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Effective monopoly as a driving motive for innovation. Theory

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INTRODUCTION

3.2 Ways to motivate innovation at the state and regional levels

CONCLUSION

LIST LITE RATES

INTRODUCTION

One of the priority goals of most countries of the world is to ensure long-term economic growth. Economic growth is accompanied by an increase in production efficiency, a reduction in unemployment, price stability and the expansion of foreign economic relations and other positive economic and social processes. These economic growth goals can be achieved when used in all areas economic activity achievements of scientific and technical innovations, called innovations. Despite the fact that Russia still retains its innovative potential, the focus of this potential on the implementation of scientific achievements in production and other areas of activity is extremely small. In the Russian industry in the 1990s, innovation activity sharply decreased. The share of enterprises and organizations engaged in the development and use of innovations has decreased. Thus, the intensification of innovation activity in Russia is the most important prerequisite for using the scientific and technical potential, increasing the competitiveness of industrial products, economic crisis, improving the standard of living of the population. The development of innovation processes on the territory of Russia is influenced by various groups of factors: economic, technological, political, legal, socio-psychological, organizational and managerial.

The relevance of the topic of the course work, first of all, to show how motivation affects the development of innovations in the enterprise, which are the main prerequisites for creating competitive advantage On the market. At the same time, the faster the innovation process is carried out, the greater the likelihood of successful activity.

The purpose of this course work is to reveal the concept of "motivation of innovation", identify the problems of its use and ways to solve these problems. To achieve this goal, the following tasks must be completed:

1. to determine the theoretical aspects of the motivation of innovative activity;

2. to consider motivation as a way to develop innovative activity on the example of SGB Bank;

3. consider the motivation for innovation in Russia;

4. identify the problems of development of motivation for innovation activity in Russia;

5. to develop measures for solving the problems of development of motivation for innovation activity in Russia.

The introduction argues the relevance of the chosen topic of the course work, sets out the purpose and objectives that were solved in the course of writing it. The first chapter discusses the types and forms of motivation for innovation. In the second chapter, the motivation for innovation activity was considered as a process and analyzed on the example of the SGB Bank. The third chapter outlines the main problems of motivating innovation in Russia and proposes measures to solve them. In conclusion, the main results of this course work are presented.

Chapter I Theoretical aspects motivation for innovation

1.1 Forms of motivation for innovation

In the literature on the problems of innovation management, the subjects involved in the innovation process are grouped into the category of innovators (or innovators). This category includes almost all persons related to innovation activity Zavlin P.N. Fundamentals of innovation management: Theory and practice: Textbook for universities / Baryutin L.S., Valdaytsev A.V. and etc.; Under the editorship of Zavlin P.N. and others - M .: Economics, 2009. S. 475 .:

1. research scientists providing theoretical development and substantiation of the problem;

2. practitioners (for example, engineering and technical personnel), bringing it to a practical, material embodiment;

3. workers of the main and auxiliary industries participating in the development and release of a new product and putting forward proposals for improving it itself or technology, i.e. offering secondary improving innovations;

4. all managers, starting with the heads of individual project groups and ending with top management representatives, who are responsible for the results of the implementation of the innovation strategy.

l the presence of high qualifications and non-standard creative thinking;

l striving for self-learning in the process of one's own activity and using the experience of others;

l active and productive participation in the innovation process;

l willingness to take justified risks;

the ability to find and implement non-standard solutions various tasks(technical, managerial, organizational, etc.);

the presence of a high internal culture and communication skills.

Specific forms and means of motivating these groups of workers differ depending on the nature and characteristics of their work, as well as on the content and results of the stage of the innovation process in which they participate.

The main task of management in the field of motivation of innovative activity in the world practice is the creation and development of new effective methods and incentives. Therefore, the focus is on those that can really intensify the participation of workers in innovation, orienting them to the final results of the innovation process.

The applied forms and methods of stimulating the innovative activity of employees can be divided into the following groups Trukhanovich LV Personnel of the enterprise. 300 samples job descriptions. - M.: "Business and Service", 2009.S.139. :

measures of material reward;

measures of moral encouragement;

organizational measures.

As the practice of leading manufacturers in industrialized countries shows, the most important lever in ensuring the effectiveness of the innovation process is payments to innovators for submitting and implementing new ideas, bonuses and additional bonuses to managers for the successful implementation of innovations, special titles and titles with differentiation wages.

Despite the fact that one of the main trends in modern innovation management is to involve the maximum possible number of employees in the innovation process, the key figure in this process is undoubtedly the manager.

Forms and methods of financial remuneration of managers depend on the nature and results of the tasks they solve.

Material remuneration of managers working in specialized innovation divisions to create new products is paid in accordance with the overall final results of the entire division in the form of bonuses and various additional payments. Bonus amounts vary depending on the status of the manager.

The so-called deferred bonuses have been widely used in practice, when for the creation new products high bonuses are set for managers who participated in the innovation process, but their actual payment is delayed for certain period e.g. for one or two years.

After the expiration of the pre- fixed size The premium is adjusted by a coefficient from 0 to 1.4 depending on the results of the commercialization of innovations over a specified period of time, on the “behavior” of the new product on the market and its assessment by the consumer.

When calculating the amount of additional payments for new products, it is important to take into account the opinions and recommendations of their direct consumers, which is a kind of justification for including such payments in bonus amounts.

This approach is quite effective not only in determining the amount of remuneration for the entire population of innovators, but, in particular, for representatives of senior management.

A fairly common option to motivate the innovative activity of managers is the creation of special bonus funds. They are formed depending on the amount of profit received by an independent unit as a result of the implementation of innovation and the costs of its creation. If the organization is an integral part of a larger association, society, corporation, then the bonus fund can also be formed depending on the part of the profit attributable to its share in the total profit. As a result of this form, managers receive larger total lump sum payments (for example, over five years) compared to the current total bonus funds paid as a result of the traditional stable production process.

An important factor in motivating the active participation of managers in innovative activities is the change in the status of the unit in the organizational structure of the company and, accordingly, the strengthening of its role in the innovative development of the latter. As a result, the size of tariff rates, official salaries, and bonuses are being adjusted.

In practice, the largest and innovatively successful manufacturers use the principle of a direct relationship between the career growth of employees and wages, on the one hand, and the results of the creation and commercialization of new products, on the other.

With a change in the status of a unit or when a manager is transferred to a specialized venture unit, the level of risk and uncertainty in his work increases significantly. Therefore, in foreign practice, there are often examples when, in innovative structures new for a particular manager, work is guaranteed that corresponds to the status and level of remuneration of his previous position, in the event of a major failure of the unit as a whole, after which it can be transformed or liquidated, or the failure of a separate project. to which the manager was involved. In addition, additional compensation payments may be made to increase the interest of managers in projects with a high degree of risk.

IN modern conditions An important problem of increasing the activity of personnel is the search for effective means of stimulating employees directly involved in the innovation process. As options for its solution, long-term and one-time forms are used. financial incentives for the overall final results of the implementation of innovative projects and for the promotion of individual rationalization proposals for improving the technical, economic and other qualitative characteristics of a new product, invention, etc.

The fundamental point that determines the effectiveness of various incentive systems is the presence in the organization of a clear, well-established procedure for the nomination and evaluation of proposals and the subsequent remuneration of their authors. According to the Japanese economist Hiroshima Yasuhisa, here it is especially important to perform the following actions. Kulikov G.V. Japanese management and the theory of international competitiveness. - M.: Economics, 2010.S.188. :

1. Establish a procedure for making proposals throughout the organization - simply calling employees to work is not enough, it is necessary to give them a detailed explanation of the content of the procedure for making proposals and how they are submitted;

2. increase the number of proposals put forward - measures should be taken so that any employee can put forward proposals;

3. announce the results of the acceptance of proposals, speed up the terms for consideration of proposals and report the results of the assessment - a long period of consideration reduces the interest of employees;

4. determine the procedure for remuneration - along with material incentives, moral incentives are also needed - letters and certificates, patents and announcements in intra-company bulletins, public awards, competitions;

5. stimulate the nomination of group proposals; constantly argue in favor of putting forward proposals (for example, in the form of lectures, conversations).

In practice, to stimulate the work of direct participants in the innovation process, premium rates can be applied (payment of a certain percentage of the total amount of profit received from the introduction of an invention or other proposal); special bonus funds(funds derived from profits from a new type of product in which the innovators participated). A significant role in ensuring the effectiveness of innovation management is played by an innovative approach to evaluating the work of employees of marketing services, on which the commercial success of an innovation in the market directly depends.

The means of increasing the interest of this category of workers are special motivation programs, which reflect the procedures and implementation schemes compensation payments for the innovation. If a new product is not sold for various reasons, then these employees do not receive any payments. On the other hand, in the case successful implementation employees of the marketing departments are remunerated at very high rates. In accordance with the provisions of the incentive programs, they may receive their due part of the remuneration in the form of bonus payments, blocks of shares, etc.

A feature of motivational programs is the periodic (at least once every three months) adjustment of the rates of compensation payments for new products envisaged for sale in a given period.

In close relationship with the methods of material incentives are a variety of means of psychological influence and moral encouragement of personnel Egorshin AP Personnel management. - 2nd ed. - N. Novgorod: NIMB, 2008.S. 624.. They are important for evaluating both the individual work of an employee and a group of innovators working, for example, on the implementation of a specific innovative project. Among them are:

l methods for rationalizing the composition of research groups (recruitment);

means of activating joint intellectual and research work, group creative generating ideas.

Effective means of moral and psychological influence are also comparative evaluations of the results of the work of individual innovators or research groups, carried out, as a rule, in open form; the use of various symbols (medals, honorary distinctions, etc.), as well as various forms of information exchange, work experience (symposiums, seminars, conferences, round tables, etc.).

Many companies have well-established schemes and mechanisms for moral encouragement of leading innovators - the most active participants in the innovation process, and recognition of the results of their activities. Thus, a survey of 150 scientific, technical and innovative projects in a number of corporations revealed the following popular forms:

1. presentation of opportunities for publication of the results of the work carried out by the “best scientist of the month (quarter)”;

2. the right to represent the company at scientific seminars, conferences, etc.;

3. attraction for internships and advanced training.

The organizational basis for motivating the innovative activity of personnel is measures to improve the organization of their work, the regime and working conditions. If necessary, innovators may be granted additional rights in their area of competence, and additional financial resources may be allocated to solve emerging problems. To improve the efficiency of the work of participants in the innovation process, the forms of their interaction are improved in accordance with the specifics of the functions performed, methods of managing formal and informal communications are applied.

Thus, we can conclude that the main goal of forms and means of an organizational nature is to eliminate, to the extent possible, formal restrictions on the activities of innovators in conditions of a more efficient productive organization of labor and working time.

1.2 Types of motivation for innovation and their significance

motivation innovation management

Motivation for innovative activity Valdaytsev S.V. Business and innovation assessment - M.: "Filin", 2010 - 138 p. - the category is multifaceted, its positive effect is manifested to the maximum extent only when it is considered in combination with other equally important factors - labor stimulation, pricing, planning, management, self-sufficiency of business entities in making decisions on any issues.

In the system of socio-psychological functions of innovation management, motivation performs an important task of stimulating employees to perform delegated tasks efficiently within the limits of their authority. Delegation establishes administrative relations between the participants of the innovation process. Motivation complements them with psychological aspects, creating incentives or obstacles for the productive work of a team or an individual employee.

It is known that the positive or negative attitude of the employee to work affects the nature of the results of his work. In innovation, the personalized nature of the work of developers naturally enhances the importance of psychological factors in management. When organizing innovation activities, in addition to administrative decisions, a manager must create conditions that encourage all participants to productive cooperation and achieve the highest results. The lack of incentives for joint activities or insufficient attention to labor motivation can destroy the most modern and promising organizational structures.

Motivation as a function of management means the process of stimulating all participants in innovation activity, aimed at achieving the established goals of innovation development. Individual or collective motives of participants in innovative activity in modern conditions are quite complex and are not limited only to material interests. Simple pragmatic solutions in the field of innovation motivation today cannot give the expected results. The manager needs to be aware of the latest theoretical developments reflecting the nature of motivation in general and creative activity in particular. Specific Solution tasks of motivation in innovation management depends on the accepted concept of its construction in the enterprise, behavioral patterns of participants in innovations in labor process, forms of labor stimulation and a number of other factors.

A schematic diagram of the classification of types of motivation for innovation is shown in table 1.1. In theory and practice, it is customary to distinguish between two fundamental concepts of motivation: content and process.

Types of motivation for innovation activity Korobeinikov O.P. Integration of strategic and innovation management // Management in Russia and abroad. 2010. No. 4. P.25.

Meaningful concepts of motivation Fatkhutdinov R.A. Innovation management. - St. Petersburg: Peter, 2010.S. 162., the foundations of which are developed in the works of Abraham Maslow, David McClelland, Frederick Herzberg, proceed from the classification of needs that encourage people to motivational behavior, primarily related to the volume and content of work. In accordance with the theory of Abraham Maslow, human needs can be represented as a strict hierarchical structure, in which primary needs (physiological and needs for safety and security) require priority satisfaction, and secondary needs (social, respect and self-expression) acquire a motivational character only as they are satisfied. needs more low level. Meaningful concepts of motivation come from the fact that needs and related factors determine the behavior of people and their attitude to work. The complexity of implementing the meaningful concept of motivation in innovation management is primarily associated with the specific nature of work in the innovation sphere. The interdependence of the work of various performers and teams, the importance of information communications of specialists, the personalized nature of the work of workers and their high intellectual level require taking into account, in addition to direct needs, a large number of subjective factors.

The procedural concepts of motivation, reflected in the works of Victor Vroom, Lyman Porter, Edward Lawler, Richard A. Henderson and others, are based on the fact that a person's behavior is determined not only by needs, but also by the perception of the situation and expectations associated with the possible consequences of the chosen type of behavior. . Modern procedural concepts are more in line with the specifics of the innovation sphere and use motivational mechanisms that stimulate the achievement of goals and the receipt of a satisfying reward. In accordance with the procedural concept of motivation, people evaluate the same remuneration for equal work differently and purely individually, depending on individual needs and the expected value of the reward. In domestic practice, the most widely used methods of motivation based on the differentiation of ways to influence the personality and ways to meet the needs of workers. The motivation system should provide each participant with the opportunity to independently choose the methods of remuneration in accordance with his individual scale of values. At the same time, classical material incentives in the form of wages and incentive payments narrow their impact on the developer, giving way to the expectation of reward from the work itself, its results and process. Depending on the method of remuneration, there are material, labor and status systems of motivation.

Material motivation Utkin E. A. Firm management. - M.: "Akalis", 2009.S.616. based on employee remuneration through the wage system. Labor - focused on achieving high labor results (quality of work, its quantity, personal contribution, etc.). The status approach highlights the orientation of the employee to improve his official or qualification status (promotion, obtaining a degree, title, etc.).

Motivation, the size and form of remuneration are directly related to the evaluation of labor results. An innovation manager, like a performer, always deals with two types of evaluations on which remuneration depends: internal and external. Internal assessments come from the subject himself as his self-assessment. In this case, the reward is provided by the work itself, its content, conditions of performance, the individual role of the subject in collective work. Internal assessments and the related remuneration of an employee in the innovation sphere largely depend on the manager's efforts to create appropriate operating conditions, the image of the organization, and the form of division of labor in innovation. External assessments in innovations are carried out by the manager, remuneration for them is manifested for the employee in the form of wages, additional bonus payments and social services, promotions and various distinctions and incentives.

In general, it can be said that when building a system of motivation for innovation, it is important to ensure that external and internal assessments and rewards correspond as a condition for the harmonious and productive work of employees. To do this, it is necessary to constantly improve the forms and types of motivation, so that, in order to stimulate employees, managers for the development of innovative activities also need to constantly create and develop newer and more effective systems of personnel motivation.

Chapter II. Motivation as a way to develop innovative activity

2.1 The process of motivation in innovation

Motivation on the part of management is a constantly recurring process that contains three main stages: the choice and characterization of the object of motivation, the construction of alternative motivation options and the adoption of a motivational decision. Schematically, the content of the motivation process is presented in Table 2.1.

Motivation process in innovation management Egorshin AP Personnel management. - 2nd ed. - N. Novgorod: NIMB, 2008. P. 370.

The characteristic of the object of motivation should reveal the essential aspects of the motivational mechanism associated with the definition of a value system for it. At the same time, it is necessary to single out two aspects of activity: individual, personal motives for the work of an employee and the conditions of his work provided during the implementation of innovations. Labor aspects should reflect the nature of the assigned tasks, the subordination of the employee, the mode and spatial conditions of work. If contradictions are identified in the labor and personal aspects of the employee's activities, measures should be taken to combine them. Otherwise, in the future it will not be possible to create a harmonious mechanism of motivation.

The formation of labor motivation alternatives involves the identification of alternative solutions for three elements: the general concept of motivation (substantive, procedural or mixed), the composition of the criteria for external and internal evaluation of the performance of the object and methods of remuneration. For each of the elements, management can identify several options decisions in accordance with the identified specifics of the object of motivation. The set of private decisions on the elements of motivation creates a matrix of feasible solutions.

Evaluation of the intended options can only be carried out on the basis of experimental verification in the course of innovation.

A quantitative assessment of the effectiveness of the adopted system of motivation in innovative structures is manifested in qualitative and quantitative final indicators, in the movement of personnel, in the growth of scientific and technical potential.

2.2 Analysis of the motivation for innovation activity on the example of SGB Bank

Previously, the motivation for innovation was considered only in theory, now it is necessary to consider the application of these types and forms of motivation in practice. In order to visually see the effect of staff motivation, we will evaluate personnel policy in a specific institution, SGB Bank of the village of Yubileyny.

To give economic characteristics SGB Bank, let's consider some indicators of the bank's performance over several periods (Table 2.2).

Table 2.2

Key performance indicators of SGB Bank

Indicators, in thousand rubles	Absolute deviation (+/-)	Growth rate %
Net assets
including loan portfolio (excluding interbank loans)
Involved funds
including funds of individuals
Share capital
Own funds


Net profit

According to the results of the period under review (2010-2012), the bank received a net profit in the amount of 103,407 thousand rubles, while the amount of income amounted to 115,127 thousand rubles, expenses - 11,720 thousand rubles. Positive dynamics is observed in the following indicators:

1. net assets increased by 16,245,851 rubles;

2. The share of individuals' funds in attracted funds increased by 23% over this period.

The organizational structure of SGB Bank has a hierarchical form:

1. Manager;

2. Chief accountant;

3. Senior teller;

4. Operator;

5. Leading economist;

6. Senior teller for individuals;

7. Operations officer for individuals;

8. Cashier.

Thus, we see that this is a small office and the staff is very small.

SGB Bank provides a wide range of standardized and high-tech banking services and products to its clients.

Thus, the following conclusions can be drawn:

1. SGB Bank contributes to the development of economic and social infrastructure in the territory of its presence. By creating and optimizing an extensive network of subdivisions, the bank systematically expands the geography of business adequately to the interests of its customers and shareholders;

2. SGB Bank provides its clients with equal opportunities for effective management of their funds and equally comfortable service conditions, carefully studies the needs and capabilities of each client, regardless of their status and location;

3. SGB Bank operates according to the rules of a civilized market, which builds its relationships with clients and partners on the basis of legal and ethical business standards, in accordance with professional standards of activity. One of his most valuable assets is his impeccable business reputation;

4. SGB Bank works in dialogue mode with its employees and ensures their high level of professionalism. Relations between the bank and its employees are characterized by respect, trust and focus on common corporate values.

The study conducted among the employees of the SSS Bank showed that material forms have the greatest weight among the forms of motivation: salary (4.25 points on a five-point scale) and individual allowance (3.82 points), and then various types of bonuses follow, against the background of others stand out health insurance, the possibility of obtaining loans and material assistance (Table 2.3).

Table 2.3

Assessment of motivation factors according to data sociological research Compiled by the author on the basis of a sociological survey.

	Score on a 5-point scale

Individual allowance
Bonuses based on the results of the work of the department, company

% of sales
Health insurance
quarterly
Education
Material aid
Paid lunches
Payment for temporary disability
Maternity allowance
Benefit for caring for a child up to 1.5 years
Automobile
Cell phones

The following motivational forms are noted as quite important:

1) a good moral climate in the team;

2) career;

3) good conditions labor;

4) payment for vouchers;

5) social leave.

Recruitment of personnel, as well as training and advanced training, are only part of the development of personnel (Fig. 2.1).

Rice. 2.1. Staff Development Scheme of SGB Bank

The determining reasons in situations of unscrupulous (criminal) attitude of personnel to the property and finances of the company are the following (Table 2.4).

Table 2.4

Causes of unscrupulous (criminal) attitude of the staff to the property and finances of the bank Compiled by the author based on the data of a sociological study.

Sociological studies show that salary and individual allowance have the greatest weight among the forms of motivation, and then various types of bonuses follow, health insurance, the possibility of obtaining loans and material assistance stand out against the background of others. The following motivational forms are also significant: a good moral climate in the team, a career, good working conditions, payment for vouchers, social holidays.

Personnel development begins with its recruitment and selection. Credit institutions are increasingly seeking to attract sociable employees who enjoy communicating with customers, who are able to treat other people with openness and willingly work in a team. Since such qualities are difficult to develop, the most important part of the development of SGB Bank personnel is their correct selection.

However, the new employee will only in the rarest case fully meet the requirements of the new job. In addition, requirements may change over time, or after some time an employee may be assigned a different task area with different requirements.

Therefore, with any new appointment, careful training is carried out by the immediate supervisor and (or) other employees of the relevant department. Missing knowledge, skills or qualifications are filled by professional experience in the workplace and through training and professional development.

Main weaknesses existing system incentives for employees are the following aspects:

1) in the main incentives, that is, when determining the amount of salary and bonuses, no attention is paid to the additional time worked by the staff, which significantly reduces interest and productivity;

2) the operational management of the bank's subdivision is carried out by people who do not have special education for this type of activity;

3) the most significant problems in personnel management include the following:

a) the formation of a unified corporate personnel space in the territory of the bank's presence has not been completed;

b) insufficient orientation of the personnel towards the strategic goals of the bank.

Staff turnover in the bank occurs at the initiative of the employees themselves, who seek to increase their position and wages and, in an extremely rare case, are fired or quit. In this regard, they take a new specialist in their place and train him. The staff turnover data of SGB Bank can be seen in fig. 2.2.

The level of staff turnover (Leak) is determined by the ratio of the total number of employees who were promoted or left on their own initiative or on the initiative of the administration (ChTek), with average headcount employed (NWavg):

Leak \u003d POV / RWavg * 100%

Rice. 2.2. Staff turnover rate of SGB Bank Compiled by the author based on staff turnover calculations.

Thus, we see that staff turnover is minimal. In other words, a change of personnel is carried out only when someone from the team has been promoted.

The main tasks and directions of action to improve the motivation system:

1) meet the needs for highly qualified specialists capable of solving the tasks of developing the bank in accordance with its strategy;

2) contribute to the creation and maintenance of a positive image of the Bank in the market, to attract and retain highly qualified employees;

3) ensure the implementation of a set of measures to optimize the number of personnel;

4) provide effective use professional potential of bank employees;

5) maintain the competitiveness of wages;

6) ensure social protection of bank employees through the implementation of social programs;

7) maintain partnerships with public organizations representing the interests of the bank's staff, such as non-governmental Pension Fund, insurance companies providing voluntary medical insurance.

The goal of management should be, first of all, to increase the interest of staff in improving the performance of the bank in order to extract maximum profit during periods of a significant increase in market capacity.

It is important to create an adequate system of material and non-financial incentives so that bank employees can realize themselves to the maximum.

The focus of work with personnel is on building an integrated personnel management system to ensure the fulfillment of the tasks of the current period and create a foundation for the implementation of the strategic goals of the Bank, determined by the shareholders and the Board of Directors of the Bank.

The personnel policy, formed in accordance with the Bank's development strategy, determines:

1) management principles by human resourses and the main tasks aimed at developing the potential of employees through improving the system of training and promotion;

2) formation of motivational mechanisms;

3) creation of modern systems for the selection and marketing of personnel;

4) implementation of social programs;

5) increasing the efficiency of investments in personnel through the optimization of human resources costs;

6) creation of a single corporate personnel space.

The company uses wages as the most important means of stimulating conscientious work. The individual earnings of bank employees are determined by their personal labor contribution, the quality of work, the results of the bank's activities and are not limited to a maximum amount.

The compensation package provides a differentiated approach to remuneration of employees depending on the position held, functions performed, professional competence, fulfilled labor standards.

The principles of the system of motivation and incentives include the following:

1) awareness of all personnel about the principles of compensation payments;

2) formalization, i.e. individual employee benefits are not open information, but the principle and calculations are open.

3) continuous development of the motivation system.

The system of motivation and incentives is built on the basis of the Regulations on the remuneration of employees of the SGB Bank, the Regulations on bonuses for employees of the SGB Bank, the Regulations on the annual material remuneration of the top managers of the SGB Bank, the Social Policy of the SGB Bank.

The following groups of methods are used in personnel management of the SGB Bank (Fig. 2.3):

Rice. 2.3. Methods of personnel management in SGB Bank Compiled by the author according to: Lukashevich V.V. Fundamentals of management in trade. M.: Economics, 2009. S. 40-43; Samygin S.J., Zainalabidov M.S., Makiev Z.G., Obukhov D.V. Fundamentals of personnel management. Series "Textbooks and study guides". Rostov. 2011, pp. 480-481; Shimova V.N. Belarusian Economic Journal. Minsk., 2008. No. 2.С.107.

The wages of employees are made up of:

1) official salary;

2) surcharges;

3) premiums;

4) Vologda coefficient.

The following additional payments are established to the official salaries of bank employees:

1) additional payment for combining professions (positions), expanding the service area, increasing the volume of work performed in the amount established by agreement between the administration and the employee;

2) additional payment for work in the evening and night hours - in the amount and in the manner prescribed by labor legislation;

3) additional payment for department management;

4) additional payment for overtime work;

5) surcharge for weekends and holidays.

If any of the above conditions is not met, the employee is not paid a bonus. In order to visually trace the level of wages of the staff of the SGB Bank, it is necessary to analyze its dynamics (Figure 2.4).

Rice. 2.4. Analysis of the dynamics of wages of SGB Bank employees

The maximum wage of an employee is 45,000 thousand rubles, the minimum is 7,000 thousand rubles. depending on the position held.

Thus, we see that the dynamics of the wages of workers

The SGB of the Bank for the period under study (2010-2012) is positive, and the reason for the growth of indicators is not a high turnover of staff, because it is minimal, and the favorable development of the bank itself, which in turn indicates the presence of staff interest in the productivity of their bank. Mandatory conditions employee bonuses in the aggregate are:

1) Successful work during the bonus period of the unit in which the employee works, the fulfillment of the indicators and activity plans established by the unit;

2) Impeccable performance by the employee of his labor duties, including:

a) timely and high-quality performance of all official tasks;

b) the absence of violations of labor and executive discipline, comments of higher managers and (or) the head of the structural unit;

c) the absence of outstanding disciplinary sanctions, strict observance of all rules, procedures related to the work performed, norms on confidentiality of information, trade secrets;

d) compliance with the Bank's ethical standards;

e) the absence of justified complaints about the work of the employee;

f) absence of losses caused by the employee to the Bank and not fully compensated;

g) the absence of violations of the rules for conducting transactions, including those identified as a result of inspections and audits in the Bank.

The analysis of the conditions of remuneration and bonuses shows that the salary of bank employees is made dependent on the results of their labor activity enterprises. For every violation labor discipline and production technology, a sanction is applied to the employee in the form of deprivation of the bonus or part of it.

Thus, we can conclude that the personnel management of the enterprise is carried out using a combination of administrative, economic and socio-psychological methods of management. The basis of the personnel incentive system is laid using organizational and technical methods that optimize the construction of a labor efficiency management system. To use economic methods of incentives, the enterprise has reserves to improve the management process by improving the system of material incentives for personnel, through the use of new forms of remuneration, in particular, such methods of participatory management as the participation of employees in the profits of the bank, the participation of employees in management.

Chapter III. Motivation for innovation activity in Russia

3.1 Problems of motivation for innovation

Currently, Russia is experiencing a boom in innovation. Some forms and methods of economic management are being replaced by others, and new ones are being developed. organizational forms economic and financial activities, a securities market, a market for innovation and capital is being formed. In these conditions, many entrepreneurial structures begin to engage in innovative activities.

Entrepreneurial activity is very risky, because there is a high degree of uncertainty, it is often impossible to bring design and technological developments to practical implementation and obtain certain financial results.

The nature of Russia's entrepreneurial potential is due to the transitional state of the Russian economy. Russia has demonstrated the ability to quickly form a class of entrepreneurs and the entrepreneurial infrastructure itself.

It is known that 61% of the Russian class of entrepreneurs is made up of personnel from the former Soviet nomenklatura who have managed to adapt to the requirements of the market, successfully master new knowledge and behavior. Schumpeter I. Theory of economic development (Study of entrepreneurial profit, capital, credit, interest and the cycle of the conjuncture). M.: Progress. -- 2008, p. 220. Small business in the field of maintenance, repair, construction is also expanding.

At present, for the development of entrepreneurial activity, it is necessary to develop innovative entrepreneurship. Unfortunately, in Russia, until recently, innovation activity was carried out mainly in large public institutions which were managed through strong-willed decisions of budget financing and planning, while not taking into account the features and patterns of the innovation process itself.

The task of entrepreneurs is to reform the mode of production by introducing inventions through the use of new technological advances to produce new goods. At the same time, it is possible to produce the same goods, but with new methods. But the main problem of innovative business is that it is the most vulnerable part of Russian entrepreneurial activity.

Many economists believe that generating entrepreneurial income is the motivation for all types of entrepreneurial activity. But this approach does not take into account that the most motivated activity would be in innovative entrepreneurship with the expectation of the highest income, since it is innovation that acts as the main engine of economic growth. In fact, the relatively low return in the area of low risks is offset by the high probability of receiving it, which is a powerful motive for participating in innovative business business entities.

In innovation, there are risks that apply to all participants in this activity, while only a few benefit. It is thanks to them that the whole economy wins, despite the fact that high risks limit the motivation to participate in innovative activities. Therefore, it is necessary to reduce the magnitude of risks by increasing motivation by distributing risks among participants in innovative activities in order to eliminate losses for innovators if the expected result is not achieved.

The most effective proposal for the development of innovative entrepreneurship in our country may be the creation of various extra-budgetary and budgetary financial funds of innovative orientation, which can be subdivided according to the sources of their replenishment, according to the organization of selection promising projects different levels and conditions of their financing.

At the moment, in Russia, the legal, economic and organizational base for motivating innovation is weak, which has led to the manifestation of a technological crisis in the economy. Therefore, the main problem is the motivation of innovation.

Before Russian economy the main strategic task is to get out of the technological crisis by forming a post-industrial technological method production. Among such key areas, technologies and goods in the field of space, aviation, biotechnology, electronics and information, and transport stand out.

To support innovative entrepreneurship, it is necessary to develop a state policy in the field of innovation and ensure its implementation. To do this, the state should stimulate the inflow of capital into the innovation sector through state guarantees, the creation of patent funds, equity financing, insurance of projects, systems information support. This is the tactical goal of the state policy in the field of innovation.

The strategic goal of the state policy in the field of innovation is the implementation of a breakthrough in basic innovations that form the structure of the post-industrial technological mode of production, which should ensure sustainable economic development Russia. The main tool for a technological breakthrough is the turn of investments towards innovations, innovative entrepreneurship, and for this it is necessary to allocate funds and use the opportunities available in the hands of the state.

According to available estimates, today approximately 90% of the subjects of innovation activity are in the non-state sector Rusinov F.T., Minaev N.I. System for selection and evaluation of innovative projects. // Director's consultant. - 2009, No. 23. P. 22. In this regard, it is necessary to stimulate the development of small innovative entrepreneurship. That's why topical issue is the development of effective mechanisms state regulation their activities. At the same time, the state cannot take on the burden of investment support for innovation activity, but it can create conditions for mobilizing investment resources from non-state investment banks, which can be used to implement the most priority areas of innovation activity.

Unfortunately, another problem in the development of innovative activity is that a large part of the new entrepreneurship has left the "shadow" business under the direct control of criminal structures. Criminal structures are drawing into their orbit a completely “clean” business.

Based on the foregoing, we can say that the conditions for the formation of innovative activities of Russian entrepreneurship are not the most favorable. to one of key factors, along with the continuation of liberal economic reforms, is an education system that is able to give Russian entrepreneurs modern management knowledge, to instill a certain system of moral values, to develop a new business ethics. There are opportunities for this - a very high educational and qualification level of Russian labor personnel, a developed education system. Solutions to the problem of development of innovative activity of entrepreneurial structures include:

1. implementation modern system management;

2. expansion of economic democracy;

3. formation of a new culture of relations between employees, because many of them have become owners and managers at the same time.

For the development of innovative activity, the following points should be noted:

System creation legal protection intellectual property in Russia is not completed;

Government Decree "On the Formation of the Supreme Patent Chamber Russian agency on Patents and Trademarks" does not ensure the implementation of the constitutional right of citizens of the Russian Federation to resolve disputes in court;

The lack of clear state claims to own intellectual property objects, which are created at the expense of the federal budget, and related technologies, hinders the development of industrial innovations;

Until now, no organizational and legal mechanisms have been created to stimulate the use of advanced technologies based on inventions in business, the almost complete absence of a state policy to encourage inventions and develop the creative activity of Russian citizens in relation to intellectual property;

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1 96 N.V. Fedotova Motives and tools of innovative activity When studying the literature on issues related to innovation, innovative activity, one can come across several descriptions of the motives and methods for assessing innovative activity. Motives are the motives of a person's behavior and actions, arising under the influence of his needs and interests, representing the image of the good desired by a person. Innovation activity should be considered as an object of innovation management. As a result, the result of innovation is innovation and innovation, which, in turn, contribute to improving the base of the enterprise and increase its profitability. Innovative activity is considered as a type of activity associated with the transformation of ideas into technological innovations, new or improved products or services introduced on the market, new and improved technological processes or methods of production of services used in practice. In turn, innovation is a process aimed at implementing the results of completed scientific research and development or other scientific and technological achievements into a new or improved product sold on the market, into a new or improved technological process used in practice, as well as additional research and development related to this. Organization of innovation activities is carried out according to the following principles: readiness for change;

2 willingness to take risks; the presence of a favorable environment for the emergence of ideas and a resource base for their implementation; the psychological climate of the team; the degree of perception of the external environment and the speed of reaction to its change; state of external and internal communications. In innovative activity, a set of methods is considered in the direction of the action of incentive forces (that is, motives) to achieve the goal. In turn, the motivation for innovation is a set of needs and motives that encourage the producer and manager to be active in the direction of the innovation process. scientific and technological progress and selling innovation or, conversely, by buying it and using it in the business process. The main tool for the implementation of priorities scientific and technological development is a program-target method. Its core is research and development work carried out within the framework of targeted programs. As you know, innovation activity involves the implementation of works and stages that have not yet taken place in the enterprise. The volume and content of work, in turn, depend on the type of innovation and the existing potential of the enterprise. Therefore, innovation activity must be considered as a process of making and implementing decisions in all phases (Fig. 1). The presented process is coordinated using such tools and means as organizational structure, distribution of responsibilities, delegation of authority, control, centralization in decision-making, groups, components, commissions, communication links, project progress plan, integrated plan, network graphs.

3 fics, formalized documentation, sanctions, incentive systems, traditions, style, enterprise mission. There are numerous studies on the motives of innovation activity. At the same time, the conclusions of the studies do not always agree well with each other, and sometimes they are simply diametrically opposed. Factor cluster analysis was used as research. The results of the ranking of the identified factors are that such a factor as an active policy of mastering new technologies occupies the first rank, and financial orientation is the fourth. Factors such as defending one's own position in the market and targeting new strategic units and market segments are ranked second and third, respectively. According to the ranking of factors, the main motives are presented in Table. 1 . Innovation motivation can be considered in two aspects: motivation for creating and selling innovations (Fig. 2); motivation for the purchase of innovations (Fig. 3); Any motivation consists of four elements, which include: goal; motives; factors; striving to achieve the goal. The main motives for creating and selling innovations are usually: increasing the competitiveness of their new products; improving your image in the market; capturing new markets; increase in magnitude cash flow; reducing the resource intensity of the product. 98

4 Table 1 Motives for acquiring innovative enterprises Factors Main motives Pursuing an active Access to new technologies policy for the development of new technologies Exploiting opportunities for growth in production Bilateral exchange of know-how of researchers’ work Expansion of the product program Long-term growth in global market share Better sharing of capacities for the production and promotion of goods on the market Protecting one's own positions in the market Orientation to new strategic units and market segments Financial orientation Protecting one's interests in the market in response to direct investments from foreign partners Transferring own technologies Improving the ability to protect own technologies Reacting to import restrictions diversification Protection of market positions Expansion of own network Long-term increase in market share Short-term increase in turnover Profitable financial investment 99

5 Innovative activity and marketing Scientific and scientific and technical activity Implementation Growth Growth slowdown Recession Creation of innovations Stage 1 Stage 2 Stage 3 Profit volume Sales volume R&D fundamental R&D applied R&D Innovation lag Moment of investment return Commercialization of innovation (stage 4) Budget financing Risk investments Investments in production Life time innovation cycle Fig. 1. The main stages of the innovation process 100

6 The goal of creating and selling financial innovations is getting money today Factors Increasing competition Change in the business process Desire to meet the needs of buyers Improving the technology of operations Buyer behavior Selling innovations Change in the tax system Achievements in international market Rice. 2. The process of motivating the creation and sale of innovations When selling innovations, the seller proceeds from the desire to satisfy the needs of the buyer and from his behavior in the market. Purpose of creating and buying financial innovations Getting money today Factors Desire to meet the needs of buyers Desire to increase one's competitiveness Changes in the taxation system Changes in the regulatory production and trade process Achievements in the international market Purchase of innovations Fig. 3. The process of motivating the purchase of innovations The main motives for the purchase of innovations are: 1) increasing the competitiveness and image of an economic entity; 2) receipt in the future of income on capital invested today. 101

7 The motives for buying innovations are determined by a number of factors, both objective and subjective. Subjective factors include factors reflecting the interests of a particular buyer, plans and programs of his investment and financial activities, psychological abilities, professionalism of managers, etc. The main objective factors are: 1. Changes in the regulatory production and trade process; 2. Changes in the taxation system; 3. Achievements in the international market. When evaluating innovation activity, the above factors should be taken into account. Evaluation of innovative activity is carried out in two categories of methods: 1. Predictive and analytical methods. IN general view a forecast is a prediction of future phenomena and events based on existing ones. However, it should be remembered that the main condition for the practical use of predictive methods is the continuity of the processes being evaluated in a certain period of time. As a result of the analysis of the state and possible changes in the external environment and special opportunities, the foundations of future strategies are laid. Thus, with the help of these methods it is possible to carry out: forecasting and development, and changes in the external environment of the enterprise; identification of external and internal factors and conditions that can have a tangible impact on the position of the enterprise in the innovation sphere; development of long-term development strategies; assessment of the possible consequences and results of the implementation of the chosen strategy. These methods are used in the process of developing and implementing strategic programs that are used in the preparation of individual innovative projects when a choice arises. 102

8 2. The method of expert assessments. Expert assessments are used at almost all stages of the innovation cycle: the preliminary stage is the moment of the emergence of a new idea (based on the opinions of authoritative experts, the fundamental possibility of its practical implementation is revealed); the current stage of promoting a new task, ideas on the stages of the innovation cycle, changing the form of its expression; final stage At this stage, the results form the basis of the conclusion on the project, which reflects the main results of the study and draws conclusions about the possibilities and extent of their use. These methods are used when it is necessary to evaluate a new product and processes created as a result of innovation. To evaluate innovation activity in practice, general economic analysis is used. This analysis systematize into three groups: expected economic results from the implementation of innovation; expected innovation and investment costs associated with the creation of innovations; innovation efficiency. Evaluation and selection for the implementation of innovative projects can be based on the use of different evaluation methods and, accordingly, different performance criteria. At the same time, the choice of methodology and specific criteria depends on the specifics of the innovative object, the type of industry, and a number of other factors. Quite often, the concepts of a project evaluation criterion and indicators of the project's compliance with its innovative purpose are confused, which makes it necessary to systematize and separate the concepts of groups and indicators of the project's compliance with the innovative purpose, as well as criteria for economic and financial evaluation specific project. 103

9 3. The method of determining the payback period. This method, one of the simplest and most widely used in the world practice, does not, as a rule, imply a temporal ordering of cash receipts. The algorithm for calculating the payback period (PP) depends on the uniformity of the distribution of projected income from investments. In the event that the income is evenly distributed over the years, the payback period is calculated by dividing the one-time costs by the amount of annual income due to them. Otherwise, it is calculated by directly counting the number of years during which the investment will be repaid with cumulative income. 4. Features of the calculation of capital investments of innovative projects. Distinctive feature structure of capital investments of an innovative project is the mandatory presence in their composition of the costs of R&D, which are calculated, as a rule, on the basis of R&D-multiplier (NM) . To determine the feasibility of innovative activity, it is necessary to evaluate both the economic efficiency and the social efficiency of this activity. The economic efficiency of innovations is determined by the growth of profitability, the expansion of the scale of the business and the possibility of accumulation for the subsequent reinvestment of capital. Comparison of innovation options is carried out using two types of innovation performance indicators: cost-type efficiency indicator (the ratio of the result of innovation to the value of the total living and materialized labor that was consumed) and resource-type innovation efficiency indicator (represents the ratio of the result to the value of the applied production resources in value terms). expression). Generalizing characteristic economic efficiency innovation is represented by the indicator of absolute efficiency: 104

10 E= L/I, where L is the increase in the economic result; I investment. The social efficiency of innovations can be considered in two dimensions: 1. On the scale of social significance, the expected socio-economic results are estimated as the growth of national wealth by raising the technical level of production assets, which determine the possibilities for the growth of the social product. Innovation contributes to the intensive growth of reserves and reserves. 2. On the scale of a particular production, its technical and social factors are realized. The human factor can act both as a boundary and as an incentive for technical efficiency. System social assessments can be represented as a vector reflecting all indicators of the standard of living, its quality and well-being, or as a hierarchical structure. Recently, in practice, they began to apply the method of positional analysis, which makes it possible to sufficiently comprehensively justify the development project to the population. Management of innovation activity requires taking into account the inherent property of the innovation process of a large number of uncertainties due to the implementation of the search, research, experimentation, development, testing, etc., the need for repeated returns to previous stages and stages. Efficient Management innovative activities that ensure success in global competition Russian companies, requires the use of modern heuristic adaptive approaches, methods and algorithms, research and generalization of the experience of companies successfully operating in the global market. 105

11 The development of innovation activity depends on the overall innovation climate, which is influenced by: political stability and predictability of the economy; macroeconomic activity of the state; corporate level and transparency of the rules of the game; the quality and stability of the tax system; development of market infrastructure; staff competence. When analyzing the above factors and the reliability of information flows, it is possible to assess the profitability and degree of risk of a particular innovation activity and determine where it is more reliable to invest investment capital. Perfection information support participants in innovation activity implies obtaining reliable, prompt and publicly available information about the state of the economy as a whole; revitalization of work state structures on building investor confidence in stable positive assessments of the innovation climate in Russia. References 1. Goldstein G.Ya. Strategic innovation management. TRTU. Tagonrog, Grachev M.V. Innovative activity in the industry. M., Popov V.D. Innovative activity enterprises: problems and prospects. Krasnoyar. State. agrarian Univ. Krasnoyarsk, Falko S.G. Organization and management of innovative activity at the enterprise. Moscow: From Moscow State Technical University im. N.E. Bauman, Tychinsky A.V. Management of innovative activity of the company. TRTU. Tagonrog,

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INTRODUCTION

CONCLUSION

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INTRODUCTION

The purpose of this course work is to reveal the concept of "motivation of innovation", identify the problems of its use and ways to solve these problems. To achieve this goal, the following tasks must be completed:

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