by the corresponding weight coefficients.

Performance or target performance indicators

Along with the concept of efficiency, the concept of effectiveness is used. According to the ISO 9000:2000 series of standards, effectiveness is defined as the degree to which planned activities are carried out and planned results are achieved. The more accurately the goal is achieved, the higher the performance. In this regard, the effectiveness can be otherwise referred to as the target efficiency. Accordingly, the overall performance formula can look like:

Performance = Result / Goal.

Upon reaching the goal, the efficiency will be equal to 100%. So, if the management of the company planned the level of annual profit in the amount of 10 million rubles, and the actual profit was received in the amount of 11 million rubles, then the effectiveness of this criterion will be 110%.

This method is good to use in companies that use KPI systems, and especially when evaluating those positions where there is a clear relationship between stimulus and response. When evaluating the target effectiveness, it is also necessary to make an adjustment for the influence of other factors, therefore it is recommended to conduct expert surveys.

Thus, the fundamental differences between economic efficiency and target (performance) are as follows:

• economic efficiency requires achieving not so much the goal as the result at the expense of minimal costs;
• to measure performance, it is necessary to have clearly defined goals and plans.

Performance evaluation procedure

Consider the methodology for evaluating efficiency using the example of a project to create a system of motivation for department employees. The initiator of the change is the head of the sales department, who leads the working group, which also includes an HR manager, a financial manager and an external consultant. The improvement of the motivation system is carried out to achieve the goals of all three groups, for which the experts of the working group put down a weight characterizing their significance:

• attraction and retention of employees - 10%;
• increase in labor efficiency - 80%;
• improvement of performance discipline - 10%.

As selected performance indicators, which are given in table. 3, highlighted:

P 1 - lead factor (the current and previous years are compared);

P 2 - staff turnover (among sales managers),%;

P 3 - implementation of the sales plan,%;

P 4 - the share of new customers,%;

P 5 - conversion rate,%

P 6 - the number of delays, h.

Table 3 - The choice of performance indicators for motivational programs for sales managers

Indicator	Group of performance indicators	The weight, %	The value of the indicator for the previous period	Normative (planned) value
P 1 - advance coefficient	Economic efficiency
P 2 - staff turnover,%	Social efficiency
P 3 - implementation of the sales plan,%	Efficiency
P 4 - the share of new customers,%	Efficiency
P 5 - conversion rate,%	Efficiency
P 6 - the number of delays, h	Efficiency

Motivational programs include the following activities:

M 1 - adjustment of the bonus system;

M 2 - introduction of a professional competition among sales managers;

M 3 - rewarding with valuable gifts at the end of the reporting period;

M 4 - introduction of a system of monthly performance evaluation and feedback.

Thus, as a result of the introduction of motivational programs, an increase in the efficiency of the motivation system is expected, which will confirm the following dependence:

Result = f(Motivation),

where Result = (P 1, P 2, P 3, P 4, P 5, P 6);

Motivation = (M 1, M 2, M 3, M 4).

It is possible to determine the presence of dependence if the experts have previously established normative (planned) values, according to the degree of achievement of which the effectiveness of the motivation system is assessed.

A quantitative assessment of the relationship is possible by accumulating statistics on two quantitative indicators (for example, by the amount of wages and the implementation of the sales plan, or by the amount of wages and the number of delays) and determining the correlation coefficients. Where qualitative indicators are highlighted, the presence or absence of a link can be assessed using the peer review method.

Attention is drawn to the fact that for all indicators, the relationship between the incentive and the result of activity to one degree or another is always indirect, since the result of labor is a multifactorial complex formation, which is influenced not only by the motivation system.

3. Identification of the reasons for the low effectiveness of motivational programs

If, as a result of monitoring, it becomes obvious that the use of motivational programs is not effective, it is important to identify a causal relationship between performance factors and results. Based on the analysis of the management practices of a number of companies, the following reasons for the low efficiency of the motivation system are possible:

1) weak connection of the motivation system with the achievement of the strategic goal of the enterprise. The decomposition of enterprise goals is a prerequisite for effective motivation. According to Norton and Kaplan (the developers of the BSC concept), “when an employee understands that his encouragement depends on the achievement of strategic goals, strategy will become truly everyone's daily work”;

2) lack of a system of business evaluation (results and competencies) of personnel. An effective motivation system implies the presence of one in the company, since the remuneration or punishment of employees is linked together with the level of labor productivity obtained (norm, below the norm, above the norm);

3) the parameters of the motivation system do not correspond to the prevailing motivational profile of the personnel. There are a number of methods for assessing motivational profiles (you can take the method of V. Gerchikov as a basis). Knowledge of the group motivational profile allows you to develop targeted motivational programs. So, with the prevalence of instrumental type employees, the emphasis will be placed on the introduction of bonuses based on results, and with the predominance of professional type employees, it is recommended to include in the motivation system such methods as working with a personnel reserve, a mentoring system, a professional training system, holding professional competitions (competitions) and etc.;

4) lack of involvement of personnel in the development and implementation of a project to adjust the motivation system. The participation of employees in such projects makes it possible to take into account the actual needs and motives, their opinion regarding the planned activities;

5) low competitiveness of the enterprise in the labor market for various reasons(in connection with the implemented policy of the company, its financial condition, poor awareness of the situation on the labor market, etc.). The competitiveness of an enterprise in the labor market is an indispensable condition for the effectiveness of the motivation system;

6) lack of monitoring of the motivation system, identification of strengths and weaknesses, as well as bottlenecks. This makes it difficult to quickly adjust the parameters of the system in accordance with environmental factors, the needs of the subject and the object of stimulation;

7) lack of an integrated approach in taking into account efficiency factors. Efficiency is affected by a combination of conditions and causes (efficiency factors). The labor behavior of the staff is influenced not only by the system of motivation. Low labor productivity may be associated with a lack of professional competence. In this case, it is expedient, for example, a system of professional training of personnel. Also, a large role is given to the level of organization of the labor process: the availability of resources, the availability of modern production and management technologies, the smooth running of business processes, etc.

It is impossible to create an ideal motivation system when developing and implementing motivational programs. However, the company's management is able to develop and apply effective methods of stimulating staff. To do this, it is necessary to clearly define the goals and objectives of introducing a motivation system, select performance indicators in accordance with them, and develop a methodology for preliminary (forecast), current and final evaluation of the system.