Совершенствование системы мотивации персонала в Современной гуманитарной академии
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good communications
financial incentivesare arranged in order of importance and it is interesting to note that cash is way down the ladder of motivators [35].'s look at a couple of examples taken from real life situations.is far more powerful than coercion. Managers have a much better chance of success if they use persuasion rather than coercion. The former builds morale, initiative and motivation, whilst the latter quite effectively kills such qualities. The three basic components in persuasion are: suggest; play on the person's sentiments; and appeal to logi.convinced, the person is so motivated as to deliver the 'goods'. The manager will have achieved the goal quietly, gently and with the minimum of effort. It is, in effect, an effortless achievement.
workers were asked to rate the job factors, from a list of 23, which they considered important starting from the most important factor.findings are contained in the table below.
1. The results of the survey
White-collar workersBlue-collar workersInteresting workGood payOpportunities for developmentEnough help and resourcesEnough informationJob securityEnough authorityEnough informationEnough help and resourcesInteresting workFriendly, helpful coworkersFriendly, helpful co-workersSee results of own effortsClearly defined responsibilitiesCompetent supervisionSee results of own workClearly defined responsibilitiesEnough AuthorityGood payCompetent supervisionis significant that good pay was considered as the most important factor by the blue-collar workers, but it ranked as the least important for white-collar workers.is well known that individual behavior is intensely personal and unique, yet companies seek to use the same policies to motivate everyone.function and in particular leadership were considered the most critical components. If the leaders in an organization can create and sustain an environment in which all employees are motivated, the overall performance is bound to be good. The three essentials for creating such an environment are: fairness; job security; and involvement.all the resources available, the human resource is clearly the most significant, but also the most difficult to manage. Excellence can only be achieved through excellent performance of every person, rather than by the high-pitched performance of a few individuals [35]. And motivation is, undoubtedly, the crux.is no simple answer to the question of how to motivate people. Money alone is not enough, though it does help. We have discussed some of the pertinent theories bearing on human motivation and this is balanced by some of the practical factors which can lead to excellence. Human resource remains the focal point and leadership the critical component, and motivation has to be 'tailored' to each individual. The next section deals with an important mode of motivation, namely financial aspects of rewarding employees.is no doubt that motivation is the crux for good performance, but there is no clear cut answer to the question of how to motivate. Money is a factor in motivating people and this section concentrates on this.reward systems are discussed in general and later in specifics in terms of payment by results. Various schemes for financial motivation are also described.is important. This is, perhaps, saying the obvious. There is no doubt that we live in a money-motivated world. Any amount of human relations cannot compensate for a lack of monetary reward. If the reward is right, good human relations will give that extra zest to a team, motivating them to give of their best efforts. Insufficient monetary reward cannot be compensated by good human relations.is no different in the industrial world. Strikes for better salary and rewards do still occur. Self-motivation can go only so far and it needs to be constantly reinforced by rewards. In particular, merit must be measured and rewarded regularly, if it is to be encouraged and sustained.can act as the 'catalyst' for improved performance and better productivity. But reward, as such, is not enough and in any case it is not a substitute for good management. Rather, it is a part of management. Certain basic criteria are essential for rewards to be effective.
These include:
Reward should be quick.
Reward should be significant.
The goals and rewards must be; known, understandable, and attainable.
Reward must be distinctly and directly related to performance.
Reward should be irrevocable.
Reward should be compatible with job measurement.the reward plan is seen to be unfair and unrealistic, for example promotion on the basis of seniority or favoritism, it may have a definitely negative effect as a motivator. For rewards to be effective they have to be generous and significant as noted above, hence they must be structured to attain a proper balance of motivating people to purpose and at optimum effort. Hence to be effective, the rewards must be 'tailored' and changed to suit the specific conditions [40].financial rewards are basically of three types: profit sharing; job evaluation; and merit rating.sharing could be on a macro basis or on a micro basis. The former relates to the entire company as a whole and the latter to a particular section or group dealing with a particular activity or product. On a macro level, it would be difficult to identify and reward outstanding performance. This is possible on a micro level by treating the particular activity as a cost and profit center by itself.case of job evaluation, the various component factors have to be isolated and evaluated for purposes of inter-job comparison. The total rating for each job then forms the basis of wage structure. However, there must be a base level, representing, in effect, the 'minimum wage', depending on the nature of work and the geographical area. In some cases and in some countries these are stipulated by law. A typical, though somewhat broad, list of job factors is as follows: working environment: physical characteristics; mental characteristics; extent of responsibility; training and experience.case of managers, the factors are: responsibility; expertise; human relations.employee is rated, typically as excellent, good, average or poor, in respect of the following abilities: communication; human relations; including leadership and motivation; intelligence; judgment; knowledge [36].rating, unfortunately, tends to be carried out purely mechanically and it carries a heavy bias of the rater who may be too lenient, may not be objective and may also have favorites or otherwise in the group being rated.used, money can be a motivating factor, but little money may have no effect to achieve motivation of executives, therefore: reward should be meaningful; and reward should vary with performance.concept is simple, but its implementation is not easy. To be effective, the reward should be 'tailored' to each individual, but only as part of the total compensation concept. It is essential to develop an overall program within which each compensation package must be individualized.is also need for constant search of new ideas in this respect. The essentials of an effective company-wide executive compensation scheme are: sound salary-base structure, several fundamental compensation devices and considerable flexibility in its application.five basic elements of executive compensation are: salary, short-term incentives, long-term incentives, employee benefits and perquisites.
Any plan for executives should take into account the following factors:
Executives perceive others as working less and paid more.
Appearance of a reward as important a factor as the reward itself.
Flexibility, but not at the expense of discretion.
Performance rating should support the pay action.
Correcting one inequity may lead to yet another.
A decision once announced is difficult to modify.
An arithmetic increase in the number of people involved results in a geometric increase in the time required to reach agreement [36].for high performance can cost a lot of money. Not everyone can be motivated by money alone, however much. Incentive pay plans should be designed not only to reward good performance but also to minimize the negative side-effects, such as conflict and grievance. At times it is difficult to develop a valid, equitable and acceptable means of performance. Many pay plans fail because of either not being suited to the particular situation or because of poor implementation. It is essential to consider the following aspects before designing a pay plan to motivate performance:
preference of individual employees;
size of pay rewards for high performance;
method of motivating individual job performance;
subjectivehave pointed out earlier that for effective and sustained motivation, the reward must be prompt and immediate.of payment by results include: time saved; piecework; daily work measurement; productivity index; added value.each case, the savings or increased production are quantified in monetary terms and sought to be shared amongst the concerned people. Earlier schemes were based on individual effort which could be appropriately rewarded. However, modern technology and production methods are quite often based on a team approach, hence new schemes for payment by results have to be tried and implemented, if found effective. In this case individuals do not get rewarded as a result of their own effort and it is the group performance which counts. This requires a change of attitude of the workers, as also of the management.management needs to be prepared to discuss openly with the workers improvement in the relevant indices. In the long run, such an open attitude will benefit bot