Theoretical aspects of labor stimulation. The essence and types of personnel incentives

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

MINISTRY OF THE RUSSIAN FEDERATION FOR CIVIL DEFENSE, EMERGENCIES AND DISASTER ELIMINATION ACADEMY OF STATE FIRE SERVICE

ABSTRACT

Discipline: Fundamentals of personnel management

On this topic:Labor incentivesworkers

Completed by: 3rd year student, group 5111

Lutoshkina Yu.A.

Checked by: Department teacher

Soprunova E.A.

Moscow 2014

annotation

Introduction

1. Labor incentives

Conclusion

Bibliography

annotation

In a rapidly changing world, it is important to keep up with global advances in labor incentives. The lack of a developed labor incentive system creates the preconditions for a decrease in the competitiveness of the company, which will negatively affect wages and the social atmosphere in the team.

A detailed incentive system will allow mobilizing labor potential, creating the necessary interest of workers in growth, manifestation of creative potential, and increasing the level of their competence. This can be reflected in improved quality of work performed.

Introduction

Motivating and stimulating staff is one of the most difficult areas of activity for managers, and the ability to motivate and stimulate subordinates is great art. Companies in which management personnel have mastered this art usually occupy leading positions in the market.

No control system will function well unless it is developed efficient system stimulating work, as it encourages each individual employee and the team as a whole to achieve personal and general goals.

A labor incentive system is an effective personnel management tool only if it is competently developed and correctly used in practice.

This topic is relevant because... the development of successful measures to stimulate personnel at a trade enterprise is one of the necessary conditions for increasing labor productivity at a trade enterprise, and, consequently, increasing profits at the enterprise as a whole.

1. Labor incentives

Labor stimulation is a way of managing the labor behavior of an employee, consisting of a targeted influence on the behavior of personnel by influencing the conditions of their life, using the motives driving their activities

Labor stimulation is, first of all, an external motivation, an element of the work situation that influences human behavior in the world of work, the material shell of personnel motivation. At the same time, it carries an intangible load that allows the employee to realize himself as a person and as an employee at the same time. Stimulation performs economic, social and moral functions.

The economic function is expressed in the fact that labor stimulation helps to increase production efficiency, which is expressed in increased labor productivity and product quality.

The moral function is determined by the fact that incentives to work form an active life position and a highly moral climate in society. At the same time, it is important to ensure a correct and justified system of incentives, taking into account tradition and historical experience.

Social function is ensured by the formation social structure society through different income levels, which largely depend on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of personality, is predetermined by the formation and stimulation of labor in society.

An incentive is often characterized as an external influence on an employee (from the outside) in order to encourage him to perform effectively. There is a certain dualism inherent in the stimulus. The dualism of the incentive is that, on the one hand, from the position of the enterprise administration, it is a tool for achieving a goal (increasing the productivity of workers, the quality of the work they perform, etc.), on the other hand, from the position of the employee, the incentive is an opportunity to obtain additional benefits (positive incentive) or the possibility of their loss (negative incentive). In this regard, we can distinguish between positive stimulation (the possibility of possessing something, achieving something) and negative stimulation (the possibility of losing some item of need).

When incentives pass through the psyche and consciousness of people and are transformed by them, they become internal incentives or motives for employee behavior. Motives are conscious incentives. Stimulus and motive do not always agree with each other, but there is no “Chinese wall” between them. These are two sides, two systems of influencing an employee, encouraging him to take certain actions. Therefore, the stimulating effect on personnel is aimed primarily at enhancing the functioning of the enterprise’s employees, and the motivating effect is aimed at enhancing the professional and personal development of employees. In practice, it is necessary to use mechanisms for combining motives and incentives for work. But it is important to distinguish between the stimulation and motivational mechanisms of behavior between workers and enterprise management, and to realize the importance of their interaction and mutual enrichment.

Incentives can be tangible or intangible. The first group includes monetary (wages, bonuses, etc.) and non-monetary (vouchers, free treatment, transportation costs, etc.). The second group of incentives includes: social (prestige of work, opportunity for professional and career growth), moral (respect from others, rewards) and creative (opportunity for self-improvement and self-realization).

There are certain requirements for organizing labor incentives. These are complexity, differentiation, flexibility and efficiency.

Complexity implies the unity of moral and material, collective and individual incentives, the meaning of which depends on the system of approaches to personnel management, the experience and traditions of the enterprise.

Differentiation means an individual approach to stimulating different layers and groups of workers. It is known that approaches to wealthy and low-income workers should be significantly different. Approaches to qualified and young workers should also be different.

Flexibility and efficiency are manifested in the constant revision of incentives depending on changes occurring in society and the team.

Incentives are based on certain principles.

Availability. Each incentive must be available to all employees. The incentive conditions must be clear and democratic.

Tangibility. There is a certain threshold for the effectiveness of the incentive, which varies significantly in different teams. This must be taken into account when determining the lower stimulus threshold.

Gradualism. Material incentives are subject to constant upward adjustment, which must be taken into account; however, sharply inflated remuneration that is not subsequently confirmed will have a negative impact on the employee’s motivation due to the formation of an expectation of increased remuneration and the emergence of a new lower threshold of incentive that would suit the employee.

Minimizing the gap between the result of labor and its payment. For example, the transition to weekly wages. Compliance with this principle allows you to reduce the level of remuneration, because The principle “less is better, but right away” applies. Increased rewards and its clear connection with the result of work are a strong motivator.

A combination of moral and material incentives. Both factors are equally strong in their impact. It all depends on the place, time and subject of the influence of these factors. Therefore, it is necessary to intelligently combine these types of incentives, taking into account their targeted effect on each employee.

Combination of incentives and disincentives. A reasonable combination of them is necessary. In economically developed countries, the transition from anti-incentives (fear of job loss, hunger, fines) to incentives prevails. It depends on the traditions that have developed in society, the team, views, and morals.

Forms of incentives include financial rewards and additional incentives.

Wages are the most important part of the system of payment and incentives for labor, one of the tools for influencing the efficiency of an employee. This is the tip of the iceberg of the company’s personnel incentive system, but wages in most cases do not exceed 70% of the employee’s income. Among the forms of material incentives, in addition to wages, bonuses can be included. Bonuses replace the thirteenth salary in many cases. Bonuses are preceded by personnel assessment or certification. In some organizations, bonuses amount to 20% of an employee's income per year. The importance of incentives such as profit sharing and equity participation is increasing.

Non-material incentives also become important not only because they lead to social harmony but also provide an opportunity for tax evasion.

Non-material incentives include such basic forms as payment of transportation costs, discounts on the purchase of company goods, medical care, life insurance, payment for temporary disability, vacation, pensions and some others.

2. Differences between the “motive of work” and the “stimulus of work”

An incentive is always an external impulse towards a person. The word "stimulus" comes from Greek language, where it meant a stick for urging cattle. Thus, the original meaning of the expression “apply incentives to improve performance” immediately becomes clear, i.e. take a stick or whip and put it into action. Currently, the meaning of this term has undergone changes, as have the methods, principles and technologies of stimulation.

A motive is a complex of a person’s internal motivations to perform actions, his intention to do something, desires, aspirations, for example, the intention to work well.

If we compare the meaning of the terms “stimulus” and “motive”, we will see that it is “motives” and not “stimuli” that drive a person’s actions and actions. Stimuli (external motivations) are only intended to arouse motives (internal motivations) within a person, i.e. desires and intentions. Until an external urge (“stimulus”) turns into an internal desire and intention (“motive”), it has no effect on a person.

Thus, a stimulus may or may not become a motive. An external stimulus turns into an internal motive only when it meets a human need.

Only a stimulus meeting a need motivates. An incentive that does not meet a person’s need does not motivate. In this sense, any motivation has no material basis, since it is based precisely on needs. Even if these non-material needs are satisfied by material incentives, a person is still controlled by non-material motives - his desires.

Thus, each manager, in the light of stimulating the work of staff, is faced with the task of identifying the needs of each specific person, connecting them with an external stimulus that will most fully satisfy the identified needs of the person, provided that he performs the work necessary for the company, and also creating conditions for performing this work in order to satisfy their needs.

3. Incentive systems in the organization

Salary (nominal). Remuneration for an employee, including basic (piecework, time-based, salary) and additional (bonuses, allowances for professional skills, additional payments for working conditions, part-time work, for teenagers, nursing mothers, for work on holidays, for overtime work, for team management, payment or compensation for vacation, etc.)

Wages (real). Ensuring real wages by: increasing tariff rates in accordance with the minimum established by the state; introduction of compensation payments; indexation of wages in accordance with inflation.

Bonuses. One-time payments from the profit of the enterprise (remuneration, bonus, additional remuneration). Abroad, these are annual, semi-annual, Christmas, New Year bonuses, usually associated with length of service and the amount of salary received. There are the following types of bonuses: for absence of absenteeism, export, for merit, for length of service.

Profit sharing. Profit sharing payments are not a one-time bonus. The share of profit from which the incentive fund is formed is established. Applies to categories of personnel that can actually influence profits (most often these are management personnel). The share of this part of the profit correlates with the manager’s rank in the hierarchy and is determined as a percentage of his income (base salary).

Participation in share capital. Purchasing shares of an enterprise (JSC) and receiving dividends: purchasing shares at preferential prices, receiving shares free of charge.

Additional payment plans. Plans are most often associated with employees of sales organizations and stimulate the search for new sales markets: gifts from the company, subsidizing business expenses, covering personal expenses indirectly related to work (business trips not only for the employee, but also for his spouse or friend on the trip). These are indirect costs that are tax-deductible and therefore more attractive.

Stimulation free time. Regulation of time according to employment by: providing the employee with additional days off, vacation, the ability to choose the time of vacation, etc. for active and creative work; organizing flexible work schedules; reduction of working hours due to high labor productivity.

Labor or organizational incentives. Regulates the employee’s behavior based on measuring his sense of job satisfaction and assumes the presence of creative elements in his work, the possibility of participation in management, promotion within the same position, and creative business trips.

Incentives that regulate employee behavior based on expression public recognition. Presentation of certificates, badges, pennants, placement of photographs on the Honor Board. In foreign practice, honorary titles and awards, public incentives are used (public reprimands are avoided, especially in Japan). In the USA, a merit-based assessment model is used for moral stimulation. Circles are created (“golden circle”, etc.)

Payment of transportation costs or servicing with your own transport. Allocation of funds for: payment of transportation costs; purchase of transport: with full service (transport with driver for management personnel); with partial servicing of persons associated with frequent travel.

Savings funds. Organization of savings funds for enterprise employees with interest payments not lower than that established by Sberbank of the Russian Federation. Preferential regimes for accumulation of funds.

Catering. Allocation of funds for catering at the company; payment of food subsidies.

Sale of goods produced by the organization. Allocating funds for a discount on the sale of these goods.

Scholarship programs. Allocation of funds for education (covering education costs on the side).

Personnel training programs. Covering the costs of organizing training (retraining).

Medical care programs. Organizing medical care or concluding contracts with medical institutions. Allocation of funds for these purposes.

Advisory services. Organization of advisory services or concluding agreements with them. Allocation of funds for these purposes.

Housing construction programs. Allocation of funds for your own housing construction or construction on share terms.

Programs related to the upbringing and education of children. Allocation of funds for the organization of preschool and school (colleges) education of children and grandchildren of company employees; privileged scholarships.

Flexible social benefits. Companies set a certain amount for the “purchase” of necessary benefits and services. The employee, within the established amount, has the right to independently choose benefits and services.

Life insurance. Insurance at the expense of the company's funds for the life of the employee and for a symbolic deduction for members of his family. Using funds withheld from the employee’s income, in the event of an accident, an amount equal to the employee’s annual income is paid; in the event of a fatal accident, the amount paid is doubled.

Temporary disability payment programs. Coverage of expenses for temporary disability.

Health insurance. Both the workers themselves and their family members.

Benefits and compensation not related to results (of a standard nature). Payments that are not formally related to the achievement of certain results (compensation for transferring to service from other companies - expenses associated with moving, selling, buying apartments, real estate, employment of a wife (husband), etc.; bonuses and other payments (in connection with the departure of retirement or dismissal)). These payments, which have received the name “golden parachutes” abroad, are intended for senior managers, usually include additional salary, bonuses, long-term compensation, mandatory (provided for by the company) pension payments, etc. The provision of this type of payment emphasizes the high status of the employee compared to others. .

Contributions to the pension fund. Such an alternative to the state supplementary pension fund can be created both at the enterprise itself and under an agreement with any external fund.

Loan associations. Preferential loans for housing construction, purchase of goods, services, etc.

Conclusion

motivation stimulation staff labor

Stimulating workers and employees at an enterprise is one of central places in personnel management, since it is the direct cause of their behavior. Orienting employees to achieve the goals of the organization is essentially the main task of personnel management.

Stimulation is the influence not directly on the individual, but on external circumstances with the help of benefits and incentives that encourage the employee to behave in a certain way.

Labor incentives are effective only if management bodies are able to achieve and maintain the level of work for which they are paid. The purpose of incentives is not to encourage a person to work at all, but to encourage him to do better (more) than what is determined by the labor relationship. This goal can only be achieved if systematic approach stimulating labor.

Bibliography

1. “Incentive management” - Kokno P.A.

2. “Motivation in the labor market” - Katulsky E.

3. "Encyclopedia of Management"

Posted on Allbest.ru

...

Similar documents

The labor market and its subjects as a form of employee motivation. Analysis of the system of motivation and stimulation of labor of employees of the enterprise Stroymekhanizatsiya LLC. Creating conditions for productive work: organizing labor incentives and the motivation process.

thesis, added 05/15/2008

The concept, essence and functions of stimulation and motivation of labor, foreign and Russian experience in organizing labor process. History of creation and characteristics of the activities of the Siberia Hotel. Formation of new systems for stimulating personnel work.

course work, added 06/02/2013

Labor incentives as an important component of the personnel motivation structure. The most common and unconventional methods of material and non-material stimulation of labor, their effectiveness, interrelation, positive and negative aspects.

test, added 10/21/2010

The essence and role of labor motivation in the activities of a business entity. Assessing the impact of moral and organizational work motivation in an organization. Development of directions for improving the system of material incentives for personnel in the organization.

thesis, added 02/23/2016

The essence and types of personnel motivation. Types of labor motives and needs. The essence of reward and classification of incentives. Basic principles and forms of employee incentives. Labor incentive system, stages of creation and requirements applied to it.

abstract, added 05/19/2012

Work motivation and its importance in organization management. Labor incentive system in Japan. Application of the "Ruckera" system. Assessment of material incentives for workers at the Republican Unitary Enterprise "Belarusian Metallurgical Plant". Process theories motivation.

course work, added 08/24/2013

General theoretical foundations for stimulating staff work. The concept and essence of labor stimulation. Main types of labor incentives. External and internal rewards. Experience of domestic and foreign enterprises in the development of labor incentives.

course work, added 01/05/2009

The enterprise personnel motivation system, methods of stimulating personnel in trade. Scheme of the motivational process. Basic approaches to increasing the motivational activity of employees. System for creating motivational and stimulating working conditions.

course work, added 10/24/2013

Theoretical foundations for stimulating the work of enterprise personnel. Analysis and assessment of foreign and domestic experience in organizing and stimulating the work of the organization’s personnel using the example of the USA and the Russian Federation. Features of stimulating labor with a reward system.

course work, added 05/06/2010

The importance of motivation and stimulation of personnel in the work process of an enterprise. Consideration of the main theories of motivation. Analysis of the system of motivation and stimulation of labor of employees of the enterprise OJSC "Yuzhsky Bread Factory". Focus on human factor.

Incentives in labor relations can be individual objects, actions of other people, promises and much more that can be offered to a person in compensation for his actions or what he would like to receive as a result of certain actions. The purpose of incentives is not to induce a person to work in general, but to encourage him to do better what is determined by the labor relationship.

It's clear to everyone that the most important type incentives are material, designed to play a leading role in increasing the labor activity of workers. This type consists of material-monetary and material-non-monetary incentives, the latter contains part of social incentives.

The second important thing is spiritual stimulation, which contains social, moral, aesthetic, socio-political and informational incentives. System of moral and material incentives for labor in various companies involves a set of measures aimed at increasing the labor activity of people and, as a result, increasing the efficiency of labor and its quality. The famous Japanese manager L. wrote: “When we're talking about In order for the enterprise to move forward, the whole point is to motivate people.”

All incentives can be divided into tangible and intangible. Their ratio in different companies differs significantly. In most Western European firms, the share of material rewards is gradually decreasing and the share of non-material incentives is increasing. A significant number of Russian enterprises and firms are characterized by a reduction in the share of public consumption funds in family income and an increase in the share of material remuneration in income.

Material rewards include:

· wages;
· participation in profit distribution;
· bonuses;
· participation in capital.

So, wages are the most important part of the system of payment and incentives for labor, one of the tools for influencing the efficiency of an employee.

It should be noted that wages as an element of material incentives for labor consist of basic and additional payments. Basic wages come in two main forms: time-based and piece-rate. The determination of the basic salary is carried out through tariffication, therefore, regardless of the form used, it is considered as payment according to tariff rates(salaries) taking into account the complexity, importance and responsibility of the work performed.

Moral stimulation of work is a system of motivational influence in the form of non-material encouragement, which comes in two main forms - internal and external reward.

Forms of incentives include financial rewards and additional incentives.

Non-material incentives also become important not only because they lead to social harmony but also provide an opportunity for tax evasion.

According to this classification, all types of non-material incentives can be divided into three types: corporate-systemic; socio-psychological; social and household.

Classification of types of non-material incentives:

I. Corporate-system

1 - organizational
2 - creative
3 - stimulation with free time
4 - corporate culture
5 - promotion
6 - stimulation by training
7 - delegation of authority
8 - participation in share capital

II. Socio-psychological

1- recognition
a) personal praise
b) public recognition
2 - gifts for high performance results and creative achievements
3 - stimulation with responsibility
4 - the ability to directly contact management
5 - comfortable workplace
6 - conditions for relaxation
7 - recognition of management mistakes
8- participation in municipal affairs and/or charity

III. Social and household

1 - social benefits not provided for by the Labor Code of the Russian Federation
a) housing
b) medical care
c) catering
d) organization of education and upbringing of children
e) preferential pension provision
e) transport accessibility
g) provision of household services
2 - gifts for holidays and birthdays and anniversaries
3 - flexible social payments (large or not provided for by law)
4 - "Golden Parachutes"

Material and monetary incentives are incentives for employees with cash payments based on the results of their work activities.

The use of material and monetary incentives makes it possible to regulate the behavior of management objects based on the use of various monetary payments and sanctions.

The main part of an employee’s income is wages, which are heterogeneous in structure. It consists of two parts: constant and variable.

Sometimes these parts are given the status of a powerful stimulus. However, according to psychologists, the effect of increased earnings has a positive effect within three months. Then the person begins to work in the same relaxed mode that is familiar to him.

Material labor incentives

The choice of rational forms and systems of remuneration for personnel is of the utmost socio-economic importance for each enterprise in the conditions of market relations. Forms and systems of remuneration of workers create a material basis for development at all levels of management human capital, rational use work force and effective management of personnel of all categories. Remuneration of personnel for work or compensation to employees for their efforts plays a very significant role in attracting labor resources on enterprises, in motivating, using and retaining the necessary specialists in an organization or firm.

An ineffective or unfair remuneration system can cause employees to become dissatisfied with both the size and methods of determining and distributing income, which ultimately can lead to a decrease in labor productivity, product quality, violation of labor discipline, etc.

Organizational incentives include personnel changes and rotation. It is interesting that almost any personnel reshuffle associated with an increase in the “rearranged” (in his own eyes, and not objectively!) professional or official status has a positive effect.

Creative stimulation and development of innovation - stimulation based on meeting the needs of employees for self-realization, self-improvement, self-expression (training, business trips). Opportunities for self-realization depend on the level of education, professional training of workers, and their creative potential. The stimulus here is the labor process, the content of which contains creative elements. Creative incentives presuppose the conditions for the employee to freely choose ways to solve problems, choosing from a set of solutions the optimal one that gives the greatest result.

Stimulation with free time. This element of non-material incentives is designed to compensate for the employee’s increased physical or neuro-emotional costs, makes the work mode more convenient for the person, and allows him to do other things.

Its specific forms of expression are: flexible work hours or increased, additional vacation.

When working on a flexible schedule, a working time bank is usually created. To do this, records are kept of the start and end times of the working day and, accordingly, its duration for each employee who has a free schedule. Based on the results of work for the month, the number of hours worked by the employee is determined, which is compared with the standard. If there is overspending, the employee can take time off or add the overtime to vacation time. A free schedule is especially effective for scientific and technical workers involved in development, since their creative process is not limited by the working day. So, sliding charts widely and effectively used in Western European countries.

Corporate culture is a set of the most important provisions of an organization’s activities, determined by its mission and development strategy and expressed in a set of social norms and values shared by the majority of employees. Availability of the whole complex of elements corporate culture Gives employees a sense of belonging to the company and a sense of pride in it. From disparate people, employees turn into a single team, with their own laws, rights and responsibilities.

A very serious stimulating (or disincentivizing) factor is the corporate style of relations between superiors and subordinates, the style of holding meetings and meetings.

Information is the most important element of stimulating staff. If members of an organization are poorly informed about the issues that are of utmost importance to them, this will dramatically reduce their commitment to high-impact work. The need to be informed, to overcome the state of uncertainty, ambiguity regarding the most significant issues, is one of the basic human needs.

Stands with information about the enterprise, its mission, strategic goals, plans for the next month, quarter; information about leading production workers; Happy Birthday; Placing a city newspaper on stands at the entrance will lift the spirits of all employees, reduce tension in the team, and increase confidence in the organization and the decisions made.

For many people, being part of a team is a strong motivator. Often this factor not only deters employees from searching new job, but also shapes his desire to increase efficiency. To create a cohesive team, you can, for example, organize extreme games and outdoor competitions. As practice shows, for the sake of victory, people begin to divide into leaders and performers, regardless of position, and begin to invent ways to solve assigned problems. In addition to unforgettable feelings, employees also gain new, strong contacts. It is also necessary to form two-way communication mechanisms within the company. The employee must be made to feel that the company listens to his opinion and values his ideas and suggestions. Feedback must be strengthened. Corporate events are a generally accepted mechanism for team building.

Career promotion is one of the most effective incentives, since, firstly, it increases material remuneration; secondly, the range of powers expands and, accordingly, the employee becomes involved in making important decisions; thirdly, the degree of responsibility increases, which forces a person to work more efficiently and avoid mistakes; fourthly, it increases access to information. In a word, promotion allows the employee to assert himself and feel significant, which, of course, makes him interested in his work.

Stimulation by training - development of personnel through improving their qualifications.

Personnel training covers internal and external training and self-training activities. Planned personnel training allows you to use your own production resources without searching for new highly qualified personnel foreign market labor.

In practice, there are two forms of training for an organization’s personnel: on-the-job and outside of it.

Delegation of authority. One type of delegation of authority may be the opportunity to participate in decision-making about non-productive life in the company. All kinds of surveys, meetings and other procedures, during which the staff themselves make decisions about regulating the non-productive life of the company (daily routine, organizing the work of the buffet, choosing the location and nature of corporate events, etc.), work on the need for control, belonging to group, increases self-esteem, allows you to realize some of your values.

Socio-psychological stimulation is labor stimulation that regulates the behavior of an employee based on the use of objects and phenomena specifically designed to express the social recognition of the employee and helps to increase his prestige.

Moral incentives can be expressed in rewarding an employee with a valuable gift, but this action will be classified as non-material incentives, since the moral significance of the gift, as an expression of gratitude to the employer, is much higher than its value.

Moral stimulation includes the following main elements:

1. Creating conditions under which people would feel professional pride in the best performance of the assigned work, involvement in it, and personal responsibility for its results; would feel the value of the results. In order for work to be satisfying, the task must contain a certain amount of risk and the opportunity to succeed.
2. The presence of a challenge, providing opportunities for everyone in their place to show their abilities, to express themselves in work, in its results, to have evidence that they can do something, and this “something” should receive the name of its creator. For example, distinguished employees are given the right to sign documents in which they participated, which gives them the opportunity to feel their importance.
3. Recognition. The essence of recognition is that particularly distinguished employees are mentioned on general meetings, in special reports to the top management of the organization. Recognition is one of the most powerful incentives. People need to know not only how well they have achieved their goals or completed their work, but also that their achievements are properly appreciated. At the same time, praise must be timely, and praise must be associated with specific achievements.

Thus, material and non-material incentives mutually complement and enrich each other.

Incentives can be provided in different forms. The form of incentive organization refers to the way in which performance results and incentives are interconnected. These forms can be distinguished by various signs. In particular:

- according to the degree of awareness of the management object about the relationship between performance results and incentives, anticipatory and reinforcing forms of incentives are distinguished;
- collective and individual;
- taking into account the deviation of the activity result from the norm: positive (only achieving or exceeding the norm is assessed) and negative (negative deviation from the norm is assessed);
- by the time gap between the result and receipt of the incentive: immediate (when there is no lag), current (the incentive lags behind the result for up to a year) and long-term (the incentive is awarded within a year of the achieved result);
- according to the degree and nature of specificity of the conditions for receiving an incentive: general (there is no specificity in the assessment of results), reference (an incentive is awarded for achieving a pre-agreed result), competitive (an incentive is awarded for taking a place).

A special group of employees are employees working abroad. Managing them is not easy. Typical problems are such as: the need to persuade people to work in less developed or even unsafe countries; the need to overcome the resistance of workers' families who do not want to leave their homes; the need for employment and household arrangements for spouses and children of employees. A separate problem is determining adequate remuneration for those leaving abroad (wages, benefits and compensation).

M. Armstrong and T. Stevens propose the following principles for remuneration of employees working abroad:

- Working abroad should not make posted employees either richer or poorer;
- If possible, it is necessary to maintain the standard of living that employees had in their home country;
- Higher responsibility should be reflected in wages;
- The compensation package must be competitive;
- The compensation package must take into account the local conditions in which the employee will find himself;

In Russian conditions, an employer must take into account the fact that working abroad (primarily in economically developed countries) in our country has long been considered (and this stereotype is still tenacious) as a privilege in itself. Therefore, the opportunity to find an employee willing to move even with a small compensation package is quite large.

Among the incentive measures for employees working abroad are the provision of a car, compensation for the costs of education for children, special leave home for health, rest and recuperation (if the employee works in unfavorable conditions).

All forms are not used in their pure form, but are used comprehensively.

1. Essence, structure, types of incentives and their manifestation in the world of work.

2. Conditions for the effectiveness of labor incentives. Incentive value of remuneration.

3.Foreign experience in stimulating labor.

1. Essence, structure, types of incentives and their manifestation in the world of work

Labor incentives is a method of influencing an employee’s work behavior through motivation. The concept of “labor stimulation” in social sciences means a targeted impact on social object, ensuring the maintenance of its certain state. Based on this definition, labor incentives - This is a targeted or untargeted influence on a person or group of people in order to maintain certain characteristics of their work behavior, primarily measures of work activity. When stimulating, the motivation to work occurs through the satisfaction of various needs of the individual, which is a reward for labor efforts.

Labor incentives are based mainly on material resources rewards, incentives and sanctions, which serves as wage. Remuneration is associated, first of all, with labor and economic behavior, and not with conflict, deviating from the norm.

In a socio-economic system based on commodity-money relations, the importance of wages for a person is normal and indisputable. However, this does not mean that any remuneration is also an incentive. Observations and research by specialists suggest that there are many situations in which wages, for objective and subjective reasons, do not have a stimulating effect on people’s work activities.

In connection with the above, the theory of labor stimulation can be reduced to solving two interrelated problems:

a) finding the boundaries within which wages, based on its economic laws, can generally be a means of incentives, be subordinate to incentive goals and be managed from the point of view of these goals;

6) determining those specific principles and methods of organizing remuneration that would be most effective in stimulating the work activity of individual and collective workers and would not contradict economic laws.

Labor activity, like any activity, is characterized by a number of value aspects, which act as specific goals in stimulating labor, forming its structure. From the point of view of this structure, undifferentiated and differentiated stimulation effects are distinguished.

The essence undifferentiated The effect is that under the influence of one incentive (for example, wages), all goals are achieved simultaneously, all indicators of work activity are brought back to normal. In case differentiated the effect of stimulation, the goals are relatively independent, independent, in particular this is manifested in the fact that the same incentive affects many aspects of work, but to varying degrees and with different results; one or more goals require a separate, special incentive; one incentive goal conflicts with another.

The differentiated effect of stimulation is expressed, for example, in the following problem situations.

1. The pursuit of quantitative results in incentives negatively affects quality results.

2. Focus on quantitative and qualitative results simultaneously leads to economic irrationality of labor or negatively affects the timing of work and obligations.

3. The same salary stimulates quantitative results, but does not stimulate qualitative ones, since the employee has already reached the limit of his abilities in a certain job.

4. Maintaining discipline, regulations and diligence with material incentives or sanctions does not always stimulate the work itself.

5. The desire to retain or attract personnel through wages sometimes only leads to the retention or influx of labor (inadequate in terms of qualifications and quantity).

6. The same wages can have different effects on labor activity in conditions of shortage of personnel and their abundance (personnel can simply speculate on their indispensability, importance for production in this moment).

7. The peculiarity of remuneration in unfavorable conditions and during off-hours is that incentives are not remuneration for specific results of work, but compensation for moral and physical damage, which is difficult to accurately measure, the criteria of which are largely subjective (a special approach to employee, conversation with him about wages).

The manifestation of undifferentiated and differentiated incentive effects in the world of work depends on:

The amount of remuneration (with the help of higher remuneration, it is more likely to achieve a wider range of goals);

Peculiarities of the employee’s personality (his opinion about the magnitude of the incentive, abilities in various aspects of work activity).

Within the framework of the theory of stimulation, the question of its classification is very important. There are a large number of types of incentives. Let's look at some of the most common ones.

1. Proportional, progressive and regressive stimulation.

With proportional type of stimulation, labor activity is based on a constant measure of incentive, which is initially determined and accepted as normal, satisfying; a change in effort expenditure in terms of its duration or intensity implies a proportional change in the stimulus measure.

ABOUT progressive stimulation can be said if labor activity is based on an increasing degree of incentive; the same expenditure of labor effort over time presupposes an increasingly greater measure of stimulus, since adaptation to the stimulus itself occurs.

When regressive stimulating labor activity is based on a decreasing measure of incentive, since adaptation to the labor activity itself occurs over time.

Proportional, progressive and regressive stimulation are, first of all, certain types of salary expectations, which may not coincide with the actual payment.

The differences between the listed types of incentives, despite their complexity, are sometimes well understood by the employee himself and obvious to the administrator. The proportional type of stimulation can be considered dominant in labor activity.

Progressive stimulus appears is that;

An increase in pay only for a limited time causes the effect of work enthusiasm, then adaptation to what has been achieved and expectations of an increase in remuneration arise again, the stimulating value of the previous increase in pay is lost;

Bonus rewards; if they begin to be permanent and regular, perceived as guaranteed and taken for granted, in this case the need for incentive remains;

Increasing work experience increases a person’s professional and labor self-esteem, sharpens the sense of social growth and the need for advancement; all this contributes to setting a person up for ever higher rewards;

The need for an increase in incentive, natural for all cases of labor activity in borderline conditions, i.e. conditions approaching excess, unusual (especially work in a hazardous environment, with forced intensity, work overtime and weekends);

Since a person cannot determine the real price of a given work activity, the price of his personal costs and losses, he is often dissatisfied with any payment and expects or demands a higher one.

The situations presented reflect typical phenomena, although exceptions are possible. Different people adapt to stimulus differently. For some, the thought of increasing wages is constantly on their minds, while for others it’s only for a short time, i.e. people value what has been achieved and what is given differently. It is also not at all necessary that with a person’s work experience, his professional and labor ambitions greatly increase. The same applies to the borderline conditions of work: if some, according to a number of sociological studies conducted, are ready to work overtime, on weekends or in hazardous conditions only for exceptionally high remuneration, then others - for regular pay, and still others do not agree at all.

The regressive stimulus appears is that:

Many forms of organizational labor relations and activities involve particular difficulty for a person in the initial period, at the stage of their introduction, development, testing; it is precisely this period that the maximum measure of incentive should correspond to;

A person adapts to work activity, and with time discovers creative content in it; the importance of payment precisely as an incentive to work may decrease, being replaced by the importance of a creative motive.

2. Tight and liberal incentives .

Hard stimulation based primarily on forcing a person to expend effort. The coercion mechanism is an orientation towards a certain value minimum, i.e. the fear of not receiving, not achieving the value minimum, including wages.

Liberal stimulation based primarily on involving a person in the expenditure of effort. The attraction mechanism is a person’s orientation towards a certain value maximum, i.e. an attractive probability of achieving a value maximum, including wages.

In practical activities, the stimulating effects of coercion and attraction are often very difficult to differentiate. At the same time, coercion is a stronger factor influencing behavior than attraction. Both hard and liberal types of incentives have their drawbacks, primarily associated with certain boundaries beyond which the stimulating influence may lose its effectiveness. For example, in the first years of economic reforms, lower but stable wages were preferable to “mythical” higher wages. Currently, the fear of working in commercial structures has disappeared.

To distinguish between strict and liberal incentives in the diverse real facts of people’s labor activity, the following are used: criteria.

Firstly, payment for formal labor efforts - payment for the final result - payment for the implementation of the result. In this sequence, the severity of stimulation increases. Obviously, staying at work and some activity during working hours for the sake of the upcoming salary are not so tiring. It is much more difficult if wages require the mandatory presentation of a real and standardized result. An even more stringent incentive situation is one in which the employee receives actual cash income only after selling his product.

Secondly, individual or aggregate forms of remuneration.

A more stringent incentive for the employee is individual remuneration. In this case, he has a personal task, his participation in general work specifically monitored and assessed. With individual payment, the employee is deprived of the opportunity to “hide behind the general output.”

Third, wages with the presence or absence of social protection components.

Such components in remuneration may include subsidies, official minimum levels, intra-organizational methods of mutual assistance, payment guarantees, etc. The presence of social protection weakens the incentive mechanism in a person’s work activity, creating a situation of liberal incentives: a person’s attitude to work is determined not by critical material necessity, but by moral choice, that is, it depends on mood and consciousness.

Fourth, independent or hired labor.

If in the first case the employee has the opportunity to “choose” the level of activity and remuneration at his own discretion, then in the second they are quite strictly determined by the organization and the requirements of the employer. Pay depends on the employer.

3. Current and future incentives .

If current stimulation is associated with the importance of wages as a source of daily existence, then prospective stimulation is aimed at satisfying the deeper instincts of property, power, social advancement and stability. Prospective incentives can be especially effective if:

a) we are talking about achieving big goals;

b) the probability of achieving them is quite high and obvious;

c) there are such qualities of people as faith, patience, determination.

It is these circumstances that determine the possibility of people focusing on rewards that they will receive not today, but in the future.

An important problem here is the relationship between labor stimulation and such a mechanism for regulating people’s behavior as social control (including administrative). Social control- a mechanism of self-regulation in social systems (groups, labor organizations, society as a whole), which carries it out through normative (moral, legal, administrative, etc.) regulation of people’s behavior. Social control- element social institutions, which ensures following social norms, operating rules, compliance with regulatory requirements and restrictions on behavior. It is necessary to bring about positive changes in people's behavior.

There are ideas according to which control and stimulation are opposite factors in work activity. Control is a kind of violence, coercion, and stimulation is voluntary activity based on personal economic interest. In reality, the relationship is somewhat different. Control is necessary and inevitable in the material stimulation of labor; it is an integral element of the stimulating situation. In many cases, only control ensures real wages. Ultimately, it is not the wage itself that stimulates, but the probability of receiving or not receiving it, which is determined by control.

Let’s imagine that an employee is satisfied with his pay; he believes that he can work well for such pay. However, if there is an opportunity to get a given salary by “working halfheartedly,” then this opportunity will most likely be used by an irresponsible employee. Thus, control opposes the employee’s desire to save energy and “cheat” wages.

This is a method of influencing an employee’s work behavior through motivation. The concept of “labor incentives” in social sciences means a targeted impact on a social object, ensuring the maintenance of its certain state. Based this definition, labor stimulation is a targeted or untargeted influence on a person or group of people in order to maintain certain characteristics of their labor behavior, primarily measures of labor activity. When stimulating, the motivation to work occurs through the satisfaction of various needs of the individual, which is a reward for labor efforts.

Labor incentives are based mainly on material means of reward, encouragement and sanctions, which are wages. Remuneration is associated primarily with labor and economic behavior, and not with conflict, deviating from the norm.

finding the boundaries within which wages, based on its economic laws, can generally be a means of stimulation, be subordinate to incentive goals and be managed from the point of view of these goals;
determining those specific principles and methods of organizing remuneration that would be most effective in stimulating the work activity of individual and collective workers and would not contradict economic laws.

The essence of the undifferentiated effect is that under the influence of one incentive (for example, wages), all goals are achieved simultaneously, all indicators of work activity are brought back to normal. In the case of a differentiated incentive effect, the goals are relatively independent, independent, in particular, this is manifested in the fact that the same incentive affects many aspects of work, but to varying degrees and with different results; one or more goals require a separate, special incentive; one incentive goal conflicts with another.

The differentiated effect of stimulation is expressed, for example, in the following problem situations.

The pursuit of quantitative results in incentives negatively affects qualitative ones.
Focusing on quantitative and qualitative results simultaneously leads to economic irrationality of labor or negatively affects the timing of work completion and obligations.
The same salary stimulates quantitative results, but does not stimulate qualitative ones, since the employee has already reached the limit of his abilities in a certain job.
Maintaining discipline, regulations and diligence with material incentives or sanctions does not always stimulate the work itself.
The desire to retain or attract personnel through wages sometimes only leads to the retention or influx of labor (inadequate in terms of qualifications and quantity).
The same wage can have a different impact on labor activity in conditions of shortage of personnel and their abundance (personnel can simply speculate on their indispensability and importance for production at the moment).
The peculiarity of remuneration in unfavorable conditions and during off-hours is that incentives are not remuneration for specific results of work, but compensation for moral and physical damage, which is difficult to accurately measure, the criteria of which are largely subjective (a special approach to the employee is required here, conversation with him about wages).

The manifestation of undifferentiated and differentiated incentive effects in the world of work depends on:

the amount of remuneration (with the help of higher remuneration, it is more likely to achieve a wider range of goals);
content and organization of work (sometimes they determine the degree of interconnectedness of different aspects of labor activity);
characteristics of the employee’s personality (his opinion about the amount of incentive, abilities in various aspects of work activity).

Within the framework of the theory of stimulation, the question of its classification is very important. Perhaps the allocation is sufficient large quantities types of stimulation. Let's look at some of the most common ones.

1. Proportional, progressive and regressive stimulation. With a proportional type of stimulation, labor activity is based on a constant measure of incentive, which is initially determined and accepted as normal, satisfying; a change in effort expenditure in terms of its duration or intensity implies a proportional change in the stimulus measure.

We can talk about progressive stimulation if work activity is based on an increasing degree of incentive; the same expenditure of labor effort over time presupposes an increasingly greater measure of stimulus, since adaptation to the stimulus itself occurs.

In the case of regressive stimulation, labor activity is based on a decreasing measure of incentive, since adaptation to the labor activity itself occurs over time.

Proportional, progressive and regressive incentives are primarily certain types of pay expectations that may not coincide with actual pay.

Different people adapt to stimulus differently. For some, the thought of increasing wages is constantly on their minds, while for others it’s only for a short time, i.e. people value what has been achieved and what is given differently.

2. Tough and liberal stimulation. Hard stimulation is based primarily on forcing a person to expend effort. The coercion mechanism is an orientation towards a certain value minimum, i.e. the fear of not receiving, not achieving the value minimum, including wages. Liberal incentives are based primarily on attracting a person to expend effort. The attraction mechanism is a person’s orientation towards a certain value maximum, i.e. an attractive probability of achieving a value maximum, including remuneration.

IN practical activities the stimulating effects of coercion and attraction are often very difficult to differentiate. At the same time, there are quite real situations where either coercion or attraction dominates. The categorization of coercion as tough and attraction as liberal stimulation is based on the fact that coercion is a stronger factor influencing behavior. Both hard and liberal types of incentives have their drawbacks, primarily associated with certain boundaries beyond which the stimulating influence may lose its effectiveness. For example, in the first years of economic reforms, lower but stable wages were preferable to “mythical” higher wages. Currently afraid to work in commercial structures disappeared.

3. Current and future incentives. If current stimulation is associated with the importance of wages as a source of daily existence, then prospective stimulation is aimed at satisfying the deeper instincts of property, power, social advancement and stability. Prospective incentives can be especially effective if:

it's about achieving big goals;
the probability of achieving them is quite high and obvious;
There are such qualities of people as faith, patience, determination.

It is these circumstances that determine the possibility of people focusing on rewards that they will receive not today, but in the future. An important problem in theory and practice is the relationship between labor stimulation and such a mechanism for regulating people’s behavior as social control(including administrative).

Social control is a mechanism of self-regulation in social systems (groups, labor organizations, society as a whole), which carries it out through normative (moral, legal, administrative, etc.) regulation of people's behavior.

Social control is an element of social institutions that ensures adherence to social norms, rules of activity, compliance with regulatory requirements and restrictions on behavior. It is necessary to ensure positive changes in people's behavior. There are ideas according to which control and stimulation are opposite factors in work activity. Control is a kind of violence, coercion, and stimulation is voluntary activity based on personal economic interest. In reality, the relationship is somewhat different. Control is necessary and inevitable in the material stimulation of labor; it is an integral element of the stimulating situation. In many cases, only control ensures real wages. Ultimately, it is not the wage itself that stimulates, but the probability of receiving or not receiving it, which is determined by control.

The need for control is a lack of material and economic incentives for work compared to social and moral motives for work. If an employee has a creative and responsible attitude to work, then only fragmentary control is needed to maintain performance and mood. In life, control is mandatory and necessary as part of material incentives.

It is an incentive to work and fosters the right attitude towards it, if it is carried out correctly and fairly.

Remuneration for labor is absolute and unconditional for a person. significance, i.e. it is a priority value, the most important goal of work activity. Why does it have such a strong stimulating effect on work activity? To answer this question, we will highlight several conditions for the stimulating effect of wages on work activity.

1. The relationship between activity and reward. There are many studies confirming the presence of this problem. The lack of connection between work and its payment was noted by the majority of respondents. For example, to the question: “Will your salary increase if you work better?” - they most often answered either negatively or vaguely. Only a few were completely sure that their wages were absolutely reasonable, or simply found it difficult to answer. The lack of dependence between work and its remuneration also gives rise to a certain problem of the social climate in the work group: a potentially “good” employee is forced to restrain his labor efforts and adopt an unnatural style of labor behavior, while the “bad” one in this case “triumphant” and asserts himself, proving others the correctness of their position.

It is generally believed that the conditional aggregate worker only thinks about getting as much as possible. more money for your work. However, research is correcting this stereotype. Analysis of the results of studies conducted in last years, shows that today a fairly common type of worker is one who focuses not so much on the maximum, but rather on the “earned” wage.

It is this kind of remuneration that satisfies and stimulates him. In this case, a person gets the opportunity to demonstrate and prove his abilities, create his own material well-being through his own efforts, and take full responsibility for this well-being. If a person’s income really depends on his efforts and attitude to business, then in this case the motives for work behavior and self-affirmation are quite natural.

And when the question was asked: “Will you work better if your wages are increased?” - Few answered affirmatively. This sociological fact expresses not only the employee’s desire for reasonable payment, but also his confidence that the very validity of payment depends entirely on the employer. Receiving reasonable payment means winning a conflict with managers, standing up to them with dignity, or being in a relationship of partnership and mutual respect with them. Thus, the principle of the relationship between activity and remuneration not only forces, but also attracts people to work on the basis of the idea of “earned” wages that many people like.

The validity of remuneration is largely a subjective phenomenon, that is, it depends on what the employee himself thinks about it. Without economic knowledge, a worker cannot know the cost, the price of his own labor. At the same time, he is able to compare his work and experience over different periods of time; your work and pay with the work and pay of others; your actual payment with the expected, due, if the volume of work performed and its prices are known, etc.

2. Certainty of the principle of remuneration. The logic of this condition is as follows: in order for wages to have a stimulating effect, the employee must know the principle of payment; This principle must be specific, understandable, and open.

According to sociological surveys, the principle of wages for many workers is unknown and incomprehensible, which they note as current problem. Many workers know nothing about how an enterprise’s wage fund is formed, what its size depends on, how funds are distributed between departments, who gets bonuses and for what, what a specific person should and can do in order for his enterprise, firm and he himself became richer. From the point of view of practical sociology, it is important to find out what questions regarding remuneration workers would like to ask the administration, which of them they have already received answers to, and to what extent these answers are perceived as convincing.

Lack of information, awareness, and understanding of the principle of remuneration creates an uncomfortable state of health for the employee and reduces the attitude toward work activity. The “secrecy” of remuneration also contributes to unfounded suspicions. In this case, the employee believes that the rate of payment for his work is most likely lower than that which corresponds to the real profit of the enterprise or firm, i.e. he is a poor worker in a rich enterprise.

Labor rationing has a beneficial effect on the employee’s personality and his attitude towards work. The very fact of this event, regardless of its quality, inspires the employee with the idea that there is order in the organization, records are kept of labor participation and labor contribution, wages are calculated scientifically, and not “taken from the ceiling.” In principle, any information about wages at an enterprise, firm, or labor organization is positive in that it forms the following opinions in the employee:

in matters of wages there are no deliberate secrets from the employee;
the company pays very close attention to salary issues;
wages are calculated professionally.

3. Stability of activity assessment criteria. This condition for the effectiveness of labor incentives especially applies to such precise wage systems as piecework, time-based, etc. From foreign and domestic practice, a method of manipulating employee behavior is known, based on the following principle. If an employee increased his work activity and achieved greater results compared to the results of the previous period, then the employer responded to this enthusiasm by increasing production standards or lowering prices for the corresponding work. At the same time, wages remained unchanged, and the worker was not rewarded in any way for his hard work. Moreover, he himself devalued his labor efforts in the eyes of his employer.

Realizing the possibility of increasing production standards or lowering prices for the corresponding work, each individual worker not only sought to work passively, but also categorically demanded this from others, considering them otherwise strikebreakers. To prevent such a phenomenon in social and labor relations, which undermines the attitude towards work, you must follow some rules:

Firstly, a change in the criteria for assessing activity should not be unexpected for a person. It can only occur after a certain period of time, allowing the employee to morally and functionally adapt to the change;

Secondly, changing the criteria for assessing activity by increasing requirements is unacceptable if we are talking about large expenditures of effort (bordering on the maximum, the most intense, in the opinion of the workers themselves). In this case, the wage incentive will sharply lose its significance against the backdrop of the problem of self-preservation and health.

4. Contractual mechanism. In the world of labor, the effect of this mechanism is manifested in the contractual and conciliatory principles of remuneration. The contractual principle of remuneration has the following social meanings:

protects the employee from the employer’s abuses, equalizes their chances in regulating relations;
typifies labor relations, makes the principle of remuneration clear and understandable;
reconciles and disciplines, since it eliminates the employee’s struggle for Better conditions labor and putting forward new demands for them.

It should be noted that concluding a contract is not an indicator of a person’s positive attitude towards work. When signing a contract, a person may initially be dissatisfied with the wages specified in it, but he has no choice and agrees to the proposed conditions. However, having signed the contract and completed the work, he may not be satisfied, since in the process of work, circumstances may arise that were not mentioned in the contract.

Nevertheless, in most cases, the contractual principle of remuneration has a stimulating effect on a person’s work activity. This is due to the following reasons:

the contract obliges a person to perceive this wage as normal, since it was accepted by him voluntarily;
the contract forces compliance with labor discipline, like any personal obligation;
The contract helps to increase motivation to work, since it provides guarantees and certainty of certain payment.

The consensual principle of remuneration is (if we talk about labor relations) the participation of the employee in determining his own wages. For example, employees themselves discuss and approve production standards, which creates a sense of involvement in planning and making some decisions; they are also involved in resolving distributive conflicts, which creates a sense of control over wages. If employees have the opportunity to clarify any real or imaginary contradictions in wages and appeal them, this also helps to increase the sense of significance in the distribution of wages. The participation of employees in determining their own wages increases satisfaction with it, a responsible and reasonable attitude towards payment, and generally has a stimulating effect on their work activities.

The contractual mechanism is a specific human factor, the capabilities of which, unfortunately, are not fully used in the economic sphere.

5. Reinforcement and implementation of expectations. There are cases and situations where the employer and employee are in a relationship of mutual expectations. The employer expects an increase in the employee’s work activity, and the employee expects an increase in wages; the employer is afraid that the increase in wages will not affect labor activity, and the employee has similar fears that the change in labor activity will not affect wages. Each of the parties to the labor relationship is inclined to believe and declare that it is not she who should take the first step, that everything does not depend on her, that it is she who will justify the trust and fulfill the corresponding obligations.

The problem is whether the sequence is applied correctly, whether the actual actions are caused by an expected stimulus, or whether they are an expected response to an already real stimulus. Both types of consistency can and should be used in stimulating work.

Firstly, a sensitive and attentive attitude to any manifestations of positive labor behavior of a person as an employee is necessary. Such manifestations must be promptly and adequately rewarded. Otherwise, they will not become sustainable or recur in the future.

It is impossible to experience a person’s work enthusiasm for a long time or to abuse it. Long-term failure to realize expectations necessarily leads to a drop in activity. To prevent this from happening, expectations must be reinforced appropriately and to some extent.

Secondly, there must be a remuneration system that guarantees not wages, but labor activity itself. It is necessary to use forms of remuneration in which remuneration or its increase seems to precede the corresponding work. Such forms can be effective if they are supported by employees even in critical situations of labor relations.

6. Features of the stimulation object. The stimulating function of remuneration under all other favorable circumstances is realized or not implemented depending on the condition of the person or group to which this remuneration applies. You can select following types individual or collective workers: a) the person does not react to wages and its changes, while maintaining labor activity at a relatively constant level;

a person reacts to wages and its changes, “fundamentally” correlates labor activity with the measure of wages;
the employee does not respond to wages and its changes, in any case considers the remuneration for his work insufficient, and strives for minimal labor activity.

The second type of workers is the most common. It is in this regard that labor stimulation can be effective. The first and third types are also real; their work activity is weakly susceptible to the stimulating influence of wages.

It should be borne in mind that the level of workers’ demands for wages (the wage for which they “agree” to work conscientiously) may depend on various subjective reasons - the character of the employee, his courage and persistence in demands, his assessment of quality own work, their abilities in this type of work, the absence or presence of individual difficulties and problems in work that determine the possibility of receiving compensation.

The mood factor also matters. Entire work teams and professional groups V different time may or may not be satisfied with pay for a purely emotional, spontaneous reason, which indicates a poorly managed situation.

Finally, workers can accept low wages for a certain period without demanding an increase (but achieving stability), but they can also get used to high wages, demanding them in the future. In short, the incentive value of remuneration depends on satisfaction with it.

Workers usually compare their wages with the wages received by other people. Various kinds of emotional experiences and judgments arise due to these comparisons (reasonable or unreasonable, fair or unfair wages). And this ultimately affects the incentive effect of remuneration, which must be taken into account by the employer.

The following protective behaviors of the employer can be a reaction to the claims of employees regarding payment for their work:

ignoring the principle of fairness in remuneration as complex, incomprehensible, irrational;
strict administrative resolution of wage issues (only the administration, as a competent and independent authority, establishes the true criterion of justice);
demonstrative use of open or closed forms of remuneration (either issues of wage distribution will be resolved publicly, or, conversely, workers will not know about each other’s wages).

Wages most often act as a form of income and represent a consumer motive in work activity. The consumer motive in work activity manifests itself in the following situations.

People have different material and spiritual needs due to their character, as well as their actual financial situation. In this regard, there are always extreme situations in which a person’s desire to work specifically for the sake of money is particularly strong or particularly weak.
It is common for a person (in the majority) to want to buy as many high-quality and expensive goods as possible; for this he needs sufficient income, which forces him to work as much as possible, that is, to earn money. Thus, it is the propaganda and advertising of consumerism that today should be given a decisive role in stimulating labor.
An employee’s labor behavior and his attitude towards work depend on the consumer market, i.e., objective conditions and possibilities for realizing remuneration.
Wages and the employee’s attitude towards work depend either on the employee’s personal needs, or on savings, or on investing in their own business for the future.
A certain connection can be traced between labor incentives and social protection. Social protection insures the basic needs of people, but at the same time, it is the satisfaction of basic needs that is the strongest incentive to activity.

At the same time, it is necessary to see and take into account the negative aspect of labor stimulation. Trying to increase material achievements and make society richer, people expand and develop production. Thus, labor incentives lead to the use of energy and resources on such a scale that it can lead to environmental disaster. In this regard, the question arises about the reasonableness and sufficiency of timely labor incentives.

Today, stimulating staff to perform high-quality work is inextricably linked with the issue of motivation and management of staff work in the company. The current economic situation places a high level of demands on the work of personnel, and methods that stimulate the most effective approach to work.

Why do you need incentives?

A well-tuned management system involves the development of an effective model for motivating employees on the part of management. Employee motivation refers to material and non-material incentives for staff, used to improve the quality and productivity of employees, plus, in addition to this, attracting new competent specialists to work and retaining them in the company. The main and most common way to motivate staff is remuneration . However, there are also non-material forms of employee incentives that motivate employees to work effectively without receiving direct financial profit.

Functions of this process

Today, the personnel incentive system is a whole complex of various actions that are used by the management top of the organization in order to achieve maximum efficiency of employees. Moreover, the functions of this system can be divided into: economic, moral and social.

The economic function, from the company’s point of view, is the fact that proper stimulation of employees leads to increased efficiency production processes, as well as increasing the level of quality of products or services.
From the point of view of the moral function, motivation to work allows the formation of an active life position of workers, and also leads to an improvement in the social climate in the team, provided that the incentive system takes into account the traditions and moral values formed by this team.

Social function arises from the formed social distribution in society, based on at different levels income of the population. This state of affairs contributes to the development of a person’s personality and, to a certain extent, shapes his needs.
To put it simply, personnel incentives in an organization can be divided into tangible and intangible. At the same time, the material, in turn, branches into monetary and non-monetary types of motivation. Monetary types include not only wages, but also various percentages of remuneration from profits, as well as loans and preferential loans from the organization.

Main types of motivation

Non-monetary types of material motivation include various types of insurance, medical care, free food, reimbursement of transportation costs, etc. This may also include measures to improve working conditions for workers.

Non-material incentives for staff labor are represented by improving employee qualifications, various types of internships and business trips, as well as regulation of work schedules and provision of additional days vacation.

We can also say that moral incentive for effective work consists in increasing the level of respect from others by providing an appropriate level of position, awards, for quality work.

What is the incentive based on?

The basic principles on which the entire incentive system is built can be expressed by the following criteria:

Availability. This means that incentive conditions should be as clear and accessible as possible for every employee.
Gradually. This criterion reflects the need for a progressive and reasonable increase in incentives for the employee, without sudden inflated jumps that can create unreasonably high expectations among staff.
Tangibility. Despite the need to gradually increase the incentive, different teams will still have their own step level, which will be quite effective for motivating work.
Timeliness. The purpose of this criterion is to minimize the time lag between the receipt of work results and payment for these results. At the moment, the most common example of such actions is weekly payment for work. This practice even allows you to save on the amount of bonuses, since the frequency of payments itself is quite attractive for employees.
Balance. IN in this case This refers to the use of a reasonable combination of positive and negative incentives for personnel. Thus, fear of dismissal or fines can be no less effective if the distribution of bonuses and bonuses is fair and timely.

From all of the above, we can conclude that forms of employee incentives can be both in the form of material cash payments, and in the form of benefits and discounts on manufactured products, as well as the availability of health insurance or the so-called social package.

Of course, the main percentage of material remuneration comes from incentive payments to employees in the form of wages.

However, in many successful companies, only seventy percent of an employee's income comes from wages. The remaining interest comes from cash bonuses or year-end bonuses. Some organizations include in this list payments on shares or interest on profits earned by the company.

Other ways to motivate

One of the newest methods of motivation is to stimulate the work activity of staff through their personal participation in generating profit for the company. This is achieved by establishing greater powers for employees in the course of the company's activities.
But this approach, in addition to possible benefits, also brings problems. For example, the level of costs for organizing meetings and discussions of various issues increases. In addition, personal responsibility for decision making becomes less pronounced, which ultimately affects the quality of the work done.

Due to constant changes in the process of economic activity of the company, from time to time it is necessary to improve the personnel incentive system. This is done to ensure that management develops effective approaches and mechanisms for managing employee motivation, allowing the company to maintain productivity and competitiveness in the market.

IN Lately, company management is actively studying foreign experience in stimulating personnel with the aim of possible solutions for optimization and implementation of certain methods in their management system. For example, the American incentive system is based on a clear understanding of the company’s strategy and tactics, and on the basis of this information, the development of specific tasks for each department. In addition, communicating to all employees a list of goals and means that they can use to achieve a common goal.

Employees' perspective

The general trend for company owners around the world is to strive to get not an employee, but a partner for their company, whose income directly depends on the labor invested, based on the capital of the enterprise. This is explained by the fact that hired employees do not receive very high salaries due to low labor efficiency, which means low productivity of the company as a whole.

To assess the current situation in the field of work motivation, an analysis of the personnel incentive system is carried out from time to time. Moreover, if the results of the analysis show that existing system contradicts the behavioral characteristics of employees who are currently working, then the most reasonable solution would be to replace either the system or the employees.

Different types of employees value different opportunities provided by working in a company: power, monetary compensation, confidence in the future, recognition, authority, etc.
Once it is possible to determine what type of workers make up the majority of the company's employees, specialists involved in this issue will be able to make recommendations on the possibility of creating such working conditions under which the return from employees will be maximum.
The work carried out to improve the employee incentive system will be more effective if the process takes into account the wishes of at least the main specialists who form the main backbone of the team.

So, for example, the list of the main problems that most often concern employees is approximately the following:

unreasonably a big difference between the level of salaries among the top and bottom employees of the company;
equal pay for different levels of work complexity;
unfair system of payment of rewards for invested efforts;
the unchanged level of wages, despite the increase in productivity, and as a consequence of the increase in company profits;
lack of clear parameters for assessing employee performance;
indifference to the level of complexity of the work done by the employee;
humiliating actions on the part of management.

Based on the information received about the incentives and motives of work for each category of employees, it is possible to develop the most suitable motivation system for a particular company, which will help maintain the employee’s interest in achieving established indicators, as well as his display of initiative, creativity and interaction with the team. This is precisely the goal of most employee incentive systems, which helps to realize the full potential of the enterprise.