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An important problem in the theory of motivation is the consideration of the diversity of its types. The following types of motivation are distinguished: external and internal; motivation based on results and status; positive and negative; individual and group; motivation and self-motivation. Let's consider what external and internal work motivation is.

F. Hertzberg in 1957 identified two types of motivation: internal and external. Intrinsic motivation refers to self-generated factors that influence people to behave in a certain way or move in a certain direction (for example, responsibility, independence, the opportunity to use and develop skills and abilities, interesting work, career opportunities).

Extrinsic motivation- is what is done to people to motivate them, such as rewards, praise, promotions, punishments. And if the most obvious external measures lead to an immediate and powerful impact, but most often act for a short time, then internal factors influence deeper and longer, since they are inherent in the people themselves.

External motivation can come in two forms - administrative and economic. Sometimes extrinsic motivation is called stimulation. Administrative motivation means performing work according to command, order, i.e. under direct coercion with appropriate sanctions for violations of established norms. Economic motivation is carried out through economic incentives (wages, dividends). With this type of motivation, the manager needs to know what methods can encourage a particular employee to complete work efficiently and on time: this can be either timely payment for work and a bonus, or praise or another type of moral encouragement.

Intrinsic motivation is a more complex process and involves the formation of a certain motivational structure of a person. In this case, a psychological way should be found to enhance the desirable qualities of the employee’s personality and weaken negative factors, for example, reducing the monotony of work. This type of motivation requires a lot of effort, knowledge and abilities from the manager. In production activities, both types of motivation closely interact.

The term “intrinsic motivation” itself was first introduced in the late 1950s, when two works appeared - a book by R. Woodworth and an article by R. White.

Intrinsic motivation- motivation associated not with external circumstances, but with the very content of the activity. It is a type of behavior that originates from within the personal Self and is entirely within the behavior itself. As V.I. Chirkov notes, “people are involved in activities for their own sake, and not to achieve any external rewards. Such activity is an end in itself, and not a means to achieve some other goal” 1.

Examples of intrinsic motivation could be:

• - dream, self-realization;
• - ideas, creativity;
• - self-affirmation;
• - conviction;
• - curiosity;
• - health;
• - need for someone, something;
• - personal growth;
• - need for communication.

We can say that internal motivation is very effective; it is a kind of end in itself: a person “invests” in some process, and this activity gives him pleasure.

Thanks to internal motivation, a person easily overcomes difficulties and problems that arise on the way to his goal and makes every effort to achieve a successful result. Intrinsic motivation encourages act.

In the labor sphere, intrinsic motivation is aimed at developing and maintaining an employee’s positive attitude towards work. The main task of managers is to create an atmosphere in which high internal motivation of employees can be formed.

The following can be distinguished components of internal motivation employees:

• work is a continuation of a person’s life; he spends a huge part of his life on it. This time should be spent with pleasure, and not considered as hard labor or serving a heavy duty;
• work must satisfy a person morally, he must see the results of his work, its usefulness, necessity;
• a person at work must feel his social status, authority among colleagues, etc.

How can you influence the internal motivation of employees?

One way is through the attitude of management towards its subordinates. This impact includes the attitude, mood and message with which management treats employees, how their communication and interaction develop in the workplace, fulfillment of promises, consistency in actions, clear and open principles of management, clear organizational structure, management based on goals and results, recognition of achieved results, involvement in the process of solving management issues, joint search for errors, etc.

Another way is through relationships in a team. This largely depends on the leadership style and corporate culture adopted in the company.

The third way is through social contacts and networks. For example, meetings in an informal setting. Thus, New Year's corporate parties help employees communicate with colleagues in the atmosphere of a holiday party, which, in turn, allows them to get to know their colleagues from a different perspective and build relationships.

External motivation - not related to the content of a specific activity, but is conditioned by circumstances external to the subject.

External motives are a group of motives in which the motivating factors lie outside the activity. Examples include:

• - money;
• - career;
• - status;
• - power;
• - legal norms;
• - recognition;
• - prestigious things (house, apartment, car, yacht, etc.);
• - the ability to travel.

In the case of external motives, it is not the activity itself that is attractive, but only what is associated with it (for example, prestige, fame, material well-being), and this is often not enough to motivate activity.

External motivation directly depends on human needs. In the process of production activities, motivation allows employees to satisfy their basic needs by performing their work duties. Let us recall that need is a state of a person, which is the source of his active activity and is created by the need that he feels in relation to the objects necessary for his existence 1. Let us consider the main types of external motives, which are based on the needs that are the sources of the employee’s activity.

The motive of power. The individual's desire to influence people, dominate and lead other people. The motivation of power is one of the most important driving forces of human action. This is the desire to take a leadership position in a group (team). The motive of power occupies an important place in the hierarchy of motives. Many people's actions are driven by the need for power.

The need for power is expressed in the desire to influence other people, control their behavior, as well as the willingness to be responsible for others. This need is expressed in the desire for a leadership position. It has a positive impact on leadership effectiveness. That is why it is advisable to select people with a pronounced need for power for leadership positions. Such people have high self-control.

Motive for achievement. The desire to achieve high results and succeed in a competitive environment is of great importance for human behavior. Employees with a strong need for achievement achieve high results primarily in tasks that require a high level of social interaction and good interpersonal relationships 1 . People with a high achievement motive prefer to take responsibility for solving problems, tend to set challenging goals for themselves, and take risks to achieve those goals. They also seek feedback on how well they are doing their job. Successful companies actively use such employees by organizing contests and competitions, rewarding winners, and forming project teams tasked with solving particularly important problems. Many scientists consider the motive to achieve results as the most important factor influencing a person’s work behavior. Employees with such a motive strive for difficult to achieve goals, difficult work, they are attracted to independent, varied work, while employees with a low need for achievement, on the contrary, prefer stable, reliable, predictable situations.

Numerous studies have confirmed the connection between strong achievement motivation and real human achievements in various fields of activity. American scientist D. McClelland showed that people who achieve success in competitive situations had a level of achievement motivation significantly above the average level. Managers who performed successfully in highly competitive environments had a higher need for achievement than their less successful colleagues. But there is also an opposite point of view - that there should be no competition in the work team, the team should be a single organism.

Motive for professional growth and promotion. Managers can influence the motivation of subordinates, taking into account their need for professional growth and promotion. Professional development increases employee motivation and commitment to the organization, ensuring continuity in management, and also contributes to the creation of a favorable climate in the organization.

By upgrading their qualifications and acquiring new skills and knowledge, employees become more competitive in the labor market and receive additional opportunities for professional growth both within their organization and outside it. Vocational training also contributes to a person’s overall intellectual development, expands his erudition and social circle, and strengthens self-confidence.

The motive of material reward. The system of material remuneration for work, in addition to wages and bonuses (bonuses), may include pension savings, profit sharing, tuition (for the employee or his children), payment for health insurance, payment for mobile communications, interest-free loans for the purchase of a house or car, free lunches, payment for travel of employees, payment for employee rest, etc. Money as an external motivator for activity is a strategically important point for most people, not least as a measure of recognition of the significance of their contribution to success.

In modern high-tech companies there is the emergence of new guidelines - motives, related to the development of Internet technologies and a new generation of employees. Traditional external incentives to work began to sharply lose their former significance. A new word has appeared - "gamization", a new approach to motivating modern young employees, which has so far found wide application in Japan. The term itself arose in the United States in the second half of 2010, when the results of a new marketing ploy used by various companies were analyzed, combining social media and gaming factors: instead of the usual bonuses, employees were offered an exciting alternative - participation in an online community with its own bonus system, interactive and live contact with the manufacturer. Enthusiasts saw in the success of this move new frontiers in the development of mankind, and psychologist Gabe Zichermanp became an ideological inspirer and a key figure in promoting the idea of ​​​​integrating game elements into all spheres of life, proclaiming the birth of a new era - the “game era.” The new trend has become a noticeable phenomenon in the world. Suffice it to say that even Gsummit - major international forums dedicated to gamification. On one of Gsummit in New York, for example, a representative Microsoft Sarah Faulkner argued that it is highly likely that by 2015, half the largest companies on the planet will be gamified.

The correct influence on a person’s external motivation will encourage him to act, to grow, to motivate him to work and achieve high results both for the employee himself and for the entire company.

• See: Armstrong M. Practice of human resource management / trans. from English; ed. S.K. Mordovina. 10th ed. St. Petersburg: Peter, 2009.

What are the basic and non-standard types of staff motivation? How to motivate employees in an organization? Who can help you choose the most appropriate type of staff motivation in management?

Every manager - be it a large enterprise or a small one - is concerned with two questions: how to increase profits and at the same time spend less? That is, how to achieve an increase in income without extra costs, and so that employees feel comfortable and do not want to look for something better.

In a new article from the staff motivation section, we will tell you about different types of motivation. Anna Medvedeva is with you, a regular author of the online magazine HeatherBeaver.

Those who read the article to the end will receive a bonus - you will learn about completely unusual types of motivation that do not exist in theory, but are used in real-life companies. Read and adopt other people's experiences - perhaps this is exactly what is missing in your team.

1. What is staff motivation

Who has the right to call himself a good leader? Someone who knows the principles of effective personnel management and skillfully applies them in practice.

What does it mean to skillfully apply in practice? Here it is worth paying attention to the result.

Employees are satisfied with their wages, they do not seek to leave for competing companies, because your team has a wonderful microclimate, and everyone works with desire, showing a creative approach to their work. This is the result of quality management.

In order to lead competently, you need to use various management tools. One of these auxiliary techniques is the introduction of a motivation system at the enterprise.

What it is?

Staff motivation- this is the creation of an internal incentive for employees to perform high-quality and productive work using various techniques.

Related to the concept of motivation is the concept of stimulation. Many people believe that these are similar terms. We would differentiate them a little.

Stimulation - this is the use of more stringent, categorical measures. Methods and forms of incentives vary, but most often they are negative in nature (that is, they represent a system of fines and restrictions).

Motivation but a more flexible and multifaceted system. It includes many techniques and is based on a variety of factors - from the specifics and goals of the entire enterprise to the needs of each individual employee.

We described in detail various types of staff motivation in the next section of our publication.

As in any other area related to the human factor, when drawing up motivational programs it is indispensable creativity And use of non-standard techniques . Only a combination of traditional and non-traditional methods makes any motivation system truly interesting and worthwhile.

4. How to motivate staff - step-by-step instructions

How to implement a motivation system so that it works from the very beginning and is protected from at least the most common errors?

Let's create an algorithm of actions.

Step 1. Inform employees about plans to increase motivation

Employees must be aware of all changes in the enterprise, and the introduction of a motivation system is no exception. Everyone should see the prospects and advantages of upcoming events, and most importantly, the benefits.

In a small organization, it is easier to make an announcement at a general meeting where all employees can gather. If the enterprise is large, then the general director sends orders to department heads, who, in turn, convey information to subordinates.

Step 2. Carefully study the staff members

Often, ordinary written surveys and questionnaires are used for this. They make it possible to determine employee satisfaction with working conditions, relationships in the team, everyone’s desire for career growth, etc.

However, we recommend conducting staff certification. This more in-depth study will help you identify the best employees, as well as divide employees into those who work steadily and with varying success, assess the level of knowledge and skills, suitability for positions and other very significant indicators.

Step 3. Analyze the motivation system of other companies

Studying the types of staff motivation in similar companies will be especially useful if you do not involve third-party specialists, but develop the program yourself.

Of course, you should not borrow completely ready-made schemes, even if they work well, because each enterprise and team has its own characteristics. But there is undoubtedly a rational grain in such practice.

Step 4. Approve the final version of the motivation program

Taking one of the systems as a basis, using the experience of competitors and data about your personnel, you can create an effective motivation system for your team.

Let us add that help or at least consultation from a competent specialist will not be superfluous. Especially if your team is small and there is no separate marketing service that would deal with such issues.

Step 5.

When the motivation program is ready, it again needs to be conveyed in detail to subordinates. Everyone should understand the system for calculating bonuses and bonuses and other nuances of the process.

Be sure to tell us about the main goal pursued by the set of upcoming events. When employees not only strive for personal rewards, but also feel like an important part of a larger process, this takes the quality of work to a completely different level.

5. Help in increasing staff motivation - review of the TOP 3 service companies

For those who are not strong in management theories, there are companies that professionally develop motivation systems adapted to the specifics of different institutions and teams.

There are also various kinds of training organizations - business schools, where you can get initial or in-depth knowledge in this area.

Meet representatives of this direction and choose the most suitable option for yourself.

1) MAS Project

The company that develops an effective business management system offers the most reliable solution - to teach employees planning, time management and many other things that make their work as productive as possible.

From the video posted on the site, you will learn about strategic planning tools - project management, tasks and salary amounts, regulations, goal maps and much more. The program will help you constantly be aware of the performance of each employee.

The MAS Project system is an online service that can be deployed both in the Cloud and in the internal corporate system. Your employees will have access to it 24 hours a day, regardless of distance.

2) Business Relations

With this company you are guaranteed to make a breakthrough in the development of your enterprise. Business Relations offers training, after which the level of employee motivation increases to the maximum. The main goal of the training is to create a cohesive team, eliminate conflict situations and inspire employees to a new attitude to work.

Order a free test on the website to assess your team and a call back for consultation.

3) Moscow Business School

The business school, located in Moscow, provides training not only in the capital. Seminars and corporate training in the business field can be attended in many cities of Russia, Kazakhstan, Uzbekistan, Belarus and Vietnam.

If you need practical skills in business and management, feel free to contact one of the best domestic business schools that meets the international level. Diplomas and certificates issued here are valued both in the CIS and in the West.

The website conveniently provides a schedule of training events. For those who cannot attend in person, distance learning in the form of video seminars is provided.

6. What non-standard ways exist to increase staff motivation - 4 main ways

Non-standard and unusual ways of rewarding employees are not needed to show the originality of management’s thinking.

A creative approach allows you to expand traditional motivation schemes and show attention to employees from different sides.

Method 1. Arrangement of a place to relax in the office

Even a small office needs additional locker room and rest areas. In this way, workers’ needs for comfort will be met.

Each employee will have the opportunity to drink tea or coffee during the working day without disturbing others and without showing their five-minute rest to visitors, if we are talking about an office where they work with clients.

In addition, during such snacks the atmosphere in the team is discharged, since employees have the opportunity to take a break from the work rhythm in an informal setting, simply chatting over a cup of tea.

Method 2. Award for good relations with colleagues

In a sincere, friendly atmosphere, we work more fruitfully. In a prosperous microclimate in a team, everything becomes easier, creativity and mutual assistance flourish.

If management encourages this, the staff will be a true team of like-minded people from which no competitor will lure away valuable personnel.

Example

The company "JapanGeneralEstateCo" has established a rule - to pay a bonus to the salary of about $3,000 to the manager of the company, who has developed friendly relations with employees.

Agree, this is a good incentive to reach a higher level of communication.

Method 3. Bonuses for vacation used for recreation

Often, instead of taking a vacation, people prefer to spend the money and time allocated for it on something else. Some people stay at work altogether, having received compensation, while others, instead of relaxing at the seaside, start another renovation or use their vacation pay to buy something useful for their home.

But human resources are not limitless, and everyone needs rest just as much as they need good nutrition. Without good rest, a person's productivity and quality of work decrease.

Therefore, some companies have the practice of paying compensation to those employees who replenish their physical and moral strength with the most rest. To do this, the employee only needs to present a voucher to a sanatorium or rest home and travel tickets. Naturally, for the period when he is on vacation.

The term “intrinsic motivation” was first introduced in 1950. In the late 50s. two works appeared: a book by R. Woodworth and an article by R. White. In his book The Dynamics of Behavior (1918), Woodworth proclaimed the principle of the primacy of behavior as opposed to the behaviorist principle of the primacy of stimuli. R. White, in the article “Revisiting Motivation: The Concept of Competence,” proposed a conceptually more developed model of motivation. He introduced the concept of “competence,” which combines such types of behavior as feeling, examining, manipulating, constructing, playing, and creativity. He believes that all these types of behavior, in which the body does not receive any visible reinforcement, have one goal: increasing the competence and effectiveness of the person. The force that determines this desire for competence is “motivation through a sense of effectiveness.” This type of motivation occurs whenever a person is motivated by the need for efficiency, competence, and mastery. So, we can say that intrinsic motivation is a construct, a type of behavior that originates from within the personal Self and is completely contained within the behavior itself. As noted by V.I. Chirikov in “Self-dermination and internal motivation and human behavior”, “internally motivated activities have no rewards other than the activity itself. People engage in these activities for their own sake, not to achieve any external rewards. Such activity is an end in itself, and not a means to achieve some other goal.”

The student comes home with delight and says that there was a very interesting lesson at school, and he wants to read the encyclopedia so that he can participate in the discussion tomorrow. The student demonstrates an example of intrinsically motivated behavior. In this case, the focus on completing the lesson stems from the content of the lesson itself and is associated with the interest and pleasure that accompany the process of learning and discovering new things. We can say that internal motivation is more effective and lasts longer than external motivation. This is a kind of end in itself: a person does something because he understands the meaning and purpose of his work, feels the importance of his contribution to the general process, and this activity gives him pleasure.

In the workplace, intrinsic motivation aims to ensure that an employee develops a long-term positive attitude towards work. Internal motivation arises over a long period of time; the main task of managers is to create through their actions an entrepreneurial culture in which high internal motivation of employees can be formed. The most important basis for the development of intrinsic motivation is a participative, collegial management style. It manifests itself in the following.

Motivation by example - honesty in words and deeds, constant improvement of one's work, keeping promises, consistency in actions, etc.

Motivation by management methods - clear and open management principles, a clear organizational structure, management based on goals and results, recognition of achieved results, involvement in the process of solving management issues, joint search for errors, etc.

Intrinsic motivation is more effective, but it is more difficult to implement. To understand its meaning you need to understand:

work is a continuation of a person’s life; he spends a huge part of his life on it. This time should be spent with pleasure, and not considered as serving a heavy duty.

work must satisfy a person morally, he must see the results of his work, its usefulness, and necessity.

a person at work should feel his social status, authority among colleagues, in the family, etc.

The main methods of introducing internal motivation include the attitude of management towards ordinary employees, the creation of quality circles, conducting a survey among employees, work to unite the work team, and the introduction of a corporate culture.

Personnel motivation is an effective system of methods for increasing labor productivity.

Concept and essence of the term

Personnel motivation includes a set of incentives that determine the behavior of a particular individual. Consequently, this is a certain set of actions on the part of the manager, aimed at improving the working ability of employees, as well as ways to attract qualified and talented specialists and retain them.

Each employer independently determines the methods that encourage the entire team to be proactive in order to satisfy their own needs and achieve the common goal.

A motivated employee enjoys the work to which he is attached soul and body, and experiences joy. This cannot be achieved by force. Recognition of achievements and encouragement of employees is a complex process that requires taking into account the quantity and quality of work, and all the circumstances of the emergence and development of motives of behavior. Therefore, it is extremely important for a manager to choose the right motivation system for subordinates, and each requires a special approach.

Personnel motivation system: concept, development

This is a set of activities aimed at the internal values ​​and needs of subordinates, stimulating not only work in general, but also, above all, diligence, initiative and the desire to work. And also to achieve the goals set in their activities, to improve their professional level, and to increase the overall efficiency of the enterprise.

The staff motivation system consists of two components.

Compensation system

It includes the following components:

1. Remuneration.
2. Disability payments.
3. Employee insurance.
4. Overtime pay.
5. Compensation for loss of place.
6. Payment equivalent to the income received.

Let's look at another component.

Not a compensation system

It includes the following methods:

1. Improving mental state and mood, various sets of programs for advanced training, intelligence, erudition, and self-improvement.
2. Activities aimed at raising self-esteem and self-esteem, and satisfaction from one’s work.
3. Uniting and encouraging the team through cooperatives.
4. Setting goals and objectives.
5. Control over their implementation.
6. Offer to take a leadership position.

These methods do not involve any payments.

Steps to implement a motivation system in a company

1. Setting goals and objectives, defining a clear mission of the enterprise.
2. Organization of the working group.
3. Working on a plan to introduce a staff incentive system.
4. His statement.
5. Development of reward programs for achieving set goals.
6. Creation of the above personnel motivation systems.
7. Preparation of documentation.
8. Introduction of motivational measures and necessary adjustments.
9. Analysis of the work of subordinates of the enterprise.

This system needs to be introduced gradually so that employees are not afraid of the upcoming changes, but can get used to them, find positive aspects and increase their work efficiency.

Types of staff motivation

Material. Provides remuneration in monetary terms, in the form of services and material objects. It is applicable to one employee or group, but to the entire organization is extremely rare, because it is considered an ineffective method.

Intangible. The employee receives emotional benefits, such as the elimination of complexes, peace of mind, recognition of one’s own merits, etc. It is applicable to one employee and the entire team, as it helps to shape the attitude of each individual to the organization.

Positive motivation is characterized by the use of positive incentives.

Negative motivation is based on negative incentives.

External. Favorable or unfavorable influence on personnel that leads to the desired result. The reward is supposed to be good or punishment;

Internal. It assumes the independent development of employee motivation. Completing certain tasks brings them moral satisfaction. But at the same time, staff may remain in search of benefits. External motivational levers with internal motivation are not enough to obtain the desired benefit.

External motivation of personnel is designed to develop and activate internal motivation. This can be achieved through constant evaluation of the methods used, as well as using special methods.

Motivation and stimulation of personnel: what is their difference

Labor motivation is the motivation of an employee to perform effectively. And stimulation is an external influence on a specialist with the goal of making him work even better, increasing his productivity.

Examples of staff motivation

Examples of management actions include:

1. The six employees who have the best results for the work performed based on the results summed up for the quarter will be awarded a bonus in the amount of double salary.
2. The photo of the best employee will be posted on the company’s honor board;
3. A salary supplement of 2% on personal sales is provided.

Now let's move on to another term.

Examples of incentives

A completely different approach is already noted here. For example:

1. Anyone who does not fulfill the implementation plan this month will be deprived of the bonus.
2. You will not leave your workplace until you have completed your annual report.
3. If you don’t like the working conditions, you can put your resignation letter on the table, there are no irreplaceable people.

The examples show that motivating and stimulating staff is similar to the popular “carrot and stick” method. This means that motivation awakens the employee’s inner desire to work, and stimulation forces him to work if there is no such desire.

But it’s still not worth focusing on stimulation, because most people hate their jobs for precisely this reason and are forced to stay because there is no way out. In some cases, it can be used if a subordinate copes with his direct responsibilities very poorly.

Often employers resort to stimulation because it does not require costs and is simpler. But this method leaves workers in a state of stress. The consequence of this is poor work performance and frequent layoffs, which leads to staff turnover, and this is a big disadvantage for the enterprise.

Therefore, it is necessary to combine these methods, but focus on motivation. Then the manager will be able to create an efficiently working, well-coordinated team, whose employees will fight in conditions of healthy competition.

Main groups of motivation methods

Methods of motivating staff are divided into two groups. This:

1. Material motivation (monetary reward).
2. Non-material motivation of personnel.

To avoid the problem of dismissal of qualified personnel, staff motivation should include various methods, including non-material ones.

In each group, you can consider mainly important methods of motivating staff:

Non-material motivation

It includes a wider range of methods:

1. Career growth. An employee tries to work better than others in order to get the desired promotion in his position, which means an increase in remuneration and a different status.
2. Good atmosphere in the team. A friendly, cohesive team serves as additional motivation for effective labor productivity.
3. Employment and a full social package, according to the current legislation, are a significant aspect in finding a job, and when getting one, good motivation.
4. Organization of cultural and sports events. As a rule, spending time together among the entire team promotes cohesion and a good working microclimate, and also provides an excellent opportunity for quality rest and relaxation.
5. Enterprise prestige. Working in a company whose name is on everyone’s lips will also serve as an incentive for productive cooperation;
6. Possibility of training at the expense of the company. This wonderful opportunity allows you to improve your qualifications.
7. A word of approval from the manager. Manager praise is expensive. Companies still use actual and virtual honor boards for these purposes on the official websites of the enterprise.

Forms of staff motivation

These include:

1. Wage.
2. The system of benefits within the enterprise: bonuses, additional payments for length of service, payment for travel to and from work, health insurance, and so on.
3. Moral encouragement of subordinates.
4. Increasing the qualification level of workers and career advancement.
5. Development of trusting relationships between colleagues, elimination of psychological and administrative barriers.

Motivating staff activity is a very important aspect for any manager if he is interested in ensuring that employees work with the greatest efficiency. And those, in turn, have different goals and visions of working in the company: one is only interested in money, another is interested in a career, and a third is interested in another aspect. And the manager is racking his brains on how to arouse interest among employees.

However, as a rule, not all entrepreneurs and managers have experience in implementing the system described above. Therefore, finding suitable ways of effective motivation takes a lot of time and occurs through trial and error.

And competent and highly qualified personnel are half the success of any organization. It often happens that a new specialist tries hard in the first two months and has a great desire to work, although he has little experience and knowledge. And having owned them and having passed the probationary period, he becomes lazy and less active.

This suggests that any personnel is characterized by one regularity - a periodic decline in motivation, and, consequently, a decrease in the efficiency of workers. Managers who master such weapons as managing staff motivation can not only promptly notice the fading interest of subordinates in work, but also react with lightning speed and take appropriate measures.

Each person needs an individual approach; you need to know what psychotype he belongs to. And socionics will help you understand this - the concept of personality types and the relationships between them.

This science allows you to find out how a person thinks, how he perceives information and what he will do in a given situation. It helps determine the compatibility of people in a team. And at the same time, more competently study such an issue as staff motivation.

Socionics

Socionics has a clear description of all types of intelligence, and also describes possible models of behavior of these types in the business environment and divides them into four groups (main incentives):

1. Prestige (power, status). People from this group strive for career growth and recognition from others. This is their main goal. If the manager does not plan vertical promotion of employees, he can be transferred to a related, more interesting position, thereby the person will receive moral satisfaction from the assessment of his importance in the company.
2. Uniqueness (recognition of merit, exciting activity). People from this incentive group cannot stand monotonous work; they are capable of more. New technologies and a free schedule are the best motivation for them for fresh ideas and projects, discoveries or inventions. They willingly improve their qualification level and become indispensable specialists.
3. Welfare. People of this type strive to satisfy their own desires. The optimal method of personnel management for them will be to convince them that their interests with the company coincide one hundred percent. This will be confirmed by the provision of all kinds of preferential loans, for example. They love to gain new knowledge and willingly share it with others. These specialists make wonderful consultants.
4. Self-sufficiency (security). For people in this group, comfort and well-being are important. A favorable atmosphere and convenience of the workplace, plus good wages and the provision of a full benefits package for them is the best method of managing staff motivation.

If the TIM (type of “information metabolism”, sociotype) is correctly and accurately determined, there is no doubt which group the employee belongs to, it is possible to select the necessary incentives that will work productively for a long time.

Of course, the general incentive system for all employees of an organization through the prism of socionics seems ineffective. Four is the minimum number of incentive methods; for a large company there should be sixteen (according to the number of TIMs). And with all this, money is the most universal incentive.

Today, the labor market has a shortage of qualified specialists. And for the successful development of a company, a stable, effective team is needed. All of the above staff motivation tools will help the manager find out the goals of each employee and solve the problem of staff turnover. This will also save valuable time and money on finding and adapting new specialists, and will also help to form a strong, reliable team of professionals and like-minded people.

In a general sense, motivation is a process motivating oneself and others to act to achieve certain goals.

There are various personnel motivation factors that determine what is most valuable and important for a person. As a rule, this is not one factor, but several, and together they make up a map or set of motivational factors for personnel. Personnel motivation factors are divided into external and internal.

Domestic personnel motivation factors:

• Dream, self-realization
• Ideas, creativity
• Self-affirmation
• Conviction
• Curiosity
• Health
• Personal growth
• Need for communication

External personnel motivation factors:

• Money
• Career
• Status
• Prestigious things
• Aesthetics of everyday life
• The ability to travel

In addition, the motives of human behavior also differ in nature: they can be positive(purchase, save) or negative(get rid of, avoid). Thus, a positive external motive of behavior is a bonus that a person can receive for good work, and a negative one is punishment for failure to do it; a positive internal motive is the fascination of the activity in which he is engaged, and a negative one is its routine nature, as a result of which a person, on the contrary, seeks to get rid of the activity.

We can divide all possible motivation tools into two large groups: tangible and intangible motivators.

Material motivators of personnel

The reward received by a worker depends on individual and group differences in the performance of the activity. This is specifically expressed in flexible wage system, variable wage system.

1. Commission. This is perhaps the simplest and at the same time the oldest motivational scheme. The essence of this motivational scheme is that the employee receives a certain percentage of the amounts that customers pay him when purchasing goods from him. Commissions can be used either in combination with the base salary or independently of it, making up the entire employee's salary. Although commissions are the most "direct" incentive scheme, their peak popularity is certainly in the past.

2. Cash payments for achieving set goals. This is the most common type of motivational plans. Such payments (it would be adequate to call them bonuses) are generally made if the employee meets certain pre-established criteria. These may include economic indicators, quality indicators, and evaluation of the employee by other persons. Each company sets its own goals of this kind, and sometimes they are quite unusual.

3. Special Individual Rewards as recognition of the value of a particular employee. Firstly, these may be special bonuses paid to employees for possessing skills that are urgently needed by the company at the moment. Secondly, these could be bonuses for loyalty to the company, which are received by employees who have worked in the organization for a certain amount of time. Such bonuses can also be paid to specialists whose departure is very undesirable for the company. Thirdly, these could be bonuses for the company’s “stars”.

Non-material motivators of personnel

Intangible, or more precisely, non-financial staff motivation refers to all methods not directly related to remuneration that companies use to reward their employees for good work and increase their motivation and commitment to the company.

1. Benefits associated with work schedule. First of all, these are measures related to payment for employee non-working time. In addition, it provides the employee with a flexible work schedule.

2. Material non-financial motivation of personnel. This block includes all material motivators that the company uses. First of all, these are various gifts that the company gives to its employees. These can be small souvenirs, larger gifts as a symbol of the employee’s importance to the company, or family gifts. In addition, this also includes various financial “indulgences” for employees. This is primarily payment for health insurance, as well as loans under a preferential program and discounts on the purchase of company products.

3. Various company-wide events, not directly related to work. These are internal company holidays dedicated to significant events. In addition, various events to which employees have the right to invite their families, out-of-town and excursion trips arranged by the company. We would include paid centralized lunches in this category.

4. "Rewards-appreciation". This category of non-material motivation of personnel is the most significant. These are basic compliments to employees for their work, photographs of the best employees in prominent places, mention of achievements in the company newspaper.

5. Rewards associated with change in employee status. This block includes not only promotion, but also training of an employee at the expense of the company, inviting the employee as a speaker or lecturer, an offer to participate in a more interesting or financially profitable project, as well as the opportunity to use the company’s equipment to implement their own projects.

6. Personnel motivation related to change of workplace. This block includes all those measures that lead to changes in the technical equipment of the employee’s workplace and its ergonomics, as well as providing the employee with a company car.

Staff motivation directly affects the increase in enterprise income. Therefore, the motivation of personnel in the company should be regularly analyzed. To effectively manage business, a successful manager needs to know about the symptoms and weak signals of the lack of motivational management in enterprises, a comprehensive system of staff motivation, and be able to correctly use staff motivators.

Presentation of the training STAFF MOTIVATION