The economic function of stimulating labor is expressed in the fact that it contributes to an increase in the efficiency of production, which is expressed in an increase in labor productivity and product quality.

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

The social function is provided by the formation of the social structure of society through a different level of income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of the individual, are predetermined by the organization and stimulation of labor in society.

Currently, the following principles of stimulation are distinguished.

Availability. Each incentive should be available to all employees, and incentive conditions should be democratic and understandable for all staff.

Perceptibility. Practice shows that there is a certain threshold for the effectiveness of the incentive. It differs significantly in different countries and regions. This must be taken into account when determining the lower stimulus threshold.

Graduality. Material incentives are subject to constant change upwards. This must be taken into account in practice. Once a sharply inflated remuneration, then not confirmed, will negatively affect the employee's motivation in connection with the expectation of increased remuneration and the emergence of a new lower incentive threshold.

Differentiation. It means an individual approach to stimulating different layers and groups of workers.

Flexibility and efficiency. They are manifested in the constant revision of incentives depending on changes in the internal and external environment of the organization.

Complexity implies the unity of moral and material, collective and individual incentives. Their value depends on the system of approaches to personnel management, the experience and traditions of the enterprise. Complexity also implies the presence of anti-stimuli.

Material incentives can be conditionally divided into monetary and non-monetary. The former include wages, bonuses, benefits, payment for regular vacations, sick leaves. The second includes vouchers, tuition fees, etc. Non-material incentives include the prestige of work, attention to people, preferential employment conditions, public recognition, everyday communication between management and employees in an informal setting, participation of employees in management, attentive attitude of the administration to the production and personal problems of employees, and assistance in solving them. In general, they are divided into three large groups: social, moral, creative.

Non-material incentives include everything that helps to strengthen the sense of self-esteem (Appendix 8).

The labor incentive system also includes various forms of material punishment. These include the deprivation, in whole or in part, of bonus or other additional payments to wages; recovery from the employee of damage caused to the employer; refusal to provide all or part of the material benefits usually provided to the employee.

The forms of non-material punishment include a decrease in the social status of an employee in a team (deprivation of honorary titles, removal from the functions performed, etc.), transfer to a lower position, disciplinary sanctions, temporary deprivation of one or more benefits.

Thus, the stimulation of labor involves the creation of conditions under which active labor activity, which gives certain, pre-fixed results, becomes a necessary and sufficient condition for meeting the significant and socially determined needs of the employee, forming his labor motives. Currently, the following incentive systems are used in the practice of Russian and foreign firms (see Appendix 4)

The basis of the modern approach to stimulating the labor activity of personnel is an approach based on the transition from the position of personnel management to the position of human resource management. Recognizing human resources as the most valuable and unique resource of the company, the human resource management system has taken the position of economic feasibility of maintaining, developing and improving this resource. Thanks to this approach, the study and development of the motivational sphere of the employee and the system for stimulating his labor activity have become one of the most important aspects of personnel management services and a necessary condition for the effective operation of the organization. The incentives for employees of the organization are directly affected by the effectiveness of personnel management, working conditions, organization of work and the remuneration system.

In a market economy, in the relationship between the employee and the company, the central place is occupied by the totality of all types of remuneration that are provided by the company. At the same time, remuneration is understood as everything that is valuable for the employee or may seem valuable to him.

The classification of forms of remuneration of personnel is important for all aspects of labor relations. It can be used by the employer to implement his managerial functions in order to influence the staff. For an employee, knowledge of the forms of remuneration makes it possible to make a decision when choosing a place of work; compare your current income with the future to realize your material, social and spiritual needs, know the norms of your responsibility to the employer and modify your labor behavior. An analysis of the essence of remuneration as an element of the process of labor motivation allows us to classify it according to the source of remuneration in the relationship "external environment - personality". There are two types of reward: external and internal.

External rewards are forms of influence on the production behavior of employees used by the organization. They can be classified:

According to the form of expression - tangible and intangible (thanks, diplomas);

By units of measurement - monetary and natural;

According to the method of receipt by an employee - direct (wages) and indirect (social payments and benefits, gifts);

By terms of payment - current (salary), one-time (annual remuneration, remuneration for the performance of particularly important tasks), periodic (bonuses)

By the duration of the impact - short-term and long-term;

By mandatory payments - mandatory wages, vacation pay, sick leave, etc.) and optional (additional benefits);

By organizational and legal forms - in accordance with the Labor Code of the Russian Federation, local regulations, collective agreements and agreements;

According to the sources of receipt - state or corporate.

Internal reward is the psychological state of the individual, determined by the feeling of satisfaction from work, the content of work, the significance of the work performed. The forms of influence on internal remuneration include: involvement of personnel in decision-making, giving greater responsibility; freedom of action and authority; opportunity for career growth; variety of activities.

The role and place of remuneration in the personnel management system is shown in Appendix 4. The amount of remuneration depends on the prevailing form of ownership in social production, the level of development of the national economy, the state policy in ensuring the minimum wage, the national wealth of the country, etc.

The process of determining the material remuneration of an employee should, on the one hand, take into account the activity of the employee, on the other hand, motivate him to achieve the desired level of activity.

Although financial reward plays a fundamental role in motivation, without taking into account other factors, it does not achieve its goals. It must be combined with socio-psychological and organizational-administrative factors: recognition of the team, participation in managerial decision-making, power, privileges, interesting work, promotion, etc.

Material motivation is considered as a means of satisfying not only physiological needs, but also the need for security. The amount of remuneration can be seen as a reflection of the degree of respect and the level of position held. If the increase in remuneration reflects the merits of the employee, then this is an indicator of the high appreciation of the employee by management, prestige and special status.

The main value of the remuneration system is to stimulate the production behavior of employees, to stimulate the production behavior of the company's employees, directing it to achieve its strategic goals. Those. connect the material interests of employees with the strategic objectives of the organization. This key provision defines the following goals of the reward system.

Attracting staff to the organization. In this sense, the remuneration system should be competitive in relation to the category of employees that the organization requires.

Retaining employees in the organization. When the remuneration in an organization does not match what the labor market offers, then employees may begin to leave it. To avoid this situation, managers must ensure the competitiveness of the remuneration system. To do this, it is necessary to achieve the following goals.

Stimulation of production behavior. Remuneration should orient employees to those actions that are necessary for the successful functioning of the organization. Productivity, creativity, experience, dedication to the organization should be encouraged through a reward system.

Controlling labor costs. A well-thought-out compensation system allows an organization to control labor costs while ensuring that the right people are available.

Efficiency and simplicity. The remuneration system should be clear to every employee of the organization (otherwise it may cause an inadequate reaction of the staff and lead to the wrong actions that it is intended to stimulate), and also not require significant material resources to ensure its functioning.

Compliance with legal requirements. In all countries, the remuneration of employees is regulated to some extent by state legislation, ignoring which can lead to judicial and administrative sanctions against the organization.

The above goals of the remuneration system may, to a certain extent, contradict each other, so the management of the organization must find the optimal ratio of them when creating and managing this system. So, at the time of the creation of a new organization, the task of minimizing labor costs is usually sacrificed to the task of attracting qualified personnel. During times of economic hardship, firms often put off hiring new hires and focus on cutting staff costs.

Thus, the main purpose of personnel remuneration is to ensure the implementation of the organization's strategic goals by attracting, retaining and stimulating personnel.

Compensation - regularly received remuneration for manufactured products or services rendered, including payment for vacations, holidays and other unworked hours. This cash income item includes, in addition, incentive payments and allowances, compensation payments related to the mode of work and working conditions, as well as payments for food, housing, fuel, which are of a regular nature. Thus, remuneration is a broader concept than wages.

Therefore, wages refer to the external remuneration of the employee, mainly in cash, paid by the organization for the work performed. That is, wages are aimed at rewarding staff for the work performed (services) and at motivating them to achieve the desired level of labor productivity.

The remuneration systems operating in Russia and other countries with a market economy, as one of the elements, provide for the payment of additional payments and allowances. The allowances are intended to serve as a compensation or incentive in connection with the relatively constant factors of labor and production, relatively stable characteristics of the professional qualification level and business qualities. Surcharges are intended to compensate for the impact on the employee of variable factors in the organization of labor and production, as well as to stimulate high, above-standard achievements in work.

All types of additional payments and allowances can be divided into two large groups: compensatory and incentive. Compensatory surcharges and allowances, in turn, are also divided into two large groups. Firstly, these are additional payments and allowances that do not have restrictions on areas of activity. Usually they are mandatory for enterprises of all forms of ownership. These are additional payments for work on weekends and holidays, for underage workers due to a reduction in their working day, etc. Secondly, additional payments and allowances applied in certain areas of labor application. For the most part, they are also mandatory, but you can agree on their size with the employer yourself. These types of compensation payments have a limited scope. Some of them are established in order to compensate for additional work not related to the main functions of the employee (for example, the employee must perform the functions of a manager, but is not released from the main job). Other types of allowances cover an area with unfavorable working conditions or are due to the special nature of the work performed. Enterprises, setting surcharges and allowances, have the opportunity to take into account all the features of work in certain areas of work. Additional payments of a compensatory nature related to working conditions and work at night are the most massive type of compensation payments. Currently, organizations have been given complete independence, both in determining the amount of these payments and the forms of compensation.

Incentives include additional payments and allowances aimed at strengthening the material interest of employees in improving production results: allowances for professional skills, for performing particularly important work, for length of service, etc. Incentive payments are determined by the enterprise independently within the available funds. The amounts and terms of these payments are determined in collective agreements.

The main types of mandatory surcharges and allowances are listed in the Labor Code of the Russian Federation, regulatory documents of the Russian government.

An organization cannot recruit and retain a workforce unless it pays competitive rates and has a pay scale that encourages people to work in a given location. To conduct such a comparison, the concept of average wages is often used. According to Article 139 of the Labor Code, the calculation of the average wage in any mode of work is based on the wage actually accrued to him and the time he actually worked for the twelve months preceding the moment of payment. The collective agreement may also provide for other periods for calculating the average wage, if this does not worsen the position of the employees.

The amount of remuneration provided to employees in accordance with the quantity and quality of their work, as well as compensation related to working conditions, constitutes the wage fund. It includes

Accrued amounts of remuneration in cash and in kind for hours worked and unworked,

Compensation payments related to the mode of work and working conditions,

Incentive bonuses and bonuses

Bonuses, one-time incentive payments,

Systematic payment for food, housing and fuel.

Employees are primarily interested in monetary compensation for their labor costs, which allows them to ensure the normal reproduction of the labor force and their families. Financially successful companies in Russia have begun to use additional forms of staff remuneration, which often become decisive when choosing a place of work and impressions about it. These include additional social benefits and payments, as well as non-material types of remuneration that are not directly related to wages, but increase their motivation and commitment to the company, bring them internal satisfaction with the work itself: benefits related to the work schedule, company holidays, etc.

As previously stated, employee compensation plays an important role in attracting, motivating and retaining the employees it needs in an organization. At the same time, remuneration can have a dual effect on employees - motivating and demotivating.

The reasons for the negative attitude of the staff to the current remuneration system in the organization:

Labor productivity standards are set unfairly;

The reward system increases production rates without increasing wages;

The reward system requires more return than is provided for by the normal intensity of work during the working day;

The reward system creates unhealthy competition among employees;

The growth of labor productivity leads to a reduction in the number of jobs;

The increase in wages is a consequence of the establishment of more stringent norms;

Wage calculation formulas are complex and difficult to understand;

Earnings fluctuate, which makes it difficult to plan the family budget of workers;

Instead of increasing wages, a system of non-material remuneration is used;

The reward system creates friction between employees and management.

Forms of protest against “low” remuneration may take the form of sabotage of the work process, reduced efforts to perform work, dismissal, or an increase in absenteeism.

Therefore, if the reward system is incorrectly constructed or incorrectly addressed, then the tasks assigned to the organization will not be fulfilled.

An effective reward system stimulates the performance of employees, directs their activities in the right direction for the organization and increases the efficiency of the use of human resources. Thus, the transition of the construction and installation trust from the system of official salaries to the brigade form of remuneration, in which for each project a wage fund is established, which the brigade receives upon completion of work, has led to a significant increase in labor productivity.

As already mentioned, everything that can be offered within the framework of the motivation system as an incentive to work and is of value to the employee is called external reward. First of all, these are wages, various payments, bonuses, social benefits, etc. This remuneration is designed to compensate the employee for the costs of his labor in the production process, so it is called the compensation package. Compensation policy - this is the system of external rewards to an employee for the results of his work in the organization.

In accordance with the Labor Code of the Russian Federation, compensations are understood as cash payments established in order to reimburse employees for the costs associated with the performance of their labor functions. At the same time, direct and indirect compensations are distinguished. Direct compensation is understood as current payments related to the hours worked or the amount of work performed in cash or non-cash form, as well as payments in kind that have a regular impact on the production behavior of employees. These include: basic salary, all types of bonuses, one-time incentives, incentive bonuses.

The special importance currently attached to non-financial rewards has led to their special allocation, although this is undeniable. In Appendix 6, they are presented as a form of external remuneration, since created by the organization, but at the same time act as a link between external and internal rewards.

Implementation of the compensation policy is carried out through the development and implementation of the compensation package. Compensation package - all forms of external remuneration of personnel. These include direct and indirect compensations, which include basic wages, all types of bonuses, one-time incentives, allowances, additional payments, guarantees and compensations stipulated by the Labor Code of the Russian Federation, social payments and benefits, additional payments from the employer’s profit, non-financial rewards .

The central issue of compensation management is to determine the amount of wages of each of the employees of the company. The traditional algorithm for solving this problem can be represented as follows:

Description of jobs

Job classification

Labor market analysis

Determining the price of a workplace

Payroll

The effectiveness of the influence of the compensation system is usually easy to identify with the help of sociological surveys and tests, conversations and other sociological and psychological tools. At the same time, it should be remembered that a person gets used to the size of his salary already in 3-4 months, and to other motivators on average per year. In this regard, it is necessary to diversify the forms of additional rewards to increase the effectiveness of motivational work.

At the same time, it is necessary that the system for calculating the compensation package should be clear to the employee, he must be aware of what he receives his remuneration for and how it can be increased. However, the motives for which a person came to work usually poorly control his behavior when he is already working. In recent years, workers change jobs not only because of the amount of earnings, but in most cases because of the lack of a long-term perspective. And this testifies to the prospects for the development of social factors in the organizational cultures of companies that are most consistent with precisely these motives of the staff.

Obviously, how an organization rewards its employees has a lot to do with its success, so compensation management is a strategically important area of ​​organizational governance. At the same time, compensation, which directly affects the material interests of employees, is an extremely sensitive area where the cost of a mistake is extremely high. Wrong decisions can lead to painful consequences in the form of demotivation of employees, stagnation or decrease in labor productivity, high turnover. In this regard, all changes in this area should be well thought out and implemented accordingly.

The main purpose of the compensation system is to ensure the implementation of the strategic goals of the organization by attracting, retaining and stimulating personnel. Therefore, a necessary condition for creating an effective compensation system is the definition of the company's strategic goals and the characteristics of the personnel required to achieve them. Then, from the set of compensation systems that exist today, you need to choose those that orient employees to achieve organizational goals and are consistent with its organizational culture.

In addition to the basic salary, an important role in the system of motivation of the labor activity of employees is played by the system of additional remuneration of personnel. It allows for the greatest individualization of labor, taking into account a huge number of factors, including those that depend on the competence and activity of the employee himself. In different organizations, the system of additional remuneration is built differently. This is due to certain factors:

Features of the company's strategy and compensation policy;

General economic market situation in the country;

The specifics of the company's activities, involving special types of additional remuneration of personnel;

The features of the basic remuneration system, which are usually superimposed on the additional remuneration system.

The system of additional remuneration includes:

1) a salary increase program, incentive bonuses and allowances, indirect compensation, lump sums;

2) bonus system;

3) social package - social payments, benefits and social programs.

The salary increase program is based on an annual employee performance evaluation or appraisal. Thus, more and more full disclosure of the labor potential of the employee is motivated.

Bonuses are a material motivator built on the mission of the company, its long-term and short-term goals. A bonus is a remuneration paid in addition to wages for results that exceed the labor norm. The socio-economic role of the award is to stimulate the quantity and quality of products (services). But not at every workplace, an employee can directly influence the volume of services or goods produced and their quality. However, it is here that the main potential for labor productivity growth is focused. It is at these workplaces that the personnel on which production efficiency depends are employed.

At each stage of development, the company determines specific goals to achieve which bonuses are directed.

There is an individual bonus, which celebrates the role of individual employees, and a collective bonus, aimed at motivating certain social groups.

The general principles of bonuses are remuneration for any, even the smallest successes, timeliness, potential unlimited size of the bonus, regular review of bonus criteria in connection with changes in the conditions of the organization and its economic situation.

In order for the bonus to play the role of an effective motivating factor, its value must be at least 30% of the main salary. Modern practice shows that the value of the bonus at the lowest level of management can reach 40%, and at the top - 50%.

The bonus system is a set of labor incentive elements that interact with each other and form a holistic procedure for paying bonuses. It includes six main elements:

1) Bonus indicators.

2) Source of bonuses.

3) Bonus scale.

4) Circle of bonuses.

5) The size of the bonus deduction.

6) Terms of the bonus.

The grounds for bonuses are saving resources, increasing sales volumes and profits, reducing costs, improving quality, various kinds of scientific achievements, successful work on the implementation of preventive exceptional services to the organization.

The additional bonus has not only economic, but also moral and psychological significance: it exacerbates the desire to earn more money, to become a leader in their field.

A new direction in bonuses for Russian organizations is bonus programs.

Bonus - premium from profits following the results of the previous year. It can be annual, semi-annual, Christmas, New Year. These programs are largely based on the subjective opinion of the management, whom and in what amount to reward. Employees do not know in detail what they must do to receive remuneration and how much they will be rewarded. There is no objective assessment of the remuneration basis and it is not guaranteed. Some programs, such as Employee of the Month, have an element of surprise.

The idea of ​​the bonus program is based on the principle of stimulating the required model of behavior in the employee, reflecting the values ​​of the company and recognized by it, although the idea of ​​directing the employee's behavior to achieve the company's goals is not explicitly expressed.

Many bonus programs stimulate a sense of loyalty, belonging to the company. From this point of view, they act as an element of communication. The advantage of these programs is their flexibility, since the criteria by which bonuses are awarded can be easily changed.

However, bonus systems have a number of disadvantages:

The relationship between remuneration and work of employees may be weak, which reduces the motivation of staff;

Bonus programs are quite expensive, because. the budget for their payments is laid in advance, at the beginning of the financial year;

Employees may become “obligated” to pay bonuses;

In the absence of clear criteria, conflicts can arise.

Currently, Article 144 of the Labor Code of the Russian Federation gives the enterprise the right to independently determine the types and amounts of bonuses in agreement with the relevant representative body of employees or establish them in a collective agreement.

In modern conditions, as practice shows, it is absolutely not enough to use incentives to work only to meet the needs for food, housing and clothing. These needs at a sufficiently high level of their satisfaction cease to be of paramount importance for the employee and become something taken for granted. A special role begins to play the social subsystem of the organization, which includes a set of intergroup and interpersonal relations that develop in connection with labor activity. In any organization, such components of the social structure as class, sex and age, ethnic, regional, vocational and other social groups are represented. The presence of common interests and target orientations allow groups to develop social norms of behavior and regulation mechanisms. In this regard, groups are able to act as a means of social control and influence the behavior of workers. They fix certain orientations, inspire attitudes, influence the motivation of behavior. The task of management is, on the one hand, to optimally combine people with different qualities and characteristics in the workforce, and, on the other hand, to select a leader whose qualities would correspond to the characteristics of this team and the goals of the company's development. For the successful implementation of these tasks for a manager, it is necessary to study the following needs: social needs (in communication), affection, success, national pride, authority, self-affirmation, etc. These needs are revealed in the following main areas of social motivation:

Provision of work according to inclinations, interests and professional training;

Timely official and professional growth;

Feeling confident in your future;

Creative atmosphere, giving the opportunity for self-expression in work;

Increasing the democratic leadership;

Maintaining the health of workers;

Opportunities for training and career advancement;

Equal opportunities for recruitment and career advancement;

Participation in management;

Creation of a favorable socio-psychological situation in the team based on mutual respect and trust;

Justice in everything: in the establishment of labor standards, the distribution of work, performance evaluation, remuneration.

In accordance with these directions, a social package is being developed in the campaign. The company's social package includes both incentives that require the company's investment (benefit) and incentives that do not. In companies, the distribution of certain social payments and benefits can be made both targeted, depending on the qualitative characteristics of the employee, and non-addressed, regardless of contribution and position.

A beneficiary system is a system that requires investment. It distinguishes incentives that are usually distributed regardless of the employee's labor contribution or the level of the position held - group A, and those that depend on them - group B.

The beneficiary system of the company.

Group A includes:

1) Organization of catering for employees at the expense of the company.

2) Medical insurance and medical care for employees and their families.

3) Payment of sick leave, holidays, vouchers.

4) Payment of travel expenses of employees whose work is related to traveling.

5) Payment of travel tickets or reimbursement of gas expenses for employees who use their own car at work.

6) Provision of overalls at the workplace.

7) Measures to improve the culture of work, the aesthetics of the workplace, the improvement of working conditions and organization.

8) Flexible work schedule programs.

9) Programs of sports, cultural and corporate events.

10) Career development programs, professional and qualification growth of personnel on the principle of "equality of chances".

11) Pension corporate programs.

Group B includes:

1) Loan programs, subsidies, discounts, flexible social payments and benefits.

2) Provision of a personal account, mobile phone, car, etc.

3) Sale of depreciated valuable equipment at preferential prices.

4) Education at the expense of the company.

5) Individual insurance systems for employees and their families.

6) Training in related professions.

7) Assistance programs for employees who drink alcohol, become disabled or have acquired an occupational disease at work, and veterans.

8) For top managers, a system of three-, five-year contracts with bonus payments at the end of the year.

In addition to benefits, an important role is played by non-material incentives that do not require investment, but have a huge role in motivating the labor activity of employees. These include:

Recognition of the merits of an employee in the form of praise, gratitude, made publicly;

Congratulations on significant dates not only to the company's employees, but also to their families;

Organization of the procedure for acquaintance with the company and employees for newly hired employees;

Screen of success, on which the best results and the names of the best employees are posted;

Assignment of internal titles;

Creation of clubs by specialties, where employees could exchange news and experience in solving emerging problems.

However, despite the cheapness, simplicity and speed of the impact on the staff of these incentives, they are still used very weakly and little.

As already mentioned, part of the programs developed within the framework of the social package applies not only to employees of the organization, but also to members of their families. An integrated approach to solving these issues makes it possible to determine the circle of participants in the program, the timing of implementation, material sources and those responsible for the implementation of the program. The purpose of social programs is to increase the welfare of workers, their social security, team building, obtaining joint benefits from the joint solution of problems facing each employee.

A special place in the social motivation of employees is occupied by communication between people, because it is important for a person not only to have a job, but also to feel useful at work, to feel a full member of the team. In this regard, the managers of the organization are tasked with studying their subordinates well, their needs and capabilities, and then creating such working conditions under which most people will create incentives for themselves to work. The attitude represents a specific IBM experience that is based on a holistic approach to employees. Holism is a philosophy of integrity, in which the human person is recognized as the highest and concrete form of organic integrity. One aspect of this approach is the involvement of management in the way of life of the staff. This is a way of thinking of management, in which the needs of employees occupy one of the most important places among the priorities of the company. This approach involves the establishment of a single status and equal rights for all employees, regardless of position, age or gender, guarantees respect for the individual, career opportunities, the provision of work according to one’s abilities, an open and fair assessment of results and appropriate remuneration. The implementation of these rules is achieved with the help of appropriate procedures, legalized in the corporation and representing an interesting experience:

1) The program "Speak!". Each employee can anonymously write a complaint and send it to the authority responsible for solving this problem. The answer is given within ten days, and anonymity is ensured by the participation in the program of a special coordinator from the personnel management service. About a third of the company's employees use this procedure every year.

2) The "Open Doors" program gives each employee the right to contact a manager of any rank, and he does not have the right to formally treat the employee's problems and lower his "case" through the authorities.

3) Interview "over the head" of the head. Every employee should have a talk with their manager's supervisor once a year. And due to the fact that the initiative comes from the management, and not from subordinates, the employee does not risk being branded as a snitch.

4) Opinion polls are conducted every two years, on a voluntary basis, and cover all aspects of work from wages and ending with the evaluation of their immediate superior. The results are discussed at a meeting in the team, where the boss presents them, and also reports his own rating. After that, together with subordinates, he develops an action plan to eliminate deficiencies and approves it with the higher management.

The implementation of such events allows IBM to be one of the most successful companies in the world.

An important factor in social motivation is the legalized right of an employee to make a mistake, because it is not excluded in any work. Only those who do nothing do not make mistakes. An honest recognition of a mistake by an employee, regardless of position, creates an atmosphere of openness, trust and mutual assistance. At the same time, too frequent use of this right to the detriment of the functions and activities of the enterprise may raise the question of the expediency of this employee to stay in his position or workplace.

A person has inherent needs for achievement, self-expression and success, which he realizes by defending his interests in the enterprise. But this is provided that the ultimate goal of the struggle is to improve the work of the organization. Such a functional conflict has a huge positive value, because. as a result, the goals of the employee and the organization are paired for mutual satisfaction of needs. The personnel policy of the enterprise should be based on the principles of high morality and morality, because this will provide a highly intelligent workforce motivated to achieve organizational goals. This is also facilitated by the establishment of a single social status for all employees, which provides each employee with equal rights and conditions with others. There should be no personal parking, special expensive equipment for the leader and his elite, a common dining room for all staff is preferable. There should be no discriminatory measures regarding gender, race, nationality in relation to employees.

The most important social motivator of successful labor activity is the provision of work to an employee in accordance with his interests and inclinations, and which contributes to the maximum disclosure of his labor and creative potential. In this case, job satisfaction sets in, a person gets the opportunity to use his knowledge and skills, complicate the work, adding new functions to it. In order for the work to give satisfaction, it is necessary to apply the improvement of the organization of labor more widely. Everyone knows that the prestige of the profession grows as the complexity of work increases and opportunities are provided for revealing the abilities of the individual. Primitive technology, low level of work organization, monotony and routine do not form a positive motivation for work and are anti-incentives. They lead to low self-esteem of the employee, underutilization of their labor potential.

An inconvenient work schedule, lack of fair distribution and cooperation of labor between individual workers also have a negative impact on labor motivation. To avoid such negative phenomena, several requirements should be met that will significantly increase labor efficiency.

First, the terms and results of the work should be clearly defined in specific indicators. Specific tasks should be reflected in the terms of reference.

Secondly, it is necessary to set realistic deadlines for completing the task, taking into account the rhythm of production and the capabilities of the employee, which will reduce the number of underloads and emergency work.

Thirdly, it is necessary to carry out direct and indirect control over the fulfillment of the task and, based on its results, make the necessary decisions in a timely manner, including those on the motivation of the employee's labor activity.

Another important direction of motivation is the management of the employee's career development. Recently, the development of a non-specialized career has received special attention, since the modern economy involves the employment of an employee in several professions or specialties due to the rapidly developing technology and production technology. The development of a non-specialized career allows an employee to change jobs and specialization within the same organization, and the company retains loyal staff. At the same time, the production process is known in a more versatile way, which helps the employee to reveal his potential, to study production from all sides, to enrich him with new knowledge, skills, and to feel more confident in the team. This is a kind of solution to the problem of lifetime employment at one enterprise, which creates an atmosphere of trust and confidence in the future of the employee, forms a desire to work “in good faith”.

Recognition for an employee of the possibility of developing a non-specialized career corresponds to the real situation in the labor market, when, as a result of unemployment or circumstances, a person is forced to change several professions during his working life. This approach softens the solution of this issue and turns it towards the interests of the employee.

The satisfaction of social needs is also served by the professional promotion of an employee, which is inextricably linked with the growth of material well-being, since any promotion of an employee involves a change in his earnings. The growth of qualifications and successful promotion up the career ladder are recognition of the employee's merits in the team, his support and promotion, and serve as the most powerful factors of social motivation. At the same time, even the title of the position can play a role in hiring employees or combating turnover. Each position has its own critical time point of counting years worked, after which labor mobility sharply arises if there are no prospects for promotion. For young specialists, this is usually three years, for other categories of workers - 4-8 years.

Any position requires the employee to have a certain level of professional qualifications. The desire to move up the career ladder is the stronger, the more the nature of the work performed corresponds to the personal interests of the employee, his ability to self-affirmation and self-expression in work. In turn, these opportunities are determined by the duration and quality of training and advanced training of the employee. Therefore, professional training of employees is becoming one of the most important social motivators. Many people start working for little money in order to acquire the necessary professional skills for practical work in their specialty or to be able to receive training at the expense of the company.

In order to be effective and competitive, corporate training policy should be based on the following provisions.

Firstly, the choice of forms of development of the company's personnel should be carried out by management, since the management of the organization is responsible for the development of personnel. The immediate supervisor of the employee sent for training should be directly involved in the formulation of training objectives, and then carefully monitor the employee's educational process, evaluate the results and make decisions about continuing training. Managers should support and encourage employees in their quest to acquire new knowledge.

Secondly, training programs must be consistent with the corporate goals of the production and market strategy.

Regional features of doing business will also play an important role: the situation with employment and specialists in the labor market, the average age of employees, relationships with local authorities, the company's contribution to the socio-economic development of the region. Depending on the combination of these external factors, the goals, forms of training and directions for the development of the required competencies of employees will differ.

Third, learning outcomes are carefully evaluated.

The set of social payments and benefits depends on a number of factors: the size of the company, its industry affiliation, financial and economic situation, the influence of trade unions, etc. In the context of reducing government spending on social purposes, there is a shift in the focus of relevant programs to the level of organizations. Given these circumstances, the state should in every possible way stimulate the development of social consumption funds in organizations. Tax policy should be the main instrument here.

In organizations where there are developed systems of various social payments and benefits, turnover rates are low, employees are more loyal to the administration, and hold on to their jobs. This is especially true for highly skilled workers, because, for example, pensions that provide for a long work experience imply the creation of a highly skilled workforce with long experience in a particular profession, which is in the interests of the organization.

The volume of all payments and benefits from enterprise funds exceeds the amounts of payments and benefits from state sources. The need for organizations to control the cost of additional payments has led to the emergence of flexible systems of benefits. The point of "flexibility" is that a wide range of additional payments allows employees to choose those that are more needed. Thus, the system of benefits largely takes into account the current needs of employees. At the same time, the social services of the organization cannot be individualized, but must be available to all employees.

Whether social services are vital (support for livelihood) or offered to attract qualified personnel, they become a special form of participation of employees in the economic success of the enterprise. This form of voluntary social service organization has its rationale in that not only profit maximization is the goal of entrepreneurial activity, but also the social development of the individual, which ensure the success of the firm. For this reason, voluntary services of a social nature to an organization do not need direct proof of profitability. These voluntary services are a central part of the organization's social policy.

The traditional approach to the provision of social services is that all employees of the same level have the same benefits. However, this does not take into account differences between people. The perceived value of social transfers and benefits depends on factors such as age, gender, marital status, family size, health, and so on. So, for example, people with large families are concerned about preferential medical care, payment for children's education, the elderly - benefits provided upon retirement, young workers - payment for vocational training, vacations. And in cases where both spouses work at the same enterprise, it led to the fact that they have a standard set of social payments and benefits, they have a need only for those types that correspond to the needs of the family as a whole. There was a need for a new approach to the formation of a social package, which, saving money, made it possible to satisfy the corresponding needs of workers. Thus, the requirements of the modern economy have led to the emergence of the “social cafeteria” system, in which the employee chooses, within certain limits, the set of social service programs and payments that is most relevant for him at the moment, i.e. motivates him more.

This system was first proposed by Professor Rainer Marr from the University of Munich, who called it the "cafeteria" system and proposed the following set of payments and benefits in this system:

1) Cash payment (monthly/annually).

Remuneration by providing free time: - early retirement; - long-term vacation; - shortened working week; - shortened working hours;

2) Insurance services.

3) Higher pension payments

Services in material form: - factory apartments; - Houses; - opportunities for sports; - company car (including leasing);

4) Participation in profits.

5) Participation in ownership

6) Preferential loans to employees.

This set of benefits can be significantly expanded and supplemented depending on the financial capabilities of the enterprise. This system works as follows. For each employee, the administration of the organization opens a special account and reserves a certain amount of money to pay for the established amount of social payments and benefits. In addition, the employees themselves can transfer certain contributions from their wages by agreement with the administration, which expands the possibilities for obtaining additional types of social assistance. This provides the employee with the opportunity to purchase preferential benefits for him, and the entrepreneur - to strictly control the costs of social benefits. The entrepreneur also benefits from the fact that social development funds are exempt from taxes and can be used to self-finance the enterprise. Employee-centric social services should:

Help align employee goals with organizational goals;

Helps to form the employee's sense of loyalty to the organization;

Socially protect the worker and supplement, where necessary, legally provided social services;

Encourage the employee's own initiative in solving their problems;

Form and maintain a favorable socio-psychological climate in the team;

Create a positive image of the organization among employees and the public.

Although the system of choosing social payments and benefits under the “cafeteria” system has obvious advantages, it is not without certain drawbacks. For example, the overall cost of benefits rises because they incur additional administrative overheads, but some benefits are cheaper (such as staff insurance) if they are received in large quantities. Another issue is the need to educate workers about the range of services available and their potential value to workers today and in the future.

It should be noted that the systems of social motivation of workers are evolving along with changes in the economy. They are beginning to play an increasingly important role in encouraging staff to work more efficiently, instilling a sense of belonging to the life of the organization, and satisfaction from work. In this regard, the management of social motivation of employees has become an essential component of effective personnel management, which requires special attention from personnel management specialists.

Motivation studies conducted by recruitment and consulting agencies (eg Ernst & Young, Kelly Service) have shown that wages are the main factor for Russian workers when applying for a job. It was named the most important by 79% of respondents, followed by job content (67%) and career opportunities (53%). Compared to studies of 500 British workers employed in banks, construction firms, IT companies and insurance firms, the list of motivating factors is somewhat different. The most important, according to British workers, is working on complex projects (39%), then team spirit - (21%), the third motivator is wages - (20%), then growth prospects (16%). The high motivating role of wages in Russia is explained precisely by the worse economic situation in the country compared to Great Britain and many other Western European countries. Therefore, non-material forms of incentives in the Russian Federation are only beginning to revive.

In the USSR, non-financial rewards were called moral encouragement. This form was common in the 60s and 70s, but in the nineties its popularity fell and practically ceased to be used. The moral encouragement for the employees was the Board of Honor, where the names or photographs of the foremost workers, certificates of honor, commemorative signs, personal brand of quality, etc. were placed. These forms can still be used today if they are filled with new content. Thus, ZAO Multon, a manufacturer of Dobry juices, posted photos of the company's employees with his statements. The experience of well-known American companies is interesting. For example, at The Walt Disney Company, on the main street of Disneyland Park, cafe windows are dedicated to the most valuable employees, and at Southwet Airlines, a special plane has been issued in honor of the company's employees, inside which their names are immortalized.

In recent years, incentives associated with the possibility of using the company's equipment to implement their own projects, invitations as a speaker or lecturer, as well as the organization of all kinds of round tables for the exchange and transfer of experience, have begun to play an increasingly important role. These types of incentives are directly related to the internal remuneration of personnel and are, in terms of content, a link between internal and external remuneration.

Recognition from management and peers enhances people's satisfaction with their work, with their stay in the firm, with contacts with those around them in a daily business environment. Recognition allows a person to believe in the reliability and stability of the company, to get satisfaction from his status, from his position in the team. Finally, recognition allows everyone to feel their individuality and strive for its further development. There are several forms of employee incentives.
1. Material compensation for increased labor costs. They can take various forms. Wages, material compensation can take the form of various commissions, the provision of opportunities to purchase shares at par and participation in profits. The type of material compensation can be various kinds of social guarantees - payment for education, medical care, meals at the expense of the company, etc.
2. Monetary reward for high results of work, major engineering and scientific achievements that are of decisive importance for the company, for proposals related to preventing the occurrence of various problems. Prizes do not have to be large at all, the main thing is unexpected and such that everyone knows about them.
3. Promotion. But it affects only those who make a career, and there can not be many of them due to the limited number of vacancies.
4. Encourage free time.
5. Public recognition of the merits of the team and individual employees through wide information about them in the large-circulation press and on special stands, presentation of commemorative signs and certificates, declaration of gratitude at meetings, awarding tourist trips, tickets.
6. Personal recognition by the management of the firm or division.

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

Recently, in Russia, bonus models of remuneration have been implemented by attracting employees:
♦ to participate in income: each employee is paid remuneration from the amount of income, the amount of which is determined by the results of an assessment of the performance of the production task by him (remuneration is paid even when there is no profit from production activities);
♦ to participate in profits: employees receive a differentiated annual remuneration from the profits of companies;
♦ to equity: employees receive bonuses in the form of shares at their nominal value.
In recent years, the systems of group bonuses for employees associated with an increase in labor productivity have been most often used:
♦ the Scanlon system, according to which part of the amount saved as a result of a decrease in the cost of sold products in the share of labor costs for employees (compared to the standard) is distributed among employees;
♦ the Rucker system, which provides for the payment to employees of a part of the funds saved as a result of a decrease in the share of total labor costs in net production against its standard value;
♦ the ImproShare system, which makes bonus payments to employees dependent on their overfulfillment of output standards.

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

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

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

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

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

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

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

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

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

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

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

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

Introduction

In modern management, motivational aspects are of great importance. 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.

The evolution of the application of various methods of motivation has shown both positive and negative aspects of their application, and this is a natural process, since in the theory and practice of management there is no ideal incentive model that would meet various requirements. Existing models of motivation are very different in their focus and effectiveness.

The leadership of an organization can develop excellent plans and strategies, find optimal structures and create effective systems for transmitting and processing information, install the most modern equipment in the organization and use the best technologies. However, all this will be nullified if the members of the organization do not work properly, if they do not cope well with their duties, do not behave appropriately in the team, strive with their work to help the organization achieve its goals and fulfill its mission. . The readiness of a person to do his job is one of the key success factors for the functioning of any organization. A person is not a machine, he cannot be “turned on” when his work is required, and “turned off” when the need for his work disappears. And here “comes to the aid” is a tool for increasing the efficiency of activity - motivation. Thus, both the needs and motivation of the majority of employees need to be studied and systematized.

In Russia, there are many problems associated with motivational policy:

1) the problem of relationships with management,

2) dissatisfaction with the size of wages,

3) the conditions of life and work in general at the enterprise.

The main obstacle to resolving these issues is the unwillingness of management personnel to think about the living and working conditions of people who directly create profit. In market conditions, special attention should be paid to non-material incentives, creating a flexible system of benefits for the employee.

The relevance of the problems of motivation is not disputed by either science or practice, since not only the increase in the social and creative activity of a particular employee (manager, worker), but also the final results of the activities of enterprises of various organizational and legal forms of ownership, production and non-productive areas of activity.

The subject of the study is the motivation and stimulation of the work of the organization's personnel.

The object of the study is the Adidas LLC store.

The purpose of this work is to improve the motivation of personnel in the enterprise.

· The concept of motivation and stimulation of staff; basic concepts and concepts of labor motivation;

analyze the system of motivation and incentives for personnel in

1. Motivation and stimulation of the work of the personnel of the organization

1.1 The concept of motivation and incentives for staff; basic concepts and concepts of labor motivation

To date, under the influence of exclusively subjective conditions, the efficiency of employees' activities, their social and creative activity have significantly decreased under the influence of an inefficient system of motivation and other factors (political, economic, legal, organizational and technological). That is why the problem of developing and implementing technologies and methods of stimulation and motivation in modern personnel management is receiving more and more attention.

Motivation is the process of stimulating an individual or group to take actions that lead to the achievement of the goals of the organization. Motivation is the process of motivating oneself and others to achieve personal or organizational goals.

Motivation has two forms:

1) external motivation - how to do it to "motivate" people;

2) intrinsic motivation - self-generating factors - that affect people, supporting certain undertakings and encouraging them to move in a certain direction.

Effective motivation requires:

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

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

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

The process of motivation begins with some perceived unmet need. Then a goal is defined, which suggests that in order to satisfy the need, some course of action is required, through which the goal and satisfaction of the need can be achieved.

The strength of motivation depends on experience and expectations. The experience of decline in actions taken to satisfy a need shows people that some actions help in achieving the goal. Some bring rewards and some will come to failure, punishments. Actions that lead to successful behavior and rewards are repeated when the need arises again. Failure or punishments suggest that other, alternative means of achieving the goal must be sought. This is the law of affect, discovered in psychological research within the framework of the concept of behaviorism (behavioral psychology). The extent to which experience determines future behavior depends on the extent to which a person is able to recognize the similarities between the previous situation and the present.

Influence of expectation: people actively act when they are sure that the chosen tactics will lead to the desired goal. The strength of expectation can be based both on an objective assessment of the probability of achieving the goal with the help of specific tactics of action, and on past experience, but a person is faced with completely new situations - in such conditions, motivation will be the least.

The study of human behavior and the mechanisms of coercion to a particular action has led to the emergence of concepts, among which are:

Process theories of motivation.

From Maslow's hierarchical theory, the following can be distinguished that there is a main pattern that is common to all people, which encourages from fundamental physiological needs to gradually climb the hierarchical steps to the need for self-realization - the highest spiritual need of man. Maslow identifies 5 basic levels of human needs-motivations:

1. Basic physiological needs: food, rest, shelter. One of the main means of satisfying them is money, high earnings. Thus, material incentives, wages, social benefits are means of satisfying basic physiological needs,

2. The need for security (preservation of life, health, confidence in the future, in pensions).

3. The need for a social community (to be accepted in the team, to receive recognition, support, friendly attitude of people).

4. The need for respect and self-respect (to experience a sense of self-importance and necessity for enterprises, social prestige, the desire to see the respect of others, to have a high social status).

5. The need for self-realization, self-expression (the desire to realize one's abilities).

Needs of a higher level become relevant if the basic I, II levels are sufficiently satisfied.

It is advisable to single out three main levels of satisfaction of the physiological needs of existence: minimal, normal, and the level of luxury.

The minimum level of satisfaction of the needs of existence (SM) ensures the survival of man and the possibility of the emergence of social and spiritual needs.

The normal level (SN) can be defined both subjectively and objectively. In the first case, it is advisable to consider the time when a person is busy thinking about meeting the needs for food, clothing, housing and security as a criterion for achieving the CH level. For the CH level, this time should not exceed 10% of the waking time. An objective assessment can be the consumer budget, which experts consider sufficient for this type of activity.

D. McKeland developed his classification of needs that motivate leaders:

1) the need to achieve - how - the need for competitive success;

2) in affection (in warm, friendly relations with others);

3) in power - the need for control, depending on which need prevails - a different type of leader will appear.

Unlike Maslow and Mackeland, Herzberg's two-factor theory is based on the following assumptions:

1. Some working conditions, if absent, lead to dissatisfaction, but their presence does not create strong motivation. Such conditions are called supporting or hygienic.

2. On the other hand, there are conditions that create a high level of motivation in the event of their presence. But their absence does not lead to strong dissatisfaction. They are called motivational factors.

There are other classifications of human needs. Some authors highlight such human needs as existence, connection, and growth, others - achievement, complicity and power. Still others offer a two-factor scheme for classifying people's needs, including a combination of hygienic and motivating factors of human behavior. All known schemes for classifying human needs are largely general or even conditional, since they do not sufficiently take into account all the individual needs of various categories of personnel. In principle, as rightly noted by M.X. Meskon, people can be attributed to one or another fairly broad category, characterized by some need of a higher or lower level, but a clear five-level hierarchical structure of people's needs, apparently, simply does not exist.

The theory of needs proposed by Clayton Alderfero proceeds from the fact that human needs can be grouped into three groups: the needs of existence; communication needs; growth needs. These groups of needs are quite clearly correlated with the groups of needs of Maslow's theory.

The three groups of needs are arranged hierarchically. However, Alderfer believed that the movement goes both ways, and not just from the bottom up, as in Maslow's theory. Up, if the need of the lower level is not satisfied, and down, if the need of the higher level is not satisfied.

The presence of two directions of movement in meeting the needs opens up additional opportunities in motivating people in the organization. If, for example, an organization does not have sufficient capacity to meet a person's need for growth, then, frustrated, he may switch to the need for communication with increased interest. In this case, the organization will be able to provide him with opportunities to meet this need, increasing the potential for motivating a particular employee.

McClelland's concept has become widespread, classifying needs as follows:

1) the need for achievement, which is manifested in the desire of a person to achieve his goals more effectively than he did before;

2) the need for participation, which manifests itself in the form of a desire for friendly relations with others;

3) the need for domination, which develops on the basis of learning, life experience and consists in the fact that a person seeks to control the resources and processes occurring in his environment.

If the needs are present in a person, they have a noticeable impact on his behavior, forcing him to make efforts and take actions that should lead to the satisfaction of these needs. Needs are acquired under the influence of life circumstances, experience and training.

However, it should be noted that all the above models and concepts are not ideal, and each has its pros and cons, the study of which is devoted to the next chapter of the course work.

When recruiting staff, the manager always wants to attract worthy and promising employees whose work will bring benefits and significant benefits. To interest and keep people in your team, you need a competent system of their material incentives.

The law regarding additional payments to employees is laconic - this is mentioned in article 129 of the Labor Code of the Russian Federation, where bonuses and allowances are included in the general concept of wages. The encouragement of the work of employees is also stipulated in article 191 of the Labor Code of the Russian Federation, where the employer is given complete freedom in regulating such payments by internal documents. In other words, bonuses are the right of the employer, not his obligation.

What can be material incentives for staff

The labor of employees is a rather expensive resource for any enterprise, but its importance in the company's activities cannot be overestimated. A satisfied employee works better, is more productive and more willing to reveal his potential - this requires thoughtful stimulation of his interests.

Types of material incentives for personnel - monetary and non-monetary. Monetary material incentives include the following forms:

1. Wage ().
2. Bonuses and incentives for achievements in work, additional payments, financial assistance, sometimes a share in profits or share capital.
3. Allowances and compensations (in this case, the state takes an active part, protecting all kinds of guarantees for difficult working conditions, exceeding labor standards, types of work, pay, vacations, etc.).
4. Loans and concessional loans to staff.

Taken together, monetary incentives are the economic motivation of employees, since it is thanks to such encouragement that a person’s economic need for food, clothing, household items, and housing is realized.

Non-monetary material incentives are based, rather, on the moral needs of workers. As compensation, you can, for example, pay for cellular communications, provide free meals, issue vouchers to a health resort for the whole family, provide a personal car, provide a gym membership or gifts for key dates. In monetary terms, the employee does not receive special payments, however, the conditions created for his work are an excellent motive for increasing labor productivity.

All of these methods of influencing the level of dedication of an employee in work are effective. But people are different - everyone has their own needs, interests, internal "levers" to action. At some enterprises, as a form of material incentives, a system of fines and penalties for various faults is thought out: being late, smoking at the workplace, oversight, underperformance, etc. Of course, such measures cannot be applied to employee salaries (), but they may well be imposed on bonus payments (deprivation or reduction of them).

At some enterprises, as a form of material incentives, a system of fines and penalties for various faults is thought out: being late, smoking at the workplace, oversight, underperformance, etc.

Regulation on material incentives for employees

Encouraging employees is a voluntary matter of the employer, but the presence of such payments implies the creation and approval of an internal document that reflects a staff-stimulating policy. The provision on financial incentives should include:

1. General information about the enterprise, concepts used in the text, personnel and purposes of creating the document.
2. Information about to whom, for what merits and with what frequency the awards are due. You can assign personnel to departments, workshops, departments, groups - depending on the specifics of the company's activities. Bonuses can be based on the results of the year, quarter, month, amount of work performed, etc. - this also needs to be specified.
3. Methodology for determining the amount of premiums. Or an indication that this amount is determined by management depending on the circumstances and is not limited.
4. The procedure for approving bonuses and deductions (if they are provided for at the enterprise).
5. Final provisions. You can indicate here who is responsible for monitoring the implementation of this Regulation.

The regulation is signed by management and communicated to employees. Its presence at the enterprise, of course, raises the status of the employer in the face of the staff, since there is no tension in the team, there is clarity, transparency and predictability of payments. Each of the employees knows what and to what extent he needs to perform in order to receive a bonus. It is better to make changes to the Regulations by means of an issued order.

Incentive payments in documents

In addition to the Regulations on material incentives for employees of the company, information on possible bonuses and additional payments should be mentioned in the employment contract with each employee () and in the collective agreement, if any.

Bonus or incentive salary supplement - income for an employee on which income tax is paid in the amount of 13% (), withheld by the employer. Insurance contributions to the PFR, FSS and MHIF for these payments in favor of personnel are also charged, on the basis of Article 7 of Federal Law No. 212-FZ.

Bonus or stimulating salary supplement - income for an employee, on which income tax is paid in the amount of 13%.

The bonuses themselves are paid on the basis of the Regulations developed by the enterprise - once a month or a year, based on the results of the work performed or the closure of the project. The bonus fund is included in the payroll fund and is taken into account in the cost of goods, work and services as labor costs (). However, this requires documentary evidence of such expenses (records in labor, collective agreements, Regulations, orders).

Improving the system of material incentives

In order for the system of bonuses and incentives that you have thought out and approved by you to really work, motivating people to work more fruitfully, follow some rules:

1. The work of an employee must be evaluated objectively - the remuneration must be appropriate and adequate to his contribution to the overall result, significant and fair.
2. The employee must be aware of how his work will be evaluated and what remuneration he will receive.
3. The employee must be rewarded in a timely manner.

If there is an oppressive atmosphere in the team, hostility, tension, reconsider your system of material incentives. You can attract an experienced HR manager (or even a psychologist) to your team and entrust him with this work.

Material incentives for personnel can be expressed in monetary and non-monetary form, in the form of bonuses, incentives, allowances, compensations, benefits and various bonuses. By developing an existing employee bonus system, you raise the potential of your enterprise, increase labor productivity and bring yourself as an employer to a qualitatively new level.

research, and not on pedagogical skills.

The modern general education system is in rather difficult environmental conditions that require strategic management skills from the head. The head of the modern educational system must be flexible, combining the qualities of a teacher and a manager.

Management of the modern educational system requires great effort on the part of the leader. The style of his leadership largely determines the success or failure of the entire institution. As in any organization, the style is influenced by the characteristics of the external environment and the organizational culture of the organization itself.

LITERATURE

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5. Shamova T.I. Research approach in school management / T.I. Shamov. - M., 1992.

6. Tretyakov P.I. The practice of modern school management / P.I. Tretyakov. -M., 1995.

7. Ushakov K.M. Organizational culture: concept and typology / K.M. Ushakov // Director of the school, 1995. - No. 2.

8. Ushakov K.M. Organizational culture: a level model of assessment / K.M. Ushakov // Director of the school, 1995. - No. 3.

9. Sobkin V.S. Sociology of education / V.S. Sobkin. - M., 1994.

10. Egorshin A.P. Management, marketing and economics of education / A.P. Egorshin, V.A. Kruchinin, T.V. Talnikov. - N. Novgorod, 2001.

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O.V. Lobtsova, Art. lecturer at the department

State Medical University and P, ChitGU

STIMULATION OF EMPLOYEES

Scientific interests: state and municipal management, problems of stimulating the work of employees, state policy in the field of social and labor relations.

The article discusses some approaches to the definition of the concept of "labor incentives", the functions and types of incentives, the requirements for the organization of labor incentives. The essence and functions of wages as the basis for stimulating labor are considered, and various approaches to determining wages in historical development are described. The work pays special attention to the stimulating role of wages and some of the problems that arise in the field of organizing wages ■

O.V. Lobtsova, Chita state university SOME ASPECTS OF WORKERS "S LABOUR STIMULATION

The article is about some approaches to the notion "labor stimulation", functions and kinds of stimulation, requirements to organization of labor stimulation. The article considers the essence and functions of salary as a basis of labor stimulation; it also describes different approaches to the notion "salary" in history. The article devotes much attention to the stimulant role of salary and to some problems of salary organization ■

The basis of any society is the motives that encourage people to work. In the conditions of market relations, the totality of material needs and interests reflects the desire of people to more fully satisfy their everyday needs. Interests are closely connected with the emergence of human society and act as incentives for development at all its stages.

For the correct use of the stimulating effect of interests, according to V.K. Fedinin, certain forms and methods of motivation are needed. If the interest is not supported by an appropriate incentive, the employee will not be interested in achieving a particular result. Hence, one of the tasks of any enterprise and the state as a whole is the creation of an adequate mechanism for stimulating labor.

Among scientists there is no single point of view on the definition of the concept of "stimulation of labor". Professor N.A. Volgin believes that an incentive is "an impulse to act, the cause of which is an interest (material, moral, personal, collective or public) as a form of fulfilling needs" .

O.S. Vikhansky and A.I. Naumov stimulation is called external motivation, in which human activity is influenced by motives arising from open

interaction between a person and a task, when the external environment causes motives that prompt a person to solve a problem.

According to A.Ya. Kibanov, motivation and stimulation, as methods of labor management, are opposite in direction: “motivation is aimed at changing the existing situation, stimulation is aimed at consolidating it, but at the same time they complement each other” .

G.P. Shabanova believes that the process of using various incentives to motivate people is stimulation, i.e. one of the means by which motivation can be exercised.

T.D. Makarenko considers stimulation as a process of external influence on any social system, whether it be a person or a team.

As you can see, there are different approaches to determining the essence of incentives, but they have in common that incentives are external levers of influence on the employee, designed to interest him in achieving the results that the employer wants to receive.

In our opinion, labor stimulation is a set of economic, organizational and socio-psychological levers of influence on an employee, taking into account his internal incentives and

aimed at ensuring the interest of the staff in the results of labor that correspond to the goals of the organization, with the following functions:

Economic - is expressed in the fact that the stimulation of labor contributes to an increase in production efficiency, which is expressed in an increase in labor productivity and product quality;

Moral - incentives to work form an active life position, a highly moral social climate in society, and it is necessary

dimo to take into account traditions and historical experience;

Social - through a different level of income, which largely depends on the impact of incentives on different people, the social structure of society is formed.

Speaking as one of the ways of management, labor stimulation

involves the use of various forms and methods of regulation of labor behavior. Stimulation is divided into material and non-material (see diagram

STIMULATION

Monetary

Wage

Profit deductions

Surcharges

Allowances

Soft loans

MATERIAL

social:

Honey. service

Insurance

Vouchers

Nutrition

Transport payment functional:

Improving the organization of work

Improvement of working conditions

non-monetary

INTANGIBLE

social

psychological:

Public acceptance

Increasing prestige

creative:

Training

Internships

Business trips

free time:

Additional holidays and days

Flexible working hours

Scheme of types of incentives

The first group of incentives includes monetary (wages, bonuses, etc.) and non-monetary (vouchers, free treatment, transportation costs, etc.). The second group of incentives includes social (the prestige of work, the possibility of professional

and career growth), moral (respect from others, awards) and creative (the possibility of self-improvement and self-realization).

A characteristic feature of incentives is a significant increase in the role of premiums. At the same time, pre-

The mission acts not only as a means of increasing wages, but also as a form of recognition of the merits of an individual worker in the development of social production.

World experience shows that the forms of moral encouragement need to be constantly improved in order not to become commonplace and not depreciate.

Material and moral incentives do not exclude, but complement each other. The key to the success and effectiveness of such a combination should be the correct forms of their interaction, and this is possible if all economic issues are resolved from the standpoint of the interests of society, the team and the individual.

According to S. A. Shapiro, there are certain requirements for the organization of labor incentives:

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

Differentiation means an individual approach to stimulating different strata and groups of workers;

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

We consider it necessary to supplement this list with one more requirement - this is a connection with the results of work and achievements of a person in an organization. Thus, the practice of distributing bonuses issued on the occasion of public holidays used in the administration bodies is proportional to the salaries of employees and has no connection with work, crosses out all the motivational impact of this type.

rewards.

The vast majority of specialists in the field of labor relations believe that monetary incentives, namely wages, are the basis for stimulating labor.

Wages are the most important part of the system of remuneration and incentives for labor, one of the tools for influencing the efficiency of an employee's work. The fulfillment of a stimulating function by wages is a generally accepted point of view, but the essence of this incentive has different interpretations.

The evolution of the concept of "wage" should be traced:

ILO Convention No. 95 (1949): Wages are any remuneration or earnings calculated in money and established by agreement or national law, which, by virtue of a written or oral contract of employment, an employer pays for work that is either performed or should be performed, or for services that are either rendered or to be rendered;

D. Riccardo (1955): wages - the price of labor, depending on the cost of the means of subsistence and fluctuations in supply and demand;

K. Marx (1963): wages are the monetary expression of the value and price of labor power;

N.M. Rimashevskaya (1972): wages represent the share of the worker in the total product of society, which he receives in the order of distribution according to work;

P.F. Petrochenko (1978): wages - part of the national income in monetary terms, which is allocated by the state to meet the personal needs of workers and employees, is distributed among

mi in accordance with the quantity and quality of labor expended;

V.S. Bogatyrenko (1984): wages - the share of workers and employees expressed in money in the fund of individual consumption of the national income, which constitutes the main form of the necessary product and is distributed in accordance with the quantity and quality of labor expended by them in social production;

A.N. Rofe (1999): wages - the amount of funds paid for the work performed, which is based on the price of labor;

AND I. Kibanov (2002): wages are the price of labor in the labor market, the material and material embodiment of which is the cost of commodities (food and non-food products), services, taxes and other payments that ensure the reproduction of labor, the satisfaction of physical and spiritual needs as the most the employee and members of his family;

Federal Law No. 197 (2002): wages - remuneration for work depending on the qualifications of the employee, the complexity, quantity, quality and conditions of the work performed, as well as compensation and incentive payments.

Labor Code of the Russian Federation (2004): wages - a system of relations related to ensuring the establishment and implementation by the employer of payments to employees for their work in accordance with laws, other regulatory legal acts, collective agreements, agreements, local regulations and labor contracts.

The analysis of the listed approaches to determining the essence of wages allows us to make the following conclusions:

waters: the nature of wages is quite complex and therefore the existence of many definitions of this category is quite justified. Each of them is legitimate, but characterizes only some aspects of the concept being disclosed. Based on the foregoing, we will try to give the following definition: wages are the amount of funds expressed in monetary terms, which reflects the quality, quantity and complexity of the labor expended and is the cost equivalent of the amount of living means necessary for the reproduction of labor force in conditions of market relations.

The main function of wages is to encourage employees to work efficiently. Salary is an incentive factor if:

It is uniquely related to the results of the work performed;

Wages are closely related to work over time, i.e. there should not be long intervals between the performance of work and its payment;

Wages actually, not symbolically, increase a worker's income

In the light of the foregoing, the tasks of organizing a wage system at an enterprise are to differentiate wages, which, on the one hand, should encourage employees to work efficiently, and on the other hand, be economically justified according to the value of the results of their work.

According to Yu.P. Kokin, the stimulating function of wages is manifested in the formation of a certain production result for the employer from the use of the labor force acquired by him, i.e. allowing him to eventually

to receive the expected profit or gross income, for the employee - to form an interest in productive work.

So, R.A. Yakovlev writes: “an incentive system should be considered a system of remuneration that provides, in specific production conditions, the optimal solution of two tasks: achieving the indicators of labor activity necessary for the employer and providing the employee with conditions for self-realization in the process of labor activity on the basis of personal interest in this. Forced, on the other hand, aims it at achieving the indicators set by the employer at a sufficiently high (hard) level and does not allow any downward deviations. If this happens, the employee is considered as not meeting the requirements of the employer.

In the context of the restructuring of economic, political and ideological relations associated with the transition to a market economy, the issue of organizing wages is of particular relevance.

Among the most important problems in the field of wage organization, according to such scientists as N.A. Volgin and R. A. Yakovlev, are:

Development of a new understanding of the essence of wages;

A clear definition of the nature of the minimum wage, its level, dynamics and regulation as the basis for building the entire system of wage differentiation in terms of complexity and working conditions;

Search for the optimal combination of centralized regulation of wages with the expansion of the rights of enterprises in the field of wages;

Development of the bases of collective contract regulation of labor relations in general and relations of distribution according to work, in particular.

In our opinion, there are several more important problems, one of which is related to the state regional regulation of wages. Thus, the system of zoning the territory of the Russian Federation into five zones, depending on the degree of discomfort, assessed by natural and climatic,

economic-geographical, socio-psychological conditions and other factors, requires adjustment. This problem is addressed in their works by such specialists of the Ministry of Labor and Social Development of the Russian Federation as M. Suslova and L. Shirokova.

More V.I. Lenin wrote that the state itself in its activities not only convinces, but also rewards good workers with better living conditions. For what it is only necessary to introduce this idea more widely, in order to put this work more practically on the ground.

It should be noted that the system of state regional regulation was formed back in the conditions of a planned economy and took into account three main factors that have lost their relevance today:

1) differences in the needs of the population employed in labor of equal severity and complexity;

2) differences in the level of consumer prices by regions;

3) the need to attract the population to areas of the country experiencing a shortage of labor.

According to Simon's theory of stimulation

lah and contributions, each individual has a large number of needs that he tries to satisfy. It is the desire to satisfy them that pushes the individual to work. An employee receives positive impulses from work, such as wages, prestige, respect, security, etc. Many individuals, taking into account the growing incentives, are ready to increase their labor contribution in order to subsequently satisfy their needs at a higher level, having more means at their disposal.

Thus, labor incentives should be organized in such a way as to ensure wage growth in accordance with the magnitude of the economic effect, i.e. wages must correspond not only to costs, but also to its results.

The analysis shows that wages actually occupy a significant place in the system of labor incentives. Nevertheless, for some categories of workers (in the areas of education, healthcare, culture and sports), it is not wages that are of paramount importance, but the social significance of work, the meaning and content of the work performed. Such people have a complex of moral incentives (awarding with orders and medals, certificates and diplomas, awarding honorary

titles, press coverage, etc.) inspires you to work.

It should be noted the lack of ongoing research on the problems of moral incentives, which is probably due to the increasing role of material well-being in the modern world.

LITERATURE

1. Volgin N.A. Remuneration of labor: production, social sphere, public service / N.A. Volgin. - M.: Exam, 2004.

2. Kokin Yu. Fundamentals of the policy of income and wages for the future / Yu. Kokin // Man and labor. - 2001. - No. 1.

3. Makarenko T.D. Problems of forming a market mechanism for regulating wages / T.D. Makarenko. - Irkutsk: IGEA, 1998. - 125 p.

4. Organizational personnel management: textbook / ed. AND I. Kibanova. - 3rd ed., add. and reworked. - M.: INFRA-M, 2005. -638 p.

5. Fedinin V.K. The relationship of material and moral incentives for work / V.K. Fedinin. - M.: Economics, 1971. - 44 p.

6. Shapiro S.A. Motivation and stimulation of staff / S.A. Shapiro. - M.: Ex-mo, 2005. - 236 p.

7. Yakovlev R.A. The concept of wage reform / R.A. Yakovlev. - M.: Research Institute of Labor, 1998. - 125 p.