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The Russian Federation

Ministry of Education and Science

FGBOU VPO

Tyumen State University

Institute of Mathematics of Natural Sciences of Information Technology

Department of Botany, Biotechnology and Landscape Architecture

Test

Subject: Management

on the topic: Non-traditional labor incentive systems in organizations

Completed:

Yanbaev A.S.

Tyumen 2012

• Introduction
• 1. Literature review
• 1.1 Stimulation of labor in enterprises
• 1.2 Traditional methods of labor stimulation in enterprises
• 1.3.4 Bonus systems
• 2. Research results
• conclusions
• Bibliography

Introduction

As you know, traditional methods of stimulating labor have significant drawbacks. Under the traditional system of remuneration, the material incentive of an employee consists of two parts - wages and bonuses, which leads to such disadvantages as the lack of linking the amount of the bonus to the results of the worker's work, centralization, "independence" of the sums of bonuses of an individual employee from the size of the income of the entire organization, low growth rate of wages of workers at various levels in the "detachment" to the dynamics of the labor market.

To overcome these shortcomings, to reduce their number, along with traditional methods, non-traditional methods of stimulation are used. These methods are especially widespread in Western countries. Non-traditional methods, combined with traditional ones, should more effectively stimulate work at the enterprise and increase labor productivity.

The purpose of this work is to study non-traditional methods of stimulating labor.

Tasks:

1. Get acquainted with the concepts of traditional and non-traditional methods of stimulating labor.

2. Compare these methods, identify the advantages and disadvantages of non-traditional methods.

3. Assess their ability to practical application on enterprises.

1. Literature review

1.1 Stimulation of labor in enterprises

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 successful implementation labor functions. There are moral, organizational and a number of other types of incentives.

Incentives can be any benefits that satisfy significant human needs, if their receipt involves labor activity. Stimulation is an external motivation, an element of the labor situation that affects a person's behavior in the world of work, the material shell of staff motivation.

The purpose of incentives is not to encourage a person to work in general, but to encourage him to do better (more) what is due to labor relations.

1.2 Traditional methods of labor stimulation in enterprises

The traditional compensation system is a system of employee remuneration, which is based on the principle of determining the remuneration of each employee (the amount of the official salary and a set of material benefits) as a function of two variables: the internal value of the workplace occupied by him and its absolute (market) value.

Traditional bonus systems, as a rule, consist in the fact that for the achievement of certain results (characteristics of bonuses), the employee additionally receives an amount in the amount of a certain percentage of the tariff rate (salary).

Thus, the size of the variable payments still depends on the size of the base ones. From this follow the shortcomings of conventional bonus systems.

The traditional methods of incentives include a time-based wage system. incentive work bonus bonus

With a simple time-based system, wages are accrued at the established tariff rate (salary) for the time actually worked.

According to the method of calculating wages, a simple time-based system is divided into three types:

hourly;

daily;

monthly.

Time-bonus system of remuneration. T

traditionally widely used at enterprises, both in foreign countries and in Russia, is time wages, supplemented by bonus payments for fulfilling the plan for the volume and quality of products, careful attitude to equipment and tools, economical use of raw materials and materials, etc.

The efficiency of the time-bonus system is ensured not only by bonus payments, but also by the establishment of standardized tasks for time workers.

To establish standardized tasks at the enterprise, technically justified labor standards should be developed.

The time-bonus wage system is used to pay managers, specialists, other employees, as well as a significant number of workers.

1.3 Non-traditional incentive systems

These include systems of full compensation, which are based on the principle of a rational combination of all types of payments, based on the fact that:

* basic pay corresponds to the market value of the employee of the level of his education, qualifications, skills and competencies. Thus, the base pay is personal;

* variable payments depend on the results of the work of the working group (team) or the entire company, as well as on the contribution of a particular employee to achieving common goals and improving the work of the entire company as a whole (and not just at one workplace).

Among the variable payments (sometimes in the literature they are conditionally called non-traditional methods of motivation) include, in particular:

1) systems of variable wages (or systems of personal incentives);

2) group bonus systems;

3) payment systems for knowledge and competence, etc.;

4) bonus systems.

Let us consider these non-traditional wage systems in more detail.

1.3.1 Variable wage systems

variable systems wages traditionally include such forms and methods of remuneration as piecework wages, bonuses, the amount of which depends on the hourly tariff rate (traditional bonus systems), commissions (sales promotion system), receiving a fixed percentage of the margin under the contract, receiving a fixed amount of money for each sold unit, as well as personal bonuses for managers, etc.

Variable wage systems are based on certain criteria, the fulfillment of which requires the employee to receive additional remuneration. Calculation formulas are used to determine the amount of remuneration.

The close relationship between the results achieved and the amount of remuneration determines the effectiveness of such systems in terms of stimulation and motivation of work. Among their advantages over other types of variable payments is the fact that each employee is able to independently quantify the results of his own work (he understands the number of products made, the number of units sold, etc.). In addition, a short time passes between the result of labor and remuneration, which increases the visibility of the connection "outcome - remuneration".

At the same time, the systems of variable wages (personal incentives) in many cases are aimed at developing competition between individual employees of the company.

The piecework form of remuneration is one of the forms of the tariff system and is used where it is possible to take into account the quantitative characteristics of the results of labor and normalize it.

In the piecework form, the work of an employee is paid at piece rates in accordance with the quantity of products produced (work performed, services rendered). Note, however, that piece prices are determined by two methods:

* dividing the hourly (daily) tariff rate corresponding to the level of work performed by the hourly (daily) rate of output;

* by multiplying the hourly (daily) tariff rate corresponding to the level of work performed by the established norm of time in hours (days).

Thus, the piecework form of wages is a modified form of hourly wages, although at first glance it may seem that payment is made only on the basis of the results of labor.

The piecework form of remuneration is convenient for the employer, since it provides for payment only for practically produced products (work performed, services rendered). Unproductive labor is not paid. But the stimulating value of this form of remuneration is reduced by the fact that the employee has the opportunity to find an enterprise where higher tariff rates are set and where he will receive the same or greater remuneration without increasing labor productivity.

It is possible to increase the interest of workers in increasing productivity and improving the quality of labor by introducing additional conditions that affect the procedure for calculating wages. At the same time, the following types of piecework wages (typical for Russian companies) are distinguished.

The piecework-progressive form of remuneration involves the introduction of ordinary (to pay for products produced within the established norms) and inflated rates (to pay for products produced in excess of the norms).

Thus, a prerequisite for an employee is to ensure some initial level of output, called the norm. Piece prices can rise evenly depending on the level of overfulfillment of the norms in accordance with the price scale adopted at the enterprise.

Based on the foregoing, we note that among the shortcomings of this form of remuneration, preventing its wide distribution, we can include the fact that the choice of the initial base (norm) is difficult. It is not always possible to correctly establish the relationship between the quantity, quality of labor and the amount of its payment.

The piece-bonus form of remuneration means that the employee's salary consists of two parts: piecework earnings and a bonus accrued for specific characteristics of the work (for example, for the quality completion of a task on time).

In contrast to the usual piece-rate form, or piece-progressive form, when the wage is higher, the more products produced by the employee, the piece-bonus form provokes the employee not to overfulfill the task, but to fulfill qualitative characteristics, provided that the task is completed in full.

For example, this form of remuneration will be quite effective in provoking a worker on an assembly line to seriously perform a given amount of work with the provision of an appropriate property. In this case, it is not necessary to over-fulfill the task, but under-fulfillment of the task is unacceptable. Since the underperformance of the task by one employee leads to economic losses for the company due to interruptions in subsequent production areas, as well as to penalties due to the failure of the company’s contractual obligations, distraction working capital to create a compensatory stock of parts, etc. The remuneration system must be built in such a way that the worker, in case of failure to complete the task, suffers materially.

Abroad, various penal systems are widely used for these purposes. In our country, the Labor Code does not provide for such a form of punishment as a fine, i.e. Punishing employees is against the law. It would be more correct to establish a relatively small tariff rate (basic payment) with the simultaneous introduction of bonuses for completing a task, provided that quality characteristics are also met. At the same time, bonuses (variable payments) must constitute a significant part of earnings. Only in this case, non-receipt of the bonus will noticeably affect the financial situation of the employee.

Commission systems (sales promotion systems) are more successfully used by enterprises that are aimed at achieving short-term goals. Over time, their effectiveness decreases due to the influence of countless external and internal factors that limit further growth in sales: due to market saturation, obsolescence of products, opposition from competitors, etc.

Personal bonuses for managers depending on the goals set. In accordance with the Decree of the Government of the Russian Federation of March 21, 1994 N 210 "On the conditions of remuneration of managers state companies when dealing with them employment contracts(contracts)" for managing state-owned companies and joint-stock companies in which the share of state ownership in authorized capital exceeds 50%, payment of remuneration for the results of the company's financial and economic activities is envisaged. The indicator, depending on which the amount of remuneration is determined, is profit.

The bonus system for managers can also be multifactorial. In doing so, the following must be determined:

* a list of goals (characteristics of financial and economic activity) that affect the size of the premium;

* share of each indicator;

* quantitative values ​​of the indicator (level of merit).

1.3.2 Group bonus systems (incentives)

Group bonus systems (incentives) involve the payment of remuneration based on the results of the company as a whole (sometimes they are called shared savings systems). A variation of this category of variable payment systems is, for example, the role of employees in the company's profits: the distribution of a certain percentage of the profits received by the enterprise between its employees. At the beginning, the application of this system was typical for manufacturing companies, but at present it is widely used by enterprises providing various services.

Group bonus systems can also include the provision of company employees (most often managers) with the ability to purchase company shares at a fixed price at a certain point in time in the future.

In addition, group bonus systems include: bonuses based on management by objectives, bonuses based on the results of the work of departments, bonuses for temporary working groups.

1.3.3 Payment systems for knowledge and competence

Each organization is interested in continuous development, strengthening of its position. Therefore, in such conditions, the system of payment for knowledge becomes very effective.

The system of payment for knowledge and competence assumes that the amount of remuneration of an employee depends on his knowledge and skills used in his work. When applying such a system, a situation is possible when highly educated and highly qualified employees receive higher pay than their colleagues who are higher in the career ladder, but do not have such education and such qualifications.

The main problem is to determine exactly those skills and knowledge for which the organization is willing to pay its employee. This set of knowledge cannot and should not be permanent. This would lead to stagnation. It must constantly change and improve.

1.3.4 Bonus systems

Bonus systems ("reinforcing programs") are built on the fact that bonuses to employees are made at the discretion of the manager, on the basis of his subjective decision. At the same time, employees are only aware of the social target, which they must strive to achieve, but a detailed explanation of what needs to be done to receive additional remuneration is not given. Since there is no objective assessment of the results with which the remuneration is associated, naturally, it (the remuneration) is not guaranteed.

Bonus systems orient (stimulate) the employee to develop the required behavior model, which reflects the norms and values ​​recognized by the company (including corporate culture, loyalty, a sense of satisfaction from belonging to the enterprise, etc.).

The advantage of bonus systems is their elasticity, since the criteria by which bonuses are awarded can simply be changed, and there is a minimum of bureaucratization during implementation. At the same time, the shortcomings of such systems are also obvious:

* the relationship between the results achieved in the work and remuneration is not obvious, which reduces the motivation of staff;

* the cost of paying bonuses is reserved at the beginning of the financial year, so the financing of such programs is practically not related to the fruits of the company's activities as a whole and to the fruits of the activities of a particular employee, for which bonuses are paid;

* the subjectivity of these programs makes it possible to pay bonuses regardless of the actual results (according to the "like - dislike" principle);

* employees, on the one hand, may experience dissatisfaction if they are not paid bonuses; on the other hand, there may be a sense of "obligation" to pay bonuses. In some enterprises, in order to avoid conflicts, bonuses are paid in turn to all employees, regardless of performance.

Bonus systems based on bonuses include, for example, bonuses for performing particularly important tasks, bonuses for rationalization proposals, which have become widespread in Russian enterprises, etc. A feature of these types of bonuses is that at first the employee seeks not to receive additional remuneration, but to make his own contribution to improving work. own company, in a common cause. Therefore, the purpose of the reward is not just to reward the employee for what has already been done, but to create an incentive for further efforts.

Bonus systems, along with cash payments, provide for the possibility of non-cash rewards. For example, an excursion, a trip to a holiday home, etc. can be organized for the best employees of the company. Gifts to employees for holidays, anniversaries, etc. can also be included here.

Some companies, as bonuses, allow their employees to use, for example, official cars for personal purposes (in the evenings and on weekends), while compensating for the cost of purchasing gasoline, etc.

1.3.5 Intangible incentives

Not only money can serve as a means of motivation, but everything that helps to strengthen a person's sense of self-esteem.

1. Moral incentives - the transfer of information about the merits of an employee in the social environment. It is useful to single out moral stimuli of general action and target (among the latter - reference and competitive).

2. Paternalism (concern for the worker). This is a special way of organizing the atmosphere of a company (division), in which the emphasis is on informal relations, a wide range of opportunities for personal communication between employees, the leader becomes a revered “head of the family”, taking responsibility for the problems and difficulties of subordinates. Widespread use of natural incentives and social guarantees, leaders are grown within the team.

3. Organizational incentives - stimulation by the content, conditions and organization of work (autonomy in work, the right to self-control, incentives for free time / flexible hours, contract form of employment, etc.).

4. Participation in management:

full and timely information;

participation in the development of decisions;

participation in decision making.

Participation in co-ownership:

participation in profits;

equity participation.

6. Career and development (career planning, work with a personnel reserve, short-term and long-term training, mentoring, promotion, horizontal career, etc.).

7. Negative incentives (displeasure, punishments, threats of job loss, etc.).

Separate from all the previous ones is the method of forming the desired motivational structure of personnel. Usually, two tasks are solved for this: the formation of conditions conducive to the development of the desired motivational structure in the team and the selection of applicants with the desired motivational structure.

2. Research results

Non-traditional systems can be attributed to advanced and more flexible methods of stimulating labor, which has a beneficial effect on the comfort of workers, and as a result, an increase in their productivity. These methods require managers to be more sensitive leadership, a certain level of skill.

To maintain the efficiency of the staff, the manager must conduct regular monitoring of the situation in the organization. To do this, it is important to develop a system for assessing the effectiveness of labor, certification.

To meet the need for personnel, especially in a situation of a closed personnel policy, it is important to promote the already working staff; this creates a very special, patriotic attitude towards the organization.

Career planning procedures, staff training help both the organization and the staff to predict the satisfaction of both organizational and individual goals of professional and job growth.

To effectively apply the theory of remuneration for non-material incentives for staff, certain factors must be taken into account.

First, it should be remembered that if there is a system for reinforcing the results of labor, the employee's interest increases, and if motivation does not depend on the results of his activity, it decreases.

Secondly, the model can be applied in an individual approach to non-material incentives for key employees of the company only after assessing their preferences.

conclusions

Non-traditional incentive systems expand the ways of stimulating the work of personnel, their correct application increases labor productivity. This can be observed on concrete examples- in Japanese companies, where a sense of patriotism is expressed, a lifelong attachment to one enterprise, in many Western firms, enterprises associated with creative professions.

A very important condition for the success of such an incentive strategy is openness and trust in relations between management and employees: constant and accurate information about the production and economic situation that is developing at the enterprise, about changes in the relevant market sectors, about the expected prospects, planned actions, and the success of their implementation.

Bibliography

1) Alimarina, E.A. Payment for labor in the Russian economy / E.A. Alimarina // Bulletin of Moscow University. - 2005. - No. 5. - S. 37-54.

2) Bolshakov A.S., Mikhailov V.I. Modern management: theory and practice. St. Petersburg: "Peter", 2001. 416 p.

3) Gusev A.V., Surkov S.A., Boyko Yu.P., Putin M.E., Lukashev A.M., Khrupalov A.A. Motivation of personnel in the presence of a "potential hole" in society // Personnel Management. 2006. No. 3. S. 54-60.

4) Zaslavskaya T.I., Shabanova M.A. Non-legal labor practices and social transformations in Russia // sociological research. 2002. No. 6. S. 3-17.

5) Clement K. Informal practices of Russian workers // Sociological research. 2003. No. 5. S. 62-71.

6) Kupriyanova Z., Hibovskaya E. Motivation of labor in new economic conditions // Man and labor. 1994, - No. 10.

7) Traditional and non-traditional systems of labor incentives.

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The problem of stimulating the labor activity of the organization's personnel is paramount in a crisis, since a disoriented and demotivated team poses a real threat to the stability of the company. Therefore, in modern conditions, work with the motivation of staff should be given the main attention. Methods of staff incentives can be very diverse and depend on the development of the incentive system at the enterprise, the general management system and the characteristics of the enterprise itself.

The classification of motivation methods into organizational and administrative (organizational and administrative), economic and socio-psychological is one of the most widespread.

Economic management methods are driven by economic incentives. They involve material motivation, that is, an orientation towards the fulfillment of certain indicators or tasks, and the implementation of economic rewards for the results of work after their fulfillment. The use of economic methods is associated with the formation of a work plan, monitoring its implementation, as well as economic incentives for labor, that is, with a rational remuneration system that provides incentives for a certain quantity and quality of labor, and the application of sanctions for inappropriate quantity and insufficient quality.

Considering wages as the most important part of the system of remuneration and labor incentives, as a tool for influencing the efficiency of an employee's work, V.A. Dyatlov among the forms of material incentives also highlights bonuses, which are gradually entering into practice. modern enterprises and participation in the company's profits. AND I. Kibanov considers wages to be one of the main forms of labor stimulation and notes that labor motivation other material incentives also influence: the system of economic standards and benefits, the level of wages and the fairness of income distribution. O.I.Volkov and Yu.F. Elizarov identifies the following forms of economic incentives for employees of the enterprise:

• - wages characterizing the assessment of the employee's contribution to the results of the enterprise;
• - effective bonuses, additional payments for work experience at the enterprise;
• - a system of intra-company material benefits for employees of the enterprise, including full or partial payment of expenses for the employee's travel to and from the place of work;
• - providing its employees with interest-free loans or low-interest loans;
• - granting the right to use the company's transport, etc.

IN modern management other groups of incentive methods are also used. Thus, all stimulation methods can be grouped into the following types:

• - Economic incentives of all types (salary in all its varieties, including contract, bonuses, benefits, insurance, interest-free loans, etc.). The success of their impact is determined by the extent to which the team understands the principles of the system, recognizes them as fair, to what extent the inevitability of reward (punishment) and work results is observed, their close connection in time. However, focusing on economic methods of stimulation often leads to a decrease in attention to social - psychological aspects motivation, which determines the internal motivation of the staff.
• - Goal management. This system is widely used in the United States and provides for the establishment of a chain of goals for an individual or group that contributes to the solution of main task organization (achieving certain quantitative or qualitative levels, staff development, etc.). Achieving each goal automatically means an increase in salary or another form of encouragement.
• - Enrichment of labor - this system is more related to non-economic methods and means providing people with more meaningful, promising work, significant independence in determining the mode of work, the use of resources. In many cases, wage growth is added to this, not to mention social status.
• - The system of participation, which currently exists in various forms: from the wide involvement of the team in decision-making on the most important problems of production and management (Japan) to participation in ownership through the acquisition of shares own enterprise on preferential terms (USA, England).

Within the framework of these groups of methods, separate methods and incentive systems for personnel are currently being developed. In the system of motivation, it is especially important to achieve the correct ratio between encouragement, reward and punishment, the inevitability of sanctions.

The negative reaction of the management hinders the activity of the employee, causes negative emotions, creates stressful situations, and reduces the degree of self-confidence. Such a reaction to the results of an employee's activities is not only inhumane, but also ineffective, since it can lead to unpredictable changes in the behavior of a subordinate. A punished worker does not at all have a desire to work harder, in best case he is looking for an opportunity to escape punishment. People very rarely agree with the justice of punishment, hence the negative reaction causes resistance. Favorable assessments of the work done (positive reinforcement) increase self-esteem, motivate work activity, and enhance creative initiative.

Encouragement instills confidence in a person in himself, in his potential, abilities, gives hope for successful execution new tasks, which increases the desire to work the best way. Positive reinforcement forms an attitude within which the employee strives for such a line of behavior, for the fulfillment of such tasks, for such a quality of work, through which his expectation of a fair remuneration is justified.

At the same time, he naturally avoids such actions that may end in unpleasant consequences. Positive measures are more effective than negative measures (negative reinforcement). But often in the work there are situations when it is simply impossible to avoid the use of negative measures. It should be borne in mind here that such influences, applied alone with a subordinate, give a much greater result than those applied in the presence of other workers.

The issue of forming general forms of staff incentives is closely related to the concepts of "corporate spirit" and " corporate culture". It is very important for the manager to correctly assess those general needs that can be effectively satisfied by the organization.

This type of motivation is not so expensive for the company, and the return on it is sometimes very significant, since, in addition to meeting the needs of individual employees, collective forms of incentives contribute to team cohesion, the formation of a “corporate consciousness”, which undoubtedly affects labor productivity. The list of such measures can be quite long.

Thus, among those forms of incentives that should be recommended for use: catering within the company; payment of transport costs; medical care, insurance; assistance in obtaining additional education; organization of corporate pension and savings funds; carrying out sports and recreational activities, trips.

At any economic system labor is a conscious, expedient, energy-consuming, useful human activity carried out to meet certain social and personal needs. Labor is characterized by satisfaction, since any activity ends with a certain result, i.e. his payment. The amount of wages depends on the quantity and quality indicators work of each employee and the team as a whole. Such indicators are the volume of work performed, the number of products produced, their quality, as well as the efficiency. labor activity.

The economic mechanism for the implementation of labor motivation is the forms and methods of influencing interests in order to encourage a person to socially useful activities and is a central link in the personnel management system in each organization. The path to effective personnel management goes through an understanding of a person's motives for work or motivation, which is a combination of internal and external forces that encourage certain actions.

The effectiveness of employee motivation at a particular enterprise is determined by the degree to which the main economic and social goals are achieved. Therefore, in dynamic market relations on present stage labor motivation is aimed at the implementation of the following tasks:

upward orientation economic efficiency and labor efficiency, product competitiveness, and economic growth;

stimulating the introduction of the achievements of science and technology into production;

economical and rational use of all types of resources;

the implementation of stimulation of the work of each employee and team in direct proportion to the quantity, quality and results;

ensuring reasonable ratios of the level of remuneration of various professional and qualification categories and groups of workers;

granting to the collectives of enterprises the right to full disposal of the earned funds;

increasing the responsibility of business entities in stimulating labor.

To solve the above goals, the socio-economic mechanism of personnel management at the enterprise should be aimed at the formation of such a set of motives that would ensure the implementation of internal personal goals and people's behavior in the labor process with the overall goals of the organization. To do this, a method is used to measure the needs and interests of the staff, which is assessed by the satisfaction of the staff with their work.

However, the degree of job satisfaction can be different for many employees depending on their personal goals, the level of organization of production, economic, social and motivational activities.

From the point of view of the motivational impact on the personnel of the organization and the main results of their labor activity, the greatest interest should be the working capacity or the ability and readiness of the employee to work, as well as working conditions. A person's capabilities reflect his ability to work, characterized by the level of knowledge, skills, health, endurance and other qualities. Willingness to work refers to a person's inclinations to do his job, characterizes the dependence of his labor behavior on motivation, the nature of work, expected remuneration and other factors. Working conditions include factors that affect the performance of work and are beyond its direct influence.

The effectiveness of the work of personnel is also motivated by factors such as leadership style, a clear understanding of the purpose of the work, and others. Motivation of personnel in the organization is carried out by clarification, education, personal example, systems of rewards and punishments for employees. Moreover, some methods work better for some people, others - for others.

In the system of motivation of labor activity of personnel, two levels of labor productivity are distinguished: acceptable and stimulating. The acceptable level of performance is a certain degree of labor effort of a person that complies with current labor standards. It is considered subjectively acceptable by every employee and should not be encouraged. The incentive level represents the degree of overfulfillment of labor standards over 100%. For most workers, this level can be stimulated by the redistribution of material remuneration received as a result of increased labor productivity.

Stimulation of the required level of labor productivity of employees is achieved either by selecting personnel with the appropriate intrinsic motivation, for which its internal satisfaction with the results achieved is of particular importance, or through external motivation, in which the desires and needs of a person are satisfied through a system of material and moral incentives.

Of particular importance in stimulating the efficiency of labor of workers in conditions market economy acquires a material monetary reward, that is, wages, since cash income determines the possibility of acquiring goods, receiving education, medical services and others.

The main items of income of the population are wages and transfer payments, the ratio between which significantly affects people's behavior. When wages predominate in the income structure, this motivates a person's labor activity, his initiative and enterprise. When does the role of transfers increase (payments on social insurance, unemployment benefits, scholarships, subsidies, veterans' pensions, and others), people are becoming relatively more passive in relation to production activities and there is a mood of dependency. The latter circumstance must be borne in mind and taken into account in the activities of the organization, since the share of transfer payments in the income of the population is growing.

As for the motivating role of wages as the main form of material remuneration for work, it depends on a number of circumstances. State in legislative order establishes the minimum level of wages and the tariff rate of the first category, which serves as the initial basis for stimulating labor. At enterprises, a direct relationship is established between the amount of wages and the qualifications of the employee, the complexity of the work performed. The motivating role of wages is significantly influenced by supply and demand in the labor market. Thus, the demand for workers with secondary and higher education is increasing. professional education who have the skills to use computer technology while reducing the demand for low-skilled workers.

In a market economy, many flexible and effective labor incentive systems have emerged. This is the division of wages into basic and additional, in which the first part of earnings, approximately 70-80% of its total amount is paid in accordance with the qualifications of the employee, and the second provides various additional and bonus payments.

Widespread development is stimulated entrepreneurial activity. The reward for an entrepreneur's work is entrepreneurial income. It is received for the combination of factors of production, the organization of their economic functioning and effective use, responsibility and risk, which is inevitable in any business. If the risk is justified, the entrepreneur receives income, building blocks which are: 1) wages of the entrepreneur for the management of production; 2) rent (if he used, for example, his own plot of land); 3) percentage (if the capital of the entrepreneur himself and the premium for the risk he took when organizing his business were used in production.

World and domestic practice shows that there are many forms of remuneration - systems financial incentives, however, at one enterprise there should not be a plurality of forms and systems of incentives, and the most significant in earnings should be the tariff part and be at least 50-60%.

An essential role in modern economy play moral incentives, which are a system of methods of democratic influence on a person as a person in order to increase the efficiency of his labor activity. The more human labor becomes creative activity, the more noticeably the role of moral incentives increases.

Speaking of moral incentives, it must be taken into account that, firstly, these are incentives caused by creative inspiration from the labor process itself, and secondly, these are incentives that people have depending on socio-economic conditions, their moral and political views. and beliefs.

In collectives, individual moral stimulation is carried out and its action is directed to each person individually. It is carried out for services to the team and society, for the achievement of high production indicators, for the contribution to increasing social wealth.

In the process of stimulating labor, the problem of priorities, ranking and ordering economic interests, which express people's attitudes about the production and appropriation of material goods and services, is of great importance. It should be noted that market relations transform economic interests, there are more of them, they are more diverse and significant in content. At the heart of these processes is the reform of property relations, which fills with new content personal, collective and public interests on which income depends. Moreover, than big income will receive individual workers, teams (firms), the easier it is for society to solve national economic, social and environmental problems through the tax system.

Recognition from management and peers increases people's satisfaction with their work, with their stay in the firm, with contacts with those around them in a daily business environment. Recognition allows a person to believe in the reliability and stability of the company's position, to get satisfaction from his status, from his position in the team. Finally, recognition allows everyone to feel their individuality and strive for its further development. There are several forms of employee incentives.

1. Financial compensation for increased labor costs. They can take various forms. Wages, material compensation can take the form of various kinds of commissions, the provision of opportunities to purchase shares at par and participation in profits. The type of material compensation can be various kinds of social guarantees - tuition fees, medical care, meals at the expense of the company, etc.
2. Monetary reward for high performance, major engineering and scientific achievements that are of decisive importance for the company, for proposals related to the prevention of various problems. Prizes do not have to be large at all, the main thing is unexpected and such that everyone knows about them.
3. Promotion. But it affects only those who make a career, and there can not be many of them due to the limited number of vacancies.
4. free time encouragement.
5. Public recognition of the merits of the team and individual employees through extensive information about them in the large-circulation press and on special stands, presentation of commemorative signs and certificates, announcement of gratitude at meetings, awarding tourist trips, tickets.
6. Personal recognition by the management of a firm or division.

Here are a few useful tips about the effective motivation of employees, which are given by American scientists D. Yankelovich and D. Imerver. They believe that remuneration should be directly related to activities that lead to an increase in the efficiency of the firm as a whole. At the same time, each employee must explicitly receive "his" share of what he earns. For performance that exceeds the average, people need to express public tangible recognition. At the same time, conflicts of interests of employees and their contradictions with the goals of the company should be avoided. It is recommended to encourage subordinates to develop, together with managers, those indicators by which they will then be evaluated. But at the same time, you should not create a significant gap between the promises of management and the actual remuneration of employees, create special privileges for superiors, increasing the already large gap between them and those who actually do the day-to-day work.

IN Lately In Russia, bonus models of remuneration are implemented by attracting employees:

• to participation in income: from the amounts of income, each employee is paid remuneration, the amount of which is determined by the results of an assessment of the performance of the production task by him (remuneration is paid even when there is no profit from production activities);
• to share in profits: employees receive a differentiated annual remuneration from the profits of companies;
• to participation in the capital: employees receive bonuses in the form of shares at their nominal value.

In recent years, the systems of group bonuses for employees associated with an increase in labor productivity have been most often used:

• Scanlon system, according to which a part of the amount saved as a result of a decrease in value products sold the share of the cost of remuneration of employees (compared to the standard) is distributed among employees;
• the Rucker system, which provides for the payment to employees of a part of the funds saved as a result of a reduction in the share of total labor costs in clean production against its normative value;
• the Improshare system, which makes bonus payments to employees dependent on their overfulfillment of production standards.

In addition, individual bonus systems are widely used, such as bonuses for defect-free work, for innovation, for completing a specific task (for product quality, reduced rejects, etc.).

To form an interest in the final results of enterprises and their structural divisions the size of bonuses for workers in many of them is made dependent on these results. The amount of remuneration usually rises sharply with an increase in the level of influence on the final result (for example, from 5-7% of the fixed part of the wages for workers, to 50-120% for top management). In the event of a deterioration in performance, the greatest losses in wages are incurred by specialists of the administrative apparatus and managers, and the greater the higher their rank.

Analyzing the problem of wages in connection with corporatization Russian enterprises, the following should be noted. With conversion state enterprise in Joint-Stock Company fundamentally changes the principle of distribution of profits. Now each working shareholder bears real economic responsibility for the successful functioning of the enterprise and must receive part of the profit, primarily in the form of a dividend, and his shares. In this regard, it is very important that third-party shareholders do not allow excessive redistribution of profits in favor of labor collective, as is often the case in privatized enterprises in Russia. Such enterprises practically do not pay dividends, invest insufficient funds in the development of production, but have a wage level that is much higher than that prevailing in the region, build and sell housing for their employees on preferential terms, provide them with soft loans, etc.

However, the main task of any commercial organization is to make a profit in the interests of all participants, and social development the labor collective and its stimulation from profit is only one of the tools to achieve this goal.

An equally important point is the cardinal improvement of labor rationing. It became possible due to the state regulation tariffs, in which the norms carried the function of regulating wages that was not characteristic of them (they were developed deliberately underestimated). To streamline wages, the applied production standards should be reviewed.

The use of any bonus systems should be limited only to those industries or professional groups where they really "work" to improve efficiency.

In this regard, we can formulate the main directions for improving wages at privatized enterprises, taking into account Russian management practice:
The part of the profits going to stimulate and social needs of the team should be reduced and severely limited. Only a part of the profit received as a result of the growth of labor productivity should be directed to bonuses to personnel for the final results of activities.

The main part of the wages of the majority of employees should be the fixed part (tariff with surcharges). The amount of bonuses should be insignificant for workers (7-10%) and increase for other professional groups as their influence on the final results grows (up to 50-100% at the level of enterprise management).

Labor rationing should become an important element and cover the maximum number of workers and employees.

“Rigid” tariff scales should be replaced by “flexible” ones, which provide for several rates for each tariff category.

The use of any special bonus systems (for fuel economy, long-term operation of tools, etc.) should be limited to those industries and professions where they really affect the increase in production efficiency, differentiating the size of bonuses within personnel groups according to the degree of influence of employees.

The heads of enterprises and their departments should be stimulated both current results (profit maximization) and long-term results (high efficiency in the future). To stimulate long-term results, it is recommended to use the option system.

Many citizens of our country are asking questions - what are incentive payments? Who can apply for them?

In what form can they be issued? Is it possible to independently calculate the amount of this promotion? If so, how?

Legislative basis of the issue

The definition of “stimulating payments” means a monetary incentive that can be issued to citizens for any achievements in the implementation of their labor activities.

Himself grounds for granting financial incentive is labor law or a collective agreement with a direct employer.

If speak about legislative framework this question, then it is regulated:

• Federal law, which provides for the possibility of receiving additional cash payments as an incentive for employees for their work;
• The Labor Code of the Russian Federation, which determines the procedure, conditions and determination of the amount of incentive payments.

Kinds

Main varieties These types of payments are considered:

Such types of incentives can be established by direct employers in labor and individual contracts, or they can be indicated in internal normative documents enterprises, firms (in this case, the employer's order to allocate a bonus may be the basis).

It is also worth emphasizing that the issue of encouraging this kind should in no case affect the infringement of the rights of the employees themselves who receive them. A simple example this can be called the impossibility of deducting the size of the bonus from the official salary.

Due to the fact that this issue can be regulated within the enterprise itself, incentive payments are often used only in public institutions(for example,), while bonuses are used by employers of private companies on the basis of an employment and collective agreement exclusively as a percentage of wages.

For the implementation of material bonuses for distinguished citizens at the regional and federal levels, the amount of this incentive is formed.

In particular, government employees and municipal institutions are fully eligible to receive this monetary incentive.

More specifically, incentive payments are entitled to receive:

• civil servants;
• employees of medical institutions;
• cultural workers;
• kindergarten teachers preschool institutions, Teaching Staff(higher and middle levels), employees of sanatoriums.

Other ways to reward employees

It is not uncommon for employers to use as incentives for their employees bonus in the form of 13 salaries.

This type of assistance can be provided on the basis of a collective agreement or on the basis of successful work for the previous year (for example, increased production volume). Such payments can be issued to employees solely on the basis of an order from the management of the enterprise.

Eligibility Criteria

Incentive payments can be appointed by the management of the enterprise with the obligatory participation of the trade union or representatives of the labor collective.

Depending on what kind of labor duties this or that employee performed, the evaluation rules may also differ from each other.

Main criteria for which incentive payments can be assigned, it is customary to consider:

• the effectiveness of the implementation of any methods of work of an enterprise or institution;
• level of performance official duties(how the employee performs them, in good faith or not, in full or in part);
• focus on results (if necessary, the employee works overtime or not);
• the position held and the level of responsibility assigned to a particular employee;
• what grade the employee received at work for the calendar year, or reporting period.

From additional criteria the following can be distinguished:

• achievement by the employee of the highest qualification;
• when fulfilling their job duties the employee used his individually developed methods that increase labor efficiency;
• achievement by an employee or employees of any achievements directly in the organization of labor professional activity.

The difference from compensation payments

Speaking about the difference between incentive payments and compensation payments, the former directly depend on the desire of the immediate employer.

In its turn compensation type of payment directly depends on the working conditions of employees. For example, compensation can be accrued. Moreover, this type of payment is not limited in size.

talking in simple words, incentive payments - the desire of the employer to encourage employees, and the compensatory allowance is a necessary measure.

Accrual procedure

Algorithm for calculating incentive payments is as follows:

1. A special commission is formed.
2. The commission analyzes the work of an employee and proposes to reward them for certain merits.
3. An appropriate order is issued.
4. Based on the order, incentive payments are issued.

Commission formation

In order for the distribution of incentive payments between employees of the enterprise to be carried out in an open form without any pitfalls, a special commission is formed, part which must include:

The composition of the commission itself is approved by a general vote of the labor collective. For this, a general production meeting is held.

The results of the voting are entered in the minutes of the meeting employees of the enterprise, which must be signed by its participants themselves. Here it must be remembered that the possibility of signing exclusively by representatives of each workshop is allowed (if we are talking about a large enterprise).

The formed commission has the right to make a decision on bonuses for an employee based on his achievements in work. It is allowed to make a decision of incomplete composition of the commission (if the composition of the commission is at least 50%, it has the right to make such decisions).

Drawing up a protocol

The Commission, when considering the distribution of incentive payments, enters its decisions in the minutes of the meeting.

It should contain the following information:

• the initials of each member of the commission;
• personal data of employees who will receive incentive payments;
• how the decision on bonuses was made (by voting, according to individual achievements, and so on);
• incentive payment amount.

The protocol must be signed by all participants of the meeting without fail.

Grounds for making payments

After the meeting, the minutes of the meeting are transferred to the direct management of the enterprise, which is obliged to form award order approved list of employees.

Myself order includes into yourself:

• name of the enterprise or institution;
• details of employees to whom the incentive payment is to be issued;
• management's signature and the date the order was signed.

When can promotion be given?

In fact, employees can receive payment for the previous month, reporting period, or calendar year together with the main salary or in a separate form.

In this matter, everything depends directly from management's decision.

Calculation procedure

Itself calculation method The value of 1 point is as follows:

1. Determined total amount allocated for these payments.
2. The total number of points scored by all employees who apply for this allowance is determined.
3. The cost is determined by the formula: the total amount is divided by the total number of points earned by employees.

The resulting number is worth 1 point.

The points themselves are awarded to the employee for certain achievements. The amount of points for a particular achievement is determined specifically for a particular institution or enterprise, and it is impossible to specify exactly for what and how many points are awarded.

For example, if the cost of 1 point is 100 rubles, and the employee scored them for certain period 100, the payout amount will be 10 thousand rubles.

Incentive Fund

The definition of “stimulus fund (FSV)” means certain cash , which can be spent on the payment of incentive cash bonuses to employees of an enterprise or an institution.

This amount depends on the Wage Fund. It is impossible to name its specific size, since it is different in each institution.

For example, its size can be 30% of the payroll fund (PHOT). If the size of the payroll is about 1 million rubles, then in this case it turns out that the size of the FSF is 300 thousand rubles.

Its amount directly depends on the established regulations of a particular institution.

For the accrual of incentive payments to employees, see the following video: