Existing models motivations vary in their focus and effectiveness. The results of studying motivation models do not allow us to clearly determine from a psychological point of view what motivates a person to work. The study of a person and his behavior in the work process provides only some general explanations of motivation, but even they make it possible to develop pragmatic models of employee motivation in a specific workplace.

Share your work on social networks

If this work does not suit you, at the bottom of the page there is a list of similar works. You can also use the search button

INTRODUCTION………………………………………………………………………………..	3
Chapter 1 . STAFF MOTIVATION AS A FACTOR OF INCREASING PRODUCTION EFFICIENCY……..................	5
1.1 The role and importance of staff motivation …………………………….	5
1.2 Methods of stimulating personnel……………………………..	7
Chapter 2. THEORIES OF MOTIVATION ………………………………………..	9
2.1 Content theories of motivation……………………………………………………	9
2.1.1 A. Maslow’s theory of needs……………………………………………………	9
2.1.2 The theory of needs by D. Mack Clelland………………………	12
2.1.3 Two-factor theory of F. Herzberg……………………………..	13
2.1.4 The theory of existence, connection and growth of K. Alderfer…………..	14
Chapter 3. WAYS OF MOTIVATION…………………………………….	16
Chapter. 4. MOTIVATION OF EMPLOYEES OF MBUI "CITY POLYCLINIC LGO"…………………………………………………….	20
4.1 general characteristics MBUZ "City Clinic LGO"…….	20
4.2 Structure of the administrative apparatus of the Municipal Budgetary Healthcare Institution “City Polyclinic LGO”……………………………………………………………………………….	21
4.3 Methods of motivating staff of the Municipal Budgetary Healthcare Institution “City Polyclinic LGO”………………………………………………………………………………………….....	22
4.4 Proposals for incentives for employees of the Municipal Budgetary Healthcare Institution "City Clinic"………………………………………………………………………………….	24
CONCLUSION………………………………………………………………	26
LIST OF SOURCES USED………………………...	29
APPLICATIONS	31

INTRODUCTION

Management activities include many components. Among them:

personnel policy, relationships in the team, socio-psychological aspects of management. The key place is occupied by identifying ways to increase productivity, ways to increase creative initiative, as well as stimulating and motivating employees.

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

No management system will function effectively unless an effective motivation model is developed, since motivation stimulates a specific individual and the team as a whole to achieve personal and collective goals.

The evolution of the use of various motivation models has shown both positive and negative aspects of their use, and this is a natural process, since in the theory and practice of management there is no ideal incentive model that would meet various requirements.

Existing motivation models vary in their focus and effectiveness. The results of studying motivation models do not allow us to clearly determine from a psychological point of view what motivates a person to work. The study of a person and his behavior in the work process provides only some general explanations of motivation, but even they make it possible to develop pragmatic models of employee motivation in a specific workplace.

In Russia, there are many problems associated with motivational policy: the problem of relationships with management, dissatisfaction with the level of wages, living and working conditions in the enterprise as a whole. The main obstacle to resolving these issues is the reluctance of management personnel to think about the living and working conditions of people who directly create profit. In market conditions, special attention should be paid to non-material incentives, creating a flexible

employee benefits system.

Subject course work : Theories of motivation by A. Maslow, D. McCpelland, F. Herzberg, K. Alderfer.

The relevance of the chosen topic lies in the fact thatwhat from clear development effective system motivation depends not only on increasing the social and creative activity of a particular employee (manager, worker), but also on the final results of the activities of enterprises of various organizational and legal forms of ownership, production and non-production spheres of activity.

Purpose of the course workstudy the theories of motivation by A. Maslow, D. McCelland, F. Herzberg, K. Aldefer, to analyze the motivation of employees of the Municipal Budgetary Healthcare Institution “City Clinic of the Leningrad City Hospital”.

To achieve the goal, the following tasks were set:

1. Define the concept of motivation.

2. Consider theories of motivation

3. To study the influence of motivating factors on the work of the staff of the Municipal Budgetary Healthcare Institution “City Polyclinic LGO”

4. Determine possible ways to increase the motivation of employees of the Municipal Budgetary Healthcare Institution “City Polyclinic LGO”.

CHAPTER 1

STAFF MOTIVATION AS A FACTOR OF INCREASING PRODUCTION EFFICIENCY

1.1 The role and importance of staff motivation

The main feature of personnel management during the transition to a market is the increasing role of the employee’s personality. The situation that currently exists in our country carries both great opportunities, and great threats to each individual in terms of the sustainability of its existence. That is, now there is an extremely high degree of uncertainty in the life of every person. Therefore, it is necessary to develop a new approach to human resource management. This approach is as follows:

1) creation of a personnel management philosophy.

2) creation of perfect personnel management services.

3) application of new technologies in personnel management.

4) creation and development of joint values, social norms,

behavioral settings that regulate the behavior of an individual.

Philosophy of personnel managementthis is the formation of the behavior of individual employees in relation to the development goals of the enterprise. Under such conditions, motivation labor activity employees of the company becomes especially important. In order for a person to perform the work assigned to him conscientiously and efficiently, he must be interested in it or, in other words, motivated.

In personnel management, motivation is considered as a process

activating the motives of employees (internal motivation) and creating incentives (external motivation) to encourage them to work effectively.

The purpose of motivation is to form a set of conditions that encourage a person to take actions aimed at achieving a goal with maximum effect.

Over time, various psychological theories of motivation have emerged, attempting to examine the determining factors and structure of the motivational process from different perspectives. As a result, the so-called “carrot and stick” policy was replaced by the development of more complex systems for stimulating employee motivation to work, based on the results of its theoretical study.

Modern theoretical approaches to motivation are based on

ideas formulated by psychological science that studies the causes and mechanisms of purposeful human behavior. From these positions, motivation is defined as the driving force human behavior, which is based on the relationship between a person’s needs, motives and goals.

The general characteristics of the motivation process can be represented if

define the concepts used to explain it: needs, motives, goals.

Needs this is the state of a person experiencing a need for an object necessary for his existence. Needs are the source of human activity, the reason for his purposeful actions.

Motives these are the motivations of a person to act, aimed at a result (goal).

Goals this is a desired object or its state that a person strives to possess.

The motives that drive a person are extremely complex, subject to frequent changes and are formed under the influence of a whole complex of external and internal factors- abilities, education, social

position, material well-being, public opinion and so on. Therefore, predicting the behavior of team members in response to different systems motivation is very difficult.

Motivation as a management function is implemented through a system of incentives, i.e. any actions of a subordinate must be positive or negative consequences in terms of satisfying his needs or achieving his goals. Studying the team can allow the leader to create a motivational structure with the help of which he will educate the team in the right direction.

1. Personnel incentive methods

Methods of stimulating personnel can be very diverse and depend on the elaboration of the incentive system at the enterprise, common system management and features of the enterprise itself.

Depending on the orientation towards influencing certain needs, management methods are divided into:

1. Economic management methods driven by economic incentives. They assume material motivation, that is, an orientation towards fulfillment certain indicators or tasks, and the implementation after their completion of economic rewards for the results of work.
2. Organizational and administrative methods based on directives. These methods are based on power motivation, based on submission to the law, legal order, senior positions, etc., and based on the possibility of coercion. They cover organizational planning, organizational regulation, instruction, management, and control.
3. Social psychological methods, used to increase the social activity of employees. With the help of these methods, they influence primarily the consciousness of workers, the social, aesthetic, religious and other interests of people and carry out social stimulation of work activity.

In management practice, various methods and their combinations are simultaneously used. For effective management motivation, it is necessary to use all three groups of methods in enterprise management. Thus, the use of only power and material motivations does not allow mobilizing the creative activity of staff to achieve the goals of the organization. For achievement maximum efficiency it is necessary to use spiritual motivation.

CHAPTER 2

THEORIES OF MOTIVATION

The most widely known theories of motivation are:

• Maslow's theory of needs;

• Alderfer's theory of existence, connection and growth;

• McClelland's theory of acquired needs;

• Herzberg's two factor theory.

2.1.1 Maslow's theory of needs

Abraham Maslow is one of the greatest scientists in the field of motivation and psychology.

Maslow's needs theory is one of the most famous theories of motivation.

The essence of the theory comes down to the study of human needs. This is an earlier theory. Its supporters, including Abraham Maslow, believed that the subject of psychology is behavior, not human consciousness. Behavior is based on human needs, which can be divided into five groups:

1. Physiological needs.

This group includes the needs for food, water, air, and shelter. These are the needs that a person must satisfy in order to survive, in order to maintain the body in a vital state. People who work primarily to satisfy the needs of this group have little interest in the content of the work. To manage such people, a minimum wage was necessary to ensure their survival, and the working conditions were not too burdensome for their existence.

2. Need for security.

The needs of this group are related to people’s desire for stability and security: to have good housing, to be protected from pain, illness and other suffering. For a person influenced by these needs, job security is important, pension provision, health insurance. A reliable system should be created to manage these types of people social insurance, apply fair rules for regulating their activities.

3. The need to belong to a social group. A person strives to participate in joint actions, he seeks friendship, love, membership in a certain group of people, strives to participate in social events. Good results can be achieved with a brigade uniform labor organization, using group activities outside of work, and reminding employees how valued they are by their work colleagues.

4. Needs for recognition and respect. This group of needs reflects people's desire to feel competent, confident, and strong. People strongly influenced by this need strive for a leadership position or a position of recognized authority in solving problems. When managing such people, it is necessary to use various forms of moral encouragement and expressions of recognition of their merits. For this purpose, the following can be used: assignment of titles and titles, publications in the press and mention by management in public speaking about their merits, presentation of honorary awards.

5. Self-expression needs. This group combines needs expressed in a person’s desire to use his knowledge, abilities and skills for self-affirmation in business and management. People with this need are open to the perception of themselves and the environment, creative and independent. When managing such people, it is necessary to maximize their abilities, strive to give them original tasks, provide them with greater freedom in choosing means and involve them in work.

All these needs can be arranged in a strict hierarchical sequence in the form of a pyramid, at the base of which lie the primary needs, and at the top are the secondary ones.

Pyramid of A. Maslow

The meaning of the hierarchical structure is that the needs of lower levels are a priority for a person and this affects his motivation. In other words, in human behavior, the more determining factor is the satisfaction of needs at first low levels, and then, as these needs are satisfied, the needs of higher levels become a stimulating factor.

The highest need - the need for self-expression and growth of a person as an individual - can never be fully satisfied, therefore the process of motivating a person through needs is endless.

The duty of a manager is to carefully monitor his subordinates, promptly find out what active needs drive each of them, and make decisions on their implementation in order to improve the efficiency of employees.

2.1.2 Theory of needs D. Mac Clelland

Focuses on the needs of higher levels.

D. McClelland believed that people have three needs:

• power,
• success,
• involvement.

The need for power is expressed as a desire to influence other people. People with a need for power are not necessarily power-hungry careerists in the negative and most commonly used meaning of these words. With the need for power in its pure form, people, according to this theory, have no inclination towards adventurism; the main one is the need to demonstrate their influence.

The need for success is not satisfied by proclaiming the person's success, but by the process of bringing the work to a successful conclusion. People with a highly developed need for success like situations in which they can take responsibility for finding a solution to a problem, and they want concrete rewards for the results they achieve. To motivate people with a need for success, you should set them tasks with a moderate degree of risk or possibility of failure, delegate them sufficient authority to unleash their initiative, and regularly and specifically reward them in accordance with the results achieved.

Motivation based on the need for belonging determines people's interest in the company of acquaintances, establishing friendly relations, and helping others. People with a strong need for affiliation will be attracted to jobs that provide them with extensive opportunities. social communication. The manager can also ensure that their needs are met by spending more time with them and periodically bringing such people into separate groups.

2.1.3 Herzberg's two-factor theory

This theory emerged due to the growing need to understand the influence of tangible and intangible factors on human motivation.

Frederick Herzberg created a two-factor model that shows

job satisfaction.

Factors influencing job satisfaction

Hygiene factors	Motivation
Company and administration policy	Success
Working conditions	Career advancement
Earnings	Recognition and approval of the result
Interpersonal relationships	High degree responsibility

Hygiene factors relate to the environment in which work is carried out. The absence or insufficiency of hygiene factors causes job dissatisfaction in a person. But the sufficiency of these factors in themselves does not cause job satisfaction and cannot motivate a person to do anything. These factors include earnings, working conditions, administration policies, degree of control, relationships with colleagues and supervisors, and subordinates.

The applicability of Herzberg's theory has been tested in practice in many organizations. The results of the experiments showed that in order to effectively use Herzberg's theory, it is necessary to create a list of hygiene and especially motivating factors and give employees the opportunity to determine and indicate what they prefer.

2.1.4. Alderfer's theory of existence, connection and growth

K. Alderfer believes that human needs can be combined into separate groups. However, unlike Maslow’s pyramid of needs, he believes that there are only three such groups of needs:

• existence needs;
• communication needs;
• growth needs.

Existence needsAccording to Alderfer, they include two groups of needs in Maslow’s pyramid: the need for safety and physiological needs.

Need for communicationaccording to Alderfer, it includes the social nature of a person, a person’s desire to be a member of a family, a team, to have friends, enemies, superiors and subordinates. Therefore, this group should include the needs to belong to a social group, recognition and respect, which are associated with a person’s desire to occupy a certain position in the world around him, as well as that part of the security needs of Maslow’s pyramid, which is associated with group security.

Growth needsare similar to Maslow’s needs for self-expression and also include those needs of the recognition and self-affirmation group that are associated with a person’s desire to develop confidence and self-improvement.

These three groups of needs, as in Maslow's theory, are located hierarchically. However, there is one fundamental difference between Maslow's and Alderfer's theories. According to Maslow, there is a movement from need to need only from the bottom up: only when the needs of the lower level are satisfied does a person move on to a need of a higher level. Alderfer believes that the movement goes in both directions: up if the need of the lower level is not satisfied, and down if the need of the higher level is not satisfied. At the same time, Alderfer thinks that in case of unsatisfaction of a need at the upper level, the degree of influence of the need at the lower level increases, which switches the person’s attention to this level. For example, if a person has failed to satisfy the needs of career growth, his communication needs “turn on” again.

Alderfer's theory reflects a hierarchy of needs in the direction from more specific needs to less specific ones. He believes that every time a need is not met upper level, there is a switch to a more specific need at the lower level, which determines the reverse move from top to bottom.

So, the effectiveness or viability of a particular model can only be verified by testing them in practice, taking into account the environment where they will be implemented. One thing is indisputable: the absence of motivational models at our enterprises will reduce the effectiveness of existing management systems and the socio-economic activities of work collectives.

CHAPTER 3

WAYS OF MOTIVATION

Each organization adapts the strategic theories of human resource management discussed above to specific features its functioning. The success of resolving this issue determines whether subordinates will strive to work well or simply serve their office hours.

Ways to improve work motivation.

They are combined into five relatively independent areas:

• financial incentives,
• quality improvement work force,
• improvement of labor organization,
• involving staff in the management process,
• non-monetary incentives.

Material incentives reflect the role of the motivational mechanism of remuneration in the system of increasing labor productivity. It includes as elements the improvement of the wage system, providing staff with the opportunity to participate in the property and profits of the enterprise.

Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to either maintaining labor activity at the proper level or increasing labor productivity. The use of this method can be useful for achieving short-term increases in labor productivity. Ultimately, a certain overlap or addiction to this type of influence occurs. Unilateral influence on workers only monetary methods cannot lead to a lasting increase in labor productivity.

The next direction for improving motivation is improving the organization of work - contains setting goals, expanding labor functions, labor enrichment, production rotation, the use of flexible schedules, improvement of working conditions.

Expanding labor functions implies introducing diversity into the work of personnel, that is, increasing the number of operations performed by one employee. As a result, the work cycle of each employee is lengthened, and the intensity of work increases. The use of this method is advisable in case of underutilization of workers and own desire them to expand the range of their activities, otherwise this may lead to severe resistance from employees.

Labor enrichment implies providing a person with work that would provide the opportunity for growth, creativity, responsibility, self-actualization, including in his responsibilities some functions of planning and quality control of the main and sometimes related products. This method is advisable to use in the field of work of engineering and technical workers.

Improving working conditions is the most pressing problem of today. At the stage of transition to the market, the importance of working conditions increases as one of the most important human needs. The new level of social maturity of the individual denies unfavorable conditions working environment. Working conditions, being not only a need, but also a motive that encourages work with a certain return, can be both a factor and a consequence of a certain labor productivity and its effectiveness.

Management uses 6 methods of non-monetary incentives:

1. Approval.

Approval is an even more powerful way of reward than money, which of course will always mean a lot. Almost all people respond positively if they feel valued and respected. There are the following manager rules:

“praise immediately”

“praise the person’s work”

“say that you are satisfied and you are pleased that the employee did this

after this there is no need to stand over the employee’s soul, therefore, having completed your mission, go away."

2. Action . Employees who purchase shares and become part owners behave like owners. But in order to use this method of remuneration, the enterprise must use group management decision-making, instead of authoritarian one, and produce a competitive product.

3. Reward free time . This will help keep employees from developing the habit of wasting time and allow the employee to spend more time on himself and his family if he completes work before the allotted time. This method is suitable for people with a free schedule. Otherwise, management is tempted to increase the amount of work.

4. Mutual understanding and interest in the employee. The method of remuneration is most significant for effective professional employees. For them, internal rewards carry a lot of weight. This approach requires managers to have good informal contact with their subordinates, as well as knowledge of what worries and interests them.

5 Promotion through the ranks. This method of remuneration requires significant financial investment from senior management.

6 Independence in your favorite job. This method is especially good when employees strive to become professionals, but feel the pressure of control over themselves or feel that they would do other work much more professionally, with more impact and better results. Here, the manager’s art lies in the ability to identify such an employee, which can be difficult when these actions are taken for just another control event. Very often such people could work effectively without supervision from above, but the lack of some courage prevents them from approaching management about this.

7. Profit sharing.

The most common form of collective reward is the so-called “system” PARTICIPATION IN PROFIT.” The essence of the system “ participation in profits” is that due to a predetermined share of profit, bonus fund, from which employees receive regular payments. The amount of payments depends on the level of profit, general results of production and commercial activities enterprises. Payments to workers and employees (including representatives of senior administration) in accordance with the “ participation in profits” are not taxed. Thus, entrepreneurs are encouraged by the state to spread this system. In many cases " participation in profits” provides for the payment of all or part of the bonus in the form of shares.

In the “participation” system in profits” bonuses are awarded for achieving specific results in the production activities of enterprises: increasing labor productivity and reducing production costs. Bonuses are awarded, as a rule, in proportion to the salary of each employee, taking into account the personal and work characteristics of the performer: work experience, absence of tardiness and absenteeism, rationalization activities, as well as a tendency to cooperate, loyalty to the company, etc.

This system is good for large companies.

CHAPTER 4

EMPLOYEE MOTIVATION

MBUZ "CITY POLYCLINIC"

4.1. General characteristics of the Municipal Budgetary Healthcare Institution "City Clinic"

Municipal state-financed organization health care "City Clinic", abbreviated name MBUZ "City Clinic" is a treatment and preventive facility, specialized institution healthcare, intended to carry out a set of preventive measures to improve health and prevent diseases and provide medical care to the adult population. The clinic is located at:

The clinic is organized on a local-territorial basis in in the prescribed manner in the Municipal Formation "Lysvensky Urban District". The clinic has the necessary details for its activities and is an independent healthcare institution with the right of a legal entity.

In its work, the City Clinic is guided by current legislation, orders and instructions of the Ministry of Health of Russia, this regulation and other regulatory documents.

4.2. Structure of the administrative apparatus

MBUZ "City Clinic"

1. Methods of staff motivation

MBUZ "City Clinic"

In the Municipal Budgetary Healthcare Institution "City Clinic" non-economic and psychological methods of motivation are used, but prevails economic method, i.e. financial incentives.

Based on the healthcare modernization program for a constituent entity of the Russian Federation, developed in 2011, the goal of which was to improve the quality and ensure accessibility of medical care to the population in the regions, wages and working conditions for medical personnel have significantly improved. Thus, a specialist doctor with 10 years of experience received an average of 8,500 rubles, and after the implementation of the program, the salary increased to 25,000 rubles. The nurse initially had a salary ranging from 3,800 rubles to 4,480 rubles, but as a result of modernization payments, the salary increased to 13,000 rubles. Payments were made on the basis of reports from department heads, where the person in charge assessed the work of subordinates based on criteria.

But unfortunately, the modernization program was introduced temporarily, its end date is 07/01/2013, these deadlines are indicated for the completion of repairs, construction and purchases of medical equipment. As for wages, from April 1, 2013, wages for medical workers will be calculated from the funds of Compulsory Medical Insurance. The clinic introduced such an innovation as “Fund Maintenance”. This means that funding will be per capita.

The goal of the project is to stimulate primary care doctors more effort direct to preventive work, reduce hospitalization, reduce the number of ambulance calls. If positive results are achieved, the clinic will receive additional funds from the hospital fund. This is the meaning of fund holding.

Clinic staff have already felt the impact of funding changes.

If we return to the payment for the modernization of a doctor of a narrow specialty of 25,000 rubles, then for April 2013 new scheme In settlements, the doctor received 21,000 rubles. Nurses have had their salaries reduced by an average of 2,000 rubles.

The reduction in wages is obvious.

What caused the decline?

On this moment the clinic fund contains about 4.5 million rubles, according to payment calculations utility payments, tests for patients, employee salaries, purchases of medications for day hospitals and injection rooms, as well as daily expenses for gasoline and expenses for household needs, 6 million rubles are needed. Where can I get the missing funds?

Here the administration comes to the aid of total savings on: stationery, for the payment of bonuses to staff, for staff reductions, etc.

But in any case, the innovation in the clinic is not a personal desire of the administration, but an order “from above” that must be followed.

In 2012, cosmetic repairs were made to the branches of the clinic, equipment was purchased for 6.5 million rubles, computers were installed in the offices of general practitioners and specialized doctors to facilitate documentation.

Every year on the day medical worker The administration of the clinic honors the most responsible and conscientious doctors by presenting them with a cash bonus and certificates of gratitude.

Leisure activities are held.

Employees are provided with vouchers for sanatorium and resort treatment.

4.4 Proposals for employee incentives

MBUZ "City Clinic"

If we take into account the fact that work occupies a significant place in the life of almost every person, then medical workers carry out their activities even after work, consulting neighbors, relatives and providing assistance in force majeure circumstances. Therefore, the constant experience of negative emotions, dissatisfaction with one’s occupation, and working conditions have significant consequences for a person’s health and general well-being.

Accordingly, if you properly motivate a person and create comfortable working conditions for him, the efficiency of the staff will increase significantly.

At the City Clinic, it would be much better for doctors and nurses to work in clean, renovated offices, where there would be comfortable furniture - swivel chairs and new tables, as well as a full supply of office supplies, which is a tense situation at the moment.

I would like there to be events for children entertainment activities,

Upon the birth of a child, women would be given a small gift from the administration, and an application to the kindergarten would also be provided in a timely manner.

The clinic has a catastrophic shortage of young specialists and doctors.

But they don’t go because the salary does not suit a novice doctor. Attracting young personnel is a very important goal.

Therefore, specialists need to create working conditions, provide housing, guarantee a place in kindergarten for their children, etc.

When studying the enterprise, it turned out that the average age of doctors is 48 years old, the average age of nurses is 36 years old. This means that the team is qualified and works well, so it is not advisable to allow “turnover”, and the solution to this could be an increase in wages.

It is also necessary to train staff to work with computers and programs, in connection with the transfer of all reporting and document flow into electronic form.

I would also like to note thatThere are absolutely no rest areas for staff.

I would like to fix this.

CONCLUSION

The real effectiveness of any economic measures is determined by their impact on people’s attitudes towards work. It is impossible to change this attitude legally, since this is a long evolutionary process, but it can be accelerated if you soberly assess the specific situation and take into account the reasons that gave rise to it.

Unfortunately, managers rarely take into account the social consequences of their decisions, and the decisions themselves are often not complex, but purely economic or technical in nature.

Any manager is always aware that it is necessary to encourage people to work for the organization, but at the same time believes that simple material rewards are sufficient for this. Sometimes such a policy is successful, although essentially it is wrong.

Main conclusions on the theoretical part:

Work motivation, despite the difference in approaches, is one of the fundamental methods of personnel management, encouraging employees to achieve the goals set for them and the organization. Development market relations forces managers to change existing methods and forms of management in all areas of modern management, and primarily in managing the motivation of personnel. These changes must be based on the existing needs of workers, who, despite the difficult economic situation, are not limited only to the material component, but are represented in all their diversity. Therefore, managers who want to achieve effective work of their employees use not only methods of economic incentives and administrative influence, but also pay great attention to socio-psychological methods.

To create a positive socio-psychological climate in any team, it is necessary to study the characterological characteristics of workers (character typology). The effectiveness of the work performed by staff largely depends on this. Such studies should be carried out using a variety of tests during the recruitment period (Appendix 1). In addition, it is necessary to take into account the motivation factors identified as a result of diagnosis. Such factors are primarily the feeling of envy of some workers towards others who receive greater remuneration for similar work, and inflated self-esteem by workers of the results of their work. This requires either psychological assistance from specialists or explanatory work from immediate management implementing one or another policy of differentiated incentives.

If the applied motivation methods are ineffective, approaches to the implementation of motivational policies should be changed, based on the needs, interests and desires of employees. However, it is wrong to rely entirely on calculated indicators. In personnel management, as well as in other areas of management, a situational approach is needed that allows one to determine the effectiveness of the policy being pursued based on the specific state of affairs in the organization.

Main conclusions on the practical part and recommendations:

The situation in the team is quite favorable. The performance is at a decent level, as shown by the latest audit of the Compulsory Medical Insurance Fund.

Management's main focus should be on equitable remuneration of employees according to their contribution to the collective labor process. The greatest value for employees is material incentives - increased salaries, as well as working conditions.

Management should undertake certain psychological work in a team, taking into account that value is not only external material reward, but also internal satisfaction, and also skillfully combining economic incentives with moral incentives.

List of used literature

1. Vikhansky O.S., Naumov A.I. Management, - M.: Gardarika, 1998.

2. Burmistrov A., Gazenko N., What methods of increasing staff motivation are the most effective? Personnel management - 2002.- No. 7.

3. Tsvetaev V.M. Personnel Management. St. Petersburg: Peter, 2002. С. 127.

4. Bogdanov Yu. N., Zorin Yu. V., Shmonin D. A., Yarygin V. T. Personnel motivation Methods of quality management. - 2001. - No. 11.

5. Shepelya V. “Incentivizing Labor” - “Archimedes Lever” 1999

6. M.Kh. Mescon, M. Albert, F. Khedouri. “Fundamentals of Management”, M.: Delo, 1992

7. Campbell R. McConnell, Stanley L. Brew - “Economics”, 2 vols., M.: Respublika, 1992.

8. Blinov A. Personnel motivation corporate structures Marketing.- 2001.

9. Agaptsov, S.A. Labor motivation as a factor in increasing the efficiency of production and economic activities of an enterprise: textbook. manual for universities - M.: Misanta, 2003.

10. Dryakhlov, N.I. Personnel motivation systems in Western Europe and the USA. St. Petersburg: Peter 2003

11. Maslow, A. Motivation and personality textbook, St. Petersburg: Peter 2002

12. Meskon, M. H., Fundamentals of Management, textbook M. Albert, F. Khedouri. Per. from English M.: Delo, 2002

13. Utkin, E.A. Motivational management, textbook - M.: TANDEM: EKMOS, 1999.

14. Khoroshiltseva, N.A. Study of the structure of motivation of specialists when building a remuneration system - Corporate management http://cfin.ru

15. B.M. Genkin, G.A. Konovalova, V.I. Kochetkov, Basics of personnel management textbook - M.: graduate School, 1996.

Annex 1

Test

In order to determine the level of job satisfaction of employees, a survey of employees is being conducted at the Municipal Budgetary Healthcare Institution "City Polyclinic LGO". We ask you to answer the test questions as truthfully as possible.

1.Your age ____________

2. Work experience in this organization___________

3.Education ____________

Please indicate to what extent you are satisfied with the following aspects of your work (write the corresponding number next to the question using the scale):

5 is quite satisfactory

4 more likely to satisfy than not

3 I can’t say whether it satisfies or not

2 rather unsatisfactory

1 does not satisfy at all

1. Salary amount
2. The process of the work being performed
3. Prospects for professional and career growth
4. Relationships with your immediate supervisor
5. The importance and responsibility of the work performed
6. Working conditions (noise, lighting, temperature, cleanliness, etc.)
7. Reliability of the place of work, giving confidence in tomorrow
8. The ability to do work that is respected by a wide range of people
9. How effectively the work is organized in general
10. Relationships with work colleagues
11. Opportunities to demonstrate independence and initiative at work
12. Operating mode
13. Match the job to your abilities
14. Work as a means to achieve success in life

If possible, indicate your wishes and suggestions on the issues listed ___________________________________________________________________________________________________________________________________

Thank you for your help with the research!

I therapeutic department

II therapeutic department

Subspecialists:

ENT, Oculist,

Dermatologist

Neurologist,

Surgeon, Venereologist

Traumatologist,

Endocrinologist,

Urologist,

Physiotherapist.

Physiotherapeutic department

Women's consultation

Clinical laboratory

X-ray

Registry

Electronic registry

Big sisters

Accounting

Human Resources Department

Statistics Department

CHIEF DOCTOR

substitute ch. doctor in economics

Deputy Chief business doctor

Chief Accountant

Deputy Chief medical doctor

Ch. nurse

Economists

Operators

Sisters - housewives

Other similar works that may interest you.vshm>
21085.		Personnel management system of the State Public Enterprise "Polyclinic No. 1"	205.73 KB
	External environment of the organization. Internal environment organizations. Analysis of the organization's human resources potential. Currently, there has been a significant increase in interest in people as the main factor of production, a factor in income and increased productivity, as a valuable resource and asset of an organization in competition.
5704.		Designing a WEB portal using the example of the Kostanay City Children's Hospital	2.71 MB
	Portal development tools The main tool for creating the WEB portal of the Kostanay City Children's Hospital is the common programming language PHP. Description of software modules The Electronic Registration module is a separate file that is processed by the PHP interpreter and serves as a router for displaying personal pages of specialists with the ability to make appointments...
13235.		PSYCHOLOGICAL SUPPORT FOR PREGNANT WOMEN IN antenatal clinics (BASED ON THE EXAMPLE OF MATERNITY HOSPITAL No. 2)	415.36 KB
	PSYCHOLOGICAL SUPPORT OF THE PERSON; PSYCHOLOGICAL CHARACTERISTICS OF PREGNANT WOMEN; MODELS OF PSYCHOLOGICAL SUPPORT FOR PREGNANT WOMEN. The purpose of the work is to identify the effectiveness of psychological support for pregnant women in the conditions of antenatal clinics. Subject of the study: the effectiveness of psychological support for pregnant women in antenatal clinics. The results obtained and their novelty: a study was conducted on the effectiveness of psychological support for pregnant women in the conditions of antenatal clinics; revealed...
21048.		Research and improvement of the conflict management system using the example of the Magadan Municipal Budgetary Healthcare Institution "Aviamedicine" Medical Unit	356.06 KB
	These problems are relevant primarily because conflicts can be present in any sphere of society, and a conflict left to its own devices can lead to undesirable consequences for both individuals and society. To find optimal solution you need to have knowledge of how conflicts of this kind develop. To develop the right line of behavior in various conflict situations It is very useful to know what conflicts are and how people come to agreement. Many managers prefer to solve emerging...
8192.		IMPROVING THE MOTIVATION SYSTEM AND STIMULATING EMPLOYEES OF MUNICIPAL ORGANIZATIONS IN THE SPHERE OF HUSING AND UTILITY SERVICES (BASED ON THE EXAMPLE OF “UMUP CITY HEATING NETWORK”)	410.46 KB
	When writing the work, legislative acts, monographs, scientific and educational publications on management and personnel management, materials from periodicals devoted to the issues of personnel motivation, the formation of remuneration systems and career management were used. The initial basis for analyzing the labor motivation system is
17619.		Motivation in the personality structure	39.42 KB
	This is because there is a long overdue need to introduce into the practice of psychologists’ research access to human behavior in reality, knowledge of its patterns, the importance of revealing the connection between a person’s internal and external motivations and the social component. The subject of research in this work is the motivational sphere of a person as a structural component of personality. Target test work explore the place of a person’s motivational sphere in the personality structure. They are stable, unique for each person and are the foundation of personality...
7966.		Work motivation	309.79 KB
	Maslow's pyramid of needs includes the following 31 groups: 1. Stages of group development. He is not only the performer of a certain role corresponding to his position, but also a member of the group within which he operates. At the same time, the group influences a person’s behavior and his behavior influences the life of the group.
20137.		Motivation for trade union membership	22.14 KB
	Work to strengthen the trade union ranks, motivate trade union membership requires constant improvement of its forms and methods, giving it a certain consistency, classifying the motivation of trade union membership as a priority area of ​​activity for all structural organizations trade unions.
2026.		Staff training and motivation	15.24 KB
	The main potential of the organization's enterprise lies in its employees. Implementation as strategic objectives both goals and short term plans Any organization requires its personnel to perform certain actions, the totality of which can be called production behavior. The main meaning and purpose of personnel management of an enterprise organization is to ensure the behavior of each employee required to achieve organizational goals. Efficiency of use human resources in an organization depends both on the ability...
20683.		Cohesion of the organization's employees	108.14 KB
	The concept of cohesion, which is considered by A., is closely related to the problem of the team. The purpose of the course work is to explore the work of a practical psychologist in developing cohesion among employees of an organization. Hypothesis: We assume that socio-psychological training can serve as an effective means of building cohesion among employees of an organization. To study the theoretical aspects of the work of a practical psychologist to form cohesion among employees of an organization.

The study of the work motivation of nurses is becoming a relevant topic in connection with the tasks set for the domestic healthcare system. In the “Concept for the development of the healthcare system in Russian Federation until 2020" it is said that one of the main directions of reforming the industry is resolving issues related to its staffing. Nursing staff bears the bulk of the burden of caring for patients, performing therapeutic, diagnostic and preventive measures, and the number of nursing staff is more than 2 times higher than the number of doctors. In the structure of assessing the quality of medical care, as studies show, the professional activity of nursing staff ranks third after the performance indicators of doctors and the effectiveness of treatment measures. At the same time, the key to increasing the efficiency of the quality of medical care to the population is the creation of conditions for motivated work medical personnel. Meanwhile, the number of works that examine the work motivation of Russian medical personnel is very limited (V.V. Madyanova, V.A. Mansurov, O.V. Yurchenko, M.A. Tatarnikov, N.V. Kungurov, N. V. Zilberberg, D.I. Prisyazhnyuk, S.V. Shishkin, A.L. Temnitsky, A.E. Chirikova, etc.), and studies of the work motivation of nurses are practically absent.

According to the classical theory of A. Maslow, a person’s behavior is directed by a need that is currently actualized. At the same time, deficit needs, which are the needs of a lower hierarchical level, stimulate human activity until they are saturated. On the contrary, needs that belong to a higher level, when actualized, are capable of further growth. The development of this theory is contained in I.G. Kokurina; she notes that in work activity each motive has two semantic orientations: procedural and resultant. Processual semantic orientation means that human activity is limited to a given framework of activity. The resulting semantic orientation is a higher level of activity; it forces a person to go beyond the prescribed framework of activity.

The motivations of employees that motivate them to engage in work activities can vary significantly. At the same time, it is possible to identify certain types of work motivation. IN AND. Gerchikov proposes to use a typological model of work motivation, which is built at the intersection of two differently directed axes: “motivation to achieve or avoid” and “active and constructive or passive and destructive work behavior.” The author identifies four basic types of achievement motivation: instrumental, professional, patriotic, master's and one opposite type - avoidant.

The basis of the psychological analysis of the professional activity of a nurse is the fundamental methodological principle of the unity of consciousness and activity, which is most fully realized from the position of a systemic-structural approach. Based on this approach, in the process of performing the professional activity of a nurse, a self-forming and self-developing system of mental regulation of activity is formed, which affects all structures and formations of activity, affects all spheres of mental activity. When studying the professional activity of a nurse from the standpoint of a systemic-structural approach, one should consider her activity as a socio-psychological system “ nurse- team - patient." The functional elements of this socio-psychological system determine the achievement of the goal, which is a system-forming factor.

The purpose of the professional activity of a nurse is defined as the provision of qualified medical care to the population in accordance with the requirements of the State educational standard in the relevant medical specialty. In accordance with the Code of Ethics for Nurses of Russia, the most important tasks of the professional activity of a nurse are: comprehensive comprehensive care for patients and alleviation of their suffering; health restoration and rehabilitation; promoting health and preventing disease. The profession of a nurse belongs to the “person-to-person” professions, where work is combined with increased moral responsibility for the mental and physical condition of the patient. In the specialty "nursing", the main form of activity is the nursing process - a method of organizing and providing nursing care, which includes the patient and nurse as interacting persons.

The peculiarities of the professional activity of a nurse place significant demands on the psychological characteristics of a specialist. To obtain initial data on the psychological factors that ensure the effectiveness of the professional activity of a nurse, the method of expert assessment is of undoubted value. This method makes it possible to study the subject of labor’s understanding of the significance of certain psychological characteristics for the successful implementation of their professional activities. In the course of generalizing and systematizing the data, the following areas were identified: cognitive, motivational, communicative, characterological, emotional and volitional.

Among the cognitive characteristics necessary for successful work, experts identified the following: professional erudition, observation, creative mind, memory, attentiveness. In the motivational sphere, experts highlighted the following characteristics: desire to help people, desire to improve one’s personality, desire to reach the heights of mastery. In the communication sphere, experts noted sociability, openness, listening skills, and sociability. In the characterological sphere, experts noted the following psychological characteristics: goodwill, honesty, self-confidence, optimism, accuracy, punctuality, politeness, tact, conscientiousness, dedication. IN emotional sphere During the expert analysis, the following characteristics were identified: stress resistance, endurance, compassion. In the volitional sphere, experts have highlighted: discipline, determination, hard work, organization, independence, perseverance, diligence, consistency, energy, initiative.

High efficiency professional activity of a nurse is possible only with optimal work motivation in combination with professional important qualities determined during the expert assessment.

In the context of globalization, there is a need to increase the competitiveness and efficiency of domestic organizations, regardless of the scale and profile of their activities. And this competitive opportunity (especially in human-to-human social facilities, to which medical institutions belong) largely depends on the efficiency of personnel, in turn determined by the quality of employee motivation for useful work.

There is a need to consider in more detail possible ways to improve the material system currently operating in domestic practice, first of all (in conditions of limited economic resources) and non-material motivation, which would bring the interests of employees closer to the interests of the organization.

Problem effective motivation employees of medical institutions is of particular importance, because, firstly, financial resources These institutions are limited, and secondly, the average age of medical personnel exceeds 45 years. Motivation to work in the middle of a career is significantly reduced, and this fact requires close attention and special approaches. In addition, not all tools that allow highly effective management of the behavior of employees of commercial companies are also suitable for medical personnel. This has a number of explanations.

The work of a medical worker in current conditions is increasingly motivated by internal factors, many external factors, with the exception of the social significance of his professional activity, they do not work enough. There is an exploitation of such personal qualities of doctors as responsibility, sense of duty, loyalty to the medical oath, love for their work, while external stimulation from the state is insufficient. If the older generation of healthcare workers has this internal motivation formed and is quite stable, then the younger generation needs external support for their determination to engage in the difficult profession of medicine, and this support must be accompanied by a fair material assessment of their work.

According to research, the main motives for the work behavior of medical workers begin to form from the moment they choose their profession. It was revealed that for the majority of medical workers, when choosing their profession, the motive is interest in this activity (54.1%). The second most important motive is the desire to benefit society (29.3%). 13.4% of medical workers choose this profession due to the established family tradition. At the same time, the percentage of people who randomly choose this profession is low (2%). This indicates that people become medical workers consciously, long before they start working, having decided who they will work in the future.

In the process of work, the main motivating factors for medical workers become: a feeling of usefulness and importance of work (thus, they realize social significance their work in society); a sense of moral pleasure (the opportunity to do what you love, a good socio-psychological climate in the team); various forms of incentives (first of all, medical workers highlight management’s assessment of their professionalism at meetings, a cash bonus, honoring in connection with a significant event in his life, presentation of a memorable gift, as well as an announcement of gratitude to the chief physician); advanced training and study (the profession of a medical worker belongs to the category that needs to constantly improve its professional level, keep abreast of innovations in the field of medical science; in certain cases this requirement can be vital).

The main demotivating factors in the professional activities of medical workers are low level wages and unfavorable working conditions. Due to financial difficulties, many workers are forced to work part-time, sometimes far from their direct professional activities, which negatively affects their medical qualifications.

However, according to sociological surveys, the majority of employees of medical centers would not want to change their place of work, despite partial satisfaction with working conditions. This, in turn, indicates that most medical workers are characterized by dedication to their work, constancy of their chosen place of work, and a high level of social competence, which, undoubtedly, should be valued and encouraged in all available ways.

In the current conditions, the most important type of material incentive is cash payments; the need to increase earnings is obvious, since wages in medicine are low. The starting point for wage formation is guaranteed constant wages. Variable - bonus payment provides for an additional bonus for an excess amount of work, combinations, length of service, etc., that is, bonus payment should depend on objectively measurable results.

In this regard, a fairly urgent task is to develop an incentive remuneration system based on the use of indicators that most fully reflect the labor contribution of a particular employee and the team as a whole. The variety of types of work in healthcare, the lack of clear criteria for labor productivity, objective assessment of quality performance indicators, and quantitative measures of labor - all this complicates the development of an incentive remuneration system in medical institutions.

Until now, little attention has been paid to the formation of a permanent mechanism of continuous motivation, which would be based on systematic monitoring of the motivational needs of employees and the degree of their satisfaction through the use of appropriate incentive packages for each employee. In foreign literature, the technology for identifying the motivational needs of employees is known as the Ritchie-Martin model, which interprets the results of such identification in the form of “Motivational Profile” histograms.

However, there is still no clear algorithm for introducing such a universal mechanism of personality-oriented personnel motivation in the health care industry, which necessitates its preparation.

Technologically, the formation of such a mechanism for motivating personnel to actively work (to achieve goals medical organization) is carried out in stages, starting with an analysis of the current employee incentive system. The latter also includes an assessment of the degree of staff satisfaction with this system.

The essence of this analysis lies in the primary identification of the current list of incentives in a particular healthcare organization and their division into incentives of a material, intangible and mixed nature. The real impact of these incentives on medical personnel is assessed through a sociological survey of workers. The evaluation criteria are noted in the questionnaire, which lists the elements of the incentive bulletin (that is, the incentives themselves) and five criteria: completely satisfied; more satisfied than dissatisfied; something in between; more dissatisfied than satisfied; completely satisfied.

In qualimetric measurement, the first criterion is equal to a score of 1.0, the second – 0.8, the third – 5, the fourth – 0.3, the fifth – 0.0. This makes it possible to clearly identify the level of employee satisfaction with the existing incentive system, which will characterize the real motivational potential of the personnel of a particular organization. At the same time, it becomes personalized, since it begins with each individual and only then goes to the average indicators of categories of professions, groups of workers, etc. For example, the level of satisfaction with the newsletter of incentives for one employee may be 0.38, for a second - 0.25, for a third - 0.30. This makes it possible to assess the real low motivational potential of individual employees, as well as the potential of departments or the motivational potential of the entire medical organization, having the corresponding average annual indicators. This ends the stage of formation of a mechanism for goal-oriented personnel motivation (MTSM) of a medical organization.

Stage II of the formation of the MCMP is characterized by identifying the motivational needs of employees according to the Ritchie-Martin methodology and the selection of appropriate incentive bulletins that are designed to satisfy these needs.

The essence of the Ritchie-Martin method lies in a unique identification of the motivational needs of medical workers using tests of 12 factors (only one of which is of a purely material nature) and interpretation of the results of processing the tests in the form of “Motivational Profile” histograms.

These 12 factors were substantiated by S. Ritchie and P. Martin as the most important of many other factors that influence the activation of workers’ labor behavior.

To identify the motivational needs of employees from these 12 factors, the Ritchie-Martin method proposes a text that contains 33 statements. Each statement has four answers. The employee must prioritize these four answers using an 11-point scale so that the sum of the answer points equals 11 from each statement. Having received answers to all 33 statements, it becomes possible to build a scale of needs for each employee in the form of “motivational profile” histograms.

The next task of stage II is the formation of a bulletin (package) of incentives to intensify work activity that would meet the personal motivational needs of employees (meaning that incentives that do not meet these personal needs are not able to provide motivation for work activity). This will be a so-called personalized package of incentives, which must be put into operation through an appropriate organizational and economic mechanism.

This personalized bulletin of incentives for six months (this period has been empirically confirmed in practice as optimal) influences the work behavior of employees.

However, time passes and needs change: as some needs are satisfied, the employee may take priority on other needs (according to the law of increasing needs). In this regard, the third stage of the sequential formation of MCMP is carried out after 6 months and includes:

Quantitative assessment of the degree of satisfaction of the motivational needs of employees after the influence of a personalized incentive bulletin;

Identification of variable motivational needs of employees;

Selecting updated incentive bulletins that meet these needs;

Implementation of updated stimulus bulletins.

Thus, by repeating the quadra of the above-mentioned elements of forming goal-oriented motivation of the personnel of a medical organization every 6 months, it becomes possible to establish effective motivational monitoring. It is this kind of monitoring that is the main tool of a constantly operating mechanism for motivating employees, associated with the satisfaction of their variable motivational needs. This is what ensures the continuous interest of staff in achieving high results, keeping in mind that the application of a bulletin (package) of incentives to each employee separately depends on the quality of these results.

Number of views of the publication: Please wait

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

Ministry of Health and Social Development of the Russian Federation

State budgetary educational institution of higher education vocational education

"Chita State Medical Academy

Ministry of Health and Social Development"

Department of Public Health and Healthcare

Internship in the specialty “Nursing Management”

Topic: “Motivation in the work of nursing staff”

Completed by: Podorozhnaya N.V.

Chita, 2013

Introduction

Chapter 2. Practical study of job satisfaction and increasing work motivation of nurses using the example of 321 OECS

Conclusion

Bibliography

Introduction

Stability of personnel is one of the conditions for the effective operation of any company, and the struggle for low staff turnover is a problem that is especially relevant for such areas as healthcare and pedagogy. To solve it, you need to be able to predict the situation and learn to manage the process of staff turnover. And one of the first steps here could be research showing how satisfied employees are with their jobs. Satisfaction often refers to employee retention in the enterprise.

The problems of increasing the work motivation of medical workers are the most important function of healthcare management. Without solving them, it is hardly possible to really improve the quality and culture of medical care to the population, as well as increase the efficiency of the activities of medical institutions (HCIs) and the industry as a whole on the basis rational use financial, material and human resources. It has now been proven that money does not always motivate a person to work harder (although no one belittles the role of material interest!). The problems of increasing work motivation are systemic in nature and require integrated approach when solving them.

The relevance of the study lies in the fact that by studying satisfaction, one can obtain information about the strength of staff attachment to the enterprise. Here it is appropriate to talk about material and moral incentives for workers. Data on staff job satisfaction is information about personnel risks. It is important for any leader who does not want to be a hostage to the current situation. The problems of motivation and stimulation of personnel are quite widely considered today in scientific and journalistic literature. However, attempts to adapt classical theories motivations for modernity are largely not systematized, which makes it difficult practical use technologies and methods of motivation. The complexity of the practical organization of the personnel motivation system is also determined by the poor knowledge of the characteristics of the motivation of workers employed in certain sectors of the economy and types of production. It is quite obvious that in different fields of activity there are professional specific motivations. The relevance of the problem is also due to the rigidity of the health care management system itself, which has largely retained the features of management characteristic of the socialist planned system and does not fit into modern market conditions. In most healthcare institutions, the possibilities of material stimulation of work are limited by a lack of funds, so special attention should be paid to the means of non-financial motivation of nurses. Considering the limited material resources of healthcare, an effective and adequate value orientation of the personnel of a particular medical institution, an intangible form of motivation, becomes particularly relevant. As the material and technical base of healthcare is strengthened, issues of personnel management in its not material, but socio-psychological aspect will increasingly arise before the heads of medical institutions. Increasing the work motivation of nurses is actual problem, the significance of which is especially high in connection with healthcare reform and implementation National project in the field of health. Managers must clearly understand the importance of motivation as one of the management functions and use every opportunity to reduce factors that demotivate nurses.

The purpose of the study is to consider the essence of motivation in the work of nursing staff, while analyzing the factors motivating their work.

1. Consider and systematize the theoretical foundations of the study of motivational orientation in work.

2. Summarize information about the motivational orientation of medical workers.

3. Conduct a practical study of job satisfaction and increased work motivation of nurses using the example of 321 OECS.

The object of the study is health care facility nurses.

The subject of the study is the peculiarities of motivational orientation among nurses.

When conducting this study, the following research methods were used:

Analytical (analysis of the data obtained);

Sociological (questioning);

Statistical (data from reporting documents).

The course work consists of an introduction, two chapters - theoretical and practical, a conclusion and a list of references.

Chapter 1. Theoretical aspects labor motivation in medicine

1.1 Problems of labor motivation in medicine

Increasing the work motivation of personnel is one of the priority management tasks in any field of activity. The solution to this problem in the healthcare sector is of particular importance in connection with the tasks set in the “Concept for the development of the healthcare system in the Russian Federation until 2020.” .

Nursing is component healthcare system aimed at solving problems of individual and public health of the population in changing environmental conditions. Nursing includes activities to promote health, prevent diseases, provide psychosocial assistance and care to persons with physical and (or) mental illnesses, as well as the disabled of all age groups. According to the Central Research Institute for Organization and Informatization of Health Care in 2012, the number of paramedical personnel in the Russian Federation was 1327.8 thousand people. Nursing is part of a health care system that has significant human resources and real potential to meet the population's needs for quality and affordable medical care.

Despite the tasks set for healthcare, at present, some trends continue to exist in the development of nursing that negatively affect the state of work motivation of nurses.

One of the main reasons influencing the work motivation of staff is the level of material remuneration for work and the feeling of fairness of this remuneration. For workers with external motivation this factor can be of decisive importance not only as a factor supporting and regulating the motivational state, but often play a decisive role in deciding whether to continue working in a particular organization and in medicine in general. For intrinsically motivated workers, of course, higher value have other factors, but the low level of wages makes them experience significant dissatisfaction.

The overwhelming majority of both patients and doctors underestimate the contribution of the nurse to the diagnostic and treatment process; doctors do not know how and are not focused on building equal partnerships with nurses; they do not recognize higher nursing education, and even more so, the increased level of secondary vocational education of nurses. Historically, there has been an idea of ​​a nurse as a doctor’s assistant, his “right hand,” an appendage. “[The nurse] must begin her work with the thought firmly implanted in her head, the thought that she is only an instrument with which the doctor carries out his instructions; she does not occupy an independent position in the treatment of a sick person" (McGregor-Robertson, 1904).

Despite a whole century separating us from this statement, little has changed in this mentality today. Many doctors directly or indirectly express their superiority and admit incorrectness towards nursing staff; all this acts as a factor that significantly reduces the desire to work.

A high degree of physical and psychological stress on nurses, underdeveloped coping strategies, as well as a number of organizational factors contribute to the rapid development of the syndrome professional burnout, which, according to various authors, affects from 40 to 95% of average medical workers. Burnout among health workers significantly deforms the system of individual value orientations, emphasizing material values ​​to the detriment of spiritual ones, and shifts work motivation from internal to external.

Low wages provoke informal sources of income, with the help of which workers try to satisfy not only the need for fair material remuneration for work, but also the need for recognition and respect. It is she who is one of the leaders in the structure of work motivation for internally motivated workers, which doctors often are. The recognition deficit is compensated by replacing it cash equivalent and material symbols, with the obvious insufficiency of the ability to do this with the help of wages, there is a shift in emphasis to unofficial sources. Although it should be noted that we are more likely talking about doctors; Average medical workers are much less able to use informal means of remuneration. Moreover, it is precisely fewer opportunities, but no less desire. In this situation, nurses experience an increasing sense of injustice, which entails a separation of the “doctor-nurse” tandem, affecting the quality of treatment and reducing the work motivation of the latter. But the problem of deformation of the value-motivational system of medical workers acquires special significance in this situation. Behind the visible side of this problem lies another one: unofficial payments are beginning to be recognized as a significant incentive that encourages nurses to work better and students to choose a medical profession, i.e. included in the work motivation system. The collection of unofficial payments, in addition to the legal aspect of the problem, fundamentally contradicts the principles of biomedical ethics, discredits the public health care system, and negatively affects the quality of medical care and the prestige of the medical profession.

Opportunities for self-improvement and training of nurses remain very limited: mandatory advanced training is carried out once every 5 years, opportunities for the exchange of experience between nursing staff of various medical institutions are insufficiently used, methods of intra-organizational training are little used: horizontal rotation of personnel, “school of young nurses” and other forms of training. Meanwhile, the implementation of the need for training and development, on the one hand, and the participation of nurses themselves in teaching activities, on the other hand, have a powerful motivational potential for a significant part of workers.

In the “Concept for the development of the healthcare system in the Russian Federation until 2020” development of “infrastructure and resource provision healthcare, including financial, material, technical and technological equipment of treatment and preventive institutions based on innovative approaches and the principle of standardization,” which is intended not only to improve the quality of medical care, but also to contribute to the development of staff motivation.

System needs improvement HR management. Currently, there is practically no hierarchy in the system of organizing nursing. Possibilities career growth very limited: nurse, head nurse, head nurse. Only in some health care institutions such positions as a specialist in training nursing staff and a specialist in quality control of nursing activities appear. For example, positions such as foreman or shift supervisor or nurse-mentor are not provided. The introduction of a number of similar positions could serve the career aspirations of some nurses and a more differentiated approach to the issue of remuneration.

The prestige of the nursing profession, as noted earlier, plays a significant role in the structure of the work motivation of nurses. Most of the reasons listed above are directly or indirectly related to the position that this profession occupies in society. Raising the prestige of a profession is not so easy, and this is a common task not only of the healthcare system, but also of the cultural state of the entire society, the hierarchy of social values. Western-style labor motives and values ​​introduced into the mass consciousness of Russians from the outside do not correspond to the model of attitude towards work that was formed over the centuries-old history of Russia on the basis of internal prerequisites and requirements of economic development. The decline in the general cultural level of the population, of which nurses are part, leads to primitivization of needs and underdevelopment of the motivational sphere. There is no widespread promotion of the social significance of the nursing profession at all levels. Insufficient attention in healthcare institutions is paid to the development and maintenance of the culture of the organization, in particular, the popularization of the mission of the institution, the formation of loyalty and commitment to the organization of personnel, and other specific aspects of the formation of organizational culture. Increasing the work motivation of nurses is an urgent problem, the significance of which is especially high in connection with the reform of healthcare and the implementation of the National Project in the field of health.

1.2 The concept and essence of staff motivation

Motivation is a complex psychological phenomenon that causes a lot of controversy among psychologists who adhere to various psychological concepts.

Motivation can be defined in different ways. On the one hand, motivation is the process of motivating oneself and others to act in order to achieve personal goals or organizational goals. On the other hand, motivation is the process of a person’s conscious choice of one type of behavior or another, determined by the complex influence of external (incentives) and internal (motives) factors. In the process of production activities, motivation allows employees to satisfy their basic needs by performing work duties.

In the most approximate understanding, this definition reflects the internal state of a person, however, it should be noted that the forces that motivate action are located outside and inside a person and force him to consciously or unconsciously perform certain actions. Moreover, the connection between individual forces and human actions is mediated by a very complex system of interactions, as a result of which different people can react completely differently to the same influences from the same forces.

Based on this, it can be assumed that the process of human motivation is subject to both internal and external determination. This is where the concept of motivation comes into play. Motivation is an activity aimed at activating the workforce and everyone working in the organization and encouraging employees to work effectively to achieve the goals formulated in the plans.

The function of motivation is that it influences the organization’s workforce in the form of incentives for effective work, social influence, collective and individual incentive measures. These forms of influence activate the work of management subjects and increase the efficiency of the entire management system of the organization.

The essence of motivation is to, focusing on the system of needs of employees, to ensure the full and effective use of their labor potential to quickly achieve the goals of the organization.

Labor motivation is the employee’s desire to satisfy needs (obtain certain benefits) through work.

The structure of the labor motive includes:

The need that the employee wants to satisfy;

A good that can satisfy this need;

Labor action necessary to obtain a benefit;

Price is the material and moral costs associated with the implementation of a labor action.

Fig.1. The connection between the need for work and satisfaction with work, attitude towards work

motivation medical staff nurse

Work motivation - most important factor performance, and in this capacity it forms the basis of the employee’s labor potential, i.e. the entire set of properties that influence production activities. Labor potential consists of psychophysiological potential (a person’s abilities and inclinations, his health, performance, endurance, type of nervous system) and personal (motivational) potential. Motivational potential plays the role of a trigger that determines what abilities and to what extent an employee will develop and use in the process of work. Motivation is also the process of creating such conditions that regulate labor Relations, within the framework of which the employee has a need to work selflessly, since this is the only way for him to achieve his optimum in meeting his needs. Motivation is the process of connecting the goals of the company and the goals of the employee to most fully satisfy the needs of both, the process of motivating oneself and others to act in order to achieve common goals. Motivation is the creation of conditions for identifying the interests of the organization and the employee, under which what is beneficial and necessary for one becomes equally necessary and beneficial for the other [22].

There are various ways of motivation, of which the following can be distinguished:

1. Normative motivation - inducing a person to a certain behavior through ideological and psychological influence: persuasion, suggestion, information, psychological infection, etc.;

2. Coercive motivation, based on the use of power and the threat of deterioration in the satisfaction of the employee’s needs in the event of his failure to comply with the relevant requirements;

3. Stimulation - influence not directly on the individual, but on external circumstances with the help of benefits - incentives that encourage the employee to behave in a certain way.

The first two methods of motivation are direct, since they involve a direct impact on a person; stimulation is an indirect method, since it is based on the influence of external factors-stimuli.

The motivation system can be presented in the form of a special table.

Table 1

Labor motivation system

The main tasks of motivation are the following:

1) Formation in each employee of an understanding of the essence and significance of motivation in the work process;

2) Training of personnel and management in the psychological foundations of intra-company communication;

3) Formation of democratic approaches to personnel management for each manager using modern methods motivation.

To solve these problems, various motivation methods are used.

Four main methods of motivation:

1. Coercion - based on fear of dismissal or punishment.

2. Remuneration is carried out in the form of systems of material and non-material incentives for labor.

3. Solidarity - is realized by developing among staff values ​​and goals that are close or coinciding with the values ​​and goals of the organization, and is carried out through persuasion, education, training and the creation of a favorable working climate.

4. Adaptation - involves influencing the goals and objectives of the organization by partially adapting them to the goals of top and middle level managers. This type of motivation requires the transfer of authority to lower levels, and this becomes an internal motive that unites the goals of management and personnel of the organization.

The essence of personnel motivation is precisely that the enterprise’s personnel perform their work effectively, each guided by their rights and responsibilities, in accordance with the decisions of the enterprise’s management.

Types of staff motivation vary slightly among different authors, but it’s easy to highlight a few main ones.

Types of personnel motivation according to the main groups of needs: material (the employee’s desire for prosperity), labor (content and working conditions), status (the individual’s desire to occupy a higher position in the team, to be responsible for more complex and qualified work).

Types of personnel motivation according to the methods used: normative (influence through information, suggestion, persuasion), coercive (using the threat of unmet needs, coercion, power), stimulation (indirect influence on the individual, benefits and incentives that encourage the employee to the desired behavior).

Types of motives by source: internal and external. External motives are influences from the outside, with the help of certain rules behavior in a team, through orders and instructions, payment for work, etc. Internal motives are influences from within, when a person himself forms motives (for example, cognition, fear, desire to achieve a certain goal or results, etc.). The latter type of incentive is much more effective than the first, since the work is done better and less effort is spent on it.

Types of personnel motivation aimed at achieving the goals and objectives of the organization: positive and negative. Positive - these are personal bonuses and bonuses, the order of the most important work and VIP clients, etc. Negative - these are various comments, reprimands and penalties, psychological isolation, transfer to a lower position, etc., and all types of penalties must be communicated and explained to the entire team, and not just to a specific individual.

Factors of personnel motivation can be identified as follows:

1. The need to work in a successful and famous company. Here the main role is played by the prestige or “branding of the enterprise”, when its employees are proud of the fact that they take an active part in the life of the organization.

2. Exciting and interesting work. The best option when hobby and work are synonymous. If an employee’s work activity allows him to self-realize and brings pleasure, then the individual’s work will be successful and effective. The status of the employee, the opportunity for his development and acquisition of new knowledge, his participation in planning the tasks of the enterprise play an important role here.

3. Financial incentives. All types of bonuses, bonuses and, in fact, salaries are components of this factor.

It is impossible to change people’s attitudes towards work by law, since this is a long evolutionary process, but it can be accelerated if you soberly assess a specific situation and take into account the reasons that gave rise to it.

Managers are always aware that it is necessary to encourage people to work for the organization, but at the same time they believe that simple material rewards are enough for this. In some cases, such a policy is successful, although in essence it is not correct.

People working in modern organizations, are usually much more educated and wealthy than in the past, so their motives for working are more complex and difficult to influence. There is no single recipe for developing a mechanism for effectively motivating workers to work. The effectiveness of motivation, like other problems in management activities, is always related to a specific situation.

1.3 Factors motivating the work of nurses in health care facilities and the main directions for increasing it

Motivation of personnel is a key area of ​​personnel policy of any enterprise. But not all tools that allow highly effective management of the behavior of employees of commercial companies are also effective in managing medical personnel.

In the healthcare system, nursing personnel are the most significant part labor resources. The professional activities of nurses are particularly influenced by such negative factors as insufficient prestige of the profession, relatively low wages, difficult working conditions, which complicates the management process. In this regard, clear motivation for the activities of nurses in the changing management structure of medical institutions is extremely important.

The concept of labor motivation in the economic sense appeared relatively recently. Previously, the concept of motivation was replaced by the concept of stimulation and was used mainly in pedagogy, sociology, and psychology. Such a limited understanding of the motivational process led to an orientation towards obtaining immediate results. This did not arouse significant interest among nursing staff in their own development, which is the most important reserve for increasing labor efficiency. Work has ceased to be the meaning of life for many people and has become a means of survival. And in such conditions it is impossible to talk about the formation of strong work motivation, labor efficiency, improving the skills of workers and developing initiative.

In healthcare, simple material rewards are considered sufficient as the main motivational factor. Sometimes this policy is successful. And since a motive is a conscious impulse to achieve a certain goal, understood by a person as a personal necessity, a need, then the structure of the motive includes, in addition to the needs, actions to achieve them, and the costs associated with these actions.

Motivation is represented by motivation and stimulation. If motivation is the process of influencing a person with the aim of inducing him to certain actions by awakening certain motives in him, then stimulation consists of using these motives.

With the development of healthcare, more and more attention is being paid to the motivational function of management, when preference is given to motivation over administrative and strict control. Moreover, the most common group of motivating factors is not “carrot and stick” or fear and disciplinary responsibility, but a group of factors including trust, authority, and reward. Great importance have job guarantees and working conditions.

The five levels in the system of labor motivation for nursing staff in medical institutions can be presented in the form of a kind of pyramid, at the base of which there is such a motivation component as the principles of leadership; the remaining motivation components can have the following arrangement according to the levels of the pyramid (see Fig. 2).

Fig.2. Work motivation system for nurses

The motivations of medical personnel and their actions to achieve certain goals are guided by values ​​that are distributed according to priorities. At the same time, studies often refer to scoring values.

Using the example of one of the medical institutions in Novosibirsk in 2012, studies were conducted on the distribution of values ​​according to the priorities of nurses (researchers A.I. Kochetov and E.I. Loginova). As a result of the survey, nurses are put forward in first place wages, medical care and job satisfaction. In second and third place is the respect of colleagues, a good relationship with them, as well as encouragement from the administration. Equally important for nursing staff is the opportunity for self-realization, social package and recognition in the organization. 23% of respondents indicated the possibility of self-realization in the profession. This indicator is explained by the fact that the functions of nursing staff are more limited compared to doctors. The work is perceived as monotonous. Sisters often perform it mechanically, without delving into the essence of new tasks. Professionalism in a narrow specialization is growing and interest in self-education is decreasing. It should be emphasized that when asked about further cooperation with the organization, 7% of the nursing staff of the medical institution expressed dissatisfaction with the current state of affairs and 22% avoided answering this question. Thus, a survey of nurses showed that about 30% of the staff do not agree to continue working under the same conditions. This suggests that in order to retain staff, changes are necessary both in the remuneration system and in the structure of nursing staff management.

In order to identify the preferred types of labor stimulation for nursing staff, the same researchers (A.I. Kochetov and E.I. Loginova) conducted a survey of nurses at one of the clinical diagnostic centers in Novosibirsk. The results of the study showed that 77.5% of respondents preferred financial incentive. Among non-monetary material incentives, nurses preferred the provision of preferential vouchers for rest and treatment (71.5%); improvement of working conditions, workplace ergonomics (66.5%); introduction of flexible work hours (62.5%); providing benefits for paying for departmental housing and utilities(59%); voluntary medical insurance for personnel (44%); organization of discount meals (44%). Among the preferred forms of moral encouragement, the majority of respondents noted: attentive attention to individual proposals aimed at improving the common cause (69%); declaration of gratitude (59%); one-time grant of authority to resolve certain production issues (22%).

Having analyzed the data on the preferred types of motivation, we can conclude that each specific employee has a motivational system unique to him, which depends on personal qualities person and the life circumstances in which he currently finds himself. It is necessary to strive to focus motivation on the values ​​that are of priority for a particular nurse.

The prestige of the nursing profession, as noted earlier, plays a significant role in the structure of the work motivation of nurses. Raising the prestige of a profession is not so easy, and this is a common task not only of the healthcare system, but also of the cultural state of the entire society, the hierarchy of social values. Western-style labor motives and values ​​introduced into the mass consciousness of Russians from the outside do not correspond to the model of attitude towards work that was formed over the centuries-old history of Russia on the basis of internal prerequisites and requirements of economic development. The decline in the general cultural level of the population, of which nurses are part, leads to primitivization of needs and underdevelopment of the motivational sphere.

There is no widespread promotion of the social significance of the nursing profession at all levels. Insufficient attention in healthcare institutions is paid to the development and maintenance of the culture of the organization, in particular, the popularization of the mission of the institution, the formation of loyalty and commitment to the organization of personnel, and other specific aspects of the formation of organizational culture.

Thus, it is possible to determine the main directions of activity of healthcare managers at various levels of management, aimed at maintaining and increasing the work motivation of nurses (Table 2).

table 2

Main directions for increasing the work motivation of nurses

at the government level	at the local government level	at the management level of the organization
1. Increasing the prestige and widespread promotion of the social significance of the nursing profession. Providing recognition to employees and veterans of the profession.
2. Establishing a decent level of remuneration for nurses.	2. Organization of seminars, conferences, competitions at city, district, regional levels, exchange of experience between various medical institutions.	2. Development of a system of additional material incentives for employees, creation of opportunities for preferential medical care for employees and members of their families.
3. Equipment of medical institutions modern equipment and introduction of modern technologies.	3. Allocation of additional funds for technical and technological equipment of medical institutions.	3. Development of organizational culture: popularization of the mission, formation of loyalty and commitment of employees to the organization and other specific aspects.
4. Popularization of an increased level of secondary and higher nursing education.	4. Organization of targeted recruitment to higher educational institutions graduates of medical schools and colleges who showed excellent performance during their studies.	4. Attention to personnel work: creating adaptation programs for young specialists, studying the labor motivation of personnel and creating motivational programs, etc.
5. Expanding the hierarchical structure of healthcare institutions, creating opportunities for career growth and more differentiated wages for nurses.	5. Involving schoolchildren and students of medical schools and colleges in research work and popularization of medical knowledge, establishing personal scholarships.	5. Prevention of professional stress and professional burnout syndrome: introducing the position of a psychologist, training staff in anti-stress behavior skills, conducting socio-psychological trainings.
6. Development of workload standards and standards of medical care. Introduction of the position of HR manager and psychologist to the health care facility staff.		6. Creating comfortable conditions at work. Monitoring compliance with safety regulations. Implementation health-saving technologies.
7. Introduction of mandatory socio-psychological training (at least 24 hours) into advanced training programs for paramedical workers.	7. Wide involvement of highly qualified medical personnel in teaching activities in departments for advanced training of paramedics.	7. Development of the nursing process as the main model of nursing care.

Some of the measures listed in the table are being successfully implemented in the field of domestic healthcare at present, while the other part requires detailed consideration and application.

1.4 Methods of measuring and indicators of job satisfaction of nurses

IN last years pay increased attention to assessing customer satisfaction. Interest in this problem is associated with the formation of a client-oriented approach and the creation of a quality management system, which is an indispensable attribute of increasing the competitiveness of a medical institution.

At the same time, insufficient attention is paid to assessing staff satisfaction. Meanwhile, the relevance and importance of solving this problem is due to a number of factors. Here are some of them .

Taking into account, within the framework of personnel management, the needs and expectations of its employees in recognition of their activities, job satisfaction, as well as in their development, helps to ensure the strongest motivation for them, and, consequently, to retain qualified employees and attract new ones. High staff satisfaction allows the organization not only to reduce staff turnover, but also to confront the problem of labor shortage, which today is especially acute in relation to highly qualified specialists providing key areas of health care facilities. The satisfaction of an organization's employees largely determines the degree of satisfaction of its customers.

Thus, in order to improve the organization’s policy in the field of personnel management, existing quality standards recommend assessing personnel satisfaction, which will help formulate a system feedback with employees.

What is employee job satisfaction? Personnel satisfaction with work should be understood as the fact that employees perceive the degree of compliance of the conditions, content, wages (and other factors) provided by the organization with the needs and requests of employees, i.e., what they consider important.

Table 1

Various forms of job satisfaction

Progressive job satisfaction:	The person feels satisfied with the job as a whole. By increasing the level of aspiration, a person tries to achieve an even higher level of satisfaction. Therefore, "creative dissatisfaction" regarding certain aspects work situation may be an integral part of this form.
Stable job satisfaction:	The individual feels fulfilled by a particular job but is motivated to maintain a level of aspiration and a pleasant state of satisfaction. Increasing aspiration levels are concentrated in other areas of life due to insufficient work incentives.
Satisfaction with work in humility (satisfaction with the work of a humble person):	The person feels vague dissatisfaction with work and lowers the level of aspiration in order to adapt to the negative aspects of the work situation at a lower level. By reducing the level of aspiration, he is able to again achieve a positive state of contentment.
Constructive job dissatisfaction:	The person feels dissatisfied with his job. While maintaining the level of aspiration, he tries to cope with the situation by trying to solve problems based on developing sufficient tolerance for frustration and annoyance. In addition, he has access to meaningful actions within the framework of goal orientation and motivation aimed at changing the work situation.
Fixed job dissatisfaction:	The person feels dissatisfied with his job. By maintaining a constant level of aspiration, he does not try to cope with the situation by trying to solve problems. Frustration tolerance causes the defense mechanisms required to exert effort to solve the problem to seem beyond any possibility. Therefore, the individual gets stuck on his problems, and a pathological development of events is possible.
Pseudo-satisfaction with work:	The person feels dissatisfied with his job. When faced with intractable problems or annoying conditions at work and maintaining aspirations at the same level, for example, due to motivation for a certain type of achievement or because of rigid social standards, distorted perception or denial of a negative work situation can result in pseudo-job satisfaction.

According to this model, the development of job satisfaction is a three-stage process. Depending on the combination between expectations, needs and motives, on the one hand, and the work situation, on the other, a person forms a certain degree of satisfaction or dissatisfaction with her/his job. In addition, depending on subsequent changes in aspiration levels and subsequent problem-oriented behavior (aimed at solving a problem), six forms of job satisfaction or dissatisfaction can develop.

In the case of uncertain dissatisfaction in the first step, that is, in the case of differences between the actual values ​​of the work situation and the nominal (own) values ​​of the person, this model suggests two different results depending on the level of aspiration strength, which corresponds to the second step: a decrease in aspiration or maintaining the level of aspiration. A decrease in the level of aspiration should lead to what is called job satisfaction “in humility, submission.” This form of job satisfaction is confirmed by the results of qualitative interviews, during which a large number of people are identified who adapt to work situations either by reducing their level of motivation for work and aspirations, or by shifting their motivation and aspirations to non-work activities. It can be argued that the high proportion of satisfied workers participating in this type of research is caused by a more or less large proportion of those who have passively shifted their aspirations far beyond the work situation. Therefore, according to this model, satisfaction in humility is only one of three forms of job satisfaction, and it must be distinguished from them.

Maintaining aspiration at the same level in the case of uncertain dissatisfaction with one’s work can result in three forms, of which the most important is pseudo- (or false) job satisfaction. Previously, it was ignored in research because the authors doubted the possibility of finding justification. This model suggests that the other two forms, fixed and constructive job dissatisfaction, are closely related to the mastery of other options, the mastery of resources, and problem-oriented human behavior. All these models are relevant variables in this case, “working” at the third stage of development of various forms of job satisfaction. Both fixed and constructive job dissatisfaction seem to be significantly dependent on such broad known features organization, such as control or social support at work, in one connection, and from what is briefly called the ability to master resources - the ability to use this parameter - in another. Constructive dissatisfaction is obviously a complement to the satisfaction of working in humility.

The model of different forms of job satisfaction points out the disadvantage of a simple quantitative representation, even if this representation is quite complex and includes several aspects, such as co-workers, working conditions, job content, promotions and so on. Therefore, the job satisfaction that we usually think about and traditionally measure must be differentiated. Presented in the forms of stable, progressive and humble job satisfaction on the one hand, and fixed and constructive dissatisfaction on the other, job satisfaction (dissatisfaction) simply can no longer be regarded and used as a product; rather, it should be viewed as the process-oriented outcome of person-job interaction, depending largely on the control mechanisms governing that interaction.

To date, research using the model of various forms of job satisfaction has produced three important findings.

Firstly, the forms of job satisfaction can be, according to this model, reasonably differentiated; While the relationship between forms may vary in different samples, several forms (e.g. humility satisfied, constructively dissatisfied) appear consistently in research (Bussing, 1992; Bussing et al, 1997).

Secondly, the forms of job satisfaction depend more on situational factors, for example, the degree of control an employee has over his workplace, than on the disposition of factors.

Thirdly, forms of job satisfaction do not function like psychological types, that is, they are unstable over a long period of time. Although this model is considered progressive among other models, little is known about the antecedents and consequences associated with various forms job satisfaction. In addition, there is still a lack of in-depth research comparing this model with other common constructs of job satisfaction.

The inability to satisfy the basic needs of workers through work leads to an increase in the importance of additional ways of “earning money,” including the search for other sources of employment, theft, corruption and other negative trends.

Job satisfaction depends on a number of factors, including wages, sanitary and hygienic conditions, prestige of the profession, job stability, etc. It should be noted that these factors are considered in the works of domestic and foreign scientists (theorists and practitioners) within the framework of the main theories of motivation, to which include the theory of two factors by F. Herzberg, the theory of human relations by E. Mayo and Roethlisberger, the Lawler-Porter model of motivation, etc. Soviet sociologists such as V. A. Yadov, A. G. Zdravomyslov, etc. studied the problem of workers’ attitudes towards work. At the same time, some researchers note the presence of direct or indirect connections between staff satisfaction and their loyalty (devotion) to the organization, as well as with the effectiveness of their work. The presence of these connections allows us to identify the satisfaction assessment.

Assessing staff satisfaction with work contributes to management making informed, informed decisions, for which it is necessary to have reliable, timely, complete information about the state of the workforce in the organization.

For assessment, you can use a set of medical and social research methods: sociological (questionnaire), social-hygienic (data from reporting documents), method of expert assessments. Sources of information about the opinions of employees can be group (for example, a survey of a certain category of personnel) and individual interviews, questionnaires, etc.

You can also determine the structure of motivation and highlight relevant factors of satisfaction or dissatisfaction with work using the Herzberg test.

The causes of dissatisfaction identified through the assessment can be eliminated using available to the organization control actions (for example, referral for training, bonuses, rotation, etc.).

To summarize, we note that in order to increase the level of staff satisfaction (and, thereby, achieve significant advantages of the company over competitors) through the introduction of a system for assessing the organization's satisfaction, the following basic steps must be taken.

Step 1. Assess the current level of staff satisfaction (in general, for key employees, etc.).

A survey of personnel will determine the level of their current job satisfaction and identify the most problematic areas, as well as gaps (discrepancies) between the current and desired state.

The necessary components for organizing a survey are developing a questionnaire, choosing a method for processing and analyzing the information received, etc.

The assessment can be carried out independently, with the involvement of, for example, personnel service, and with the help of third-party organizations professionally engaged in such research.

Both assessment methods have their advantages and disadvantages. Assessing staff satisfaction with labor by the organization itself is certainly cheaper in cost. At the same time, in this case there is a risk of obtaining distorted, unreliable information due to the fact that the employees conducting the survey are deeply involved in production relationships and are susceptible to interest in the results of the assessment.

A third party with no interest in the results of the assessment will be able to conduct an independent survey. The implementation of this option will require certain financial costs, perhaps slightly higher than the amount of funds for conducting the survey “on our own.” However, having experience in providing such a service, an external organization will be able to provide it more quickly and efficiently. Thus, at this stage, attracting external organization seems more preferable for conducting a survey.

Step 2. Organizing a system of regular monitoring of personnel satisfaction with work and using information to make informed management decisions in the field of personnel management.

Conducting staff satisfaction surveys with a certain regularity will help prevent the occurrence of possible problems. Thus, this will enable the organization to retain key employees. The costs of conducting surveys are recouped by significant savings. Money and time for recruiting, training and adaptation of new employees.

At this stage, it is advisable to transfer the main emphasis in the work to the personnel of the organization itself, outsourcing only some functions or business processes (for example, assistance in organizing the system, designing the distribution of functions between structural divisions, preparation of drafts of necessary regulations, methodological and information support).

Step 3. Improving the regular monitoring system (taking advantage of opportunities to improve HR management activities)

Taking into account the changes taking place in external environment and in the organization itself, it is necessary to improve the assessment methodology (for example, change the survey questionnaire, sample, etc.), methods of information analysis, etc. This will allow the satisfaction assessment tools used to be brought into line with the current requirements of the organization to obtain more accurate results.

It seems that the main activities of this stage should be entrusted to a third-party organization that can professionally conduct an audit existing system assessing staff satisfaction and developing the necessary recommendations for its improvement.

Finishing the first theoretical chapter of the course work, we can draw the following conclusion.

Bibliography

1. Alekseeva O.D., Solovyeva A.V. The role of the head of the nursing service in creating a “motivational” environment for the institution // Nurse. - 2008. - No. 4

2. Antipova I.N., Shlykova I.N., Matveeva E.V. Managing the motivation of work activity of health care facility nurses // Main medical sister. - 2010. - No. 6.

3. Bochkarev A.A. Work motivation as a problem of social philosophy [ Electronic resource]: Dis... Candidate of Philosophy: 09.00.11. - M.: RSL, 2005

4. Butenko T.V. Mental burnout and work motivation of nursing staff [Text] // Young scientist. 2010. No. 11. - P. 157 - 161.

5. Butenko T.V. Work motivation of nurses: problems and prospects for solutions [Text] / T. V. Butenko // Psychological sciences: theory and practice: materials of the international. in absentia scientific conf. (Moscow, February 2012). - M.: Buki-Vedi, 2012. - pp. 72-75

6. Vesenin V.R. Practical personnel management: a guide to personnel work / V. R. Vesnin. - M.: Yurist, 2007. - 495 p.

...

Similar documents

Features of the work of nurses in burn departments, their place and role in the healthcare system. Medical, demographic and qualification characteristics composition of nurses and patients. Assessment and methods for improving personnel performance.

thesis, added 11/25/2011


The International Council of Nurses as a coordinating body in the field of international nursing. Programs aimed at improving the well-being of medical personnel. Establishment of a professional holiday - International Day nurses.

abstract, added 10/07/2016


Study of the preventive activities of outpatient and inpatient nurses. Analysis of the role of nursing personnel in conducting health education of the population. Possession of competencies. The principle of work of a nurse.

presentation, added 10/22/2014


Studying the psychological aspect in the work of nurses. The main factors of the nursing process, the importance of the correct approach to the patient, his family and friends. Psychological characteristics of performing nursing manipulations and attitude towards the patient.

test, added 03/08/2012


Introduction to the philosophy of nursing. Consideration of the basic responsibilities of human and community service professionals. The concept of ethics and deontology of this profession. Ethical principles, bioethics of personnel. Exploring types of nurses.

presentation, added 12/20/2014


State policy in the area Russian healthcare. The main directions of work of the Russian Nurses Association. Moral features of the work of a medical institution. Communication between regional branches and the national office of the association.

test, added 12/01/2009


Unfavorable labor factors of various groups of medical workers. Conditions and features of occupational hygiene of individual specialties. Hygienic assessment of the work of medical workers using ultrasound equipment. The degree of severity and intensity of work.

presentation, added 11/23/2014


Working conditions for medical workers, unfavorable factors. Features of occupational hygiene of individual specialties. Assessment of the work of medical workers using ultrasound equipment, the degree of its severity and intensity, hazardous effects.

presentation, added 03/03/2015


Goals and objectives are the formation of pedagogical and psychological skills in nursing. Work on developing the skills and abilities of professional interaction among nurses. Development of methodological recommendations on this problem.

thesis, added 06/27/2015


Philosophy of nursing. Nursing ethics and deontology. Ethical principles of nursing, concept of bioethics. Types of nurses, main qualities of a medical worker. Moral and philosophical approach to the development of medical science.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

7. Vikhansky O.S., Naumov A.I. Management: Textbook for Universities. 3rd ed. M.: Gardariki, 2001.

8. Volossky A. A., Motivation and stimulation of labor. M.: “Technosphere”, 2007

9. Gazheva A.V. The state of nursing in the Russian Federation [Electronic resource] // All-Russian Conference“Organizational foundations of personnel policy in healthcare of the Russian Federation” May 19 - 20, 2010. URL: // http://www.mednet.ru/ (access date: 09/11/2012).

10. Dvoinikov S.I. Management in nursing. - Rostov n/d.: Phoenix, 2006

11. Dvoinikov S.I., Lapik S.V., Pavlov Yu.I. Management and leadership in nursing: Textbook / ed. I.N.Denisova. - M.: GOU VUNMTs, 2005.- 464 p.

12. Drozdova G.Yu. Problems of motivation for the work activity of nurses [Text] //Chief Nurse. - 2007. - No. 1. - P. 54 - 62.

13. Egorshin A.P. Personnel management: Textbook for universities. - N. Novgorod: NIMB, 2001. - 720 p.

14. Egorshin A.P. Motivation of work activity: tutorial. N. Novgorod: NIMB, 2003

15. E.P. Zhavoronkov, Yu.O. Kim, T.G. Nikolaeva, N.V. Kulikova Factors motivating the work of nurses in health care facilities Science Magazine GBOU VPO "Novosibirsk State medical University» Ministry of Health and Social Development of Russia (Novosibirsk) No. 2 - 2012

16. Zhavoronkov E.P. Managing organizational culture: textbook / E. P. Zhavoronkov. - Novosibirsk: Sibmedizdat NSMU, 2009. - 154 p.

17. Zagorodnova G.A., Pavlov Yu.I. Characteristics of job satisfaction and work motivation of nurses // Main medical sister. - 2008. - No. 3.

18. Salary / Practical journal [Electronic resource] // URL: http://www.zarplata-online.ru/online/news/new138018.phtml

19. Kamynina N.N. Management and leadership: a textbook for students of higher professional institutions. education / N.N. Kamynina, I.V. Ostrovskaya, A.V. Pyanykh, etc. - M.: GEOTAR-Media, 2009. - 528 p.

20. Concept for the development of the healthcare system in the Russian Federation until 2020 [Electronic resource] / Ministry of Health and Social Development of Russia / Concept for the development of healthcare in the Russian Federation until 2020. URL: http://www.zdravo2020.ru/ concept (date of access: 09/12/2012).

21. Kibanova A.Ya. Personnel management of an organization M., 2006. - p. 512

22. Maznyak I.O. Labor motivation of personnel Russian enterprises// Questions of the humanities. 2006. - No. 4

23. Mishurova I. V., Kutelev P. V. Personnel motivation management. M.: ICC “Mart”, 2003. - 224 p.

24. Mukhin Yu.I. The science of managing people: a presentation for everyone. - M.: Folium, 2003, 312 p.

25. Fundamentals of personnel management. / Ed. B.M. Genkina. - M.: St. Petersburg: Peter, 2002.

26. Potudanskaya V. F. Motivation of work activity: Approaches to research and management. M.: ZAO Publishing House “Economy”, 2005. - 172 p.

27. Ritchie S., Martin P. Motivation management. M.: UNITY-DANA, 2004

28. Modern management. / Ed. Komarova A.G., Muftieva G.G. - St. Petersburg: Peter, 2004.

29. Heckhausen, H., “Motivation and Performance.” T. 2. ? M.: Pedagogy, 2004

30. Shakhovoy V. A., Shapiro S. A. Motivation of labor activity. M.: Vershina LLC, 2003

31. Shishkin S.V., Temnitsky A.L., Chirikova A.E. Work motivation of Russian doctors and the influence of the National Project on it [Text] // Russian healthcare: motivation of doctors and public accessibility. - M.: Independent Institute for Social Policy. - 2008. - 288 p.

32. Economic stimulation of honey. outpatient clinic staff: Toolkit RAMS, Research Institute of Social Hygiene, Economics and Health Management named after. N. A. Semashko / Ed. A. L. Lindenbraten [and others]. -- M., 2009. -- 44 s

Posted on Allbest.ru

...

Similar documents

Features of the work of nurses in burn departments, their place and role in the healthcare system. Medical-demographic and qualification characteristics of nurses and patients. Assessment and methods for improving personnel performance.

thesis, added 11/25/2011


The International Council of Nurses as a coordinating body in the field of international nursing. Programs aimed at improving the well-being of medical personnel. Establishment of a professional holiday - International Nurses Day.

abstract, added 10/07/2016


Study of the preventive activities of outpatient and inpatient nurses. Analysis of the role of nursing personnel in conducting health education of the population. Possession of competencies. The principle of work of a nurse.

presentation, added 10/22/2014


Studying the psychological aspect in the work of nurses. The main factors of the nursing process, the importance of the correct approach to the patient, his family and friends. Psychological characteristics of performing nursing manipulations and attitude towards the patient.

test, added 03/08/2012


Introduction to the philosophy of nursing. Consideration of the basic responsibilities of human and community service professionals. The concept of ethics and deontology of this profession. Ethical principles, bioethics of personnel. Exploring types of nurses.

presentation, added 12/20/2014


State policy in the field of Russian healthcare. The main directions of work of the Russian Nurses Association. Moral features of the work of a medical institution. Communication between regional branches and the national office of the association.

test, added 12/01/2009


Unfavorable labor factors of various groups of medical workers. Conditions and features of occupational hygiene of individual specialties. Hygienic assessment of the work of medical workers using ultrasound equipment. The degree of severity and intensity of work.

presentation, added 11/23/2014


Working conditions of medical workers, unfavorable factors. Features of occupational hygiene of individual specialties. Assessment of the work of medical workers using ultrasound equipment, the degree of its severity and intensity, hazardous effects.

presentation, added 03/03/2015


Goals and objectives are the formation of pedagogical and psychological skills in nursing. Work on developing the skills and abilities of professional interaction among nurses. Development of methodological recommendations on this problem.

thesis, added 06/27/2015


Philosophy of nursing. Nursing ethics and deontology. Ethical principles of nursing, concept of bioethics. Types of nurses, main qualities of a medical worker. Moral and philosophical approach to the development of medical science.