Совершенствование системы мотивации персонала в Современной гуманитарной академии
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ого сотрудника понимания сущности и значения мотивации в процессе труда;
Формирование у каждого руководителя демократического подхода к управлению персоналом с использованием современных методов;
Выработка у сотрудника желания добиваться поставленных перед ним целей и задач.
Также в процессе разработки и внедрения мотивационной системы решаются следующие задачи: согласовываются цели конкретного сотрудника и компании в целом; решается проблема текучести кадров и привлечения высококвалифицированных специалистов; сокращаются временные и финансовые затраты на поиск, подбор и адаптацию персонала; в коллективе формируется уверенность в их востребованности и желание работать в данной компании эффективно и с полной отдачей.
В конечном итоге грамотно выстроенная система мотивации позволяет усилить эффективность работы всего коллектива в целом и значительно снижает затраты на исправление проблем, возникающих от недостаточного усердия сотрудников, так как подобных проблем возникает все меньше.
Все вышеизложенное подтверждает необходимость изучения теоретических аспектов. Научные работы в этой области оказывают неоценимую помощь как руководителям без опыта, так и управленцам с большим стажем, решившимся на совершенствование организационной системы. Только ознакомившись с базовыми понятиями можно приступать к анализу конкретной рабочей среды и мотивационной системы, как одной из её составляющих.
1.4 Application of employee motivation theory to the workplace
in any organization need something to keep them working. Most times the salary of the employee is enough to keep him or her working for an organization. However, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employees quality of work or all work in general will deterioratereward, tangible or intangible, is presented after the occurrence of an action with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit.are many different approaches of motivation training, but many of these are considered pseudoscientific by critics. To understand how to control motivation it is first necessary to understand why many people lack motivation.the process of management is as old as history, scientific management as we know it today is basically a twentieth century phenomenon. This is still true in the field of management.setting theory. Ask any person who is successful in whatever he or she is doing what motivates him/her, and very likely the answer will be "goals". Goal Setting is extremely important to motivation and success.setting theory is based on the notion that individuals sometimes have a drive to reach a clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is affected by three features: proximity, difficulty and specificity. An ideal goal should present a situation where the time between the initiation of behavior and the end state is close.goal should be moderate, not too hard or too easy to complete. At the same time people want to feel that there is a substantial probability that they will succeed.concerns the description of the goal in their class. The goal should be objectively defined and intelligible for the individual.cognitive models of behavior change include the constructs of motivation and volition. Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is seen as a process that leads from intention to actual behavior. In other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts [36].motivation and the 16 basic desires theoryfrom studies involving more than 6,000 people, Professor Steven Reiss has proposed a theory that find 16 basic desires that guide nearly all human behavior. The desires are:
Acceptance, the need for approval
Curiosity, the need to learn Eating, the need for food
Family, the need to raise children
Honor, the need to be loyal to the traditional values of one's clan/ethnic group
Idealism, the need for social justice
Independence, the need for individuality
Order, the need for organized, stable, predictable environments
Physical activity, the need for exercise
Power, the need for influence of will
Romance, the need for sex
Saving, the need to collect
Social contact, the need for friends (peer relationships)
Status, the need for social standing/importance
Tranquility, the need to be safe
Vengeance, the need to strike back/to winbasic desires represent intrinsic desires that directly motivate a person's behavior, and not aimed at indirectly satisfying other desires.is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production. An effective leader must understand how to manage all characters, and more importantly the manager must utilize avenues that allow room for employees to work, grow, and find answers independently [35].apart from the benefit and moral value of an altruistic approach to treating colleagues as human beings and respecting human dignity in all its forms, research and observations show that well motivated employees are more productive and creative.some of the theories and thoughts presented, however, one can see some 'glimpses' of the person and how, perhaps, he or she could be motivated. This is rewarding in itself. But, as noted earlier, practice has been ahead of theory in this field, so let us now move to the practical side of management of human behavior and motivation in the workplace.job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced. To understand motivation one must understand human nature itself.nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership. Peoples will do what they want to do or otherwise motivated to do.is the key to performance improvement. There are many options and an uninitiated manager may not even know where to start.a guideline, there are broadly seven strategies for motivation:
Positive reinforcement / high expectations
Effective discipline and punishment
Treating people fairly
Satisfying employees needs
Setting work related goals
Restructuring jobs
Base rewards on job performance
These are the basic strategies, though the mix in the final 'recipe' will vary from workplace situation to situation [40].it is inducing others in a specific way towards goals. Naturally, these goals as also the motivation system must conform to the corporate policy of the organization. The motivational system must be tailored to the situation and to the organization.order to arrive at a correct decision, the manager must have all the information necessary relevant.literature is replete with actual case histories of what does and what does not motivate people. Presented here is a tentative initial broad selection of the various practices that have been tried in order to draw lessons for the future.manager's main task is to develop a productive work place, with and through those he or she is in charge of. The manager should motivate his or her team, both individually and collectively so that a productive work place is maintained and developed and at the same time employees derive satisfaction from their jobs. This may appear somewhat contradictory, but it seems to work. The main tools in the manager's kitbag for motivating the team are:
approval, praise and recognition
trust, respect and high expectations
loyalty, given that it may be received
removing organizational barriers that stand in the way of individual and group performance
job e