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State educational institution of higher professional education

"Moscow State University of Economics, Statistics and Informatics" (MESI)

MINSK BRANCH

Department of Economics

Course work

in the discipline "Management"

Subject: « Identification of the needs of the employees of the organization and ways to strengthen it »

Performed:

1st year student,

Groups E-64-AU

Shirochina V.V.

Supervisor:

Professor

Krivtsov V.N.

Introduction

1 Theoretical foundations of staff motivation

2 History of motivation and features of motivational management at the present stage

2.1.2 Process theories of motivation

3 Improving the motivation of the organization's personnel based on

identifying his needs

Conclusion

List of sources used

Applications

Introduction

In modern management, motivational aspects are becoming increasingly important. Motivation of personnel is the main means of ensuring the optimal use of resources, mobilization of existing human resources. The main goal of the motivation process is to get the maximum return from the use of available labor resources, which allows you to increase the overall performance and profitability of the enterprise.

A feature of personnel management in the transition to the market is the increasing role of the employee's personality. Accordingly, the ratio of incentives and needs changes, on which the incentive system can rely. To motivate employees, companies today use both financial and non-financial methods of remuneration. Meanwhile, neither the theory of management nor the practice of personnel management gives a definite picture of the relationship between individual aspects of the motivational sphere of employees today and the most effective methods of managing them.

The problem of motivation and stimulation has its own history in our country. In Soviet times, experiments were constantly going on in this area, and the experience of advanced teams sought to be replicated throughout the country. Western and American classics were analyzed - Maslow, Herzberg, Argyris, McGregor, etc. In the late 70s and early 80s. of the last century, much attention was paid to the analysis of the system of human relations, the human factor, especially on the experience of General Motors, IBM, Japanese "quality circles". In the second half of the 80s - early 90s. attracted the attention of articles on the analysis of the concept of ESOP - Employee Stok Ownership Plan. However, in the last 10-12 years, there has been an almost complete lull in the theory and practice of motivation and stimulation of labor. Domestic sociology of labor, and especially the once flourishing industrial sociology, have almost come to naught. Now, along with the processes of economic growth and relative stabilization in the Russian economy, there has been a significant change in this area. State, private, corporate enterprises in practice felt that the development and success of market relations is impossible without integration into the "global feverish efforts" to find new modern forms of motivation and stimulation of labor. At the same time, in many countries of Western Europe and in the USA, the motivational aspects of personnel management of companies and firms have become of great importance, and these methods and experience of motivation can be successfully transferred to Russian soil.

The problem of staff motivation is widely considered today in the scientific and journalistic literature. However, attempts to adapt the classical theories of motivation to the present are largely not systematized, which makes it difficult to use the technologies and methods of motivation in practice. The complexity of the practical organization of the personnel motivation system is also determined by the poor study of the characteristics of the motivation of workers employed in certain sectors of the economy and types of production.

However, it does not follow from this that the motivational process cannot be realized and managed, cannot be used both to analyze the causes of problems in the field of personnel management and to choose the most effective management ways - there are a number of theories that say about how the motivation process is built and how it is possible to motivate people to achieve the desired results (a group of theories of the motivation process) with the “hiddenness” and “inaccessibility to study” of the true individual psychological characteristics of the employee.

The object of study in this course work are motivational mechanisms that affect the desire of an employee of the organization to work productivity.

The subject of the study is to identify the needs of employees of the organization and ways to strengthen it.

The purpose of writing this course work is to determine methods for identifying the needs of employees of the organization, the satisfaction of which contributes to increasing productivity.

When writing the work, scientific literature on labor motivation, articles in scientific journals on the subject under consideration were used.

1 Theoretical foundations of staff motivation

motivation motivation personnel personnel management

There are a large number of motivational tendencies that make up the concept of motivation, and which, to one degree or another, are characteristic of every person. Despite the fairly common use of this term, there is no clear and generally accepted definition of the concept of motivation. Different authors define motivation based on their point of view. For example, G.G. Zaitsev, there is such a definition: “Motivation is an incentive to vigorous activity of individuals, teams, groups, associated with the desire to satisfy certain needs.”

From the point of view of B.Yu. Serbinsky, “Motivation is the motivation of people to activity” However, all definitions of motivation, one way or another, are similar in one thing: motivation is understood as active driving forces that determine the behavior of living beings. On the one hand, there is an impulse imposed from outside, and on the other hand, self-impulsion. It should be noted that human behavior is always motivated. To motivate employees means to affect their important interests, needs for something. Violations in motivation can have several causes, which are rooted in interpersonal conflicts between employees. The exemplary companies that achieve significant results in inspiring dozens and even hundreds of people with a commitment to work and a propensity for constant innovation show that there is no reason why it is impossible to create systems that make the majority of employees feel like winners.

In my opinion, the concept of motivation is more widely revealed by the following definition by E.A. Utkina: "Motivation is a state of a person that determines the degree of activity and direction of a person's actions in a particular situation." In this definition, the motive is characterized by two constituent elements (Figure 1.1):

Picture 1 .1 - The constituent elements of motivation

The motive is always associated with a particular situation. Studies show that the ratio of the activity (or activity) of a person and the results of his work is characterized by a curved line. At first, as the activity grows, the results increase, later, at a certain level of activity, the results remain at the same level. This stage is called by E. Utkin the optimal range of activity when the best results are achieved. Once the activity begins to exceed the border of the optimal range, the results of the work begin to deteriorate. It follows that the manager is called upon to achieve not the maximum activity of subordinates, but to increase their activity to the optimal level.

It should be borne in mind that activity does not provide the necessary motivation. A person can work diligently, be active, but there may not be positive results if he directs his activity in the wrong direction. A similar situation arises when the subordinate does not represent the final goals of the work. The reason may be ignorance, insufficient control, poor management of its activities. Due to the wrong direction of work, the emergence of a conflict between the individual's own needs and the goals of the collective is also real.

A motive acts as a reason, a reason, an objective necessity to do something, an inducement to some action. Creating and maintaining motivation is a rather complicated matter, since the existing motives are transformed depending on the characteristics of employees, tasks and time. But nevertheless, there are general principles for the formation and preservation of motivation, and the manager is called upon, if possible, to look for the motivation of the staff in the attractiveness of work, its creative nature.

Motivation is the process of influencing a person to induce him to specific actions by inducing certain motives in him.

In the most general form, the following types of personnel motivation are distinguished:

material motivation;

social motivation;

psychological motivation.

Material motivation includes wages, planned and unscheduled bonuses, material assistance, etc., that is, monetary remuneration for work. Social motivation includes the involvement of employees in corporate affairs, the creation of common interests and the involvement of the entire team in them; this group also includes the offer of career prospects. Creating conditions conducive to the formation of professional pride, personal responsibility for work is part of the psychological motivation used in the corporate culture, which also includes methods for organizing a call, providing opportunities to express oneself in work. As a result of the use of psychological methods of personnel motivation, an atmosphere of mutual respect and trust is established in the organization.

Currently, the issue of staff motivation is considered quite widely and individually, an active search is underway for the most effective ways to motivate staff. Staff motivation is one of the ways to increase labor productivity. Motivation of personnel is a key direction of the personnel policy of any enterprise. The most effective system of motivating office employees is “motivation for results”. The results of the work of office employees are determined using KPI (English Key Performance Indicators - key performance indicators). KPI and staff motivation can significantly improve the efficiency and productivity of the company. Most theorists of motivation systems came to the conclusion that only motivation for the result is a perfect system, because. justifies the payment of remuneration to the business, and gives employees the opportunity to receive and increase income in a clear relationship to the efforts made.

The lack of a direct connection between motivation and the final result of labor is due to the fact that the latter is influenced by many other factors, in particular, the qualifications and abilities of a person, a correct understanding of the task being performed, and much more. The most elementary model of the motivation process has only three elements:

1) needs, which are desires, aspirations for certain results. People feel the need for such things as clothes, a house, a personal car, etc. But also in such “intangible” things as a sense of respect, the possibility of personal professional growth, etc.

2) purposeful behavior - in an effort to satisfy their needs, people choose their own line of purposeful behavior. Working in a company is one of the ways of purposeful behavior. Trying to get promoted to a leadership position is another type of purposeful behavior aimed at satisfying recognition needs.

3) satisfaction of needs - the concept of "satisfaction of needs" reflects the positive feeling of relief and comfort that a person feels when his desire is realized.

In management, great importance is also given to taking into account the levels of motivation. At the level of satisfactory behavior, employees reach the minimum that is acceptable to management. For those employees whose level of motivation is characterized by excellent behavior, work is a desirable part that brings rewards and satisfaction. Studies have shown that employees do not usually work at full strength and save some of their energy, but give their best only when they are sure that their additional efforts will be properly appreciated and rewarded. The task of the manager is to ensure that employees can meet the full range of their needs in the process of work, in exchange for their energy and labor productivity. Motivation, analyzed as a process, can be represented as a series of successive stages, which are schematically presented in Figure 1.2.

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Picture1. 2 - Scheme of the motivational process

The first is the emergence of needs.

The second stage is the search for ways to meet a need that can be satisfied, suppressed or simply ignored.

The third stage is the definition of goals (directions) of action. It is determined what exactly and by what means it is necessary to provide the need. Here it is revealed what needs to be obtained in order to eliminate the need, in order to obtain what is desirable, to what extent it is possible to achieve what is necessary and what is actually obtained, can eliminate the need.

The fourth stage is the implementation of the action. A person expends efforts to carry out actions that open up to him the possibility of acquiring what is necessary to eliminate the need. Since the work process affects motivation, goals can be adjusted at this stage.

The fifth stage is receiving a reward for the implementation of the action. Having done the necessary work, a person receives what he can use to eliminate the need, or what he can exchange for what he wants. It reveals how the implementation of actions provided the desired result. Depending on this, there is a change in motivation for action.

The sixth stage is the elimination of need. A person either stops activities before a new need arises, or continues to look for opportunities and take actions to eliminate the need.

Knowledge of the logic of the motivation process does not provide decisive advantages in managing this process. An important factor here is the non-obviousness of motives. One can guess which motives prevail, but it is difficult to “isolate” them in a concrete form. It is very difficult to identify which motives are leading in the motivational process of a particular person in specific conditions.

1.2 Staff incentive methods

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 can be carried out into organizational and administrative (organizational-administrative), economic and socio-psychological is one of the most widespread. This classification is based on the motivational orientation of management methods. Depending on the orientation to the impact on certain needs, management methods are divided into:

1. Economic methods of management, due to 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 wage system that provides for rewards for a certain quantity and quality of labor and the application of sanctions for inappropriate quantity and insufficient quality.

2. Organizational and administrative methods based on directives. These methods are based on imperious motivation based on obedience to the law, the rule of law, superior positions, etc., and based on the possibility of coercion. They cover organizational planning, organizational regulation, instruction, direction, control. In management, power motivation plays a very significant role: it involves not only unconditional observance of laws and regulations adopted at the state level, but also a clear definition of the rights and obligations of managers and subordinates, in which the execution of orders from the management is mandatory for subordinates.

3. Socio-psychological methods used to increase the social activity of employees. With the help of these methods, they influence mainly the consciousness of workers, the social, aesthetic, religious and other interests of people and carry out social stimulation of labor activity. Such methods include questionnaires, testing, surveys, interviews, etc. .

In management practice, as a rule, various methods and their combinations are used simultaneously. For effective management of motivation, it is necessary to use all three groups of methods in enterprise management. Thus, the use of only power and material motivations does not allow to mobilize the creative activity of the staff to achieve the goals of the organization. To achieve maximum effectiveness, it is necessary to apply spiritual motivation.

Noted by a number of authors, the growing role of economic management methods in our country is associated primarily with the formation and improvement of a market economic system. Under market conditions, economic management methods will inevitably be further developed, the effectiveness and efficiency of economic incentives will increase, which will make it possible to put each employee and team in such economic conditions under which it will be possible to most fully combine personal interests with work goals.

However, focusing on economic incentive methods often leads to a decrease in attention to the socio-psychological aspects of motivation that determine the internal motivation of staff.

The above scheme for classifying stimulation methods is classical. In modern management, other groupings of incentive methods are also used. On a larger scale, all incentive methods can also be grouped into the following four types:

1. 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.

2. 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 the main task of the organization (achieving certain quantitative or qualitative levels, improving the skills of personnel, etc.). Achieving each goal automatically means an increase in salary or another form of encouragement.

3. 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.

4. The participation system currently exists in various forms: from the broad involvement of the team in decision-making on the most important problems of production and management (Japan) to ownership participation by acquiring shares of one's own enterprise on favorable terms (USA, England).

Within the framework of these groups of methods, separate methods and systems for stimulating personnel are being developed today.

1.3 Motivational management in the organization: state and problems

Material motivation is a rather controversial type of motivation in the modern world. However, people go to work most often for a salary, other reasons and working conditions only show the degree of job satisfaction in this organization, and also help to reduce staff turnover, establish a permanent team that can work highly productively.

A comparison of the most common wage systems used in developed countries, according to the conditions, advantages and disadvantages of their application is presented in table 1.1.

Table 1.1 - Comparative characteristics of wage systems

System	Conditions	Preimatentities	disadvantages
1. Time wage	Used where it is difficult to measure and control the quality, quantity of labor or where productivity is far from critical	Simple, easy to implement and easy to accrue, ensures good relations with employees	Poorly stimulating, tolerant of poor performance
2. Piecework payment	Used for specific types of work, when the value of monetary reward is highly associated with results.	Reward directly	A source of conflict and discontent if it does not guarantee a minimum income
3. Rate + bonus for high individual results (bonuses)	It is used where work can be measured, money motivates, the system is accepted by employees and is clear to them	It motivates well, as it is directly related to remuneration, it contributes to the growth of production	Difficult to use, promotes conflict, does not promote group returns

Continuation of table 1.1

System	Conditions	advantageestva	disadvantages
4. Rate + allowance per group (for the performance of the brigade, indicators and where of the workshop, department)	It is used where it is difficult to determine individual indicators and where there is a good atmosphere in working groups.	Good motivation provided that the link between effort and reward is perceived at the individual level	Difficulties in use due to unequal individual efforts, which can cause intolerance for weak performance
5. Rate + bonus based on the performance of the entire firm (based on a corporate-wide criterion)	Good climate in relations between management and employees, stimulating cooperation	Provides change, promotes greater involvement of employees in the affairs of the company	Fuzzy relationship between individual contribution and remuneration, possibly the influence of unaccounted factors
6. Bonus allowance in accordance with the merits of the employee. Calculated according to a single method (for example, based on seniority or rating)	It is used where it is difficult to evaluate the final result or in situations where the result is influenced by many factors.	Stimulates not only production but also other significant indicators for the company, promotes interaction	It is difficult to formulate a general methodology that will ensure comparability of heterogeneous cases, the probability of subjectivity is high
7. Sharing in profits in accordance with the estimates of the financial performance of the firm	It is used where financial performance indicators are published and where there is participation of employees in the affairs of the firm.	Provides identification of employees with the affairs of the company, remuneration is related to market conditions	There is no clear link between remuneration and individual contribution, remuneration depends on factors that employees cannot influence

The motives driving a person are extremely complex, subject to frequent changes and are formed under the influence of a whole range of external and internal factors - abilities, education, social status, material well-being, public opinion, etc. Therefore, predicting the behavior of team members in response to different systems of motivation is very difficult.

Motivation as a control function is implemented through a system of incentives, i.e. any actions of the subordinate must have positive or negative consequences for him in terms of meeting his needs or achieving his goals. The study of the team can allow the leader to create a motivational structure with which he will carry out the education of the team in the right direction.

At present, the organization of an effective system of staff incentives is one of the most difficult practical problems of management. Typical problems in organizations associated with low staff motivation are:

1) high staff turnover;

2) high conflict;

3) low level of performance discipline;

4) low-quality work (marriage);

5) weak connection between the results of the work of performers and encouragement;

6) lack of conditions for self-realization of the potentials of employees;

7) failures in the production process;

8) problems in creating a coordinated team;

9) dissatisfaction with the work of employees;

and many others.

Building an effective motivation system requires studying the theoretical foundations of motivation and currently used incentive systems.

Thus, motivation is an incentive for vigorous activity of individuals, collectives, groups, associated with the desire to satisfy certain needs. Identifying these needs and maximizing their satisfaction for the benefit of the organization is the main task of motivational management, which has become very popular in the last decade.

The main types of motivation are material, social, psychological. The current trend is the emphasis on social and psychological motives, material incentives are becoming only an integral part of the "earnings package" that the employee receives.

2 History of motivation and features of motivational management at the present stage

2.1 Historical outline of motivation theories

The most ancient theory of labor motivation can be considered the theory of motivation according to the principle of "carrot and stick". Having arisen even before the advent of management theory as a science, one might even say, at an unconscious level, when there was no question of motivation yet, this theory of influencing human labor still claims its rights to exist. Its essence is simple: a person responds to encouragement (mostly material) by increasing labor productivity or, at least, reinforces the confidence that the type of behavior that entailed the reward is desirable in the organization. And punishment serves as an indicator of an unacceptable result or quality of work on the part of a subordinate.

The effectiveness of this method of motivation has proven itself over many years of existence. However, there are significant drawbacks, or rather, certain conditions necessary for its functioning:

Psychological (a person does not always act the same way);

Organizational (this method of motivation should be under the guidance and control of a separate qualified body);

Economic (the law of diminishing utility);

Social (not everything is equally good for everyone).

As for scientific motivational theories, they can be divided into substantive and procedural theories of motivation.

German scientists W. Siegert and M. Lang proposed a model of individual and group motivation, consisting of fifteen motivators, which can effectively influence the behavior of an employee in the course of work.

The disadvantages of substantive theories of motivation include: ignoring the situational features of motivational choice; underestimation of the individuality of activity; the impossibility of establishing a clear correlation between various human needs due to the lack of a universal theory of human activity.

Process theories of motivation do not dispute the existence of needs, but believe that people's behavior is determined not only by them. Content theories of motivation are based on needs and related factors that determine their behavior. Process theories analyze how a person distributes efforts and how he chooses a type of behavior. According to process theories, behavior is a function of the perceptions and expectations associated with a particular situation, and the possible consequences of the type of behavior chosen by the individual.

The degree of labor effort depends not only on needs, but also on certain aspects of the work situation. Process theories of motivation are devoted to the consideration of the joint influence of two factors on human behavior, the main of which are considered the theory of expectations, the theory of justice and the Porter-Lawler model.

Modern content theories of motivation focus on determining the list and structure of people's needs.

Process theories of motivation are considered the most modern theories of motivation, they also recognize the motivating role of needs, however, motivation itself is considered in them from the point of view of what makes a person direct efforts to achieve various goals.

The theory of motivation according to D. McGregor.

Douglas McGregor, exploring the principles of influencing people's behavior, formulated "theory X" and "theory Y", describing two basic models of human motivation.

Thus, "Theory X" is an authoritarian way of governing with direct regulation and strict control. According to the theory, people initially do not like to work, so they should be forced, controlled, directed, threatened with punishment in order to make them work to achieve the goals of the organization. The average person prefers to be led, avoids responsibility.

"Theory Y" provides for the democratic principles of delegation of authority, enrichment of the content of work, improvement of relationships, recognition of the existence of a complex motivating set of psychological needs and expectations.

McGregor himself was convinced of the greater justice of Theory Y, was a propagandist of the ideas of broad participation of all members of the organization in the preparation and decision-making processes, empowering employees with greater responsibility and the possibility of risk, pointed out the importance of optimal group relations as a factor of individual motivation. The clarity and simplicity of the theory caused its wide recognition and simultaneous criticism for a simplified view of the problem.

Theory of motivation according to A. Maslow.

A. Maslow was one of the first theorists who realized the laws of building human needs. He suggested that it is not the need itself that drives a person, but the degree of its satisfaction, and he also built the entire set of individual needs into a hierarchy, denoting the dominance of unsatisfied needs over satisfied needs.

This theory is also called Maslow's Hierarchy of Needs (or Needs Pyramid). Such a pyramid is shown in Figure 2.1. Its essence is reduced to the study of human needs. Proponents of this theory believed that the subject of psychology is behavior, not human consciousness.

At the heart of behavior, according to the theory, are five groups of needs:

Physiological needs necessary for human survival for food, rest, water, etc.;

Needs for security and confidence in the future - protection from physical and other dangers from the outside world, confidence that physiological needs will be met in the future;

Social needs - the need for a social environment, communication with people, their support;

Needs for respect, for the recognition of others, the desire for personal achievements;

The need for self-expression, that is, the need for one's own growth and for the realization of potential opportunities.

Picture2. 1 - Pyramid of needs according to A. Maslow

The first two groups of needs are primary, and the next three are secondary. According to the theory, all needs can be arranged in a strict hierarchical sequence in the form of a pyramid, at the base of which are physiological (primary) needs, and at the top are the needs for self-expression (secondary).

The meaning of hierarchical construction is that the needs of lower levels are priority for a person. The duty of the leader is to carefully monitor subordinates, find out their active needs in a timely manner, and make decisions on their implementation in order to increase labor efficiency.

Theory of motivation by K. Alderfer (ERG-theory)

K. Alderfer somewhat revised Maslow's hierarchy of needs, proposing to distinguish three main groups of needs:

Existential (existence);

Social (relatedness);

Development (growth).

Differences in education, upbringing, cultural roots can influence the priority of needs. For the Japanese, in general, social needs are of paramount importance and dominate over the rest. Subsequent research has confirmed Alderfer's concept, but it can be seen as a development of Maslow's ideas, and not as an independent theory.

The theory of motivation D. McClelland.

With the development of economic relations and the improvement of management, a significant role in the theory of motivation is given to the needs of higher levels.

According to David McClelland, the structure of the highest level needs is reduced to three factors: the desire for success, power, recognition.

With such a statement, success is regarded not as praise or recognition from colleagues, but as personal achievements as a result of vigorous activity, a willingness to participate in decision-making, to bear responsibility for them.

The desire for power should not only speak of ambition, but also show the ability of a person to work successfully at different levels of management in organizations, the desire for recognition - his ability to be an informal leader, to have his own opinion, to be able to convince others of his correctness. According to this theory, people striving for power must satisfy this need of theirs and can do this when occupying certain positions in the organization.

The theory of motivation F. Herzberg.

The two-factor theory of motivation by F. Herzberg is based on two types of factors independent of each other that affect behavior in an organization.

Working conditions - company policy, technical supervision, management relationships, horizontal interpersonal relationships, earnings, job security, job security, working conditions, status, family life.

That is, a person has not one system of needs, but two qualitatively different ones. Satisfaction is a function of the content of work, dissatisfaction is a function of working conditions, it is from the ratio of satisfaction - dissatisfaction that characterize the quality of the worker's work, his productivity.

Thus, if the manager's task is to stabilize the staff, he must, first of all, influence hygienic factors - improving working conditions, raising wages. However, these actions may not result in performance improvements. It turns out that money cannot be regarded as a permanent motivating factor, since people work for money only up to a certain limit, the limits of which are the satisfaction of a personal idea of ​​what a good life is. In their absence, people feel dissatisfied; in their presence, they will not necessarily feel happy and increase productivity.

1.1.2 Process theories of motivation

Motive reinforcement theory

E. Thorndike proposed the so-called law of effect, which explains the mechanism of the influence of pleasure and pain on subsequent human behavior (the theory of motive reinforcement). According to this law, behavioral reactions that immediately follow a pleasant experience are fixed and are repeated with increasing probability in similar situations. If the reactions follow unpleasant experiences (punishments), then they fade away and are less likely to be repeated in similar situations.

According to the reinforcement theory, a habit will be most stable if:

Reinforcement occurs immediately after the reaction;

There is experience of multiple reinforcement;

The amount of reinforcement (that is, reward or punishment) is large enough.

Behavior modification research has shown that reinforcing behavior with rewards is more effective than trying to change a person's behavior with punishment.

Vroom's theory of expectations

According to the theory of expectations, not only the need is a necessary condition for motivating a person to achieve the goal, but also the chosen type of behavior.

This theory states that the behavior of employees is determined by the behavior of:

A leader who, under certain conditions, stimulates the work of an employee;

An employee who is confident that, under certain conditions, he will be given a reward;

The employee and the manager, assuming that with a certain improvement in the quality of work, the employee will be given a certain remuneration;

An employee who compares the amount of remuneration with the amount that he needs to satisfy a certain need.

From the theory of expectations it follows that the employee should have such needs that can be largely satisfied as a result of the expected rewards. The manager, in turn, must give such incentives that can satisfy the expected need of the employee.

The process of motivation according to the theory of expectations consists of the interaction of three blocks: effort, performance, result. Expectancy theory studies and describes the interaction of the three blocks. At the same time, efforts are considered as a consequence and even the result of motivation. Performance is viewed as a consequence of the interaction of efforts, personal capabilities and the state of the environment, and the result, as a function, depends on performance and the degree of desire to obtain results of a certain type.

In practice, this means that the employee must have a firm understanding that the results of labor depend on his efforts, that certain consequences follow from the results of his labor, and that the results he receives ultimately have for him value. In the absence of one of these conditions, the process of motivation becomes extremely difficult or impracticable.

Balance theory (the theory of justice) Adams

The main premise of the theories of work motivation, which are called balance theories, is that people try to maintain a balance between the efforts they put into work and the results achieved. The most well-established version of this approach to the study of motivation is the theory of balance developed by Adams.

People compare the ratio between what they get in their work situation (their results) and the effort expended on it (their investment) with the ratio of the results and investments of other people. Outcomes include salary, status, and job level. The most significant investments are, among other things, skill, knowledge, experience, work experience and education.

Thus, Table 2.1 shows theoretical forecasts regarding changes in labor relations under conditions of inequality, defined in terms of wages.

Table2.1 - Predictions of employee reactions to unfair pay

Payment Feature	Underpayment	Increased pay
Hourly payment	Entities who are underpaid when paid by the hour will work at lower productivity or quality than entities who are paid fairly	Entities who are overpaid when paid by the hour will perform at higher productivity or quality than entities who are paid fairly
Piece-work payment	Entities that are underpaid when paid by the piece will produce a large amount of lower quality products compared to entities that are paid fairly.	Entities that are overpaid on piecework will produce fewer, higher quality products compared to entities that are paid fairly

Thus, according to the theory of justice, the employee, in search of a fair ratio of the labor invested and the results that he will receive, will constantly compare his attitude to work with colleagues. In this case, if he decides that he is being treated unfairly, he will accumulate resentment and distrust towards the management staff.

The theory of justice L. Porter-E. Lawler

Theory of motivation L. Porter-E. Lawler is built on a combination of elements of the theory of expectations and the theory of justice. Its essence is that the relationship between remuneration and the results achieved has been introduced.

L. Porter and E. Lawler introduced three variables that affect the amount of remuneration: the effort expended, the personal qualities of a person and his abilities, and awareness of his role in the labor process. Elements of the theory of expectation here are manifested in the fact that the employee evaluates the reward in accordance with the efforts expended and believes that this reward will be adequate to the efforts expended by him. Elements of the theory of justice are manifested in the fact that people have their own judgment about the correctness or incorrectness of remuneration in comparison with other employees and, accordingly, the degree of satisfaction. From this, an important conclusion is formed that it is the results of labor that are the cause of employee satisfaction, and not vice versa. According to this theory, performance should be steadily increased.

2.2 Features of modern motivational management

The main feature of personnel management in the transition to the market is the increasing role of the employee's personality. The current situation in our country carries both great opportunities and great threats for each individual in terms of the sustainability of his existence.

Now there is an extremely high degree of uncertainty in the life of every person, therefore, it is necessary to develop a new approach to personnel management. This approach is as follows:

1) creating a philosophy of personnel management.

2) creation of perfect personnel management services.

3) application of new technologies in personnel management.

4) creation and development of shared values, social norms, attitudes of behavior that regulate the behavior of an individual.

The philosophy of personnel management is the formation of the behavior of individual employees in relation to the development goals of the enterprise. Under such conditions, the motivation of the work activity of the company's employees is of particular importance. In order for a person to perform the work entrusted to him conscientiously and efficiently, he must be interested in this or, in other words, motivated.

Ideas about the possibilities of motivating the work of workers have undergone major changes in management practice. For a long time, it was believed that the only and sufficient incentive to induce an employee to work effectively is material reward. Taylor, the founder of the school of scientific management, developed his system of organizing the work of workers, convincingly proving the relationship between labor productivity and its payment. However, Mayo's experiments at Hawthorne found a significant influence on labor productivity of other factors - psychological ones. Over time, various psychological theories of motivation have appeared, trying to consider the determining factors and structure of the motivational process from different positions. As a result, the so-called "carrot and stick" policy was replaced by the development of more complex systems for stimulating the motivation of workers to work, based on the results of its theoretical study.

Modern theoretical approaches to motivation are based on ideas formulated by psychological science that studies the causes and mechanisms of purposeful human behavior. From these positions, motivation is defined as the driving force of human behavior, which is based on the relationship of needs, motives and goals of a person.

Much attention in the literature today is also given to possible factors of demotivation. Conducted sociological research allows us to identify the most effective methods of motivation, and factors that have a demotivating effect.

The study “Systems and Methods of Motivation” conducted by the journal “Personnel Management” among subscribers of the business magazines “Personnel Management” and “Labor Law” showed that salary (4.25 points on a five-point scale) and individual allowance (3 ,82), and then various types of bonuses follow. Among others, health insurance, the possibility of obtaining loans and material assistance stand out (Table 2.2).

table 2 - Evaluation of motivation factors according to sociological researchaniamagazine "Personnel Management"

	Score by 5 point school
Individual allowance
Bonuses based on the results of the work of the department, company
% of sales
Health insurance
Quarterly bonuses
Education
Material aid
Paid lunches
Payment for temporary disability
Maternity allowance
Benefit for caring for a child up to 3 years
Automobile
Mobile phones

Moreover, among the most popular motives that encourage the staff of the organization to a good return, the following can be noted:

Good moral climate in the team;

Career;

Good working conditions;

Payment for vouchers;

Social holidays.

That is, in the modern world, the non-material factor of staff motivation is becoming increasingly important. An increasing number of people agree to work for less money if the moral climate in the team suits them. This conclusion emphasizes the reality of the existence of serious psychological problems that modern man faces. That is why recently the corporate culture has become so popular, enterprises organize joint in-house events: sports, entertainment, which are designed to unite the team and reduce the level of stress from work.

3 Improving the motivation of the organization's personnel based onvyyainhis needs

It is much more useful to study not books, but people.

F. La Rochefoucauld

An analysis of the needs of the employees of the organization made it possible to identify and systematize the main motivating motives that make people work with the greatest return, thereby bringing high utility to the organization in which they work. Among the intangible needs are the following:

The need to maintain normal life and health. That is, management should pay attention to ensuring normal working conditions, timely and complete inspection of equipment, especially traumatic, medical care for their employees;

The need for communication and belonging to a reference group and teamwork. These needs are designed to satisfy the corporate culture of the organization, aimed at uniting the team as a whole;

The need for reliability and security. That is, the organization must have an atmosphere of security;

The need for cooperation with the management of the company. The administration, including the director of the organization, must know their employees, not refuse personal reception, attend corporate informal meetings;

The need for emotional stress and risk. Unusually, but true: employees need to feel tension, otherwise the work will become monotonous, which will reduce the productivity of employees.

The need for social status and power, on the one hand, and the need for submission, on the other. Leaders stand out among the employees, striving for power and raising their social status; if such a need is not met, they will lose interest in work and will strive to find a new job. Other employees, on the contrary, need subordination, constant monitoring, because. they do not want to be responsible and do not seek to take the initiative;

The need for competition and creativity. People with creative potential, in the absence of conditions for their implementation, begin to work worse, and competition forces employees to surpass the existing level, which ultimately increases labor productivity in the organization as a whole;

The need for self-assertion and achievement. Employees who feel they are "unnecessary" in the organization very soon move away from it. In this case, management should pay attention to the results of the work of their employees, encourage innovation and ideas;

The need for joy and pleasure. Management should tell employees “good morning!”, “We are great today, and tomorrow we will be even better, right ?!” etc.

That is, there are many needs of employees that must be met. And it is possible to effectively motivate people only with the use of an individual approach. Here the main task is how to find out the needs of employees?

Methods for determining staff needs and their significance.

Among the most appropriate ways to identify needs are the following:

Analysis of biographical facts (important information can be extracted from data on age, gender, education);

Conducting surveys and interviews with employees;

Testing in order to highlight psychotypes by temperament and thinking styles.

Let's consider each of the methods in detail, highlight the motivators that can influence employees.

Analysis of biographical facts. When hiring a new employee, the manager and the HR worker get acquainted with his resume, and already at this stage it is possible to predict that he has certain needs and interests and, therefore, to build a system of motivators focused on him in case of a positive decision on the issue of employment.

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The main idea behind the management of the production of goods and services is the idea of ​​human needs.

A need is a lack of a necessary thing.

The second initial idea of ​​management is the idea of ​​human needs.

A need is a need for something that needs to be satisfied.

A NEED is something that satisfies a NEED.

There is a huge variety of the most diverse needs of a person, family, social groups, entrepreneurs, organizations (enterprises, firms), cities, regions, population, state, country.

So in relation to a person, a family, it is necessary to highlight the needs for food, clothing, housing, services, spiritual values, communications, means of communication.

Organizations experience (production) needs for labor, material, fuel, energy, financial resources, buildings, structures, machines, equipment, information.

Public, state needs are divided into needs for management, defense, environmental protection, security, culture, education, health care, science, transport, international relations.

Most of the needs are satiated. A person does not want to eat beyond the limit when he feels full. It is good to have one refrigerator or TV at home, two are better, maybe three, but then saturation, excess, overstocking sets in. The enterprise does not need to receive raw materials, materials that production needs, in excess of the limiting volumes. The state does not need to have missiles and tanks beyond what is required for defense. In relation to such needs, it is good to know their limits, the level of saturation.

But there are also unsatisfied needs. These are most often the need for money, wealth, power, fame. Remember Pushkin's tale of the fisherman and the fish. Unfortunately, insatiability to a certain extent is characteristic of people and families, and enterprises, and states that live by the principle: "The more I have and consume, the better."

The needs of the employees of the enterprise. It is very important for us to focus on the diversity of the needs of workers, whose ability to work is used by the employer in the enterprise, and to reveal a not so obvious idea, for the sake of which it is necessary to manage the production of goods and services and, in particular, personnel, i.e. living labor. The latter, as already mentioned, is the purposeful activity of a person aimed at satisfying his needs. Therefore, labor management helps to meet the needs of employees in a timely and more complete manner.

An employee who came to an organization for hire (contract) and received a job begins to experience various needs associated with the production (technological) consumption of labor. You can name almost always taking place in any enterprise.

need groups

1. Physiological needs - for food, water, air, housing, warmth, short rest, personal safety, overalls.

2. Technical (technological) needs - in corrected modern equipment, fixtures, tools, new technology, vehicles, objects of labor.

3. Economic needs - in fair remuneration, reasonable standards of labor costs and evaluation of labor contribution, in production management, co-ownership of the enterprise, participation in profits.

4. Social needs - in advanced training, acquiring new knowledge, a prestigious team, professional growth and career, communication, legal protection, love and friendship.

5. Psychological needs - in meaningful and interesting work, a favorable psychological climate, respect and recognition, sympathy and support for others.

As you can see, the listed groups of needs of the enterprise's employees cover all the main blocks of human labor, which serve as elements of the economic mechanism and objects of management.

The economic mechanism is the ways and forms of combining the efforts of people in solving the problems of ensuring their growth in their well-being.

Staff Incentive Strategies

It is very important for any company to work not only with clients, but also with its own staff, because the success of the tasks fulfillment directly depends on it. A well-built motivation system allows you to increase the level of loyalty and motivation of the staff, and hence the effectiveness of its activities. As practice shows, it is not enough to set specific tasks for subordinates and, under strict control, achieve their fulfillment. It is important to ignite employees, inspire them with a new idea and unite. At the same time, in order for staff motivation programs to work with the greatest efficiency, it is necessary to take into account the individual characteristics of each employee, his wishes and aspirations. Currently, there are many methods of staff motivation, which are both material and non-material. And only the final result will depend on the correct use of combinations of these elements. Consider the most famous of them.

Financial incentives

organization of free lunches within the company

providing an interest-free loan for the purchase of an apartment or expensive goods. The employee will appreciate the fact that the company lends him funds on favorable terms, not trying to cash in on him, but showing concern.

organization of trainings and seminars to improve the skills of employees

improvement of working conditions (modern computers, comfortable chairs, a new printer)

subscriptions to fitness centers, bowling clubs, other places that a particular employee likes to visit. An individual approach is very important here. For example, if your employee loves football, then attending a concert philharmonic is unlikely to be as good an incentive for him as, for example, a ticket to the European Football Championship.

organization of medical care (insurance). The employee must know that you will not leave him and take care of him in difficult times

payment of tourist vouchers to employees and members of their families. Just do not choose the cheapest hotel or try to somehow save money at the expense of comfort. In this case, the employee is unlikely to take this as a serious incentive and go to rest in another place for his money.

free financial assistance in case of marriage or the birth of a child

provision of official transport or a travel ticket, payment for a mobile phone

gifts for birthdays and major holidays (February 23 or March 8, New Year) It will be great if one of the top managers congratulates the birthday person on behalf of the company.

Equally important are cash payments dedicated to this or that occasion. For example, bonuses for exceeding the plan or a percentage of sales. To some extent, the latter measure is even more effective, because here the employee does not set a limit on his earnings, and the amount received as a result depends only on his abilities and talent. Some companies pay "long service" bonuses to encourage their experienced employees, as well as bonuses for new ideas (for example, to accountants for legal tax cut schemes, editors or journalists for the idea of ​​​​creating a new column, and so on). It will not be superfluous to reward the best employees at the end of the reporting period, for example, a quarter. The competitive aspect is a very good incentive for ambitious people who want to be the first and surpass the rest in some way.

Intangible Incentives

First of all, these are elementary compliments to employees for their work. Simple words like “thank you” or “you did an excellent job of this task” can inspire any employee. Public promotions should not be avoided either. So, for example, in the Walt Disney Company on the main street of Disneyland Park, cafe windows are dedicated to the most valuable employees.

Development and implementation of corporate rules of the company (mission, philosophy, corporate culture). Many employees are often in the dark about what the neighboring department is doing, they are not familiar enough with the company's products. This is especially true for large corporations. To remedy the situation, it is necessary to distribute to everyone a kind of memo about the product - its purpose, the main segments of the sales market. It should include information about the mission of the company, its advantages, prospects, information about the various departments, their goals and objectives.

Regular information about the achievements of the company and information about employees through the corporate newspaper. The headings of a corporate newspaper can be very different: "CEO column", "Our news", "Our new products", "Our new employees", "Our congratulations", "Star clients". You can make a rubric "One day in the life", in which employees of different departments describe, literally by the minute, how their working day goes, what situations they face, what issues they solve. Such a newspaper will help turn the team into a big family and contribute to the unification of the team.

Formation of a sense of involvement of employees in a common cause. Each employee should feel like an important and integral part of the company, and therefore it is necessary to involve all employees in solving common problems, because absolutely any person can have an interesting idea that can bring success. Each month, you can submit questions of a general nature for discussion. For example, how to increase the company's customer base, improve its work and productivity? The best ideas deserve a special prize and a mention in a corporate publication. By the way, in most Western companies there are posters on the walls with prominent employees of the company and their statements. It really raises the corporate spirit.

Work related benefits. First of all, this is the payment for non-working time of the employee (holidays and vacations, lunch breaks). Some companies provide benefits to certain categories of their employees - students, pensioners, young mothers who work part-time or on a flexible schedule.

Corporate holidays (company day, joint celebration of the New Year, important events in the life of the company). Such events energize all employees, help overcome misunderstandings between them and forget about problems. It would be very nice to have holidays where employees can come with their families. It is important to arrange such an event in an appropriate way so that it is clear that this is a holiday of this company, and not any other.

Quick onboarding of new employees (newbie guide). It is desirable that with the arrival of a new employee, he was immediately acquainted with the corporate rules, the history and achievements of the company, its goals and objectives, as well as the opportunities and prospects of a new employee in this company.

Small souvenirs with the company logo will come in handy - pens, key chains, diaries, etc. Branded clothing, all kinds of hats and caps can serve the same purpose.

The fight against negative rumors and speculation that sooner or later appear within the team. For example, with rumors that there will be a salary delay this month or that the new head of the department will fire all the old employees and recruit new ones. This needs to be fought - for example, to interview the new head of the department and place it on the pages of a corporate publication.

Instead of a conclusion

As we can see, there are a lot of material and non-material means to stimulate staff. The main thing is to follow a few rules when using them. It is important that they are based on the goals of the company and its strategy, be clear and objective, be achievable and reflect the real needs of each employee. It is impossible for these benefits to be presented to employees as a handout, just as it is impossible to build your motivation on deceit, to convince employees of the correctness of those ideas that you do not share yourself. A well-built motivational system can bring real results, and if you still doubt its need, think about the fact that in the end it is your employees who have direct contact with the consumer. This means that it depends on their mood, behavior and desire to help their company succeed whether a potential client becomes yours or prefers to go to competitors.

INDIVIDUAL-PSYCHOLOGICAL, PSYCHO-PHYSIOLOGICAL POWER OF SPECIFICITY AND IMPROVEMENT IN THE MANAGEMENT SYSTEM

A rich aspect of robotics in front of bachaє in mileoperuvannya Japanese with the words “person”, “individual”, “individuality”, as well as, “shops” with particularity and formation of the structure: “temperament”, “character”, “fitness”, “emotions”, “willowness”, “motivation social attitudes". The structure of the special education:

Zagalnolyudsk_power (observe, sprinyattya, thought, memory, will, emotions);

Socially specific (social attitudes, roles, values);

- individually-unrepeatable (temperament, substitution of roles, self-confidence).

Tsedaєzmogurozglyadatiosobistіst yak bagatorіvnevu system schoob "єdnuє in sobіpsihofіzіologіchny, psihologіchny i sotsіalno-psihologіchniyrіvnі. In umovahupravlіnnya that dіlovoїvzaєmodії people otsіnyuyut another one for rіvnemіntelektu, yakiyutvoryuєtsya system pіznavalnihprotsesіv (vіdchuttya, spriymannya, memory" yat, mislennya, MOV, uwagi, uyava) іndivіdualno -psychological powers (temperament, character, straightening).

1. Temperament (lat. temperamentum - uzgodzhenіst, ustrіy) - іndivіdualіnоsоbliїїіnі, shoviyayavlyayutsya in strength, svoidkostі, nazruzhennosti, urіvnovazhennostі, perebіguїїpsihіchіchnіyіalnosti, poріvnаоbіlshіychimenshіystіystіykostіїїnastroїv.

2. Character (Greek charakter - rice, singularity) - the combination of special powers of specialness, which appear in typical methods of action and connection, in typical furnishings and are indicated by special features before them. The character of a person is different in the system with the extra-judgmental nature of the setting: to other people (comradely closeness, truthfulness, tactlessness, brutality, etc.); to the right (vіdpovidalnіstchinesumlіnіst, pracоvitіstіstіnіnoschіtoshcho); to the vlasnostі (generosity, charitable spending, neatness); to oneself (modesty of self-destruction, pride and humiliation). (asthenic - qualius, athletic - wrestler, picnic - silicon) (Cycloid type of character, Hyperthymnia (hyperactive) type of character, Labile type of character, Psychasthenic type of character., Demonstrative type of character, Conformal type of character, Extravertive type of character, introverted type of character .

3. Emotions (lat. emoveo - I wail, I wake up) - mental health in the forms without the middle experience of life in the environment and situations.

4. Zdіbnostі - іndivіdіvіduno-psihоlіchоіchіchnіоsоblisіоsіоbіstі, є є peredumovoyuspіshnogo vikonnannya pevnoіdіyalnostі.

5. Pochuttya - psihіchnіstani i Process, yakіvіdobrazhayutemotsіyny spiritual aspect svіtulyudini, їїsub "єktivneperezhivannyapodіy, emotsіynestavlennya to navkolishnoїdіysnostі Pochuttya vikonuyut signaling funktsіyu, oskіlki mіstyat іnformatsіyu about otochennye Lyudin, Je vazhlivim regulator її povedіnki Yak dosit stіykі psihіchnі utvorennya, the stench..

cremated manifestations, like a stable motivational significance.

6. Will - the building of a person, which manifests itself in self-determination and self-regulation of activity and various mental processes.

7. Vira - a special state of the human psyche, which is completely and unguardedly accepted, whether it be some kind of reminder, texts, manifestations, rise from the power of manifestations and visnovkiv, like a distance, they can act as the basis of the human “I”, signify guilt, judgement, norms of behavior see blue.

8. Motive (lat. moveo - shtovhay, I crash) - a stand of special power, like a consumer, it is a spontaneous cause of action and vchinkiv.

9. Need - the camp of an individual, pov "announcement of the need for something important for the foundation and development of a person.

10. Motivation - a combination of causes of a psychological nature (a system of motives), which means the behavior and inclination of a person, their cob, directness and activity.

11. Social installation - sub "active orientation of individuals as representatives of a group on singing values.

The collective is a collective group of workers, about the "single method, unity, organized, management, discipline and viability. spіlnіst dіy; sevna organization and management; wild meta, mixed interests.

The essence of the work collective is its structural design. The most important are the following types of structures:

1. functional - tse zv "language between people, groups to exchange diyalnistyu, smart technology of cultivation, system of working places, planting instructions of workers;

2. Professional-Kvalipіkatsіin Structure - Sukupnіst Zdazіvnikіv, Yaki Pricesіvnikіv, Yaki Roseznoye for professionate professionals і іідіФікації. Skin Profiya Mait Sviy Dіapan Kvalipikatskyi Group: Nekvilіfikovna, Malokvalіfikovna, Kvalipkovna І VisokvalіFikovna Putzia

3. social structure - the succession of ties between workers, engineering and technical intelligence, service workers and young service personnel.

4. social and demographic - the sukupnіst zv "yazkіv, which are grounded on statuary signs, native camp, equal education;

5. socio-psychological - the structure of inter-special features, values, attitudes, motives for labor activity and post-viral behavior.

It is important to signify that the skin of these structures contributes to the life of the team; It is manifested in the totality of the functions implemented by the labor collective.

To the main functions of the labor collective lie:

1. virobnicho-economical, as a way to create material and spiritual goods, to produce goods, services and other suspiliously brown values;

2. vyhovna funktіya polagaє vy vysokoї vіdpovіdnostі vіdpovіdnostі to pratsі, almost kolektіvіzmu i svіdomоgo stavlennja to pripriієmstva, readiness vikonuvaty norms trudovoї morіlі;

3. organizational and managerial function allows the workers to be trained to the system of public self-regulation, attaching newcomers, bringing that interest to organizational work;

4. The function of social control is implemented by way of assessing the behavior of members of the team, deviating from social norms, looking for regulatory behavior and punishment for anti-normative;

5. the function of satisfying the needs of practitioners, both in the veterinary field and in the post-viral sphere;

6. the function of the creation of minds for self-realization and the development of the specialty of practitioners;

7. function of creation and implementation of a collective, democratic way of life.

45 The central element of any organization is the social structure.

Formalnіgrupi - tsegrupi, schovinikayut for іnіtіativоyuadmіnіstrаtsії i enter pevnіpidrozdil to organіzаtsіynoіїstruktsi i regular rozkladupіdpriєmstva. Іsnuyutyrіznіtіpiformalnihgrupp:

1. Group of guardians (team) - consists of a guardian of admission (yogop_drozdil) and without intermediary intercessors and helper of a guardian.

2. Functional group - work as a collaborator and specialists in the functional department (in charge, bureau, services), to implement the overall management function and may be close to the profession and interests.

3. Virobnichagrupa - may work at the local level of management (lanka, brigade, dilyanka). Members of the group at once work on one task, the stimulus is the final result, and in their turn, they are called by the members of the group of qualified qualifications.

4. The committee is a group in the middle of the reception, which is delegated to renew the yulankoyukerivnitsva for vikonannya, whatever the project, chizavdannya. The head office of the Committee of Views of Formal Structures is in favor of a group acceptance of solutions, which are the most effective way of dealing with complex problems and achievements.

Formally, the group is blamed for the will of the ceramics and that among the singers of the world is conservative, the more often they stink in the specialty of the ceramics and people, they are in the group. And yet, just as they blame the stench, they seem to become a social medium, in which people start in mutual fashion behind other laws, creating informal groups.

Informal groups - tsevilnootvoren_mal_social groups of people, yakіvstupivatsya in postіynovzaєmodіyu to achieve special goals.

Informal groups are created not by a kerіvnitstvom way of order and formal resolutions, but by members of the organization zalezhnovіdїkhnіkhvzaєmnihsympathy, spilnihіhіneresіv, however, their whims and takeinshe. Groups are in use in organizations, although stinks are not shown in structural diagrams. Informal groups have their own unwritten rules and norms, people know well who is included in an informal group, and who. In informal groups, there is a wide range of roles and positions, and the group is clearly and implicitly assigned a leader. In the case of an informal group, it is possible for a member to succumb, however, to a greater extent, for a formal structure.

Informal groups develop spontaneously within the boundaries of formal groups, with the alias of a rich sleeper, and themselves:

Mayutpevnuorganizatsiyu - ієrarchіyu, leader and zavdannya;

Mayutpevnіnepisanі rules - norms;

Mayut singing process - stages;

Mayutpevniriznovidi - see informal groups at the stage of maturity.

The reasons for the establishment of informal groups can be different: they lie down to a singing social group and a mating social contact; the ability to rimuvatido help the colleagues in the team; the exercise of the nobility about those who are close to you, chime in with informal channels in the "language"; bless you to be close to the quiet, whom you sympathize with.

The formal social structure is a societal structure, in the yakіysotsіalnіnіnіzії i vzaєmozv'zvіzkіmіzh them іtkospetsіalіzovanі i vznachenіnіnezalezhnovіdоsobіsіsіnіh characteristics іnіvorganіzаtsії, schоzaymayutts_positionsії. For example, take into account the social position of the director, yoga deputies, chief of the military and other viconauts. The director can be dilovim and energetic, such as schopovnistyuvіdpovidaєzaymanіyposadі, and can be passive and incompetent - but all the same, he formally renounces the director. Such a rank of formal organization will be socially blue on the basis of regulation, status, norms. They are, for example, promislovyrobnitstvo, firm, university, municipal structure (meriya). The basis of formal organization is subdivision, їїspecialization for functional recognition. What will develop the specialty, timbate-sided and folding will be administrative functions, timbate-grand structure of the organization. Formal organization of agaduepiramidu, in yakіyzavdannyadifferentiation on kilkohrivnyah. Crimean horizontal subdivision, їypritamannacoordination, kerіvnitstvo (ієєєрхіяposadovihpozіtsіy) і raznіspetsіalіzatsії vertіkіlі. Formal organization is rational, for non-characteristic services with viscous women; it is without special principles, that it is secured on the basis of abstract individu- als , but it is established standardized in blue, founded on a formally business-like controversy.

Informal organizations are based on comradely exchanges and are characterized by social self-reliance. The informal structure is formed from a combination of positions and interrelationships, which are formed on the basis of special characteristics and are based on prestige and trust. From the point of view of the informal structure, a competent and good-natured head of the organization has a higher prestige and is more important than the director of the organization. Often, middle-class workers, formally occupying positions of the same equal, we saw a moker, yakivmієpracyuvati with people, building a building and clearly placing a task in front of him. Vіddayuchiyperevagu, nagodzhuyuchi with him priority and dilіlovіvіkontaktі, mіtm vіdmоvlyuєmo one z vzaєmozv'yazkіvneformalіїstruktsii. Such interchangeable blues are not fixed by official rules, regulations and norms, and also, they can be easily eroded. For example, if you see it in a rank, the clerk did not tell the truth. In such a way, it is possible that the informal structure is big, ruchoma and unsteady, and less formal. The butts of informal organizations, amateur groups, sympathizers, and skinny. Informal organization is a significant contribution to the formal and pragmatic minimization in no way for their own needs.

Organizational climate- A set of stable characteristics that describe the behavior and emotional states of members of a particular organization: structure (degree of formal structure); the degree of risk in decision-making; reward tactics; promotion opportunities; attitude of management towards employees; attitude of employees to management; emotional atmosphere.

R. Corsini and A. Auerbach. PSYCHOLOGICAL ENCYCLOPEDIA (Part 2), 2006 - go to textbook content

ORGANIZATIONAL CLIMATE

O. to. refers to the characteristics of the organization in the form in which they are perceived by its members. Thus, climate is the sum total of joint organizational perceptions. This is a subjective concept, except maybe. not related to the actual qualities of the organization. Historically, the concept of O. to. goes back to the “cognitive maps” of the environment described by Tolman, which are schemes created by people in order to comprehend what surrounds them. Lewin later suggested that the atmosphere or climate of any group could be characterized as the shared perceptions of individuals, or as the degree of similarity in their cognitive maps. Subjective and elusive aspects of the climate in org-tions became the subject of many. scientific research. Questionnaires aimed at identifying individual perceptions of organizational characteristics were commonly used as assessment tools. These characteristics most often include: the extent to which people participate in the decision-making process; awareness of employees about the goals of the organization; the extent to which individual efforts are noticed and rewarded; the degree of support by the leadership of the org-tion of those who work for him. Other characteristics may include: a sense of bondage experienced by employees; perception of production tasks as dangerous and requiring significant effort; the extent to which org-tion put up with conflict situations or resolve them; a sense of "progressive movement" in the organization as a whole; a sense of belonging". Climate is influenced by: leadership style, formal systems and structures, administrative procedures and decision-making rules. Climate has been shown to affect job satisfaction and performance, motivation and creativity. According to the results of these studies. the options for the emerging climate were characterized as: participatory (partnership) or directive, benevolent or exploitative, oriented to the production or people and associated with power, achievement or affiliation. In research. O. to. there are several. controversial issues. Two of them stem from the difficulty of defining what climate is. First, climate is often confused with culture, defined as "a set of habitual and traditional ways of thinking, feeling and responding that characterize how a given society copes with its problems at a given time." Most researchers believe, however, that climate is a subset of a broader culture, associated more with subjective descriptions of organizational properties than with subjective beliefs and values ​​in general. Psychologists who argue that climate has to do with how people think about their culture raise a second controversial issue of definition. What people think about their place of work is usually defined as job satisfaction. Some psychologists believe that climate is just a synonym for the concept of satisfaction. However, most climate researchers believe that climate is a descriptive (albeit subjective) concept, while satisfaction is a purely emotional and subjective concept. Two other contentious issues relate to the relationship of climate to job satisfaction and job performance (or productivity). Direct links between climate and satisfaction have been repeatedly reported, but these links are interpreted in different ways. Some psychologists argue that a climate that is participatory in nature (supporting decentralized decision-making) invariably increases the satisfaction received by people. from work. Dr. prove that this is not always the case and that satisfaction occurs when the expectations of a particular person. are in line with expectations presented at the climate level. The link between climate and work performance (or productivity) is not clearly understood. Some believe that a participatory climate improves productivity; others state that the degree of correspondence between workers and climate is a jump variable. In the case of job performance, the "fitness" argument seemed much stronger, and most psychologists theoretically predicted high performance as a result of synchrony between the individual and the climate. Data from a recent study. show that productivity is higher when the climate suits a particular person, and not when they try to create a climate that suits all workers. In the end, the researchers came to the conclusion that, since the climate is on perceptions, within the org-tion there are many climates. The climate is one of the consequences of the interaction of people and the environment, and it is influenced by the characteristics of both people and the environment. See also Employee Productivity, Job Satisfaction, Morale in Organizations B. Forisa-Kovacs

Group dynamics - a process of interdependence and interdependence and mutual satisfaction with both special and group interests and needs. Zhittyagroupi from the dynamic point zorulyavlya cherguvannyastanіvіvnovagi i yogoporushen. Practically, in a group, you can find out how silizitknennya,, so silly decay, shshtovhayut її to non-negotiable changes.

Group - ceodnecile, in the structure of which to lie the behavior of the members. Skingroupmake your dynamics

Mechanisms of group dynamics

There are several approaches to describing the psychological characteristics of the interaction of group subjects. One of these models was proposed by American psychologists M. Woodcock and D. Francis. Their idea of ​​the main stages of group development is as follows.

^ The first stage of the group's development is "lapping". At this stage, group members look at each other. The degree of personal interest in working in this group is determined. Personal feelings and experiences are masked or hidden. There is practically no sincere and interested discussion of the goals and methods of work. Members of the group are not interested in their colleagues, almost do not listen to each other. Creative and inspiring collective work is virtually non-existent.

The second stage is "close combat". This is a period of struggle and upheaval. The period when the contribution of the leader is evaluated, when clans and groups are formed, and disagreements are expressed more openly. At this stage, personal relationships become increasingly important. The strengths and weaknesses of the individual members of the group are more and more clearly identified. Sometimes there is a power struggle for leadership. The group begins to discuss ways to reach agreement, seeks to establish effective relationships.

^ The third stage is "experimentation". At this stage, the members of the group realize their potential, which as a whole increases. The problem of effective use of the abilities and resources of the group becomes more and more urgent. There is an interest in how you can work better. Working methods are being reviewed. There is a desire to experiment. Measures are being taken to really increase the efficiency of the group's work.

^ The fourth stage is "efficiency". The group gains experience in successfully solving problems and using resources. Employees experience a sense of pride in their belonging to the "winning team". Problems that arise are explored realistically and solved creatively. Management functions can be smoothly delegated to one or another member of the group, depending on the specific task.

^ The fifth stage is "maturity". At this stage, the group functions as a collective united around real common goals that are well understood by all, into which individual goals are converged (reduced). There are strong bonds between group members. People are judged on their merits, not on their claims. Relations are informal, psychologically comfortable. Personal disagreements are resolved without negative emotions and psychological stress. The Group demonstrates excellent results and sets high standards for its achievements. Delegation of authority is expanding, and more members of the group are involved in planning and decision making.

1. Leader - Capable, self-confident, with developed self-control, The ability to relate to all proposals, respectively, of their objective value without prejudice. Strongly developed desire to achieve the goal, No more than ordinary intelligence, moderate creativity

2. Realizer - Dynamic, very restless, inclined to outrun others, sociable, Assertiveness, willingness to fight inertia, complacency and self-deception, Tendency to succumb to provocations, irritability and impatience

3. Idea generator - Individualistic, with a serious mindset, Developed intellect and imagination, extensive knowledge, giftedness, Tendency to hover in the clouds, inattention to practical matters and protocol

4. Objective critic - Sobriety, caution, low emotionality, prudence, prudence. sound mind, practicality, perseverance, Inability to get carried away by oneself and to get others involved,

5. Organizer or chief of staff - Conservative with a developed sense of duty and predictable behavior, Organizational abilities and practical sound mind, efficiency, discipline, Not flexible enough, immune to unsaid ideas.

6. Procurementist - A propensity for enthusiasm, curiosity and sociability, Easily comes into contact with people, quickly learns about everything new. easily resolves difficulties, tends to quickly lose interest in the case after the initial enthusiasm cools down.

7. Soul of a group - Gentle, sensitive, people-oriented, Readily responds to the needs of people and the requirements of the situation, creates an atmosphere of friendly work, Indecisiveness at critical moments

8. Controller - Conscientiousness, diligence, love of order, a tendency to be afraid of everything, The ability to bring things to an end, pedantry, exactingness, Anxiety over trifles, can limit the freedom of action of colleagues.

In any organization there is a dynamic distribution of certain business roles. This social phenomenon of group dynamics was first discovered by M. Belbin, a researcher at the Management Laboratory

1. Not every group necessarily has to include eight members - according to the number of roles. It is possible, and often desirable and even necessary, for a person in a group to play more than one role. It is important that in a successful group, each of the eight roles is played by at least one person, and all eight roles have an impact in the life of the group.

2. When forming an organization, it must be represented by those whose personal characteristics cover the entire range of qualities necessary for all eight roles to be realized. If an organization is not performing very well, its composition should be reviewed in light of the roles being considered. Perhaps it will be found that no one plays any of the important roles in it.

3. When staffing, one should not focus only on the head and his deputies. Efforts should be made to select such people so that the widest possible coverage of all roles is ensured.

4. There must be a balance of the eight roles, without the dominance of any one, represented by a larger number of members of the group, than the other roles. Particular attention should be paid to the selection of people for the roles of "leader" and "idea generator". The "leader" must be powerful, authoritative and inspiring, inspiring confidence, seeking out the talents and abilities of the members of the group and knowing which ones to put to good use. In order for a group to operate successfully, it must have one strong “idea generator” (if there are many “generators” in the group, it will become mired in fruitless debates and discussions

19.11.12 13:03

Communications carried out in organizations can be classified according to a number of criteria (Table 7.2.1). Table 7.2.1 Classification of communications in the organization Communications carried out using technical means, information technology, in today's conditions are of paramount importance. They are carried out using e-mail, telecommunication systems, management information technologies (MIS). Managers, using MIS, can, for example, contact other employees for information needed to solve problems, and can also study the literature on current developments in any area of ​​interest to them. Interpersonal communications. Interpersonal communications- communications carried out between people in situations "face to face" and in groups using words and non-verbal means of communication. They are of the greatest importance for the study of OP. Interpersonal communications are influenced by various factors (2.1). The effectiveness of interpersonal communications largely depends on feedback. With its help, the sender understands whether the message was transmitted, whether it was received and whether it was correctly understood and received by the recipient. 2.1. Factors affecting interpersonal communications The recipient must be convinced of competence sender. Depending on competence, previous experience, different people can interpret the same message in different ways, which leads to different approaches to encoding and decoding information. If the sender is incompetent, communication may not take place. Confidence the recipient to the sender, both to the leader and to the person - is also an important condition for the implementation of communication. In this case, the recipient must acknowledge sender's right to send a message. In a relationship expectations recipient, it is important to note that people perceive well only what they are ready to perceive. Unexpected information may not be perceived. The effectiveness of interpersonal communication is influenced by compatibility of any kind. The psychological incompatibility of the sender and the recipient, the recipient's rejection of the goals and objectives that are formulated in the message, destroy communication. Status sender may be perceived differently by the recipient. The recipient can recognize it, and then he follows the sender's instructions given in the message, or he can perceive the status as a personal threat, which hinders communication and even interrupts it. Interpersonal communication depends on sociocultural environment, in which they are carried out, including traditions, customs, value systems. When communicating with representatives of different national cultures, this factor must be taken into account. Cultural differences manifest themselves in both verbal and non-verbal communication. Communication in the form of communication. Verbal communications- communications carried out using oral speech as a coding system. Managers spend most of their working time in personal communication with other individuals. The advantages of oral communication are speed, spontaneity and the possibility of extensive use of non-verbal signals simultaneously with words. According to A. Meyrabian, only 7% of messages are determined by their verbal content, 93% are non-verbal in nature, of which 38% are determined by voice modulation, and 55% by facial expressions. Non-verbal communications- messages sent by the sender without using oral speech as a coding system, for example, using gestures, facial expressions, postures, looks, manners. They act as means of communication to the extent that their content can be interpreted by others. Verbal communications convey information, while non-verbal communications convey attitudes towards a communication partner (see Section 7.3 for more on this). Communication through communication channels. Formal communications allow ordering and limiting information flows. They are determined by existing regulations: organizational (for example, organizational chart); functional (for example, regulations on departments and services, containing the section "Relationships between departments"). Formal communication channels are widely used in organizations with a hierarchical management structure. Informal communications- social interactions between people, reflecting the expression of the human need for communication. They complement formal communications. The informal communication system is often referred to as the "vine" (2.2) and is often spread by word of mouth (Table 7.2.2). Table 7.2.2 Types of rumors and their characteristics According to some researchers, rumors are at least 75% accurate. Communication depending on the spatial arrangement of channels and the direction of communication. Information is transmitted through channels vertically - from top to bottom, from bottom to top, as well as in a horizontal plane and diagonally (Table 7.2.3). Downward communications- communication directed from top to bottom - from the head to subordinates. Upward communications- communications directed from the bottom up - from subordinates to the head. 2.2. Types of informal communications "grapevine" Horizontal communications- communications aimed at coordinating and integrating the activities of employees of various departments and divisions at the same levels of the hierarchy to achieve the goals of the organization; contribute to increasing the efficiency of the use of all types of resources of the organization. Diagonal communications- communications carried out by employees of departments and divisions of various levels of the hierarchy. They are used in cases where the communication of employees of the organization in other ways is difficult. Table 7.2.3 Characteristics of vertical communications Interesting experience All employees want to receive information about their company. What? Are managers ready to give it to them; What information are they willing to provide? Below are the results of a survey of three hundred employees and managers of Russian companies (Table 7.2.4). Table 7.2.4 Distribution of survey results

Delegation of new importance - two-sided imperative legal blue, in which one

body of maєvlasnucompetence, appointed by normative acts, and the other - due

the right to control and implementation of new importance, and the competence of the first body

dzherelomcompetence of another body.

Otzhe, “delegation” means, as a rule, the new importance for the singing hour from

saving the delegating subject's right to turn before the power of the convict

The main directives of the activity of the sub’єktіvіmіstsego’s self-regulation can be seen on the basis of the analysis of nature, the city, the government and the tіlіmіst’s’ self-regulation, as well as the analysis of the legal norms, in the yakızkryplenovnavzhennia behind the singing spheres of municipality’s activity. Classification of the function of the miser's self-series is possible according to the number of criteria, but most importantly, sub-functions for the forms and spheres of activity of the misc's self-series. Zokrema, for the forms of activity, they see the rule-making, setting, control and right-protective functions. Behind the areas of activity, you can see the foot functions: ensuring the comprehensive development of the community; planning; budgetary and financial; management of communal services and financial finance; ensuring the satisfaction of the needs of the population in housing, transport, trade and utility services; social protection of the population; zovnіshnekonomichnu; ; development of good health, education, culture and sports; environmental protection; land regulation; appearance; allowed-registration; information.

Realіzuyuchinormotvorchufunktsіyu, organimіstsevogosamovryaduvannyazdіysnyuyutpravoveregulyuvannyakomunalnihvіdnosin in furrows svoїhpovnovazhen (order upravlіnnya iіstyu, mіstsevimifіnansami, regulyuvannyazemelnihvіdnosin, zabudoviteritorії, vikoristannyaprirodnihob'єktіvmіstsevogoznachennya that іn.) Rozroblyayut i priymayut teritorіalnoїgromadi statute, regulation's sake, zatverdzhuyutPolozhennya about zmіst, describing that procedure vikoristannyasimvolіkiteritorіalnoїgromadi, priymayutbezlіchnormativnihaktіv local character.

gender is a social model of a person

In the management of practical and gender aspects, they spit on the peculiarities of the erroneous approaches to the core of the collective and specialty, especially on the improvement of the mentality and character of the mentality. The difference between the porіvnіnannyadіlіh and psyhologichnіchnіyakоsteyzhіnkі women and cholovіki showed scho on a number of dolіdzhuvanihparametrіv є nіvіvіdminnosti.

Gender authority between people and women in management activities:

People:

Method of subduing the pereshkod - People: Intellect, strength; women - cunning, spritnist

Orientation to problems: Chol - promising; female – in-line

The need for emotional stimuli: Chol - reduced; female - promoted

The basis of the decision: Chol - reasoning; female - sensitivity

Character: Chol - closed; female – vіdkritiy

Remembrance of the sound world: chol. - more realistic; female - idealized

Behavior: chol. - streamers; female - emotional

The most important type of thought: Chol-analytical - logical; female - visual-dієvy

Object of respect: chol. - zmist; female - the form

Caution and accuracy: chol. - lowered; female – advancement

Orientation; chol. - dilova; female - special person;

Setting to others; chol. - rectilinear; female - Gnuchka

Diya verbal zahochennya; chol.-relaxing; female – zbudzhyucha

Reaction to criticism: chol. - aggressive; female - calm

Por_vnyannі women and people often differ in the styles of work of one and the same activity, including management. Women are more often, less people, smarter victorious and democratic style of ceramics. Women-managers are group-oriented, stench is characterized by contact, smart communication, delegation of innovation. The woman-leader can motivate those who are ready for super-achievements, shape the profession of self-confidence with the practitioners. Individuals-kerіvniki often win an authoritarian strategy, reliance on power, directiveness, control.

The woman-leader often defiantly ignores and tries to resist the possible spivpratsi with the people, apparently guarding her territory in the form of a supernik of the protilezhnoy pidlogs, because the territory was more occupied earlier.

Myth - A woman cannot talk about this and her team at once. Having become a matir, a woman is ready to drink from work. The women are bigger, the men are smaller, they are cured with liquor and permits. Women work for the sake of "deaky" pennies - the right penny earns a husband. Women really do not want to become bosses - they are afraid of the stench of the future. Women cannot be good graves in a team, and therefore men do not accept them in their games. Women are not loyal

Gender differences in the team

1. In 1988, the SOQ questionnaire was created, for the help of which foreign researchers saw three different motivations in the team

1. Competitiveness - focus on the application of success in order to achieve success;

2. Orientation to success - the basis of victory and uniqueness;

3. Orientation to the goal - the basis for the realization of special features.

Vikoristovuyuchitseypitalnik, vchenіz "yasuvalnіvіdmіnnostіm_zholovіkami i zhіnki:

For men, women and women have the highest rank of orientation on success and the importance of competition, while women have the highest rank of orientation on the attainment of special goals;

Individuals show more activity and awareness in collective types of activity.

2. Chіkuvannya is an effective indicator of behavior directed towards achieving goals. You can talk about those that people and women worry about their glasses: studies have shown that women can sound more low level of glasses and less initiative at reaching success, lower people.

3. Role Conflict

Most of the women who played the roles of conflicts, increased the acceptance of the participation of women in various types of management and business. It has been established that the role-playing conflict is taking over the women's unsatisfactory attitudes towards traditional phenomena. In this way, it is an internal psychological problem of the women themselves, and not a legacy of social stereotypes.

To what extent can one add credit to the speech of the spy, revealed in the works of T. Marry and S. Singh, for these credits people often evaluate the language of the speaker by tempo, pauses, and so on. in that hour, like a woman behind the timbre, high voice, yoga tension. Sociolinguist D. Tanen in 1991. Published the results of the investigation, which showed about the validity of the articles in the victorious mov. Starting with the omission of tribute, the stench is raised, first for everything, for the style of conducting dialogue, which can become the cause of conflict situations in the interplay and interdependence of people and women.

4. People and women as staff

Designed by the nature of the task of the skin status, it is necessary to assess the ability and features of the virobnic and creative activity. Considering the findings of the material in scientific publications, thesis can be formulated: Practically all the records of the human race belong to people and lose their privilege. Geniality, how to achieve the suttave of inspiration in the middle of the norm, also may be a complete monopoly of people. It can be simply said: among healthy women you don’t know the genius of a genius, and the axis of the middle men’s skins is twenty or fifteenth, it’s an obese type. With the equality of all other parameters, women are little disturbed one by one in the productivity of work. Hiring a woman for a job, a robot giver knows that she is either successfully working or not. Riven її mozhlivyh reach in advance vіdomy and do little vіdіznyаєє vіd vіdіznyаієє vіd poznіkіv ії іїї іїї її zhіnki s podіbіmnym set danih (svіta, vіk, dosvіd і tp.). Women are wonderful and "non-recurring" staff. People-practitioners in serious work have a quick turnaround, they are similar. While the average women in productivity and capacity are only 2-5 for other professions, then for people, most of them, mostly rich Chi Іnteltectual Diyalnosti Woney You can reach the coincibles of the value of the value. With the task of the Viprobnaya Termin, the science brought, shho, not tolerant of Vіdmіnnіnіst Mas, Kilkіt Nervivik Klіtin І Mozhvyosti Mosku Cholovika Tajki is practical by Totozym. Ale Not Visitvyє їїhnya Rіvnіstі. Specifіktualniy Dіlnostі. Specificity of the bіologian tasks Okoh articles Chitko manifests themselves to the School of Skin, the Trochi will transversely in the same species in the same species, Ale, to come in the online at the average sooner and better people will win that victory persha (and tell a friend ) foreign language. Ale "not a woman on the right" - groundly violating dozens and hundreds of foreign language, similar to the records for the strength of only men. Only one is enough important area of ​​intellectually human activity, for men to prevail over women - technical and technological winemakers.

d) State of intelligibility and innocence in oneself

You can walk up to them:

The more masculine is the leader, the more zealousness in oneself is shown by the people of the couple with the women:

On the whole, people are more impressed in general at higher engine numbers, although the difference is approximately ½ standard deviation;

People demonstrate better results, lower women, not surprised by those who win in the minds of competition in an individual order;

The cost of showings of the relatives of people and women increased for the rest of the year. Zakrema, there is a tendency to lower the level of women's brilliance, as a matter of fact, they accept it as a masculine one, and I will show high ambitions with a high level of social equivalence. If the task is neutral from a gender point of view and the level of social equality is minimal, women do not demonstrate a decrease in self-esteem.

e) Role Conflict

For some reason, it can be stated that people are more taken over by social alignment and orientation to success, at that time, women are more addicted to special self-development. Partially competitive nature is manifested in different types of women.

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Human Resources Management for Managers: A Study Guide Spivak Vladimir Aleksandrovich

Sources of meeting the need for staff

The organization can use internal and external sources of staff recruitment.

internal source are the people who work for the company. In a number of countries, for example in Japan, when vacancies appear in the administrative apparatus, it is customary to first announce an internal competition for filling a position and only then, in case of negative results, invite outside specialists to participate in the competition. It is believed that this improves the moral climate in the team, strengthens people's faith in their organization 6 .

There are the following recruitment methods from internal sources:

internal competition(when striving to minimize the number of staff);

combination of professions(to perform a small amount of work or if the contractor is required for a short time);

rotation- periodically carried out change of production functions performed by the employee (to eliminate unilateral overloads, strengthen the relationship of people).

Recruiting from internal sources has both pros and cons. To benefits relate:

Knowledge of the professional and personal qualities of the relocated employee, reducing the likelihood of error (however, one should not forget that the employee is moving to a new environment and situation for him, and situational factors can radically affect his behavior, as shown by the experiments of S. Milgram and F. Zimbardo) ;

Emergence at workers of chances for service growth;

Low recruitment costs;

Maintaining the level of wages established in the organization;

Rapid filling of a vacant full-time position without long-term adaptation;

The possibility of growth of young personnel of this organization;

The ability to carry out a chain of movements: to the place vacated during the movement of an employee, appoint his subordinate;

Transparency of personnel policy;

High degree of manageability of the current personnel situation;

Possibility of purposeful professional development of personnel;

Solving the problem of employment of own personnel;

Increasing motivation and job satisfaction.

To shortcomings Recruitment from internal sources can include:

Insufficient manifestation of innovative potential in a new place, since the general environment seems to be quite familiar and comfortable;

Limitation of opportunities for selection of personnel;

Tension and rivalry in the team in the case of several applicants;

The manifestation of familiarity in solving business issues, since only yesterday the applicant for the position of head occupied an equal position with colleagues;

Unwillingness to refuse anything to an employee who has work experience in this organization;

Decreased activity of ordinary employees applying for the position of a manager, since the deputy manager is an automatic successor, etc.

To external sources Recruitment includes the following:

1. State employment service. Helps to find personnel for work that does not require high qualifications - simple, routine or part-time. As a rule, people who have lost their jobs due to the bankruptcy of enterprises and have been retrained to master a new specialty are employed through this service.

2. Recruitment agencies. The agency submits an application for specialists indicating the position, salary, content of the activity, and it proposes several candidates so that the employer can make a choice on his own.

3. Job fairs. You can choose among those actively looking for a job or those who want to change it.

4. Announcements in the press, on radio and television, on special stands and billboards. Enables broad search, although this source can be expensive.

5. Graduates of educational institutions. You can find people with modern knowledge, as well as take a closer look at the candidates, inviting them to practice.

6. Applicants who applied to the company on their own. As a rule, these are the most active and targeted candidates.

Main dignity external sources - the possibility of obtaining an employee with a fresh look, with innovative potential and other advantages necessary for the organization. There is also a chance to join the innovations and even trade secrets of the organization in which the newcomer worked, which is especially valuable if the previous place of his work is a competitor organization.

disadvantages external sources of staff replenishment can be considered:

The inability to get a complete picture of a new employee on the basis of acceptance tests and even a probationary period (you can get a "pig in a poke", a conflict personality);

Higher costs;

Increasing trend towards staff turnover;

Deterioration of the socio-psychological climate in the team;

High degree of risk during the probationary period;

Poor knowledge of the organization by new people;

Long period of adaptation;

Difficulties in terms of career growth for employees of the organization.

In modern Western firms, it is becoming more and more common secondary hire, that is, the recruitment of personnel among the employees of the organization in temporary divisions and creative groups. It is carried out either directly by the head, or on the basis of an internal competition. As a result of the temporary attraction of people for additional work, their vertical and horizontal redistribution in large organizations, an internal labor market is being formed. Its functioning, according to experts, reduces costs, creates additional incentives for the staff, makes it possible to close the most important vacancies by quick relocation, retain valuable employees and maintain the stability of the team 7 . Let's take a closer look at some sources and methods of attraction.

This text is an introductory piece. From the author's book

From the author's book

8.3. Consider not only needs, but also opportunities. (The needs of your customers) The customer is always right! This truth is known to all. And if you strictly follow it, then success is not far off. Marketing theory claims that a client buys a certain product or service

From the author's book

Chapter 6 Analysis of the need for personnel. Recruitment planning Analyzing the need for personnel will not only find out what positions and how many employees are required, but also answer two questions. ? What are the reasons for staff turnover? ? What are associated

From the author's book

Needs Satisfaction Concept Looks simple. I found an unsatisfied need in the market in a segment with effective demand and I offer my product or service as the best way to meet the needs of consumers in this segment.

From the author's book

7.2. Staffing needs assessment Obviously, staffing needs planning is part of the overall planning process in an organization. Ultimately, successful workforce planning is based on knowing the answers to the following questions: how many employees, which

From the author's book

From the author's book

Chapter 5 Planning the need for personnel, organization, regulation and working conditions 5.1. Strategic planning and personnel planning process5.2. Forecasting the need for human resources5.3. Determining the need for personnel5.4. Concepts

From the author's book

5.3. Determining the need for personnel The need for personnel, as in other types of resources, depends on many factors. Since personnel is a special and most important type of resource, and the qualities of employees cannot be accurately measured, insofar as planning

From the author's book

6.3.3. Sources of meeting the need for personnel An organization can use internal and external sources of personnel attraction. Internal sources include people working in the organization. In a number of countries, such as Japan, when vacancies appear in

From the author's book

Determining the need for personnel The need for personnel, as in other types of resources, depends on many factors. Since personnel is a special and most important type of resource, and the qualities of employees cannot be accurately measured, then planning and especially

From the author's book

25. Methods for determining the need for personnel 1. A method based on the time of the labor process. where Кв is the coefficient of compliance with the temporary norm 1 unit. products / actual production time 1 unit products; n - the number of nomenclature products in the production

From the author's book

28. Marketing approach to determining the need for personnel, ways and sources of its coverage The choice of methods for covering the need for personnel is associated with two areas of marketing activity - the development of professional requirements for personnel and the definition

If an employee performs work of a lower rank than he was assigned, then the following violations and inconsistencies occur:

the professional growth of the employee slows down and his creative activity decreases;

the principle of social justice in wages is violated;

there is a misuse of the employee and a violation of his legal status;

the effectiveness of the use of personnel in the organization decreases.

It is advisable to reflect the results of studying the use of personnel in the listed and other areas on a map of the distribution of employees by workplace, where you can find information that answers the questions:

how each profession (position) of an employee at the enterprise is arranged to perform organizational processes;

whether all the listed jobs in which employees are employed are necessary and appropriate;

how busy employees are at their workplaces a) by time, b) by purpose (profession) and c) qualifications.

On the staffing map, it is possible, using conventional signs, to mark the state of the use of workers by time (T), purpose (H), qualifications (K), indicating the number of workers by profession (position), where there are low rates of use of human labor. After studying the use of personnel in the listed areas, the stages follow. analysis and status assessments ending with the development of measures to improve the quality of personnel and increase the efficiency of human labor. It should be emphasized that, along with the study of the use of personnel, assessment of its quality by the previously considered parameters in order to get a more complete picture of the personnel in several sections. Here the spatial model is complemented by a quantitative characteristic.

As a result of studying and analyzing the worker placement map, the following shortcomings can be identified:

some jobs are redundant with the rational structuring of the organization;

some professions (positions) of employees are occupied with the work of 50% of the shift fund of time;

in some workplaces, employees perform up to 30% of unusual work;

at certain workplaces, specific professions of workers do not have job descriptions with the establishment of a range of duties;

at specific jobs, the professions of workers perform work of a lower qualification than assigned to them.

Personnel quality analysis can reveal:

irrational ratio between different groups of personnel (production and managerial; production main and production support together with production service);

low rate of manageability for employees (managers and specialists);

high average age of teams;

non-compliance in some cases with educational and probationary requirements for holding a position;

the predominance in the collectives of places occupied mainly by men or women.

Combination of professions. Among the measures to improve the efficiency of the use of personnel, an important place is occupied by the combination of professions or officials, when two related professions separately do not have a full load and for the benefit of the case can be combined into one. The decision to combine two related jobs into one with the registration of a combined profession must be comprehensively thought out and weighed so as not to damage economic practice.

Examples of combined professions can be: a driver of a vehicle - a loader; picker - storekeeper; secretary of the head - archivist; foreman - agronomist; garage manager - mechanic, etc.

When combining professions, the organizational and economic conditions of this event are stipulated, related to the release of one employee each time and his employment, the preparation of a job description for a combined profession (position) and the determination of a wage supplement for combining.

The combination of professions should be preceded by a large and painstaking work to identify jobs and the professions of workers employed in them, which, according to certain characteristics, can be combined without complicating the course of the technological process. The decision to combine professions must be fully justified.

3. Staff needs and their satisfaction

initial idea, underlying management production of goods and services is idea of ​​human needs.

Need - a sense of a lack of something.

Needs include:

physiological needs (food, clothing, warmth, housing, security);

social needs (in spiritual closeness, influence and affection);

personal needs (in knowledge and self-expression).

If the need is not satisfied, the person feels destitute and unhappy. And the more this or that need means to him, the deeper he worries. A dissatisfied person will do one of two things:

will search for an object that can satisfy the need;

will try to silence it.

The second initial idea of ​​control is the idea of ​​human needs.

Need - a need that has taken a specific form in accordance with the cultural level and personality of the individual.

Needs are expressed in objects able to meet the need in a way that is inherent in the cultural structure of a given society.

A need is something that satisfies a need.

Bread for man → need;

Feeling of hunger → need.

Car → need;

Movement → need.

Needs are changing, need remains unchanged.

There is a huge variety of the most diverse needs of a person, family, social groups, entrepreneurs, organizations (enterprises, firms), cities, regions, population, state, country.

So in relation to a person, a family, it is necessary to highlight the needs for food, clothing, housing, services, spiritual values, communications, means of communication.

Organizations experience (production) needs for labor, material, fuel, energy, financial resources, buildings, structures, machines, equipment, information.

Public, state needs are divided into needs for management, defense, environmental protection, security, culture, education, health care, science, transport, international relations.

Most needs fall into the category saturable. A person does not want to eat beyond the limit when he feels full. It is good to have one refrigerator or TV at home, two are better, maybe three, but then saturation, excess, overstocking sets in. The enterprise does not need to receive raw materials, materials that production needs, in excess of the limiting volumes. The state does not need to have missiles and tanks beyond what is required for defense. In relation to such needs, it is good to know their limits, the level of saturation.

But there is also unsaturable needs. These are most often the need for money, wealth, power, fame. Remember Pushkin's tale of the fisherman and the fish. Unfortunately, insatiability to a certain extent is characteristic of people and families, and enterprises, and states that live by the principle: "The more I have and consume, the better."

The needs of the employees of the enterprise. It is very important for us to focus on the diversity of needs of workers, whose ability to work is used by the employer in the enterprise, and to reveal a not so obvious idea for the sake of which it is necessary to manage the production of goods and services and, in particular, personnel, i.e., living labor. The latter, as already mentioned, is the purposeful activity of a person aimed at satisfying his needs. Therefore, labor management helps to meet the needs of employees in a timely and more complete manner.

An employee who came to an organization for hire (contract) and received a job begins to experience various needs associated with the production (technological) consumption of labor. It is possible to name groups of needs almost always taking place at any enterprise.

Physiological Needs- in food, water, air, housing, warmth, short rest, personal safety, overalls.

Technical (technological) needs- in corrected modern equipment, fixtures, tools, new technology, vehicles, objects of labor.

Economic Needs– in fair remuneration, reasonable norms of labor costs and assessment of labor contribution, in production management, co-ownership of the enterprise, participation in profits.

Social needs– in advanced training, acquiring new knowledge, a prestigious team, professional growth and career, communication, legal protection, love and friendship.

Psychological Needs- in meaningful and interesting work, a favorable psychological climate, respect and recognition, sympathy and support for others.

As you can see, the listed groups of needs of the enterprise's employees cover all the main blocks of human labor, which serve as elements of the economic mechanism and objects of management (Fig. 3.1).

human needs		Needs Satisfaction
Organization of production to meet the needs		Trade
		Cooperation
Separation		Labor specialization

Rice. 3.1

Economic mechanism - ways and forms of combining the efforts of people in solving the problems of ensuring the growth of their well-being.

Staff satisfaction. If there were no human needs, there would be no organizations that satisfy the various needs of people with their production. The latter is created solely for the sake of satisfying needs. We can say that needs are the engine of production development, but production also creates needs, offering customers new types of goods and services. For example, people didn't have a need to record TV shows on tape until the VCR was invented.

However, we are not interested in meeting the needs of people in general through the markets for goods and services, but the employees of organizations (enterprises) that are sellers of their labor force in the process of its technological use. An employee of an organization engaged in a specific work process does not buy any goods or services for money to satisfy his needs during his stay in the enterprise. An exception can only be the satisfaction of needs for food and products, or employees of markets and shops, combining production and personal needs.

In other words, we are talking about the satisfaction of the needs of each employee not by him, but by the leaders-managers, in whose subordination the employees are. These are the production needs of workers or living labor, without the satisfaction of which all other needs (persons, families, cities, regions, states, countries) cannot be satisfied (Fig. 3.2.).

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None of the existing theories of motivation has such an impact on the thinking of leaders as the theory of needs, developed by the great motivation specialist Abraham Maslow.

Maslow's theory allows managers to more fully understand the aspirations and motives of an employee's behavior. Maslow proved that the motivation of people is determined by a wide range of their needs. If earlier managers motivated subordinates almost exclusively with economic incentives, since people's behavior was determined mainly by their needs at lower levels, then thanks to Maslow's theory it became obvious that there are also non-material incentives that make employees do what the organization needs.

Maslow identified five main groups of human needs that are in a dynamic relationship and form a hierarchy (Scheme 1). This can be depicted as ascending steps.

Scheme 1. Hierarchy of needs for human motivation in the order of their priority

The theory of the hierarchy of human needs is based on the regularity: when the needs of one level are satisfied, the need of the next, higher level arises. Satisfied need ceases to motivate.

People need to satisfy needs in a certain order - when one group is satisfied, another comes to the fore.

A person rarely reaches a state of complete satisfaction, throughout his life he desires something.

It is necessary to consider motivational groups in more detail.

2.1. Physiological Needs

The needs of this group consist of the basic, primary needs of a person, sometimes even unconscious. Sometimes they are called biological needs. These are human needs for food, water, warmth, sleep, rest, clothing, shelter, and the like, necessary for the survival of the organism, the maintenance and continuation of life. In relation to the working environment, they manifest themselves as a need for wages, favorable working conditions, vacations, etc.

High earnings ensure a decent existence, for example, the opportunity to live in a comfortable apartment, eat well, wear necessary, comfortable and fashionable clothes, etc.

To pay for the basic necessities of life of employees, it is necessary to motivate them with long-term benefits, providing them with tangible high income and sufficient remuneration, provide them with breaks from work, days off and holidays to recuperate.

If only these needs dominate in a person, displacing everything else, then he is little interested in the meaning and content of labor, but mainly cares about increasing his income and improving working conditions.

If a person is deprived of everything, then he will first of all seek to satisfy his physiological needs. As a result, his views on the future may change.

The dissatisfaction of a person can also indicate the dissatisfaction of needs of a higher level than the level of the need, the dissatisfaction of which the employee complains about. For example, when a person thinks they need a break, they may actually feel a need for security rather than a day off or vacation.

2.2. Needs for security and confidence in the future

If a person has sufficient physiological needs, then he immediately has other needs related to the safety of the body.

This group? one of the main life motivators, it includes both physical (safety, labor protection, improvement of working conditions, etc.) and economic (social guaranteed employment, social insurance in case of illness and old age) security. Meeting the needs of this group provides a person with confidence in the future, reflects the desire to protect themselves from suffering, danger, illness, injury, loss or deprivation. Confidence in the future is acquired through guaranteed employment, the acquisition of an insurance policy, pensions, the ability to keep money in banks, through the creation of an insurance potential through obtaining a decent education.

For those who have suffered severe deprivation at some significant time in their lives, this need is more urgent than for others.

To address the safety needs of workers, the employer needs to:

1) create safe working conditions for employees;

2) provide employees with protective clothing;

3) install special equipment at workplaces;

4) provide workers with safe tools and devices.

2.3. Social needs (needs of belonging and belonging)

Once physiological and safety needs are satisfied, social needs come to the fore.

In this group? needs for friendship, love, communication and emotional connections with each other:

1) have friends and colleagues, communicate with people who pay attention to us, share our joys and concerns;

2) be a member of the team and feel the support and cohesion of the group.

All this is expressed in the desire for warm relations with people, participation in joint events, the creation of formal and informal groups. If a person is satisfied with social needs, then he considers his work as part of a joint activity. Work is a cementing environment for friendship and camaraderie.

The reduction of social relationships (work contacts and informal friendships) often leads to unpleasant emotional experiences, the emergence of an inferiority complex, the feeling of being an outcast of society, etc.

To address the social needs of workers, management should:

1) inspire employees to create groups and teams;

2) create conditions and allow the same group of people to work and play together in order to strengthen and facilitate their relationship;

3) allow all groups to be different from other groups;

4) hold meetings, conferences to exchange professional issues, discuss matters of interest to all and contribute to the solution of professional problems.

2.4. The need for respect (recognition and self-affirmation)

When the needs of the three lower levels are satisfied, the person focuses his attention on the satisfaction of personal needs. The needs of this group reflect the desire of people to be strong, competent, confident in themselves and their own position, striving for independence and freedom. This also includes the need for prestige, reputation, service and professional growth, leadership in a team, recognition of personal achievements, respect from others.

Every person is pleased to feel their indispensability. The art of managing people is the ability to make it clear to each employee that his work is very important for the overall success. Good work without recognition leads the employee to disappointment.

In a team, a person feels pleasure from his own role, feels comfortable if he is granted and addressed with well-deserved privileges, different from the general reward system, for his personal contribution and achievements.

The most objective and stable self-esteem is based on the deserved respect of others, and not on external fame, fame or undeserved adulation.

2.5. The need for self-realization (self-expression)

These are spiritual needs. The manifestation of these needs is based on the satisfaction of all previous needs. There is a new dissatisfaction and a new anxiety, until a person does what he likes, otherwise he will not find peace of mind. Spiritual needs find self-expression through creativity, self-realization of the individual.

Man must become what he can be. Every person is surprisingly rich in ideas, but he needs to be convinced of this.

A person's desire for the most complete disclosure of himself, the use of his knowledge and skills, the implementation of his own ideas, the realization of individual talents and abilities, the achievement of everything he wants, to be the best and feel satisfied with his position at the present time is undeniable and is recognized by everyone. This need for self-expression is the highest of all human needs.

In this group, the best, more individual than others, sides and abilities of people are manifested.

Effective people management requires:

1) assign them personal responsibility for the performance of production tasks;

2) give them the opportunity to express themselves, to realize themselves, giving them a unique, original work that requires ingenuity, and at the same time provide greater freedom in choosing the means to achieve the goals and solve problems.

People who feel the need for power and influence over others and even peers are motivated by the possibility of:

1) manage and control;

2) to convince and influence;

3) compete;

4) lead;

5) achieve goals and objectives.

All this must be supported by praise for good work. It is important for people to realize that they work well and are individual in their own way.

Important for leaders is the fact that all human needs are arranged in a hierarchical order.

lower level needs.

1. Physiological needs.

2. Needs for security and confidence in the future.

3. Social needs (needs of belonging and belonging).

4. The need for respect (recognition and self-affirmation).

Higher level needs.

5. The need for self-realization (self-expression).

First, the needs of lower levels must be satisfied first, and only then can the needs of higher levels be addressed.

In other words, a person who is hungry will first try to find food, and only after eating will he try to build a shelter. You can no longer attract a well-fed person with bread; only those who do not have it are interested in bread.

Living in comfort and security, a person will first be motivated to activity by the need for social contacts, and then will begin to actively seek respect from others.

Only after a person feels inner satisfaction and respect from others, his most important needs will begin to grow in accordance with his potential. But if the situation changes radically, then the most important needs can change dramatically. For example, at some point a worker may sacrifice a physiological need for a safety need.

When a worker whose lower level needs have been met is suddenly faced with the threat of losing his job, his attention immediately shifts to the lower level of needs. If a manager tries to motivate employees whose safety needs (second level) are not yet satisfied by offering a social reward (third level), he will not achieve the desired targeted results.

If at the moment an employee is motivated mainly by the possibility of satisfying security needs, the manager can be sure that as soon as these needs are satisfied, the person will look for an opportunity to satisfy his social needs.

A person never experiences the feeling of complete satisfaction of his needs.

If the needs of a lower level are no longer satisfied, the person will return to this level and remain there not until these needs are completely satisfied, but when these needs are sufficiently satisfied.

It should be borne in mind that the needs of the lower level form the foundation on which the needs of the higher level are built. Only if the needs of the lower level remain satisfied does the manager have a chance to succeed by motivating employees through the satisfaction of the needs of the higher level. In order for a higher level of the hierarchy of needs to begin to influence human behavior, it is not necessary to satisfy the need of a lower level completely. For example, people usually start looking for their place in some community long before their security needs are provided or their physiological needs are completely satisfied.

The key point in the concept, Maslow's hierarchy of needs, is that needs are never satisfied on an all-or-nothing basis. Needs overlap, and a person can be motivated at two or more levels of needs at the same time.

Maslow suggested that the average person satisfies his needs like this:

1) physiological - 85%;

2) security and protection - 70%;

3) love and belonging - 50%;

4) self-respect - 40%;

5) self-actualization - 10%.

However, this hierarchical structure is not always rigid. Maslow noted that although “hierarchical levels of needs may have a fixed order, in fact this hierarchy is far from being so 'rigid'. It is true that for most people their basic needs were in roughly the order shown. However, there are a number of exceptions. There are people for whom, for example, self-respect is more important than love.

From Maslow's point of view, the motives of people's actions are mainly not economic factors, but various needs that cannot always be satisfied with the help of money. From this, he concluded that as the needs of workers are met, labor productivity will also increase.

Maslow's theory made an important contribution to understanding what makes workers work more efficiently. The motivation of people is determined by a wide range of their needs. Persons with high dominance motivation can be divided into two groups.

The first includes those who strive for power for the sake of ruling.

The second group includes those who strive for power in order to achieve the solution of group problems. Emphasis is placed on the need for domination of the second type. Therefore, it is believed that, on the one hand, it is necessary to develop this need among managers, and on the other hand, to enable them to satisfy it.

People who have a strong need for achievement are more likely to become entrepreneurs. They like to do something better than their competitors, they are ready to take responsibility and quite a lot of risk.

A developed need for power is often associated with reaching high levels in the organizational hierarchy. Those who have this need are more likely to make a career, gradually rising up the job ladder.

2.6. Self-actualization assessment

The lack of an adequate assessment tool to measure self-actualization initially thwarted any attempt to validate Maslow's core claims. However, the development of the Personal Orientation Inventory (POI) has given researchers the ability to measure the values ​​and behaviors associated with self-actualization. This is a self-report questionnaire designed to assess various characteristics of self-actualization in accordance with Maslow's concept. It consists of 150 forced choice statements. From each pair of statements, the respondent must choose the one that best characterizes him.

POI consists of two main scales and ten subscales.

The first main scale measures the extent to which a person is directed at himself, and not directed at others in search of values ​​and the meaning of life (characteristic: autonomy, independence, freedom - dependence, need for approval and acceptance).

The second main scale is called "competence in time". It measures the extent to which a person lives in the present rather than focusing on the past or the future.

Ten additional subscales are designed to measure the important elements of self-actualization: self-actualization values, existentiality, emotional reactivity, spontaneity, self-interest, self-acceptance, aggression acceptance, close relationship ability.

POI also has a built-in lie detection scale.

The only major limitation to using a 150-point POI for research purposes is its length. Jones and Crandall (Jones and Crandall, 1986) developed a short self-actualization index. The scale consists of 15 points.

1. I am not ashamed of any of my emotions.

2. I feel like I have to do what others want me to do (N).

3. I believe that people are essentially good and can be trusted.

4. I can be angry with those I love.

5. It is always necessary that others approve of what I do (N).

6. I don't accept my weaknesses (N).

7. I may like people I may not approve of.

8. I'm afraid of failure (N).

9. I try not to analyze or simplify complex areas (N).

10. It's better to be yourself than popular.

11. There is nothing in my life that I would especially devote myself to (N).

12. I can express my feelings, even if it leads to undesirable consequences.

13. I am not obligated to help others (N).

14. I'm tired of inadequacy (N).

15. They love me because I love.

Respondents answer each statement using a 4-digit scale:

1) disagree;

2) partly disagree;

3) agree in part;

4) agree.

An (N) following a statement indicates that the score for that item will be inverted when calculating the totals (1 = 4, 2 = 3, 3 = 2, 4 = 1). The higher the overall value, the more self-actualized the respondent is considered.

In a study of several hundred college students, Jones and Crendall found that self-actualization index scores were positively correlated with all of the much longer POI scores (r = +0.67) and with measures of self-esteem and "rational behavior and belief." The scale has a certain reliability and is not susceptible to the choice of "social desirability" responses. It was also shown that college students who participated in self-confidence training significantly increased the degree of self-actualization, as measured by the scale.

Characteristics of self-actualizing people.

1. More effective perception of reality.

2. Acceptance of yourself, others and nature (accept yourself as they are).

3. Immediacy, simplicity and naturalness.

4. Focused on the problem.

5. Independence: the need for privacy.

6. Autonomy: independence from culture and environment.

7. Freshness of perception.

8. Summit, or mystical, experiences (moments of great excitement or high tension, as well as moments of relaxation, peace, bliss and tranquility).

9. Public interest.

10. Deep interpersonal relationships.

11. Democratic character (lack of prejudice).

12. Separation of means and ends.

13. Philosophical sense of humor (friendly humor).

14. Creativity (ability to be creative).

15. Resistance to cultivation (they are in harmony with their culture, while maintaining a certain internal independence from it).

From the point of view of humanistic psychology, only the people themselves are responsible for the choices they make. This does not mean that if people are given the freedom to choose, they will necessarily act in their own interests. Freedom of choice does not guarantee the right choice. The main principle of this direction is the model of a responsible person who freely makes a choice among the opportunities provided.