Psychological foundations of management: textbook. Social and psychological functions of management

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To effectively manage an enterprise, a manager must pay special attention to his subordinates. Knowledge psychological characteristics of subordinates allows the manager to more effectively implement the socio-psychological function. The basis of socio-psychological function serves delegation manager of his powers and motivation subordinates.

Delegation - This is the transfer of authority to solve problems by a manager to his subordinates.. However, responsibility for performing this work is not delegated.

Authority - this is the right to use the resources of the enterprise appropriate to perform a certain task and coordinate the efforts of certain employees to complete it.

Responsibility - this is the obligation to give an account of one’s actions and actions. The amount of responsibility affects the employee’s salary (the greater the responsibility, the higher wage).

When transferring powers to perform work, the employee who delegated them bears full responsibility for them. Authority is delegated to the position, not to the person who occupies it.

Delegation of authority will not make sense if the work of employees is not stimulated. The ability to encourage an employee to complete work at minimal cost to himself and the enterprise as a whole determines the professionalism of a manager.

To do this, the leader must pay special attention employee motivation .

Motives - these are the driving forces (needs) that motivate a person to perform work.

Motivation - this is a set of internal and external driving forces (motives) that encourage a person to act, set the boundaries and forms of activity, give this activity a direction focused on achieving certain goals.

Basic types of motivation:

1. External influences certain motives are evoked that induce a person to achieve a result desired by the motivating subject (option of a trade transaction).

2. Desirables are purposefully developed and strengthened for the subject of motivation, the motives for action are weakened or those motives that interfere with the effective result are weakened.

Motivating employees It is based on opportunities to meet needs and requirements.

The worker can do the work:

in accordance with personal qualities (hard work, responsibility);
under the influence of his needs, which he can satisfy as a result of performing certain functions.

The manager must know:

subordinate's standard of living;
the composition of his family;
approximate environment;
Interests and hobbies.

This will allow the manager to distribute work more effectively.

The manager has to:

pay significant attention to the working conditions of employees;
provide social guarantees that attract people to the enterprise;
take care of the psychological climate;
provide the wages that will bring the necessary employees to him.

Social and psychological functions are based on the manager’s knowledge of the professional qualities of employees and their psychological characteristics.

Psychological characteristics:

character traits;
standard of living;
social circle, etc.

A person, no matter how autonomous and independent he may be, cannot exist, cannot express his essence outside of communication with other people, outside of interaction with a group of people. At the beginning of life, the very first social group in which a person lives and where the foundations of his personality are laid is the family, then there are friendly companies of peers, study groups, amateur associations, etc.

An individual is always connected with someone from his immediate environment. By thousands of threads, each of us is also connected with the gigantic human society, experiencing its influence. So, the word “group” comes from the Italian gruppo - a bunch. Currently, many definitions of a social group are known.

Under social group refers to a large group whose members are united by a common social activities and are in direct personal communication, which is the basis for the emergence of emotional relationships, group norms and group processes.

In American management, a group is defined as two or more people interacting with each other in such a way that each of them both influences and is influenced by the other.

In domestic social psychology, the definition given by G. M. Andreeva that a small group is a group in which public relations appear in the form of direct personal contacts.

Most common qualities of a social group from a management point of view are the following:

1. The orientation of the group (the social value of the goals adopted by it, motives for activity, value orientations and group norms).
2. The organization of the group (as its ability to self-govern) and its integrativeness (as a measure of cohesion, unity, community of group members with each other, as opposed to disunity).
3. Microclimate, or psychological climate, of the group, which determines the well-being of each individual, his satisfaction with the group, and the comfort of staying in it. Everyone strives to be among other people, to be a member of a good group, to have a desire to experience and receive friendly feelings in return.
4. Referentiality (as the degree of acceptance by group members of group standards) and leadership (as the degree of leading influence of some group members on the group as a whole to solve problems defined by it).
5. Intellectual activity and communication (the nature of interpersonal perception and establishing mutual understanding, finding a common language).
6. Emotional communication (interpersonal connections of an emotional nature, satisfying the social need for emotionally rich contacts).
7. Volitional communication (the ability of a group to withstand the influences of other groups, circumstances, resistance to stress, reliability of the group in extreme situations, her determination and perseverance in competitive conditions).

In common usage, a group is any collection of people. The groups are very dissimilar and therefore differ in species

1. According to the reality of existence real and conditional groups are distinguished. In real groups, people are actually together and something really unites them: joint activities, leisure activities, the same conditions, situation, etc. Conditional groups exist on paper, identified by analysts or accountants, for example, a group of rent debtors, a group of advanced students, a group of people who have signed up for an appointment with the director, etc. B Lately began to identify virtual groups that arise among users of the Internet information web based on common interests and communication in it.
2. By contact - closeness, frequency and variety of interactions and communication - groups can be contact, low-contact and practically non-contact. For example, an educational group belongs to the first type, all students of a large educational institution (different courses and faculties) are a low-contact group, the entire student body of the country is a practically non-contact group. The greater the contact, the richer, more pronounced, influential and dynamic the psychology of groups.
3. Groups vary and according to the method of organization. Thus, official groups are established on a legal basis, under licenses, openly, publicly, and their structure and functioning are usually provided for in different provisions, staffing tables, charters, etc. These are government, commercial, educational and public organizations. An unofficial group arises spontaneously, independently, and its functioning is based on psychological rather than legal regulation. These are groups of friends, acquaintances, collectors, lovers of sports, dance, joint leisure activities, tourists, drug addicts, etc. There are unorganized, random groups, for example, spectators, onlookers, store visitors, market crowds, standing in line, passengers on a bus. The association of people in them is accidental, temporary and is determined by the similarity of a one-time, passing interest.
4. According to the number of people included in the groups, large (classes, nations, nationalities, professional, population of the country, etc.) and small (student class, production team, workshop, sports team, family, etc.) are distinguished. Sometimes a middle ground between them is distinguished - mesogroups (midi-groups).

In theory, sociology and management psychology, there are different approaches to the object, which is explained by the difference in the subjects of study in each science. Management theory takes the organization, its structure, and system as its object. Sociology and psychology consider social organization and social groups as an object of management.

It is well established and generally accepted following definition organization as a labor cell: organization - is a group of people (two or more) whose activities are consciously coordinated to achieve a common goal or goals. The most significant characteristics of the organization consider the following:

1. Specialization of each of its members in any labor operation, synchronicity and unidirectionality.
2. The desire for sustainability, which is ensured by unity and strict hierarchy.
3. Acting as a powerful tool in achieving a variety of goals.

In Russian psychology, quite a lot of attention has been paid to the study of the collective. Western psychology did not recognize such a concept as a collective, and operated with the concept of a small social group. IN last years There is a mutual enrichment of these two areas of research, and now the presence of both a social group and a team is recognized in both foreign and domestic psychology. A number of studies argue that the team is the highest form internal organization groups. In this case, it is necessary to consider the social organization as an object of management, as well as the whole range of issues related to formal and informal social groups.

For the success of the activity social organization many factors influence, including formal and informal groups. English management specialists M. Woodcock and D. Francis identified the most typical restrictions preventing efficient work social organizations :

1. Incompetence of the leader. Leadership is perhaps the most important factor determining the quality of work of a social group. Not everyone has organizational skills. It has been established that such talent is several tens of times less common than musical or mathematical abilities. Psychologists now have a number of methods for assessing the organizational abilities of managers. But the team always takes on high responsibility, inviting specialist organizers under a contract.
2. Unqualified employees. An effective organization must be a balanced and full-fledged ensemble, where everyone plays their role and everyone solves a common problem. Therefore, we need a composition of employees who can work fruitfully together.
3. Abnormal microclimate. An organization is made up of people with different values and passions. And they are united not only by common goals, but also by common emotions. Devotion to the organization is one of the signs of a normal climate in a group. High degree Mutual support is also the natural state of an effective organization. Distrust and suspicion of people towards each other corrode social organization.
4. Unclear goals. If there is no clear vision of the overall goal, then individual group members will not be able to contribute to the common cause. A study of the economic giants of the USA and Japan showed that their success is largely due to the presence of a business credo, that is, a set of main goals facing them. These goals are specifically formulated for grassroots collectives in the form of some principles, rules and even slogans, and then are constantly and skillfully brought to the consciousness and feelings of all workers. In today's dynamic environment, it may be necessary to change goals in new circumstances. An organization that looks ahead and adjusts its goals accordingly tends to be successful.
5. Unsatisfactory performance results. It happens that a good microclimate, high competence of employees, etc. do not give good results. In this case, apparently, there is a lack of assertiveness and desire of workers for excellence, and there are no proper incentives.
6. Ineffective methods of preparation and decision-making. There is, however, a “collective” intelligence - “brainstorming” (idea fairs, etc.), mastery of which will help improve these methods.
7. Closedness and confrontation. When there is no freedom of judgment in an organization, it creates an unhealthy climate. Group members should be able to express their opinions about each other and discuss any disagreements without fear of appearing ridiculous or fear of retaliation. Effective organizations do not avoid sensitive and unpleasant issues, but discuss them honestly and directly, without fear of clashing views and conflicts. All other things being equal, the greatest opportunities are possessed by an organization with a high level of individual abilities of its members. “Developed employees,” as defined by Woodcock and Francis, are energetic, able to cope with their emotions, are willing to openly express their opinions, can change their point of view only under the influence of arguments, and express their opinions well.
8. Low creativity of the organization. An effective organization has the ability to generate creative ideas and implement them. Collective creativity has its own stages: defining a task, generating ideas, selecting and developing the most valuable ideas, testing ideas, introducing innovations. Inclusion in creativity requires not only a craving for something new, but also appropriate actions.
9. Unconstructive relationships with other social groups. The quality of interaction with other organizations can be unsatisfactory. The leader must establish connections, seek opportunities for ongoing joint problem solving, achieve personal understanding and create a climate of trust to prevent hostility and establish cooperation.

In any type of group, except for conditional ones, most, if not all, socio-psychological phenomena can exist, be detected and influence people’s lives. In order to understand and describe the psychology of a particular group, it is necessary to identify and give a meaningful description of these phenomena, identify its features, take into account the classification characteristics of the group and evaluate the psychology of the group as a complex, holistic phenomenon.

Most often the following are distinguished: socio-psychological system phenomena *:

1. Socio-psychological climate(atmosphere) in the group - group psychological condition, an integral indicator of the favorability/unfavorability for its members of the socio-psychological phenomena prevailing in it at a given time, generating in its members feelings of psychological comfort or discomfort, a desire to remain in it

or leave. This is an indicator of how the group “breathes psychologically” for its members - whether it is easy or they “psychologically suffocate.” The socio-psychological climate can have varying degrees of favorability/unfavorability for all members of the group, part of them, or even for an individual.

2. Moral and psychological climate - a special case of socio-psychological climate, a type of group mental state, characterized by the degree of satisfaction/dissatisfaction of group members with the observance of moral standards in it, the level of morality and culture in relationships, manifestations of justice/injustice towards group members, kindness (understanding, respect for the rights and personal dignity, attention, support, care, help, etc.) or indifference, ill will, disrespect, evil.

The psychology of the group, the socio-psychological and moral-psychological climate, depending on their characteristics, attract people to the group or repel them, play a unifying or destructive role, increase or decrease the effectiveness of the group and each of its members, have a favorable or unfavorable effect on changes in the psychology of individuals included in it.

So, each organization in which direct interaction between workers occurs can be considered as social group. Knowledge of the socio-psychological characteristics of the laws operating in it helps its ordinary member navigate the situation, and turns out to be an important help for a leader of any rank. The ability to manage a team or groups of people is a necessary quality for a manager.

See: Andreeva G. M. Social psychology: Textbook. - M., 2004; Stolyarenko A. M. Psychology and pedagogy: Textbook, manual. - M., 2004; Social psychology: Textbook/Ed. ed. A. L. Zhuravlev.-M., 2002; Rats with V.G. Social psychology: Textbook. - M., 2003; Social psychology: Textbook, manual for universities / Ed. A. M. Stolyarenko. - M., 2001, etc.
See: PodolyakYa. B. Psychology of management: theory and practice of management; Urbanovich A. A. Psychology of management: Textbook, manual, etc.
See: Stolyarenko A. M. General and professional psychology: Educational manual for secondary vocational educational institutions. - M., 2003, - P. 77.

One aspect of the division of labor is the division into managers and subordinates. For a long time in our literature, leadership was considered only as a type of socio-political and legal activities. Currently, the activities of a manager are considered as professional, namely managerial, which has its own psychological, ethical and pedagogical characteristics. The activity of a manager is defined as a type of professional executive and administrative work in the field of managerial relations.

To lead means to be able to manage people, economic resources and the time that the organization has to complete its specific tasks. The team leader in our society is an employee who has clearly defined functions, rights and responsibilities, as well as professional principles of work. Special literature for managers is published, there are educational establishments, which prepare professional managers, improve scientific methods of selection, assessment and active psychological training management personnel.

As noted by the authors of the book “Psychology and Collegiality” D. Kaidalov and E. Suimenko, the psychology of leadership involves the study of the socio-psychological aspects of the managerial activity of a leader. its basis is the power of unity of command, and the method of solution is the methods and style of leadership. Solving the problems of optimizing leadership in both theoretical and practical aspects begins with studying the functions of a leader. First we need to define what we will consider as the function of a leader.

A function in this case is a set of homogeneous tasks that are repeated and which must be solved in order to ensure the normal functioning of a certain system and its transfer from one state to another, which more closely meets the requirements.

There are several classifications of managerial functions where they use various criteria. Many researchers talk about function, sequentially considering the stages of the management cycle. This approach was started by the founder of the scientific organization of labor in the West, A. Fayol, who identified the following elements of so-called administrative operations: foresight; organization; order; coordination; control.

Researcher Yu. Tikhomirov includes the functions of a manager as follows: organization of the management system; selection of goals; forecasting; planning; information; decision making; organizational and grassroots activities; control; management effectiveness assessments.

V. Afanasyev names the following main management functions: development and adoption of management decisions; organization; regulation and adjustment; accounting and control.

V. Afanasyev and Y. Tikhomirov focus on the relativity of solving the above-mentioned functions based on division by management cycles, since in real practice management, all these functions are inextricably linked, or, in other words, are in close relationship and interdependence.

Psychologists and sociologists (unlike management specialists), when highlighting the functions of a manager, take as the basis for their classification not only the management cycle, but the entire structure of the manager’s activity in the work team. The manager is considered not only as a performer of an administrative role, but also takes into account the variety of social and educational responsibilities that he performs.

Considering the general block diagram functions of a manager in organizational systems, V. Rubakhin and A. Filippov distinguish general and special functions.

General management functions:

Implementation of decisions of government bodies;

Determining the goals and main directions of activity, as well as prospects for the development of the organization of the team and production as a whole;

Creation of a cohesive, efficient team;

Formation of a rational organizational structure;

Distribution functional responsibilities, available resources and funds within the team;

Development and implementation of effective labor organization and management.

Special functions are economic planning, personnel, technological and managerial.

The economic planning function is related to:

Determining the need for human and material resources, monitoring their availability and use;

General coordination of the activities of subordinates in order to ensure effective use human, material resources, technology;

Forecasting possible so-called bottlenecks and planning measures to eliminate them;

Self-control of your work;

Social planning of production in general.

The personnel function is related to:

Staffing and general management personnel to perform their functional duties;

Organization of work in order to study personnel and determine the prospects for their further use;

Ensuring advanced training of personnel, optimal working conditions and safety precautions;

Development of a system of moral and material incentives for subordinates;

Elimination of industrial conflicts;

Taking care of consumer services employee problems.

Technological and management function includes:

Defining tasks and assessing the production situation;

Determining ways and means of performing tasks in accordance with the capabilities of the production team (quantity, qualifications, time, material, equipment);

Making decisions, assigning tasks to subordinates;

Implementation of coordination in a team, in an organization;

Performance monitoring with task definition;

Maneuvering existing reserves;

Assessment, summing up, solving assigned problems.

As we see, the subject of management activities is forecasting, organization, administration, coordination and control. Particular importance in the process of implementing these functions is given to the processes of decision-making, coordination and communication of all levels of production.

In general, the activity of a manager, according to V. Rubakhin and A. Filippov, is determined by two components: managerial, associated with the general organization of the activities of the production team, and organizational, associated with the implementation of production tasks that are repeated cyclically.

So, management activity is multi-level and diverse, and comes down to the continuous solution of a certain set of problems.

What are the common psychological characteristics this activity?

1. Management activities are of a sociotechnical nature, associated with the management and management of technical and technological systems and social and production organizations.

2. Mediocrity and distance from the control of real objects and processes.

3. Large volume and variety of operational tasks and actions.

4. the non-algorithmic nature of many operations, which is associated with a lack of information and activities in conditions that often change.

5. Rigid determination of parts of operations by the time parameters of the organizational system as a whole.

6. High mental tension associated with great responsibility for making decisions. Let us note that the activities of a leader are to the greatest extent socially conditioned. It is based on the widespread use of social information, as well as socio-psychological knowledge about the team in which management is carried out.

Performing their functions in accordance with the various interests of employees, each manager influences their behavior in accordance with the requirements of society, involves them in the process of social development, in management and forms public consciousness and ensures the high efficiency of each employee.

Some researchers note that the effectiveness of a manager depends on the performance and stability of the team of lower-level managers and the quality of relationships in the team.

Other researchers, for example L. Umansky, consider organizational activity as the final link in the people management system. He notes that in the primary team, leadership activities are combined with organizational ones.

The first function of organizational activity is the integration of individuals by familiarizing workers with common tasks, goals, determining the means and conditions for their achievement, as well as through planning, coordinating teamwork, accounting and control.

The second function is communication. This refers to the establishment of horizontal communications within the primary team and external vertical communications with senior management levels.

The third and fourth functions of organizational activity are training and education (in a broad sense).

As L. Umansky notes, in each specific organizational activity, all of the above functions are in unity and interdependence.

E. Kuzmin, I. Volkov, Y. Emelyanov identify the following functions:

Administrative (work orders, coordination of individual actions and control over execution);

Strategic (defining goals and choosing methods to achieve them, planning and forecasting)

Expert and advisory;

Communication and regulation;

Representations of the group in the external environment;

Disciplinary;

Educational;

Psychotherapeutic.

A. Kovalev considers the following functions of a manager:

Goal setting;

Planning and forecasting;

Coordination;

Stimulation;

Control;

Upbringing.

According to L. Blyakhman, the content of a manager’s activity is manifested in the following functions:

Goal setting;

Administrative and organizational (formation of management bodies, distribution of tasks among subordinates, coordination of their actions and control of execution);

Expert (consultations of employees and specialists);

Disciplinary and stimulating (assessing the quality of work of subordinates, determining rewards and penalties)

Representative (in front of external organizations);

Educational and propaganda (creation of a favorable socio-psychological climate in the team, development of the abilities and initiatives of subordinates, selection and placement of personnel, participation in the training of the promotion reserve).

Slovak psychologist I. Šipoša believes that the content of management activity is to foresee the optimal operation of the organization’s system and implement it. Psychology in management should help predict people's behavior and ensure its optimization.

Slovak psychologist F. Liptak classifies all human actions in systems, including the leader:

1. A person acts in mixed systems and in most cases is an element of many systems, but their relationships differ in terms of time and space.

2. From an organizational point of view, each person appears in three aspects:

Autoorganizations (a person organizes himself)

Suborganizations (as an organizer of other systems and subsystems);

Meta-organizations (a person himself is the subject of an organization of other people who organize it).

3. When solving problems of labor organization, it is necessary to take into account the following two points:

A person’s ability to be an element of any system (personal characteristics);

Conditions in which a person can act as such an element.

At each level of the system, regulatory mechanisms are created. Psychologists should be interested in precisely those systems that are controlled by humans.

Systems managed by people are divided into two types:

Control technical means(man-machine)

Management of socio-economic systems (person - person).

The second type of management is complex, since the individuals who are managed (as units) have certain abilities to manage, their own goals, and make their own decisions.

According to the two types of management, a double strategy for regulating the system arises (which relates to the function of leadership):

Biotechnological - which takes into account the material environment of the individual worker and is based on objective criteria that can be measured;

Psychosociological - aimed at modification collective activity social and professional groups that as a whole create the collective of the enterprise.

In the psychological literature there are other lists of the functions of a leader, which to one degree or another differ from those given.

An urgent task today is to analyze the functions of a manager based on empirical research.

One of the first attempts at this approach was made by A. Zhuravlev, V. Rubakhin, V. Shorin, who discovered twelve functions of a manager according to the managers themselves and divided them into two groups:

Production;

Socio-psychological.

It was found that managers at different levels pay more attention to production functions than to social and psychological ones. However, mid-level managers (for example, shop managers) provide greater importance to socio-psychological functions compared to lower management levels. As managers age and work experience, their attention to socio-psychological factors also increases.

In a study conducted by L. Pochebut, the functions of a manager in a production team were divided into two types:

Production and technological (specially professional);

Socio-psychological.

In the process of performing the production and technological function, the manager acts as a specialist in a specific production and solves problems within the framework of the “human-technical” system. Social-psychological functions are understood as all those functions that are implemented in the “person-to-person” system. In order to detail the structure of the socio-psychological function, a questionnaire survey was conducted among 232 managers at various levels (from foremen to the shop manager) of the Svetlana association. Using correlation and factor analyses, the structure of the socio-psychological functions of managers’ activities was identified, which contains the following components:

Informational;

Organizational;

Socializing;

Making decisions.

In each of the functions, a central feature was noted (the so-called core of the function), which was closely correlated with all the features of a certain function and the responsibilities of the manager.

The work of A. Kitov is of interest, in which the question is raised about the so-called blocks of social activity of a leader (meetings, studying documents, receiving visitors, etc.), considered as empirical units of activity. A. Kitov notes that in each such unit of activity three theoretical units of activity can be distinguished:

Diagnostics and forecasting, that is, studying the state of affairs and predicting their course in the future

Development of a program of action for subordinates that would direct this activity in the right direction;

Encouraging subordinates to carry out a certain program.

The proportion of these units of activity varies depending on the situation.

Kharkov sociologists discovered that lower-level managers pay very little attention to the development and implementation of advanced labor methods, rationalization activities, advanced training of their subordinates and general education, as well as their own and raising the cultural and political level. On average, this takes six minutes a day. Namely, the work of such a plan primarily determines the qualifications of lower-level managers and leads to a decrease in efficiency in the activities of the primary team.

Knowledge of the functions and responsibilities must coincide with the moral readiness of the manager to perform them. Then the official demands are reinforced by their own demands on themselves.

When analyzing the structure of a manager’s activity, one must also take into account subjective elements, that is, the manager’s own needs in such activities, and the formation on their basis of a system of attitudes towards their work, towards themselves, subordinates and senior managers. As special studies show, the indicator of managers’ activity in communication and contacts with subordinates, in informing, and making decisions significantly depends on the content of the manager’s work and experience, the degree of independence in performing certain functions. For example, within the framework of workshop management, higher satisfaction of special needs in leadership (decision making, forecasting, control) was found, but lower satisfaction of needs in non-specific activities - in contacts and communication with subordinates.

So, with an increase in the level of leadership in the structure of a manager’s activity, a redistribution of its components and functions occurs to expand independence in decision making.

Introduction
Chapter 1. Psychological aspects motivation of work activity.
1.1. Work motivation in management
1.2. The structure of the human motivational sphere
1.3. Psychological aspects of motivation
Chapter 2. Improving the personnel management system of Morning Star OJSC
2.1. general characteristics organizations
2.2. Methods of staff motivation
2.3. Analysis of staff motivation of a structural unit
Conclusion
List of sources used

Introduction

At the beginning of the 21st century, humanity is entering an era of dynamic changes, both in social and economic relations, which determines the transition of society to a new level of development. Advances in science and technology, on the one hand, and the rise of people's needs (together with increasing opportunities to satisfy such opportunities) on the other hand, have radically changed society and the work of a leader.

Managers begin to feel that they are losing the ability to manage an organization (enterprise or other business entity) using ordinary, traditional methods and means. Changes in people and the external economic, political and business environment of society dictate the need to restructure the work of managers, as well as the introduction of new methods, procedures and management tools in modern management.

Management is a set of principles, methods, means and forms of production management with the aim of increasing production efficiency and its profitability.

However, in the Russian economy, the understanding that material property is not the main thing in the economy has not yet matured. The main thing is a person with his ideas, a person who moves material property so that the economy becomes profit-oriented from rent-oriented. Current and strategic sustainability of the enterprise, competitiveness, profit margins and prosperity in market conditions determined by the internal consistency and consistency of the system of interests of all participants economic process. Otherwise, a conflict of interest undermines the market position and competitiveness of the organization and society as a whole.

Every modern manager manages an enterprise by implementing the following management functions: planning, organization, control, coordination and motivation.

Leaders translate their decisions into action by putting into practice the basic principles of motivation.

Motivation is the process of motivating oneself and others to act to achieve personal or organizational goals.

Many scientists have contributed to the theory of motivation, starting with the founder of scientific management, F. Taylor, who put forward the problems of cooperation between employers and employees, their training and education, the distribution of labor and responsibility between the enterprise administration and employees.

The substantive and procedural approaches to motivation, developed by theorists of management and psychology, are quite close. In practice, they complement each other and are closely intertwined with each other. American philosopher D. Dewey draws attention to the fact that the deepest desire inherent in human nature is the “desire to be significant.” The deepest property human nature is a passionate desire to be appreciated by other people. Therefore, a leader has a large “motivational field” of influence on a person, based on this understanding of the basic needs of people when they work together in a team.

It must be noted that managers must always be aware of the need to motivate people to work for the organization. They should not think that simple material rewards are enough for this. It is necessary to dispel this misconception, since money does not always motivate a person to work harder.

The true motivations that drive a person to give their best to work are difficult to define and extremely complex. But, having mastered modern models of motivation, a manager will be able to significantly expand his capabilities in attracting an educated, wealthy employee of today to perform tasks aimed at achieving the goals of the organization.

Coursework objectives:

– consolidate theoretical knowledge in the discipline: “Motivation of work activity”;

Build an effective model of work motivation.

Coursework objectives:

study special literature on a given problem;
collect and analyze source data;
develop proposals for improving the system of personnel motivation in the organization.

Chapter 1. Psychological aspects of work motivation.

1.1. Work motivation in management

Motivation in management it is the stimulation of the will of the employee in order to develop his activity in the production process.

On the other hand, motivation is aimed at satisfying individual and group needs of people (motivation - motivation).

In the theory of behaviorism (from English - behavior), or the theory of personal behavior, motivation is associated with social behavior person. Behaviorism considers human behavior as a set of human responses (reactions) to influence (stimuli) external environment, or the “stimulus-response” system.

Motivation in management is a system of incentives that organizes an employee or group of employees to actively engage in work activities, subordinate their personal interests to the general interests of the organization and strive for the high-quality achievement of the organization’s goals.

Motivation as a management function is implemented through a system of incentives, that is, any actions of a subordinate must be positive or negative consequences in terms of satisfying his needs or achieving his goals.

When building the social “organism” of an enterprise, the manager performs the following main groups of work:

Conducts planning and personnel selection;

Creates a system of motivation, quality and remuneration;

Performs rationalization of labor processes;

Creates conditions for the socio-psychological stability of the organization.

Staff An organization is a collection of employees organizationally united by a commonality of goals and interests in the process of the organization’s activities.

Personnel motivation mechanism is a system of socio-economic relations associated with the motivational impact on individual workers and on the entire personnel of the organization, as well as a set of functional and organizational structures, forms, methods, incentives through which these socio-economic relations are realized.

Behavioral regulation refers to motivating by identifying functional or desirable behaviors, reinforcing those behaviors, and suppressing undesirable behaviors with negative reinforcements.

A typical process for influencing employee behavior includes:

Identifying the problem or desired behavior change;

Developing a system of assessments and measures that allow you to evaluate and see behavior change;

Motivation management.

The structure of the motivation mechanism includes components of short-term, long-term, individual and group motivational influence on the organization’s personnel.

With all the variety of methods and approaches to motivation, four relatively independent groups of incentives have proven their effectiveness: monetary; targeted (complex); enrichment of labor content; participativeness.

Two main (“classical”) approaches to managerial motivation have been identified: substantive and procedural. In the first, an attempt is made to understand what motivates a person when starting and performing quality work, what is the content of motives, and what incentives contribute to success at work.

The process theory of motivation answers the question of what incentives force a person to strain in order to move towards the goal set by the organization. The latest comprehensive motivation systems are being developed. (see table 1.1)

Table 1.1. Motivation theory

Theories of motivation	Summary
(1)	(2)
1). Maslow's Hierarchy of Needs	Content theories of motivation According to the theory, the existing five main types of needs (physiological, security, social, success, self-expression) form a hierarchical structure, which, as a dominant, determines human behavior. Higher level needs do not motivate a person until the needs are at least partially satisfied lower levels. However, this hierarchical structure is not absolutely rigid and strict.
2). McClelland's theory of needs	Believing that the classification of needs proposed by Maslow was not complete, McLelland supplemented it by introducing the concept of the needs of power, success, and belonging.
3). Graetzberg's two-factor theory	He came to the conclusion that factors operating in the process of work influence the satisfaction of needs. Hygienic factors (amount of payment, working conditions, interpersonal relationships and the nature of control on the part of superiors) only prevent the development of a feeling of dissatisfaction with work. To achieve motivation, it is necessary to ensure the influence of motivating factors - such as a sense of success, career advancement, recognition from others, responsibility, and increased opportunities.
1). Expectancy theory	Process theories of motivation It is based on the assumption that a person directs his efforts to achieve a goal only when he is confident in the high probability of satisfaction through his needs or achieving the goal. Motivation is a function of the expectancy factor “labor inputs - results”, expectations - “results - rewards” and valence (that is, the relative degree of satisfaction).
(1)	(2)
	The most effective motivation is achieved when people believe that their efforts will definitely allow them to achieve their goals and lead to particularly valuable rewards. Motivation weakens if people perceive the likelihood of success or the value of rewards to be low.
2). Theory of justice	Assumes that people subjectively evaluate the reward-to-effort ratio and compare it with what they believe other workers received for similar work. Unfair, according to their estimates, remuneration leads to the emergence of psychological stress. In general, if a person considers his work to be undervalued, he will reduce the effort expended. If he considers his work to be overvalued, then, on the contrary, he will leave the amount of effort expended at the same level or even increase it.
3). Porter-Lawler model	It is based on the fact that motivation is a function of employees' needs, expectations and perceptions of fair remuneration. The productivity of an employee depends on the efforts he makes, his characteristic features and opportunities, as well as their assessment of their role. The amount of effort expended depends on the employee's assessment of the value of the reward and the confidence that it will be received. Labor productivity generates satisfaction, and not the other way around.
1). Participation of working people in the management of the organization	Latest theories of motivation It involves involving employees in discussing decisions and other problems of the current life of the organization, which allows them to awaken and / or show a sense of involvement in the affairs and work of the enterprise.
2). Participation of workers in the profits of the enterprise	It assumes that the manager applies the principle of participation to profit (everyone receives a part of the income depending on their contribution to the common cause, that is, their qualifications and position).
3). Participation in the organization's property	Psychologists believe that the main interest of any person is a sense of ownership. It is the possession of property that gives a person a sense of confidence and economic freedom.
(1)	(2)
	Therefore, managers can offer the employee part of the organization’s property for the effort expended. Although this share is small in material terms, however, in a psychological sense its significance is extremely large.

Thus, it can be noted that classical theories of motivation based on the study of needs, as well as procedural approaches, will allow enterprises to involve people in creative work and, on this basis, increase their productivity.

Classical approaches to motivation have given a lot of positive results for increasing labor productivity. The latest theories of motivation take into account the new circumstances of modern life:

The pace of life has sharply increased; The living environment and business environment have changed qualitatively (working conditions - a variety of machines, sensors, Cell phones, faxes, etc.);

The rate of change of models and product generations has increased;

Competition has increased in all markets, which requires employers to increase their attention to the quality of the workforce;

Work is becoming global in nature, which (together with the increasing complexity of products) actually makes monitoring the work of personnel impossible and the alternative is a conscious (creative) attitude to work.

The consistent introduction of new management methods in the field of labor motivation and its quality leads to increased labor productivity. However, it is necessary to take into account not only external environmental factors, but also internal environmental factors influencing human behavior in the labor process, which include the motivational sphere of a person.

The structure of a person’s motivational sphere will be discussed in more detail in paragraph 1.2. this course work.

1.2. The structure of the human motivational sphere

There are two really and functionally interconnected sides in human behavior: incentive and regulatory.

Incentive provides activity and direction of behavior; the regulatory one is responsible for how this behavior develops from beginning to end (until the goal is achieved) under certain conditions.

The concept of “motivation” is used in two senses:

1) as denoting a system of factors that determine behavior (in particular, needs, motives, intentions, goals, interests, etc.);

2) as a characteristic of a process that supports behavioral activity at a certain level.

Of all the motivational concepts, the most important is the concept needs.

Needs- the state of a person’s need for certain conditions that they lack for normal existence and development.

Needful states are always associated with the presence of an unpleasant internal feeling of dissatisfaction, with an objective deficiency of what the body requires to eliminate it. Need activates the body and generates its behavior aimed at finding what is required.

The quantity and quality of needs that people have depend on the level of their organization, lifestyle and living conditions, etc.

People as individuals differ from each other in the variety of needs they have (organic, material, spiritual and social) and their special combination.

The main characteristics of needs are the following: strength, frequency of occurrence and methods of satisfaction, as well as the substantive content of needs, i.e. a set of those objects with the help of which a given need for a given person can be fully satisfied.

Motive– that item that meets an urgent need, i.e. acting as a means of satisfying it, it organizes and in a certain way directs people’s behavior.

Thus, direction and organization, i.e. expediency and rationality of behavior can only be ensured by a specific motive - the subject of a given need. Therefore, for full motivation, i.e. To stimulate and direct behavior in a certain direction, at least two motivational factors are needed: need and motive.

The difference between needs and motives appears in connection with their different roles in motivating behavior as a process. Every existing need, the degree of its satisfaction or dissatisfaction, manifests itself subjectively and, as a rule, unconsciously, in emotions. The motive appears in the human mind as an object, or goal, towards which behavior is ultimately directed.

A motive is always in one way or another connected with the processes of cognition: perception, thinking, memory and speech.

Target- a direct, necessarily conscious result towards which behavior is currently directed.

The goal is the motivational content of consciousness, which is perceived by a person as the immediate and immediate expected result of his activity. It is the main object of attention, occupies short-term and working memory; the thought process unfolding at a given moment in time and most of the emotional experiences are associated with it.

The motivational formations discussed above: needs, motives and goals are the main components of a person’s motivational sphere.

Each need can be realized in many motives, and each of the motives can be satisfied by a different set of interrelated, sequentially achieved goals. In turn, behavior aimed at satisfying a need is divided into separate types of activity (communication) corresponding to specific motives, and each type of activity (communication) is divided into a number of actions corresponding to specific goals.

A person’s motivational sphere can also be assessed according to the following criteria: development, flexibility and hierarchy.

1).Development of the motivational sphere – qualitative diversity of motivational factors presented at each level. The more diverse needs, motives and goals a person has, the more developed his motivational sphere is.

2). A motivational sphere is considered more flexible in which, to satisfy a motivational impulse of a more general nature (of a higher level), more diverse motivational incentives of a lower level can be used.

Development and flexibility characterize the motivational sphere of a person in different ways. Development is the diversity of the potential range of objects that can serve for a given person as a means of satisfying an actual need, and flexibility is the mobility of connections that exist between at different levels organization of the motivational sphere: between motives and needs, motives and goals, needs and goals.

3).Hierarchization is a characteristic of the structure of each level of organization of the motivational sphere, taken separately. Needs, motives and goals do not exist as arranged sets of motivational factors. Some needs (motives, goals) are stronger than others and arise more often than they do; others are weaker and updated less frequently. The greater the differences in the strength and frequency of actualization of motivational formations of the same level, the higher the hierarchization of the motivational sphere.

In addition to needs, motives and goals, interests, tasks, desires and intentions are also considered as drivers of human behavior.

Interest- a special cognitive motivational state of a cognitive nature, which, as a rule, is not directly related to any one central need at a given time.

A person is interested in everything that could potentially serve as a means of satisfying his needs and motives and achieving his goals.

Interest corresponds to a special type of activity, which is called indicative-research. Highest level the development of such activities is scientific, artistic and creative research.

Task– a private situational and motivational factor that arises during the performance of an action aimed at achieving a goal, and which must be overcome in order to move on.

The same task can arise in the process of performing a variety of actions and is therefore just as non-specific to needs as interest.

Desires and intentions- these are momentarily arising and rather quickly replacing each other motivational subjective states, meeting changing conditions for performing actions.

Interests, tasks, desires and intentions, although they are part of the system of motivational factors, participate in the motivation of behavior, however, they play not so much an incentive role as an instrumental one. They are more responsible for the style rather than the direction of behavior.

1.3. Psychological aspects of motivation

When considering the “technology” of labor motivation, it is necessary to take into account the variety of psychological mechanisms underlying the conscious attitude to work. In this regard, let us pay attention to two psychological mechanisms of motivation to work, which determine the entire process of forming and establishing people’s attitude towards it. As such, there is a mechanism for satisfying leading needs and interests; mechanism of action of incentives and motives.

The practical usefulness of orientation in the named mechanisms lies in the fact that it helps to present both the objective and subjective sides of the psychological process of formation and approval of people’s attitude towards work, as well as to understand the mental unity of these sides.

The psychological mechanism of labor motivation is initially the needs and interests of people. Needs express their connection with the outside world. The more adequately this connection reflects everything that is necessary for a person’s life, the more favorable is his personal development. Needs, refracted through the needs of a person’s physical and spiritual development, are mediated by his psyche, acting as interests in his value-worldview complex. In general, needs and interests form a kind of foundation for motivating a person to act. That is why the targeted formation of needs (primarily reasonable ones), the actualization of certain interests is one of the initial conditions for motivating the work of personnel. If this condition is not met, then the psychological mood of people (their social attitudes, value orientations, etc.) may not correspond to the tasks of labor motivation.

Needs and interests motivate people to certain activities, determine their actions, and give their actions a conscious character. However, these actions, actions may or may not be performed. Needs and interests impulse, motivating a person, but do not finally bring him into a state of activity. A bridge connecting a person’s sensory-rational readiness for activity with his volitional apparatus, acting as a mechanism of incentives and motives. It explains how people’s needs and interests interact with external conditions, the real situation in which they find themselves due to production circumstances.

Stimulus – This is an external influence that sharpens in a person’s mind some needs and interests that are significant to him.

Psychologically, this aggravation forms in the mind a personal attitude (meaning) to external influences in the form of a certain emotional act of will with the involvement of thinking. This entire complex process of the work of consciousness, directly including the actions of people, is called a motive. The motive is present in the action. It may be more or less conscious, but there are no actions without motives.

Thus, incentives translate the impact of needs and interests into motives, that is, into a specific semantic reason for people’s actions. As is known, external reasons act through the internal conditions of the people’s psyche. If needs act as the initial cause of external influence, then motives are those internal conditions that complete the directed organization of the emotional and value-worldview complex and determine the manifestation of will.

The above allows us to assert that work motivation is a problem, primarily psychological. No forms and methods of motivation can give the desired effect if their development and implementation do not take into account the basic relationships of the human psyche with the outside world.

These relationships are most comprehensively reflected in the psychological mechanisms of motivation described above. To understand the operation of these mechanisms, it is useful to know the general and specific requirements for organizing work motivation.

General requirements include what is associated with the formation of needs and interests through the scientific organization of work.

The success of motivating work activity depends decisively on the extent to which requirements such as skillful choice of goals, putting them forward to people, and passion for these goals are realized.

Also, the most important requirement for organizing labor motivation is to ensure the personal interest of employees in work.

Personal interest is a person’s desire to act towards goals, the achievement of which corresponds to his needs and interests and satisfies his expectations. The more fully personal interest is realized, the more a person is disposed and passionate about the activities that contribute to this.

A decrease in personal interest in work leads to an increased perception by employees of the negative aspects of the nature and content of work, its organization, relationships in the team, and ultimately to a decrease in labor productivity.

Along with the general requirements for labor motivation, a number of specific requirements must be observed:

1).comprehensive consideration of objective working conditions that can have or are having an impact on the formation of the employee’s impressions and ideas about work, on his psychophysiological state. Let's consider some of these conditions:

Room temperature;

Room lighting;

Color design of equipment and premises;

Statement of information;

Rhythm of work;

Organization of the workplace;

Labor rationing;

Sanitary and hygienic conditions;

Relationships in the team;

2).ensuring the organic unity of material and moral incentives, the continuity of the combination of material and moral incentives for people’s conscious attitude to work;

3).The leading methods of labor motivation are encouragement and punishment, which act in the form of specific measures of material and moral incentives for people to have a conscious attitude towards work.

Work motivation plays the role of a unique mechanism that directly affects human consciousness. Therefore, it must be comprehensively psychologically justified. In this regard, when organizing it, compliance with a number of psychological and didactic principles is of particular importance:

Certainty - that is, it is necessary to provide for the extent to which the motivational system correctly guides employees professionally and morally.

Work motivation should focus people on solving specific tasks production. Consistent adherence to the principle of certainty in motivation involves not only the economic, but also the moral and psychological aspect of the consequences that can be caused by the introduction of certain indicators. These motivation indicators must, in turn, be thoughtful. It is necessary to predictively determine their consequences, their impact on people’s consciousness.

Justice.

This principle is of particular importance when applying material and moral penalties.

Timeliness.

The psychological effect of reward and punishment is directly related to this principle. Often, failure to meet incentive deadlines is one of the reasons for staff turnover from the enterprise.

Visibility.

This principle actively influences the consciousness of people (photo exhibitions, honor boards, etc.). The entire system of both material and moral stimulation needs visual expression. In other words, the more visual the stimulation, the higher the psychological effect of its use.

So, it is necessary to especially note that people are not indifferent to the forms of expression of motivation, its presentation.

All of these psychological and didactic principles form a system, the application of which requires strict consistency and skillful implementation when organizing staff motivation. In general, psychological recommendations for organizing labor motivation and their implementation in practice are a reliable lever for increasing labor efficiency and using internal reserves for economic growth in production.

Chapter 2. Improving the personnel management system of Morning Star OJSC

2.1. General characteristics of the organization

Open joint-stock company "Morning Star", hereinafter referred to as the Company, is registered by Resolution of the Head of the Administration of the Central District of Khabarovsk on 04.08.93 No. 298. The organization is legal entity and operates on the basis of the Charter and legislation of the Russian Federation. The Company is the legal successor in all legal property and civil matters, as well as part of the fulfillment of contractual obligations to labor collective municipal enterprise "Harmony".

Corporate name of the organization: closed joint stock company "Morning Star"

The main goal of the organization: making a profit.

Founders of OJSC "Morning Star":

Far Eastern Commercial Bank "Dalcombank", 680000, Khabarovsk, st. Dzerzhinsky, 34-a
JSC "Trading Company Complex", Korsakov, Sakhalin Region, st. Sovetskaya, 46
Individual Slobodenyuk Olga Dmitrievna, Korsakov, Sakhalin region, st. Lermontova, 37.

The charter stipulates the following types of activities:

construction residential buildings, garages, cellars, buildings, etc.
production and sale of consumer goods and industrial and technical products both in the Russian Federation and abroad
transportation of goods within the Russian Federation and international routes
provision of tourism services, organization and management of hotel management, rental of tourist equipment, etc.
production and rental of video and audio materials
Advertising activity
organization of a beauty salon (!)
any real estate transactions
organization of a hairdressing salon (!)
organization of a massage parlor (!)
provision of health services, including sauna, Gym and other types of health services
holding spectacular, pop, cultural events
organization of gambling business in accordance with the legislation of the Russian Federation
and others.

Of the above types of activities, the Company provides the following list of services:

organization of a beauty salon (all types of cosmetic services, wrinkle stretching, lifting, lymphatic drainage, manicure, pedicure, etc.)
organization of a hairdressing salon (all types of hairstyles, hair coloring, perms, etc.)
organization of a massage salon (acupressure, honey massage, weight loss massage, etc.).

Management bodies of the organization are:

General Meeting of Shareholders;
General Director (sole executive body);

The General Director is elected general meeting shareholders in the manner prescribed by the Charter of the enterprise.

The JSC is headed by a general director, who is directly subordinate to a deputy general director. Subordinate to the deputy. Gene. The director has the following departments:

1 department directly occupied
2nd department carrying out the main activities
3rd department
financial and accounting department headed by Ch. accountant
Administrative maintenance organization, headed by a chief, engaged in supplying the JSC with the necessary material resources necessary to carry out its activities
Department of work with consumers, engaged in promoting services on the market and assessing the quality of the branches.

The organizational structure of the JSC is divided into corresponding structural blocks (departments, services). This approach to the formation of an organizational structure, in management theory, is called departmentalization . And given the fact that employees are grouped in the organization in accordance with the functions they perform, the organizational structure of the OJSC can be called functional departmentalization.

However, it should be noted that the JSC uses a mixed form of various organizational structures. This happens because the goals and objectives of the enterprise management are changing, the number of structural divisions, short-term projects are being implemented, etc. Make a choice of an effective organizational structure, in modern conditions, very difficult. Rate of change environment has increased so much that modern leaders should look not so much for a specific, permanent structure, but rather a temporary one, which reflects a certain stage of development of the organization.

The management of an OJSC must take into account that an effective structure can be chosen only with a broad, integrated approach to changes in the enterprise and its environment.

The process for making adjustments to the organizational structure should include:

systematic analysis of the functioning of the organization and its environment in order to identify problem areas. The analysis may be based on a comparison of competing or related organizations representing other areas of economic activity;
development of a master plan for improving the organizational structure;
consistent implementation of planned changes;
encouraging increased awareness among employees, which will increase their responsibility for the intended changes.

Authorized capital organization is 23 000 000 (twenty-three million rubles) rubles.

It consists of 230 ordinary shares with a par value of 100,000 (one hundred thousand) rubles each.

Shares are distributed among shareholders in the following order:

Dalcombank – 20 shares for a total amount of 2,000,000 (two million) rubles

JSC "Trading Company Kompleks" - 200 shares for a total amount of 20,000,000 (twenty million) rubles

Slobodenyuk O.D. – 10 shares for a total amount of one million rubles.

The authorized capital of an organization can be increased by increasing the par value of all outstanding shares, or shares of a certain category (types) or by placing additional shares.

Reducing the authorized capital is possible by reducing the par value of both all outstanding shares and shares of a certain category (types).

As of 01/01/2001 average number staff - 24 people.

The age range of the staff is from 22 to 47 years.

It should be noted that in 2000 the staff was increased by 20% due to the expansion of the scope of activities.

According to the Charter of the enterprise, the organization has established a mixed form of remuneration: tariff salary +% of the completed plan.

The organization has adopted its own tariff system with 10 categories. The tariff salary is strictly regulated. In service branches there is a surcharge of 0.5% of the total amount of customer service.

Each employee is entitled to 24 days of vacation. If he works on weekends or holidays, he is given the right to add a paid day to his vacation. Vacation pay is calculated in accordance with the legislation of the Russian Federation. In addition to vacation pay, each employee receives financial assistance in the amount of a monthly salary.

Based on their performance results at the end of the financial year, employees receive a bonus (based on the principle of 13 salaries) in the amount of 2% of profit.

At Morning Star OJSC, when hiring, an agreement is concluded between the employee and the administration, which stipulates the rights and obligations of both parties. The administration undertakes to provide the employee with a technically equipped place of work, create safe working conditions, pay for sick leave, provide regular leave within the agreed period, provide study leave, and, if necessary, at the discretion of the organization, send employees to advanced training courses.

Promotion decisions are made general director taking into account the recommendations given by department heads and other employees.

According to accepted practice, informal evenings of relaxation are held in the team once every 2 months.

What methods of staff motivation are used at Morning Star OJSC will be discussed in detail below.

2.2. Methods of staff motivation

In the course of analyzing the constituent documents, analyzing the work of the enterprise, the relationship between the administration and employees, methods of motivating staff were identified.

Table 2.1. Methods of staff motivation

Organizational

Administrative

Economic

Socio-psychological

1. full technical equipment of the workplace

2.involving employees in making decisions about personnel movement (still theoretical)

3.conducting information meetings

job description for each category of employees

1.documented relations between employees and administration in the employment contract

2.organization of personnel training (advanced training courses)

1. additional payment to salary (% of the amount of service)

2. monthly additional payments to staff (% of revenue)

3.annual bonus based on the results of the year

financial assistance for vacation

1.payment of sick leave

2. holding evenings of relaxation

3.providing additional days vacations

According to a survey of administration representatives and employees, these motivation methods allow achieving the following goals:

Employee satisfaction with the state of the workplace
Participation of employees in decision-making on the movement of personnel within the organization
Awareness of employees about the affairs of the organization
A clear delineation of the rights and responsibilities of the administration and employees
Employees have a clear understanding of their job responsibilities
Material interest of employees in improving work results
Creating a positive moral and psychological climate in the team
Increasing the level of professionalism of employees
Employees' sense of social security
Increasing the organization's profit

Staff believe that the methods used should be expanded. During the survey, employees expressed the following wishes:

Feel more involved in the decision-making process
Feel more social security
Application of a flexible work schedule (sliding work schedule, part-time work, provision of leave without pay if necessary)
Providing career opportunities
Increasing material rewards for work results

As a result of the analysis, it should be noted that there is some discrepancy between the wishes of employees and the actual methods of stimulating personnel.

For a more structural and detailed analysis, one division of Morning Star OJSC will be considered - department 1.

Characteristics of the structural unit

So, the main goal of the 1st department is to organize customer service in the following areas:

Hairdressing services,

Cosmetology services,

Massage services.

The 1st Division is one of the three main divisions, but the largest of them all.

The department is headed by a chief who is directly subordinate to a deputy and a chief customer service specialist. In total, there are 10 people in the department - 3 of them are management staff, 7 people are employees. The department holds a daily information meeting for employees to discuss current issues.

All employees of the department, as well as management personnel, have professional education.

Each department employee has a job description that outlines his job responsibilities.

2.3. Analysis of staff motivation of a structural unit

The next stage of the work was to determine social structure departments.

The main composition of the department is employees under 29 years old - 60%, 30-40 years old and 50-60 years old are evenly distributed at 20%, respectively.

70% of employees have higher education, 20% receive it by studying part-time at universities, 10% have a secondary technical education, but plan to enter universities in the summer of 2001.

As a result, the majority of employees working in the department are under 29 years of age (60%), 90% have a higher education or are receiving it. 50% of employees have been working for 4 years, the other 50 were hired last year due to the expansion of the scope of activity.

5 people under the age of 29 with higher education were hired. The administration of the enterprise believes that the study leave of correspondence students interferes with the achievement of the organization's goals, as a result of which, when selecting employees, preference was given to applicants who already had a higher education.

To clarify attitudes towards work, we were interested in the degree of job satisfaction of department employees depending on the social structure. As a result, the following data was obtained in the tables below:

Table 2.2. Attitude to work depending on age

Are you satisfied with the job?	Up to 29 years old		30-40 years		40-50 years		Total
Are you satisfied with the job?	people	%	people	%	people	%	people	%
1. Quite satisfied with the work	1	10	1	10	–	–	2	20
	3	30	1	10	1	10	5	50
3. Work is indifferent	–	–	–	–	–	–	–	–
4.Rather dissatisfied	2	20	–	–	1	10	3	30
5.Completely dissatisfied	–	–	–	–	–	–	–	–
6.Difficult to answer	–	–	–	–	–	–	–	–
TOTAL	6	60	2	20	2	20	10	100

Table 2.3. Attitude to work depending on education

Are you satisfied with the job?	Medium-technical		Not OK. higher		Higher		Total
Are you satisfied with the job?	people	%	people	%	people	%	people	%
1. Quite satisfied with the work	1	10	1	10	–	–	2	20
2. More satisfied than dissatisfied	–	–	1	10	4	40	5	50
3. Work is indifferent	–	–	–	–	–	–	–	–
4.Rather dissatisfied	–	–	–	–	3	30	3	30
5.Completely dissatisfied	–	–	–	–	–	–	–	–
6.Difficult to answer	–	–	–	–	–	–	–	–
TOTAL	1	10	2	20	7	70	10	100

Table 2.4. Attitude to work depending on length of service

As a result, 20% of respondents were satisfied with their work, 50% were rather satisfied than dissatisfied, and 30% were rather dissatisfied.

The majority of young people under 29 (30%) are more satisfied than dissatisfied, 20% are more likely to be dissatisfied. 1 person expressed complete satisfaction with the work. This means that young people are still searching for themselves. At this age, many motivational methods are required for satisfaction.

The respondents were 30-40 years old, the age when a person established himself as an individual and formed his needs and goals. Among them, 10% are satisfied with their work, 10% are rather satisfied.

Respondents aged 40-50 were equally distributed between answers 2 and 4.

Consequently, the greatest dissatisfaction with work is expressed by people under 29 years of age; complete satisfaction is equally distributed between respondents under 29 years old and 30-40 years old. To a greater extent, employees are satisfied with their work, regardless of age, or rather satisfied than dissatisfied.

People with higher education do not express complete satisfaction with their jobs; they are the ones who are most likely to be dissatisfied with their jobs. Respondents with secondary technical education are satisfied with their work.

Respondents who have worked for the company for 4 years are more likely to be satisfied than dissatisfied with their work. There is no answer 4 in this group. From the group of respondents who have been working for 1 year, the total number of those most likely to be dissatisfied is formed.

In general, the following situation arises:

70% are satisfied with their work, or rather satisfied, mostly respondents who have worked for over 4 years, have higher or incomplete higher education and are under 29 years of age.

30% are rather dissatisfied; these are respondents who have worked for 1 year, have a higher education and are under 29 years of age.

This means that the main factor influencing job satisfaction is the length of work in a given organization (despite the fact that age and education in both groups are equivalent). When making these conclusions, it should be noted that, as a percentage, the majority of department employees are under 29 years of age and have higher education (or incomplete higher education).

When assessing labor motivation, data on the reasons that motivate enterprise personnel to work are of particular interest. All department employees were asked to answer the question “What motivates you to work today.” The response data were placed in tables and ranked depending on socio-demographic factors.

Table 2.5. Reasons for working depending on age

Reasons for working	Up to 29 years old		30-40 years		40-50 years		Total
Reasons for working	people	%	people	%	people	%	people	%
1. Doing what I love	1	10	1	10			2	20
2.Working until retirement
					2	20	2	20
			1	10			1	10

6. I’m working until I’m laid off
	5	50					5	50
TOTAL	6	60	2	20	2	20	10	100

Table 2.6. Reasons for working based on education

Reasons for working	Middle tech.		Neoc.higher		Higher		Total
Reasons for working	people	%	people	%	people	%	people	%
1. Doing what I love	1	10	1	10			2	20
2.Working until retirement
3. The situation is similar at other enterprises					2	20	2	20
4.By working, we can change the situation					1	10	1	10
5. I take advantage of social benefits
6. I’m working until I’m laid off
I'm working, but I'm looking for a better option			1	10	4	40	5	50
TOTAL	1	10	2	20	7	70	10	100

Table 2.7. Reasons for working based on experience

Reasons for working	1 year		4 years		Total
Reasons for working	people	%	people	%	people	%
1. Doing what I love			2	20	2	20
2.Working until retirement
3. The situation is similar at other enterprises	1	10	1	10	2	20
4.By working, we can change the situation			1	10	1	10
5. I take advantage of social benefits
6. I’m working until I’m laid off
I'm working, but I'm looking for a better option	4	40	1	10	5	50
TOTAL	5	50	5	50	10	100

As a result, 20% of respondents rate their work as their favorite, half of them are under the age of 29, the other half are aged 30-40, all of them have a higher education or are in the process of receiving it, and have also been working in the company for over 4 years.

Employees working in the organization, but are in search best option 50% of the total number of respondents. Of these, 50% are people under the age of 29, mostly with higher education and working at the enterprise for a year. Among those who have worked at Morning Star OJSC for more than 4 years, only 10% of respondents work for this reason.

Respondents who believe that by working they can change the situation are 10% of the total number of department employees. These are employees from 30-40 years old, with higher education, who have been working at the company for over 4 years.

Passive employees of the department (believing that the situation is identical in other organizations) make up 20% of the total number of respondents. For the most part, these are people with higher education. They were evenly distributed according to the number of years worked.

Consequently, most department employees are looking for a more profitable employment option. Considering that most of the company's employees are under the age of 29 and have a higher education or are receiving it, the main factor influencing the reasons for working in this organization is work experience.

Based on observation, work analysis and questionnaires, a scheme of forms of personnel incentives was constructed. (Appendix A)

Analysis of the actual forms of incentives for department employees allowed us to determine the following.

As a set of measures aimed at increasing the labor activity of workers, increasing labor efficiency and its quality, both moral and material forms of incentives are used.

The most significant for employees are material forms of incentives, such as salary, profit sharing and additional payments. According to the staff, these are the incentives to improve the quality of work. Monetary income is the main incentive among others, since it is most often mentioned as a first-level factor, as a reason for increasing job performance. Improvement and increase in income in most cases has a stimulating effect, deterioration leads to serious dissatisfaction.

The organization also uses additional forms of incentives, which can be classified as second-level factors. This includes tuition assistance, evenings off, provision of paid sick days, vacations, days off, etc.

Most employees are interested in the presence of level 2 incentives, since they are looking mainly for a stable position in the organization (opportunities to learn, the opportunity to get sick without the risk of losing their job, etc.), as well as establishing a positive climate in the team (rest evenings).

Each employee interviewed noted that he needed more incentives and, as a result, a study was conducted to determine the type, strength and direction of motivation of department employees.

The questionnaire for surveying respondents is given in Appendix B.

The survey data were entered into a table for calculating the average score of respondents by motivation group.

Table 2.8. Requirements analysis

Respondent No.	1 subgroup				2 subgroup			Average score	3 subgroup			4 subgroup			Average score	Answer to question No. 49
–	50	55	60	61	52	54	56	–	48	53	58	51	57	59	–	–
1	3	2	2	2	1	1	1	1,7	3	2	3	2	2	2	2,3	2
2	1	2	2	1	1	2	2	1,6	3	1	3	1	2	2	2,0	2
3	2	1	1	1	2	2	1	1,4	3	1	3	1	2	1	1,8	3
4	2	2	2	2	1	1	1	1,6	3	2	3	2	3	2	2,5	2
5	1	2	2	3	2	1	1	1,9	3	3	3	3	2	1	2,5	2
6	1	3	3	3	2	2	2	2,3	3	1	2	1	3	3	2,2	1
7	3	1	2	2	3	1	1	1,8	2	2	3	1	2	2	2,0	3
8	3	2	1	2	2	2	2	2,0	3	1	2	2	2	1	1,8	1
9	2	2	2	1	1	2	1	1,6	3	3	2	3	1	3	2,5	2
10	3	3	2	3	1	1	1	2,0	3	2	2	3	2	2	2,3	2

Resulting table on the strength of motivation, direction of motivation and type of motivation

Table 2.9. The strength of motivation, the direction of motivation and its type

Respondent No.	Ch. No. motivation groups	Wed. group score	Type of motivation	Wed. motivation score	The power of motivation	Focus of motivation
1	2	2,3	3	1,8	average	Motive preservation
2	2	2,0	3	1,7	average	Motive preservation
3	2	1,8	3	1,4	average	Motive preservation
4	2	2,5	3	1,8	average	Motive preservation
5	2	2,5	3	2,1	average	Motive preservation
6	1	2,3	1	2,1	average	Motive preservation
7	2	2,0	3	1,7	average	Motive preservation
8	1	2,0	1	1,8	average	Motive preservation
9	2	2,5	3	1,8	average	Motive preservation
10	2	2,3	3	2,0	average	Motive preservation

As a result, the prevailing 3rd type of motivation in the vast majority of 90% is the focus on satisfying material needs (salary, income, etc.), career growth, the opportunity to communicate with people and the opportunity to earn respect. The same 90% have an average strength of motivation, aimed at preserving existing incentives. Employees did not show strong motivation and focus on achieving their goals. Therefore, management should increase the level of employee engagement.

10% of respondents noted a lack of motivation as such.

Given this situation, the administration should pay attention to the fact that people driven by incentives work much more effectively.

Based on the questionnaire (Appendix B), respondents were asked to rate the degree of importance of the requirements and the possibility of meeting them on a 10-point scale. As a result, we received the following data:

Table 2.10. The degree of importance of requirements and the possibility of satisfying them on a 10-point scale

№	Application data requirements	Requirements importance rank	Rank of Satisfaction Opportunity	deviation
1	Good earnings	10	5	5
2	Interesting work, enjoyable	7	4	3
3	Opportunity to advance in your career	7	2	5
4	Opportunity to benefit people	4	2	2
5	Opportunity to get housing, place a child in kindergarten, get a voucher	8	1	7
6	The opportunity to fulfill a duty to society, to do what is necessary	3	2	1
7	Opportunity to improve skills and expand knowledge	6	4	2
8	The ability to produce products that are in demand	3	1	2
9	Opportunity to earn respect	8	7	1
10	Provide wealth, buy whatever you want	10	4	6
11	Opportunity to communicate with people	7	5	2
12	Opportunity to apply your knowledge and abilities	5	4	1
13	Be independent in your work, decide for yourself what to do	6	1	5

In the course of the above data, it becomes obvious that the greatest difference between the importance of employee requirements and the possibility of satisfying them has developed in the requirements for material well-being, the possibility of involvement in the decision-making process, and the possibility of career growth.

Based on this, Morning Star OJSC proposes complex system motivating staff to meet identified needs.

The use of these methods will increase the level of satisfaction and interest of staff in improving work results, as well as change the motives for achievement and increase the power of motivation of employees.

Table 2.11. Employee motivation

№	Components of Motivation	Tools, methods	Motivation goals
1	Personnel policy	Moving employees across departments, mastering related professions	Intra-industrial mobility and flexibility in the use of professional qualifications
2	Involvement in decision making	Delegation of responsibility, voluntary participation in decision making	Involvement in the affairs of the organization, taking responsibility of employees
3	Workplace organization	Psychological elements, working conditions ( color design office interior)	Pleasure at work
4	Flexible adjustment of working hours	Sliding work schedule, increased vacation time for employees	Responsible use of working time
5	Personel assessment	Assessing employee behavior and performance using non-material incentive methods	Positive influence on individual behavior
6	System of participation in profit distribution	Collegial decision % of bonus based on performance	Focus on comparing costs and benefits
7	Forms of social benefits	Life insurance, accident insurance	Employees' sense of social security

Conclusion

In this work, the theoretical aspects of labor motivation of personnel in an organization were considered, goals and objectives, the place and role of labor motivation in the personnel management system were formed.

The relevance of the chosen topic is beyond doubt, because during the study theoretical aspects topics and practical research, the undeniable fact is that labor motivation occupies one of the leading places in the personnel management system as a whole.

When planning and organizing work, the manager determines what exactly the organization should do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager has the opportunity to coordinate the efforts of many people and jointly realize the potential capabilities of a group of workers. However, in practice, managers often mistakenly believe that if a certain organizational structure or a certain type of activity “works” well on paper, then it will also “work well” in life. But this is far from true. A leader, in order to effectively move towards a goal, must coordinate the work and force people to carry it out.

Personnel management at modern stage acquires special significance: it allows us to generalize and implement a whole range of issues of individual adaptation to external conditions, taking into account the personal factor in building an organization’s personnel management system.

In the course of theoretical research, it was found that the labor motivation system should take into account the elements of all those discussed in Chapter. 1 theories of motivation, since today there is no single correct theory of motivation. Therefore, just like in management theory in general, it is necessary to take into account situational factors and, in accordance with them, motivate employees to improve their performance

Based on the research conducted, the following conclusions were drawn:

1. The main incentive to improve work performance is wages and other forms of material incentives (bonuses, financial assistance, etc.)

2. In addition to the material interest, the organization’s employees express wishes:

Opportunity for career growth

Availability of additional social guarantees

Praise and recognition of professional success

Opportunity to participate in the decision-making process

Accepting a share of responsibility

Opportunity to gain respect in a team

Opportunity to realize yourself

Opportunity to communicate with people, etc.

Satisfying motivational needs is more effective and cheaper for the organization than not satisfying them. To determine how and in what proportions motivation methods and tools should be applied, the administration must know what the needs of its employees are. The manager must carefully observe his subordinates to decide what needs are changing, and the same motive cannot be expected to work effectively all the time.

Rapidly developing production does not leave the modern manager time to gain experience through trial and error. Moreover, today, when technology has acquired for business great value, the manager must master the theory of management, which gives him the opportunity to effectively manage the organization. One of the important parts of management is motivation. Conditions and mechanisms for satisfying motivational needs - physical, economic, social, etc. are numerous and some of them are listed in this work. With their help, you can achieve skillful leadership and sustainable growth of the organization.

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Thesis on the topic “Psychological aspects of work motivation” updated: December 2, 2018 by: Scientific Articles.Ru

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