home Ideas Assessing the effectiveness of staff motivation. Is the staff motivation system in your company effective? Methods for assessing the effectiveness of employee labor motivation

Assessing the effectiveness of staff motivation. Is the staff motivation system in your company effective? Methods for assessing the effectiveness of employee labor motivation

Various methods of personnel management and its motivation should be focused on the effectiveness of the required material and financial costs and the achievement of organizational goals. This is absolutely necessary for an enterprise operating in a market economy.

Therefore, when developing methods for managing personnel motivation, great attention should be paid to the problem of assessing management effectiveness, which has important practical significance.

Cost-effectiveness is getting more results for the same cost or reducing costs while getting the same result. Therefore, speaking about the problem of personnel management efficiency, it is necessary to find out what costs are and what is meant by economic effect.

Labor costs

Every enterprise needs labor resources to carry out production activities.

The cost of labor includes payment for work performed, bonuses and other monetary rewards, the cost of payments in kind, social security expenses of enterprises, professional education cultural and living conditions and other expenses (work clothes, transport), including taxes charged on the wage fund (personal income tax, ECH). The cost of labor will increase due to the attraction of new workers with higher qualifications, additional costs for retraining, organizing recreation, etc.

The resource approach to the employee is reflected in the concept of human capital. According to it, investments in human capital are any activities that improve the skills and abilities of workers or their productivity. These costs, as well as equipment costs, can be considered as investments, since their costs will be compensated many times over by an increased stream of income in the future. The theory of human capital has become widespread in developed foreign countries, such as the USA, Great Britain and others.

The application of the resource approach at the enterprise level faces a number of methodological difficulties associated primarily with the characteristics work force. The consumption of resources in the production process also represents operating costs. Since labor consumption is labor expressed in time expenditure (man-hours, man-days), and living labor costs have monetary value in the form of wages, then they are combined with material costs and receive the total cost of production and sales of products (cost price).

Thus, labor costs appear not as part of the advanced costs (resources), clearly expressed in quantitative terms, but as actual costs enterprises for wages (with appropriate taxes) in the current period.

The competitiveness of an enterprise largely depends on the personnel employed there. Well trained and trained staff with high level motivation for high-quality work is as great a wealth as the latest equipment or advanced technologies.

Today, managers of domestic enterprises invest less money in the development of labor potential than in developed foreign countries. For example, in the United States, entrepreneurs collectively spend more than $238 billion per year on personnel training, and total costs for public education amount to $310 billion per year. For every dollar invested in manufacturing in the United States, 85 cents are invested in workforce development. In Russia, for every ruble invested in the development of means of production, 15 kopecks are spent on the development of the workforce Maslov E.V. Enterprise personnel management. - M.: INFRA-M; Novosibirsk: NGAEiU, 2001. P. 275. . The difference is obvious.

In the conditions of the planned economy of the USSR, the enterprise’s lack of interest in investing in labor force was determined by the fact that most The costs of education and professional training of qualified labor were borne by the state. Therefore, accounting and analysis of the enterprise’s costs associated with maintaining the workforce was not carried out. The organization of wages was strictly regulated by the state through a system of tariff rates, differences in payment depending on the qualifications of the employee, conditions and intensity of work. Therefore, the tasks of improving remuneration systems also did not lead to an analysis of the costs and expenses associated with maintaining the workforce.

Personnel management at an enterprise operating in market conditions, and consequently, managing the material basis of labor motivation - stimulating workers - determines the need to specify labor costs, accounting and analysis of all costs associated with its functioning.

Effect of personnel management

In addition to labor costs, when estimating economic efficiency an indicator of the effect of this activity is used. Development of the labor potential of the enterprise team as a whole and of the individual employee as a consequence of the adopted management decisions serves to obtain additional results from production activities.

This result is the source of the effect, which can take different forms and be assessed by different indicators. The effect of control can be expressed in the following form:

· increase in product output due to increased labor productivity and improved quality;
· job satisfaction (motivational effect), if work with personnel was based on taking into account social aspects in labor relations; the effect can also manifest itself in increasing labor productivity, reducing damage from staff turnover due to stabilization of the team;
· relative cost savings due to a reduction in training time due to the selection of professionally trained workers (the effect is expressed by savings in funds necessary to achieve a certain state of labor potential).

There may also be an intermediate result - improving the qualifications of workers (grade, category, class, etc.). The end result is an increase in the volume of products produced or revenue from the sale of products of better quality.

The overall final result can be calculated as the generalized value of all results (increase in production volume, sales revenue, etc.); secondly, as the sum of private effects from the implementation of specific events carried out by the personnel service (motivational events). Each of these methods has its own advantages and disadvantages.

In the case of using such factors as an increase in production volume, changes in the level of labor productivity, etc., as a general indicator of the activity of the enterprise team, their value is influenced not only by the personal factor of production, mobilized through the motivation of personnel, but also by technical, technological and organizational factors. Costs of previous years could have a greater impact on the result of the current year than costs of the current period. Therefore, it is quite difficult to unambiguously assess the impact of personnel management on the economic effect of an enterprise.

Basic approaches to assessing personnel management

When comparing costs and results in assessing the economic efficiency of personnel motivation, it is necessary to specify and determine what exactly is to be assessed.

Firstly, achieving a certain final result of activity with the help of a specially selected, trained and motivated team of the enterprise, formed as a result of the implementation of the chosen personnel policy.

Secondly, achieving the goals set for motivation management with minimal costs funds.

Thirdly, the selection of the most effective management methods that ensure the effectiveness of the management process itself.

Each of these approaches deserves separate consideration.

1. Achieving the final result

The overall economic effect can be considered as the result of the entire economic activity enterprises. Economic effect is the volume of products produced in physical or value terms. In addition, the volume is also taken into account products sold, profit. Products should be expressed in current prices, as this allows results to be compared with costs.

Increased efficiency can be achieved either by cutting costs to achieve the same volume production result, or due to a slower rate of increase in costs compared to the rate of increase in the result, when the increase in the latter is achieved through better use of available resources.

Most often, to assess the effectiveness of the final result (production), the labor cost efficiency indicator is used, in particular the labor productivity indicator Pt.

Pt = Op / T,

Op - volume of products (works, services) produced during a certain calendar period, rub.,

T - labor costs (man-hours, man-days) or average number workers.

As one of the methods for assessing the effectiveness of staff motivation, the author proposes his own assessment formula, which takes into account the effects that arise from increasing labor productivity, reducing staff turnover and when training staff with the subsequent combination of several professions. First, individual performance indicators are determined:

1) the effect of reducing staff turnover (monthly)

Et = Zn X R (Kt1 - Kt2),

Zn - costs for a newbie = Zot/Rot,

Zt - personnel selection costs,

Roth - number of selected candidates, (

P - average number of employees,

Kt - turnover rate = number of dismissed employees Rv/R.

2) the effect of training with subsequent combination of professions

Goiter = Zzp x Rep x N - Goiter,

Zzp - wage costs per employee per month, Rep - the number of employees trained in related professions, N - calendar period for which efficiency is calculated, Zob - training costs.

3) the effect of increasing labor productivity (per month)

Ep = P x Dm x (P2 - P1),

P - number of employees,

Dm - the number of working days worked by them per month, P - labor productivity as the ratio of sales volume per day to the number of employees = 0p/ (Dm x P)

Total efficiency:

Es = Ep + Et + Eob = N x P x Dm x (P2 - P1) + N x Zn x P (Kt1 - Kt2) + + Zzp x Rsp x N - Goiter

As an example, let us consider the calculation of the effectiveness of personnel motivation management using this formula, made by the author at the small enterprise AllianceMedia LLC during the period of research on labor motivation.

The total number of company employees is 30 people.

Effect of reducing fluidity

In January 2003, 10 people quit.

Kt1 = 10/30 = 0.33.

As a result of motivational activities carried out by the director of the company, 2 people quit in March while recruiting new personnel.

Kt2 = 2/30 = 1/15=0.07

The costs of finding a new employee include the cost of using the Internet (1 USD/hour) and 15 hours of work for a recruiting manager with a salary of 400 USD. e., and amount to 40 USD. e.

Floor = 40 x 30 x (0.33 - 0.07) = 312 cu. e.

The effect of training with subsequent combination of professions

Salary = 400 USD e. per month per person. Kob = 2 people. N = 3 months. Goiter = 1000 USD e.

Eob = 400 cu. e. x 2 x 3 - 1000 = 1400 y. e.

The effect of increasing labor productivity

Pg = 50.8 cu. e.

Pa = 50 cu. e. - average performance labor per worker.

Ep = 30 x 20 x (0.8) = 480 y. eat

The total efficiency of personnel management for the quarter is determined as the sum of individual effects:

Es = 312 x 3 + 1400 + 480 x 3 = 3776 cu. e.

Thus, it is obvious that the total efficiency assessment, taking into account the quantitative and qualitative results of the company’s activities, shows a significant reduction in costs.

2. Achieving motivation management goals at a minimum cost

Efficiency characterizes not only the effectiveness of an activity, but also its efficiency, that is, the achievement of a certain result with minimal costs. When assessing a personnel management system, indicators of not only labor productivity, but also the efficiency of the system itself can be used. The personnel management system is designed to influence labor potential in order to change its parameters in the direction necessary for the enterprise. Exist different ways solutions to this problem, but the right choice ensures the lowest costs, that is, it saves money. The effect of management can be assessed by the degree of closeness of the actual state of labor potential to the planned one. It is impossible to express the ultimate goal of personnel management with one indicator, therefore their system is used, reflecting various aspects of labor potential (number of personnel, professional qualification, education, motivation, labor, health status).

The effectiveness of motivational management can be identified and analyzed in specific areas of this process - the effectiveness of personnel policy, training and retraining of personnel, advanced training, reduction of personnel adaptation time, etc.

In any case, the source of the effect is saving money to achieve the set goals, however the main task the policy pursued is to achieve a state of labor potential that would provide a certain economic and social effect, and not maximum savings in labor costs, since it is known that cheap labor is not always the best, especially for the production of high-quality products. Consequently, cost minimization as an efficiency criterion should be considered in relation to achieving specific quantitative and qualitative parameters of labor potential.

3. Selection of the most effective management methods that ensure the effectiveness of the management process itself

The effectiveness of the management process is determined by assessing the progressiveness of the management system itself, the level of technical equipment of management work, the qualifications of workers, etc. Factors that increase the efficiency of the management process itself cannot but affect the results of the organization’s economic activities.

System efficiency in general view can be expressed in specific costs for its operation. Management effectiveness can be characterized through an assessment of rationality organizational structure personnel service. In this case, indirect criteria are used - the costs of maintaining the management structure and their share in the total costs of the organization when producing products. The more complex the system (the greater the number of hierarchical levels and relationships), the lower the efficiency of the management system.

The effectiveness of the organizational structure of the personnel management service largely depends on the dynamism of the structure itself, on how quickly it responds to changes and complication of the tasks facing personnel management, and on how well it is adapted to business conditions in a market economy.

Currently in many Russian companies, especially those involved in consulting and marketing activities, Western methods for assessing the effectiveness of personnel management are used. Among them are:

In modern Russian conditions the above methods are difficult to apply as a universal means of assessing the effectiveness of personnel management in enterprises various forms ownership and organizational and legal forms.

Each of the considered approaches to assessing economic efficiency has its own positive aspects and difficulties in implementation. In practical terms, it still seems most acceptable to evaluate individual areas of motivational policy, which makes it possible to highlight the costs of their implementation and determine with sufficient accuracy the indicators of the effectiveness of the ongoing personnel policy. However, enterprises of different forms of ownership (state, commercial, etc.) have varying degrees of freedom in choosing methods for implementing socio-psychological and motivational policies and the possibility of implementing alternative options.

Therefore, general performance criteria may be the following:

· payback period for personnel costs;
· the amount of income growth;
· minimizing current costs;
· profit maximization;
· minimizing the costs of manufactured products due to personnel costs.

The enterprise’s orientation towards the use of one or another criterion also predetermines the approach to the selection of indicators used to analyze and justify the effectiveness of the ongoing motivational policy, its forms and methods.

The main conclusions to be drawn after reading this chapter are:

1. To form a motivational mechanism it is necessary:
- a) determine the technology of labor motivation at a specific enterprise. To do this, you should study and monitor the changing needs of the company’s employees by conducting surveys or questionnaires, with special attention should be paid to the selection of employees to form work teams in accordance with their character and personality type;
- b) identify and analyze factors of external and internal environment, influencing the process of personnel management of the enterprise and the motivation of employees, predicting possible consequences in a positive and negative direction, and measures to eliminate possible negative consequences;
- c) select, taking into account all factors, ways to achieve effective motivation that are actually possible in a given organization, and determine the methodology for personnel management. The most successful and universal may be a comprehensive target approach, containing elements of administrative management methods, economic - material incentives and participation in enterprise management, socio-psychological, contributing to the satisfaction of socio-cultural values and the creation of a stable moral and psychological climate in the team.
2. According to the author, enterprises with limited financial resources (mainly those belonging to the public sector of the economy) should use administrative methods for the strict implementation of legislative acts (the Labor and Tax Codes of the Russian Federation), providing workers with the rights and benefits granted to them by law, methods of socio-psychological influence, satisfying the needs of workers in communication with colleagues, respect and self-esteem; The policy of material incentives should be carried out whenever possible, the main factor being stability in wages. Employees should also be given moral incentives by rewarding them for their Good work various prizes and gifts, providing opportunities for mastering related professions (horizontal growth).

On no state enterprises the main emphasis should be on material incentives for workers, carried out different ways, including those that make it possible to legally reduce the tax burden (non-monetary incentive methods), and socio-psychological methods that make it possible to create a corporate spirit in the company, satisfy the need for involvement, career growth and success.

Workshop

Test "Delegation of powers" (18, p. 106)

Delegation of authority is one of the most important means of expanding the managerial capabilities of the manager responsible for effective motivation, and improving the quality of management. When expanding the scope of managerial responsibilities of a manager, it becomes the first of the cardinal measures that allow the manager to cope with the sharply increased volume of work, and at the same time allows the employee to satisfy the needs for self-esteem and self-expression necessary for the effective functioning of the motivational mechanism.

Answer "yes" or "no" to the following questions:

1. Do you continue to work after the end of the working day?
2. Do you work longer hours than your employees?
3. Do you often do work for others that they could easily handle themselves?
4. Are you able to find a subordinate or colleague who would help you in times of need?
5. Does your colleague, subordinate (or your boss) know your tasks and scope of work well enough to replace you if you leave your job?
6. Do you have enough time to plan your tasks and activities?
7. Is your desk cluttered when you return from a business trip?
8. Are you still dealing with matters and problems from the area of responsibility that was assigned to you before your last promotion?
9. Do you often have to put off an important task in order to complete others?
10. Do you often have to “rush” to meet important deadlines?
11. Do you waste time on routine work that others can do?
12. Do you dictate most of your memos, correspondence and reports?
13. Do you often get asked about tasks not completed by your subordinates?
14. Do you have enough time for social and representative activities?
15. Do you strive to be in the know everywhere and have information about everything?
16. Should you great effort Stick to your priority to-do list?

Count how many times you answered yes.

From 0 to 3 times. You are an excellent delegate.

From 4 to 7 times. You have room for improvement and delegation.

8 or more times. It looks like delegation is for you serious problem. You should give priority to solving it.

Test "Group Attractiveness" (18, p.94)

This test shows how important a comfortable psychological climate in a team is for employees, the creation of which is aimed at creating social and psychological methods of motivation.

After each question, mark the answer that corresponds to your attitude towards your group.

1. How would you rate your membership in the team:
- a) I feel like a member of a team, part of a team;
- b) participate in most activities;
- c) I participate in some types of activities and do not participate in others;
- d) I don’t feel like I’m a member of a team;
- e) I work separately from other group members;
2. Would you move to another group if such an opportunity presented itself (without changing material conditions):
- a) yes, I would really like to go;
- b) would rather move than stay;
- c) I don’t see the difference;
- d) most likely would have stayed;
- e) in no case;
- e) I don’t know, it’s difficult to answer.
3. What is the relationship between employees in your group:
3.1 During normal business communications:
3.2 In critical environments:
- a) better than in most groups;
- b) approximately the same as in most groups;
- c) worse than in most groups;
- d) I don’t know, it’s difficult to answer.
3.3 Outside work, on vacation:
- a) better than in most groups;
- b) approximately the same as in most groups;
- c) worse than in most groups;
- d) I don’t know, it’s difficult to answer.
4. What is the relationship between employees and the manager:
- a) better than in most groups;
- b) approximately the same as in most groups;
- c) worse than in most groups;
- d) I don’t know, it’s difficult to answer.
5. What is the attitude towards the matter in the team:
- a) better than in most groups;
- b) approximately the same as in most groups;
- c) worse than in most groups;
- d) I don’t know, it’s difficult to answer.

Key to the test

Question no.	Possible answer

The best score, 25 points, shows that the employee’s opinion of his team is high, and, from his point of view, the psychological climate in the team is good.

The worst score is 7 points, indicating a poor socio-psychological climate in the team, there is something to think about.

Test "Can you give orders?" (18, p.100)

The proposed test is aimed at determining preliminary and current self-assessment of the effectiveness of using organizational and administrative management methods.

Mark in the table the positions that are most significant from your point of view. To do this, in the first column next to each position, put an importance rating (B) on a five-point system. After assessing the importance of each recommendation, put a mark in the second column on a five-point scale reflecting your use (AND) of this recommendation.


1. The order must be objectively necessary.
2 An order should not be given unless there is complete confidence that it is real and can be carried out.
1 Before giving an order, the manager needs to talk with the subordinate, find out his attitude to the work.
4. The manager is obliged to provide the subordinate with conditions for successful implementation of your order.

5. When giving an order, you must take into account individual characteristics employee (qualification, gender, age, etc.).
6. The manager, by his orders, must encourage and develop the independence of the subordinate and his initiative.
7. It is better to give instructions in the form of a request, rather than an order.
8. The order should be given in a friendly manner, but in a firm and confident tone.
9. The manager must remember the culture of his behavior and the sense of personal dignity of his subordinate.
10. The manager needs to teach his subordinates more, rather than give orders, find time to train subordinates.
11. It is necessary to interest the subordinate in the social significance of the task, the direct practical benefit for the team and for him personally.
12. To successfully carry out an order, you need to create an atmosphere of competition, arouse the desire of the subordinate to distinguish himself, and demonstrate his abilities.
13. It is necessary to emphasize the special role of the performer, to show how highly the manager values his work.
14. You should not give the contractor several instructions at the same time.
15. The manager must make sure that the subordinate understands his tasks.
16. The subordinate must know the exact deadline for completing the work and the form of its presentation.
17. The manager, without hesitation, is obliged to demand that his subordinate perform the assigned work.
18. A manager can help a subordinate complete a task, but should not perform it for him.
19. Unauthorized assignments to a subordinate should not be allowed, bypassing his immediate supervisor.
20. Placing responsibility for carrying out an assignment on a subordinate does not remove it from the manager.
Total points:

Key to the test

Final grade:

Up to 60 points - your orders are ineffective;

From 61 to 85 points - the effectiveness of your orders is satisfactory;

From 86 to 92 points - you give the right orders;

From 93 to 100 points - your orders are competent, correct and highly effective.

A well-thought-out system of personnel motivation in an organization allows you to manage the behavior of employees and create conditions for the prosperity of the enterprise.

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Goals and objectives

The main goal of the personnel motivation system is to stimulate personnel activities in order to increase productivity.

An engaged employee performs his or her duties better professional responsibilities, and this has a beneficial effect on the company’s bottom line.

The main objectives of the motivation system:

stimulate professional development and growth of qualifications of employees;

optimize personnel costs;

ensure employee loyalty and staff stability;

guide employees toward solutions strategic objectives firms;

stimulate effective work each employee;

attract highly qualified specialists to the company.

Kinds

Exist various systems motivation. Thus, it is customary to distinguish models according to the place of their application. The most popular are Japanese, American and Western European models of motivation systems.

Domestic science and practice cannot yet boast of unique knowledge on how to develop such a system of incentives. This is largely due to the fact that for a long time there were no incentive measures other than an additional bonus and a social package.

They stand apart individual species systems for assessing personnel performance - for example, a point model.

Points

When using a point incentive system, employees are given points for performing job functions.

With their help, you can assess the abilities of a particular employee, as well as such important qualities like responsibility, hard work, ability to work in a team.

At the end of the pay period, employees receive a bonus based on the points they accumulate.

Let's explain this scheme in practice:

the incentive payment fund is equal to 60 thousand rubles;

number of employees on staff – 3;

for failure to complete tasks, the employee receives 0 points, for tasks completed without criticism - 1 (we use a simplified evaluation system);

the maximum number of points is 14 (for all employees), 42 points (for the entire department).

So, the first head of the HR department scored 12 points, the manager – 10 points, and the HR specialist – 13 points.

We use the formula:

(maximum amount of incentive payments/total number of points)* sum of points for a particular employee = amount of remuneration

For 1st employee: (60 thousand/42) * 12 = 17143 rubles.

For the 2nd employee: (60 thousand/42) * 10 = 14286 rubles.

For the 3rd employee: (60 thousand/42) * 13 = 18,571 rubles.

Japanese

Japanese managers strive to create a system that would be aimed at organizing group work and fostering collectivism.

In their model, a significant role is given to the quality indicator. After all, it is he who helps increase the company's profits. To achieve this goal, corporations use efficient systems wages, analysis of workplace organization, employee certification, etc.

The peculiarity of the Japanese system is that it emphasizes the loyalty of its employees to the companies.

Workers are identified with the company for which they work. At the same time, each employee is sure that he is a significant person for his company and its fate depends on his actions.

To prevent workers from leaving for another company, a remuneration system based on length of service is used. Employees also receive bonuses twice a year and regularly improve their skills.

In general, the payment system is based not only on length of service, but also taking into account other indicators, including the qualifications of the employee and the effectiveness of his activities.

The personnel motivation system, as we discussed earlier, is a complex of tasks. Their solution allows us to achieve high efficiency labor of workers.

The system is developed at a specific enterprise, taking into account the specifics of the activity, staff organization, etc.

Structure and elements

The corporate system of motivation and stimulation of the organization’s personnel consists of the following elements:

goals and objectives (results that the company seeks to obtain);

the company's strategy and policy in this area, taking into account the long-term development goals of the organization and the time to achieve them;

principles of motivation and stimulation of work;

functions of the system - regulation, planning, organization, coordination and regulation, motivation and stimulation, control, accounting, analysis;

system structure (and non-material incentives);

system formation technology.

Approximate diagram motivation systems in the organization
Tools

Tools are those types of incentives that can influence staff motivation. They can be tangible and intangible. Among them are those that directly depend on specific labor results, for example, bonuses.

Indirect motivation tools are also used - reimbursement of expenses for communication, food, travel, etc.

They are used to increase employee loyalty and reduce staff turnover.

Indirect instruments do not depend on work results and are determined by the status or rank of the employee.

Development and construction features (step-by-step algorithm)

In the process of creating a staff motivation system, the following stages can be distinguished:

formation of the company’s goals and objectives in this area, approval of those indicators that can clearly demonstrate the results of each employee’s activities;

approval of the tariff schedule;

identification of tools that are planned to be used in the personnel motivation system;

assessing the effectiveness of each employee;

establishing a relationship between performance results and remuneration.

Analysis and cost effectiveness

Analysis modern system motivation is necessary in order to assess whether employees are influenced by it, whether their reaction to the impact of the motivation system corresponds to management’s expectations, etc. To do this, various techniques are used - for example, analysis of variance for related samples.

The motivation system provides for certain costs for incentive tools. This is why an organization needs to track cost effectiveness.

The company is interested in an employee as long as he earns more for the company than the company spends on him.

Stages of assessment

The staff motivation system is assessed in several stages:

Stage 1. At this stage, the existing system of motivation and incentives for personnel in the organization is assessed. The company conducts a survey of employees so that the effect of material and intangible factors can be analyzed.

Stage 2. Participants' questionnaires are handed over to the employees who will conduct the assessment.

Stage 3. Processing questionnaires, calculating the average score for each factor.

Stage 4. Analysis of each factor by which the company's employees are motivated. First of all, you need to pay attention to those of them that received the lowest estimated result.

Why might it not work?

Many managers are interested in the question: “Why doesn’t the motivation system work?” There could be a lot of reasons for this.

Usually they boil down to the fact that the employer, when building it, is not at all interested in the opinions of his employees.

Conducting surveys and questionnaires will help identify the needs of employees. Their satisfaction will serve as an excellent incentive for effective work.

The company's personnel management system plays key role in business development. The personnel motivation system is a key area related to all other aspects of management that deserves the closest attention of the manager. Staff motivation needs to be constantly improved and improved. To do this, you need to know in which direction to move, what changes in the area of the motivation system to make, etc. This is possible only after an assessment of the labor motivation system already in place at the enterprise.

Knowledge of methods for assessing motivation and their competent use will not only increase the performance of your subordinates, but will also give you the opportunity to better understand the people with whom you work.

Methods for assessing the effectiveness of the labor motivation system at an enterprise:

Questionnaire;

Oral interview, interview;

Psychological testing;

Projective method;

Analysis of behavior and statements in artificially created conditions (business games, trainings)

Analysis of the results of labor activity, the nature of the work.

Questioning. The questionnaires contain open questions, implying detailed responses from employees, including suggestions for improving this issue. Testing. The tests involve employees answering closed questions (“yes”-“no”), or selecting an already specified answer option from a list.

In some companies, the anonymity of completed tests plays an important role.

The questionnaire may also include a list of motivation factors and two questions for each: how important the factor is, and how satisfied the person is with it now. Factors can be very different: working conditions, psychological comfort, material satisfaction, stability of the enterprise, career opportunities, etc. As part of the study of the system of material and moral incentives, assessment methods based on procedural theories are used: expectancy factors, justice factors, Porter-Lower model factors .

When processing questionnaire data, the number of employees who answered one of the proposed answer options is summed up, and the satisfaction index is determined using formula 1.4:

where (+2), (+1), (0), (-1), (-2) - satisfaction scale;

Ni is the number of respondents who answered this option;

N is the total number of respondents.

Diagnostic interview. Here there is an opportunity for the most in-depth study of the company’s motivational background through a diagnostic conversation with key employees of the organization, since it is possible to clarify and deepen the issue. The interview should be confidential and conducted by the person employees most trust. In practice, managers often resort to the services of external consultants. Also, the interview can be conducted by a human resources specialist, if this employee enjoys the trust and respect of both company employees and management.

Despite the obvious availability of these methods, they have disadvantages: not all motives are conscious, since understanding complex motivational formations requires developed reflection; answers are often insincere due to the influence of the factor of “social desirability” (the desire to look like a the best side, correspond to certain social “norms” and “standards”). However, questionnaires and interviews make it possible to quickly collect mass material, to find out how a person perceives his actions and actions, what he declares to the “world.”

Psychological tests. The test questionnaire contains a series of questions, the answers to which are used to judge the psychological qualities of the subject. A test task is a special kind of test, based on the results of which the presence or absence and degree of development of characterological traits (personality properties) are determined, for example, orientation towards achieving success.

Standardized tests provide quantitative estimates, by which one can compare the severity of an individual’s psychological properties with their expression in popularization.

The disadvantage of standardized tests is the certain possibility of the test subject influencing the test results in accordance with the approved characterological personality traits. These possibilities increase if the test takers know the content of the test, or the criteria for assessing the behavior and personality traits being studied.

Projective techniques. The main emphasis is on diagnosing the employee’s hidden motivation, which is hidden, including for the employee himself. Often, projective methods include combinations of all kinds of methods - cases (situations), specific tasks, interviews, including questions that at first glance have nothing to do with the respondent (for example, “Why, in your opinion, do people work well in one company, but not so much in another? are they trying?"). It is assumed that the subject identifies key indicators for him.

Information obtained using such methods is less structured and standardized, and is more difficult to process. These methods require skilled interpretation of the collected data.

The method of analyzing work activity and the nature of work performance includes: analysis of labor productivity; the effect of reducing staff turnover, the effect of training with subsequent combination of professions, the effect of increasing labor productivity.

To assess the effectiveness of labor activity, an indicator of the effectiveness of labor costs is used, in particular an indicator of labor productivity.

Labor productivity is determined by the amount of products (volume of work) produced by an employee per unit of time (hour, shift, quarter, year) or the amount of time spent on producing a unit of product (performing a specific job).

The effect of reducing staff turnover (monthly) is calculated using formula 1.5:

where Zn is the cost of a newbie, which is calculated using formula 1.6:

where Zt is the cost of personnel selection;

Roth - the number of selected candidates;

P - average number of employees;

Kt - fluidity coefficient.

The positive value of the indicator “effect from reducing staff turnover” indicates the effectiveness of the measures taken. Meaning equal to zero suggests that these events had no impact on staff motivation, and, accordingly, on financial activities organizations. A negative value of the indicator indicates the ineffectiveness and costliness of the measures.

Personnel turnover is a movement of labor caused by employee dissatisfaction with the workplace or the organization's dissatisfaction with a specific employee.

The staff turnover rate is calculated using formula 1.7:

where Ruv is the number of dismissed workers.

Natural turnover (3-5% per year) contributes to the timely renewal of the team. Excessive turnover causes significant economic losses, and also creates organizational, technological, and psychological difficulties. Staff turnover rates below 3% indicate that the workforce is aging.

The effect of training followed by combining professions can be calculated using formula 1.8:

where Salary - wage costs per employee per month;

Rho - the number of workers trained in related professions;

N is the calendar period for which efficiency is calculated;

Goiter - training costs.

The effectiveness and feasibility of conducting training at the enterprise speaks positive value Eob indicator, a negative value indicates the ineffectiveness of the activity.

The effect of increasing labor productivity (per month) is calculated using formula 1.9:

where P is the number of employees;

Dm - the number of working days worked by them per month;

P - labor productivity as the ratio of sales volume per day to

number of employees.

A positive value of the indicator “effect from increasing labor productivity” indicates the effectiveness of the measures taken, which is manifested in an increase in revenue from work while reducing or maintaining the level of costs. A value equal to or below zero indicates that these measures are not effective.

Total efficiency is calculated using formula 1.10:

Based on the data from the analysis of the degree of satisfaction with work and other motivation factors, the weighted average assessment of the state of motivation (M) can be calculated using formula 1.11:

where E is the weight significance of each factor;

B is the indicator of this factor in points.

We can safely say that organizations where the motivation system is effective are characterized by a relatively low level of staff turnover and high market and economic indicators.

This review is devoted to issues and methods for assessing staff motivation, best practices and methods for assessing the level of staff motivation. We studied the literature and selected the ten most interesting assessment methods.

Every year, companies spend very significant sums on developing motivation systems in order to increase the productivity of their employees. But often their efforts are in vain. After all, in order to increase the level of motivation of employees, you need to understand in which direction this should be done. It is very important to diagnose this very motivation before increasing the level of motivation. In this article you will find the most effective methods research on the level of motivation.

First of all, you need to know that in order to correctly assess staff motivation, we must distinguish between two main types: motivation of candidates and motivation of employees themselves.

Assessing candidate motivation:

1. Motivation card.

Very effective way diagnosing a candidate's motivation is a comparison of the motivation card with the candidate's answers. This is especially useful to understand and consider during the executive selection process. First you need to develop a candidate motivation map. This will include the following sections:

power - development

achieving success - avoiding failure

security - belonging

In accordance with this motivation card, the candidate is asked questions and the answers are recorded in the table. You can ask both case questions and projective questions:

Examples of cases for assessing staff motivation:

What are the main criteria that you pay attention to when choosing a future company to work for?

Given the same financial motivation, which company will you choose?

Examples of projective questions:

Why do people work well in some companies and poorly in others?

Why do people most often quit their jobs?

What conditions primarily ensure high performance results?

Answers must be entered in the appropriate column of the motivation card and then analyzed which motivation prevails in the candidate and whether it corresponds to the priorities of your company.

2. Testing.

An indispensable, but rather annoying way to diagnose a candidate’s motivation is to test it. It should be remembered that the candidate must be warned that he will be tested.

There are many different specially designed tests for this purpose. Among them is a method for studying Shane’s motivation for career growth. The technique consists of ranking responses to 41 statements on a ten-point scale.

Question and answer forms can be found at this link: http://psylab.info/Methodology_for_study_motivation_of_professional_career_Shane

In my opinion, the questionnaire for identifying sources of motivation by John Barbuto and Richard Skoll is also very successful. The operating principle is the same, but 30 statements are proposed, which are distributed across 5 areas and are rated on a seven-point scale. More details here: https://sites.google.com/site/test300m/msi

3. Questionnaire.

Another softer way than testing to diagnose the level of motivation of candidates is a questionnaire. The undoubted advantage of this method is that you can select exactly the number of factors and exactly the list of them that interests you and is relevant specifically for your company. Invite the candidate to rate each of the motivators with a certain number of points (you determine the scale yourself).

4. Questions about the company.

It is easy to determine how interested a candidate is in working for your company by asking a question about what he knows about your company. If a candidate is motivated to work in your company, he will definitely look at information about the company before the interview. If in response he utters template phrases, then most likely he was attracted wage, and as you know, this is the most unreliable motivator.

Employee motivation assessment:

To assess the motivation of already working personnel, they are used different methods surveys, but the approach to conducting them is radically different. Basically, the so-called generalized motivation is assessed. However, the way the data obtained is analyzed allows us to achieve very good results.

1. Thematic questionnaires.

This method includes an oral interview and a written questionnaire. Since a diagnostic interview requires a lot of effort and time, it is most productive to use it to measure the level of motivation of top managers. You can also use the manager's opinion to form an overall impression of employee motivation. For interviews, it is better to use a set of open and closed questions. To make it easier to interpret your answers, you can record the results or enter them into a table.

2. Method of projective questions.

The undoubted advantage of this method is that it significantly reduces the likelihood of receiving socially desirable answers. But be prepared for the fact that processing the results will take considerable time and require certain psychological knowledge from you. It is necessary to include in the conversation not only projective questions, but various types assignments and cases.

3. Test of humorous phrases.

This method was proposed back in 1982, but nevertheless, HR specialists should pay attention to it, it is easy to process and the procedure itself will undoubtedly cause only positive emotions in the employee being evaluated. The essence of the method is as follows: 80 cards with various funny sayings are offered. 40 of them can definitely be classified into one of the 10 topics, and the remaining 40 are not clearly defined. Accordingly, a person will relate them precisely to those topics that are internally closer to him. The cards are handed to the employee and asked to sort them into 10 piles and only after that the topics are given. The authors proposed the following 10 topics:

Self-defense

Gender relations

Bad habits

Money

Career

Family

Stupidity

Mediocrity

Social unrest

In accordance with the number of cards on each topic, the main and secondary motivators of a person are determined. In order not to embarrass the employee, you can tell him that the test determines his level of sense of humor.

4. Coach questionnaire.

This method is very simple, but gives wonderful results. It consists of several stages. At first it is a regular survey. The questionnaire contains motivation factors (include those that you consider necessary) and two columns: how important this factor is and how much the person is satisfied with it now. After collecting these stages, it is necessary not only to analyze them, but also to enter the data into the summary table. This stage is fundamental in this technique. Because this is what the next discussion is based on. Here you can take either a formal approach or a more creative one.

An example of the first method is to gather everyone, for example, in a conference room; in the second case, to discuss the results while eating delicious pizza somewhere in a cafe. The GROW model is used for discussion. Using this method allows you to ensure that the discussion does not go beyond the intended topic, not to turn the discussion into empty chatter, but to find effective ways solving the problem. For a discussion, you also need someone to take on the role of a coach (he must lead the discussion) and someone who will record the discussion; alternatively, you can use a voice recorder.

Then everything happens simply, the motivator with which the employees are most dissatisfied is selected, the question is asked who is dissatisfied with them and what they would like to receive as a result. If there is a person present at the discussion who can offer a solution to the problem, you can immediately discuss it, but if not, then the team offers its own solutions, but they must be recorded. After this, it is necessary to sum up the results, including setting a deadline by which the issue will be resolved and when a meeting will be held to discuss the results.

It is very important not to miss this moment, so that it doesn’t work out - they talk and forget, this will very demotivate the team and will only cause irritation among employees. This method can be used both in small teams and in large companies. Of course, it is no longer recommended to conduct a discussion with a large number of respondents, since those who are not close to the factors being discussed will be frankly bored, but the summary table will clearly indicate weaknesses in employee motivation.

5. Essay writing.

This method in its own way allows you to identify the employee’s motivation. Main point- correctly set the topic of writing. The further it lies from motivation, the more accurate the results can be obtained. But when interpreting the results, basic psychological knowledge is needed, the same as when interpreting projective techniques.

6. Structured observation to assess staff motivation.

It is very effective to use this method when checking such motivation as the desire and desire to adhere to rules and standards, and the correlation of one’s goals with the goals of the company (team). Keeping work diaries can also be used for the same purposes.

7. Sales assessment, improving the quality of work, reducing the number of customer complaints, optimizing the work process, introducing innovations.

These methods are quite labor-intensive, but objective in assessing the level of employee motivation. Moreover, they evaluate not external motivators, but deeper ones - internal ones, and that is why they are considered the most accurate.

Assessing staff motivation is a painstaking task, but rewarding, provided that you are going to use its results to improve the motivation system or build it.

It is important to first correctly identify the general weak points, the so-called critical points of the company’s motivational system. And after that, proceed to a more individual approach. Of course, the newer the team/company, the more often assessments need to be carried out. But as work gets established, there is no need to conduct assessments more often than once every few months.

Assessing the effectiveness of the motivation system is a separate important task facing the manager during implementation new system motivation.
Evaluation of the effectiveness of any object is considered as effectiveness in relation to the achievement of assigned tasks.
Effect = Result - Costs. (1.1.)
Efficiency = Result / Cost (1.2.)
Thus, when determining the effectiveness of the motivation system, the results and costs should be determined.
Costs are divided into the following types:
remuneration of workers involved in the implementation of the motivation system;
payment for material and non-material factors of the motivation system;
organization of a motivation system (development + infrastructure);
The results coincide with the results of the financial and economic activities of the organization.
Obviously, the meaning of efficiency in itself is of little interest; What is important is the change in effectiveness resulting from the changes.
However, making changes takes time, and the entry of the motivation system into the most effective phase (when the motivational systems of employees began to correspond to those included in the motivation system) is also not immediate. As a consequence, a change in the result is no longer a consequence of one change in the motivation system (the reason may be external environment or the consequences of other parallel processes occurring in the organization).
Economic and social effectiveness of motivation.
The effectiveness of motivation is determined by the degree to which economic and social goals are achieved.
Economic goals are related to production activities enterprise and is reflected in economic indicators and economic criteria for the effectiveness of its functioning.
Social goals are realized in the form of fulfilling the expectations, needs and interests of employees. These needs are very diverse, and their importance may change over different periods of time. Goals determine the direction of activity. They characterize the state to which one should strive based on the implementation specific strategies
Economic approach requires analysis and identification of goals for the development and functioning of all components of a specific social system. Effective functioning of the system as a whole is possible only with a certain combination of its goals with the goals of its subsystems. The objective goals of the system may not only not coincide, but also conflict with the goals of the subsystems, as well as with the goals of individual workers. It is these “hidden” goals that actually control the activities of the work collective, which leads to completely different results than planned. Effective functioning of a specific subsystem (shop, section, team) within the framework of a common goal is possible only on the basis of eliminating such “hidden” goals. The socio-economic mechanism for managing the behavior of an object should be aimed at the formation of such a set of motives that would ensure the implementation of internal personal goals and behavior in the labor process in accordance with the general goals of the management system. For social performance to be seen as an achievable goal, it is necessary to find a way to measure needs and interests. Due to the variety of components that make up social efficiency, it is necessary to find a general indicator with which to describe and evaluate employee needs and job satisfaction.
Job satisfaction may vary depending on how production, economic, social and motivational processes are organized. Different degrees of satisfaction also reflect different degrees of achievement of the social goals of the system.
Therefore, the criterion for the quality of decision-making, which would be commensurate with the economic and social effectiveness of motivation, can be considered the degree of goal achievement. Social efficiency in the form of incentives can only be realized when the existence of the enterprise is reliable and it makes a profit, which allows the implementation of incentive policies. At the same time, growth in economic efficiency can only be achieved starting from a certain level of social efficiency. Therefore, there is a relationship between economic and social efficiency.
When achieving economic and social efficiency, a balance of interests must be maintained. It is considered achieved only when the interested parties recognize the compromise solution as acceptable.
From the point of view of the motivational impact on individuals, various factors influencing productivity and labor efficiency can be reduced to three main ones: performance (individual's capabilities), readiness to work and working conditions.