The human incentive system is called. Motivation: a source of strength for action

Good afternoon friends! Elena Pastukhova is with you, and today we will talk about an important phenomenon, without which there would be no success in any undertaking - motivation. What is it and why is it needed? What it consists of, what types it is divided into and why economics studies it - read about all this below.

Motivation is a system of internal and external motives that make a person act in a certain way.

At first glance, this is something abstract and distant, but without this, neither desires nor the joy of their fulfillment are possible. Indeed, even travel will not bring happiness to those who do not want to go there.

Motivation is related to our interests and needs. That is why it is individual. It also determines the aspirations of the individual and at the same time is due to its psychophysiological properties.

The key concept of motivation is motive. This is an ideal (not necessarily existing in the material world) object, the achievement of which is aimed at the activity of the individual.

S. L. Rubinshtein and A. N. Leontiev understand the motive as an objectified human need. Motive is distinct from need and purpose. It can also be seen as the perceived cause of human actions. It is aimed at satisfying a need that may not be realized by the individual.

For example, the desire to attract attention with extravagant clothing is designed to cover the urgent need for love and belonging, which is typical for people who are insecure.

The motive differs from the goal in that the goal is the result of activity, and the motive is its cause.

The need is cognitive.

Motive - interest in reading (most often on a specific topic).

Activity is reading.

The goal is new experiences, the pleasure of following the plot, etc.

To be more specific about your own motivation, answer the following questions:

1. Why am I doing something?
2. What needs do I want to satisfy?
3. What results do I expect and why do they mean something to me?
4. What makes me act in a certain way?

Main characteristics

The phenomenon of motivation can be described through the following characteristics:

1. Directional vector.
2. Organization, sequence of actions.
3. The sustainability of the chosen goals.
4. Assertiveness, activity.

According to these parameters, the motivation of each individual is studied, which is important, for example, at school. These characteristics are of great importance when choosing a profession. A sales manager, for example, must be consistently focused on high income and proactive in achieving the goal.

Stages of motivation

Motivation exists as a process and includes several stages:

1. First comes the need.
2. The person decides how it can be satisfied (or not satisfied).
3. Next, you need to determine the goal and how to achieve it.
4. After that, the action takes place.
5. At the end of the action, the person receives or does not receive a reward. Reward refers to any success. The effectiveness of the action affects further motivation.
6. The need for action disappears if the need is completely closed. Or remains, while the nature of the actions may change.

Types of motivation

Like any complex phenomenon, motivation differs for various reasons:

• According to the source of motives.

Extraordinary (external)- a group of motives based on external incentives, circumstances, conditions (work to get paid).

Intense (internal)- a group of motives emanating from internal needs, human interests (work because you like work). Everything internal is perceived by a person as a “gust of the soul”, because it comes from his personal characteristics: character traits, inclinations, etc.

• As a result of actions.

Positive- the desire of a person to do something in the hope of positive reinforcement (overwork in order to get time off).

negative– installation perform action to avoid negative consequences(come to work on time so as not to pay a fine).

• By sustainability.

sustainable- acts for a long time, does not need additional reinforcement (an avid hiker conquers the trails again and again without fear of difficulties).

unstable- needs additional reinforcement (the desire to learn can be strong and conscious in one person, weak and vacillating in another).

• By scope.

In team management, there are personal and group motivation.

Scope of the concept

The concept of motivation is used both in everyday life - to regulate the behavior of the individual and his family members, and from a scientific point of view - in psychology, economics, management, etc.

In psychology

The science of the soul studies the relationship of motives with the needs, goals, desires, and interests of a person. The concept of motivation is considered in the following main areas:

• behaviorism,
• psychoanalysis,
• cognitive Theory,
• humanistic theory.

The first direction states that the need arises when the body deviates from some ideal norm. For example, this is how hunger arises, and the motive is designed to return a person to its original state - the desire to eat. The mode of action is determined by the object that can satisfy the need (you can cook soup or have a snack with something ready). This is called reinforcement. Behavior is shaped by reinforcement.

In psychoanalysis, motives are seen as a reaction to needs generated by unconscious impulses. That is, in turn, they are based on the instincts of life (in the form of sexual and other physiological needs) and death (everything that is associated with destruction).

Cognitive (cognitive) theories present motivation as a result of a person's understanding of the world. Depending on what his idea is aimed at (for the future, for achieving balance or overcoming imbalance), behavior is formed.

Humanistic theories present a person as a conscious person, able to choose life path. The main motivating force of his behavior is aimed at the realization of his own needs, interests and abilities.

in management

In personnel management, motivation is understood as the motivation of people to work for the benefit of the enterprise.

Theories of motivation in relation to personnel management are divided into meaningful and procedural. The former study the needs of a person that make him act in a certain way. The second considers the factors influencing motivation.

Encouraging subordinates to perform labor activity, the leader performs several tasks:

• increases employee job satisfaction;
• achieves behavior aimed at the desired results (for example, increasing sales).

This takes into account such concepts as needs, motivations, values, motives of the employee, as well as incentives and rewards. Motivation refers to the feeling of lack of something. Unlike a need, it is always recognized. Motivation develops a goal to fill a need.

For example, the need for recognition creates an incentive to achieve career heights, and the goal may be the position of the director (with intermediate stages along the way).

Values ​​can be all objects of the material world that are important to a person. In this case, it is a public position.

Motive is understood as the desire to satisfy a need. And those are called incentives external factors that evoke certain motives.

Motivation just aims to form the desired motives in the employee in order to direct his activity in the right direction. After all, the desire for success depends on what is meant by success.

Especially for managers, we wrote about the motivation of staff in more detail.

In economics

Among the economic theories of motivation, the teaching of the classic of science, Adam Smith, is interesting. In his opinion, labor is certainly perceived by a person as something painful. Different activities are not attractive in their own way. In early societies, when a person appropriated everything that he produced, the price of the product of labor was equal to the compensation for the effort expended.

With the development of private property, this ratio changes in favor of the value of the commodity: it always appears to be greater than the effort expended to earn money on this commodity. In simple words, he is convinced that he works for cheap. But a person still wants to balance these components, which makes him look for a better paid job.

A look at the motivation of workers in the economy is directly related to the problem of the efficiency of the enterprise. As the experience of foreign, in particular, Japanese studies has shown, material stimulation of labor is not always exhaustive. Often, the activity and involvement of employees in production is ensured by a comfortable environment, an atmosphere of trust, respect and ownership, social guarantees and a system of various incentives (from diplomas to bonuses).

Nevertheless, the salary factor is important for the employee and is taken into account by many economic theories. For example, the theory of justice talks about the relationship of rewards with the efforts of team members. An employee who believes that he is underestimated reduces productivity.

The cost of each type of incentive is estimated from an economic point of view. For example, authoritarian style management involves an increase in the administrative apparatus, which means the allocation of additional rates and costs for wages.

Labor productivity in such a team is average. While involving employees in production management, the ability to independently choose a schedule or work remotely has a low cost and gives high results.

Remote work is good because the income depends only on you, and you are engaged in motivation yourself. Check it out - perhaps soon you will be able to make good money on your hobby.

Why is motivation needed?

The system of motives is an integral feature of the personality. This is one of the factors that form the uniqueness. Motivation is related to our mental characteristics (for example, choleric people need to move a lot, get as many different impressions as possible) and physical condition (when we are sick, we almost don’t want anything). It is not by chance that this is laid down by nature.

The meaning of everyone's life is to live it according to their own scenario in order to realize their own goals and purpose. That is why each person strives for a unique set of values, actions and experiences. This does not mean that everything we want is certainly good, and that what we do not want is destructive and bad.

Unformed motivation is common, and it will definitely have to be worked on so that a person is able to overcome obstacles, including in the form of laziness, and realizes that he is successful. But it is worth listening to motives, desires, interests in order to learn and develop oneself.

No wonder people who really want something achieve greater results than the rest, other things being equal. As the people say, “God gives angels to those who strive.”

You can and should control your desires. If development stands still, impressive results can be achieved.

Stay with us and you will find many more useful things. And may everything you do bring joy!

Motivation is an incitement to activity by a combination of various motives, the creation of a specific state of the individual, which determines how actively and with what direction a person acts in a certain situation. A need is an objective need for something that a person himself may not experience or be aware of. A need is a subjective mental state of an individual, expressed in a person's experience and awareness of the need for what is necessary to maintain the existence of his organism and the development of his personality. The motive (from Latin movere - set in motion, push) is a predominantly conscious internal motivation of a person to a certain behavior aimed at satisfying certain needs. According to A. N. Leontiev, a motive is an objectified need. The motive acts as a consideration on which the subject must act. Therefore, the motive gives the need a certain direction. Motivation is the process of influencing a person in order to induce him to certain actions by awakening certain motives in him. The effectiveness of management to a large extent depends on how successfully the process of motivation is carried out.

Purpose is one of the elements of behavior and conscious activity a person who characterizes the anticipation in thinking of the result of an activity and the ways of its implementation with the help of certain means. The goal acts as a way of integrating various human actions into a certain sequence or system. Purpose and motive do not match. For example, a person may have a goal - to change their place of residence, and the motives may be different: to improve their position; change the circle of communication, bring the place of work closer to the place of residence; live next to relatives, etc. Some of the motives may not be realized by a person. Incentives are tools that cause the action of certain motives. Some objects, actions of other people, carriers of obligations and opportunities act as incentives - everything that can be offered to a person as compensation for his actions, or what he would like to acquire as a result of certain actions. Using a variety of incentives to motivate people provides an incentive process that takes many different forms. One of the most common is financial incentives. Incentives are fundamentally different from motivation. The difference lies in the fact that stimulation is a means by which motivation can be carried out. The higher the level of development human relations in an organization, the less often incentives are used as a tool for managing people. Education, training as methods of motivating people determine the situation when members of the organization show an interested participation in the affairs of the organization, carry out the necessary actions without waiting or even without receiving any stimulating effect.

Motivation External motivation This is a means to an end, such as earning money, gaining recognition, or achieving a higher position. At the same time, it can be used in two directions: as an incentive in anticipation of benefits - the principle of hope; as a means of pressure in anticipation of shortcomings - the principle of fear. Intrinsic motivation This is the understanding of meaning, conviction. It arises if the idea, goals and objectives, the activity itself are perceived as worthy and expedient. In this case, a specific state is created that determines the direction of actions, and behavior will be the result of an appropriate internal setting, and this is true not only for a person, but also for an organization.

Formation of Conscious Behavior Based on Factors of Internal and External Motivation At the initial stage, external motivation should play the role of a support for creating an effective labor system. It can also be seen as an additional supportive stimulus during the period of consolidation. However, long-term motivation and effective changes in the behavior of employees are achieved only if internal motivation is created.

They are based on the study of human needs, which are considered as the main motives for conducting, and therefore, activities. "Theory of the Hierarchy of Needs" by A. Maslow, "ERG Concept" by K. Alderfer, "Theory of Acquired Needs" by D. Mack. Clelland, "Two Factor Model" by F. Herzberg. Based on the consideration of motivation as a process. Within the framework of this approach, the distribution of efforts of employees and the choice of a certain type of behavior in order to achieve specific goals are taken into account. "Expectation Theory" by V. Vroom, "The Theory of Justice" by S. Adams, Porter-Lawler Theory.

Abraham Maslow The Hierarchy of Needs Theory Brief Biography Abraham Maslow was born in Brooklyn, New York, in 1908. He studied psychology at the University of Wisconsin. He received a bachelor's degree in 1930, a master's degree in humanities in 1931, and a doctorate in 1934. In the mid-thirties, he began work on what became the main work of his life, the book Personality”), published in 1954. In 1943, he published two works: “A Preface to Motivation Theory” (“Introduction to the Theory of Motivation”) and “A Theory of Human Motivation” (“Theory of Human Motivation”), where formulated a positive theory of motivation, which he defined as "generalized dynamic". Between 1947 and 1949 Maslow left his academic career and formed the Maslow Cooperage Corporation, deciding to go into business of his own. However, he retained his academic connections and continued to publish articles in scientific periodicals during this period as well. Returning to academia, he became first an adjunct professor and then a full professor and head of department at Brandeis University of Massachusetts.

Abraham Maslow is widely recognized as the founder of the humanistic theory of personality. His theory of personality self-actualization, based on the study of healthy and mature people, clearly shows the main themes and provisions characteristic of the humanistic trend in psychology. From the point of view of humanistic psychology, the very essence of a person constantly moves him in the direction of personal growth, creativity and self-sufficiency, unless extremely strong circumstances of the environment interfere with this. Proponents of humanistic psychology also argue that humans are highly conscious and intelligent creatures without dominant unconscious needs and conflicts. In general, humanistic psychologists view humans as active creators own life who have the freedom to choose and develop a lifestyle that is limited only by physical or social influences. “Life is a process of constant choice. At every moment a person has a choice: either retreat or advance towards the goal. Either a movement towards even greater fear, fears, protection, or the choice of a goal and the growth of spiritual forces. To choose development instead of fear ten times a day means ten times to advance towards self-realization. A. Maslow "If you intend to become a less significant person than your abilities allow, I warn you that you will be a deeply unhappy person." A. Maslow

It was created in 1943. The theory of the hierarchy of needs is based on the following pattern: when a need of one level is satisfied, a need arises. Secondary needs of the next, higher level. Needs Human behavior is determined by the lowest unsatisfied need. Satisfied need ceases to motivate. The conclusion is obvious - only unmet needs Primary act as motivators. However, Maslow's needs makes an exception to this rule when he considers self-actualization. At this level, positive emotions caused by satisfaction increase the desire for further self-realization. Complete satisfaction of the need for self-actualization is rarely, if ever, achieved. The main criticism of Maslow's theory comes down to the fact that she failed to take into account the individual differences of people. The concept of the most important needs has not received full confirmation either. Satisfaction of any one need does not automatically activate the needs of the next level as a factor in motivating human activity.

Clayton Alderfer "Theory of Existence, Relationship and Growth" (ERG Concept) Created in 1972. Just like A. Maslow, Clayton Alderfer in his theory (ERG - existence, relatedness, growth) proceeded from the fact that human needs can be grouped into separate groups. However, in contrast to A. Maslow's theory of the hierarchy of needs, he believed that there were three groups of needs. These three groups of needs, as well as in Maslow's theory, are arranged hierarchically, but the difference is that needs (Maslow) move in both directions, and not Self-actualization sequentially from the bottom up, like Growth ) Respect, recognition of Maslow. At the same time, Alderfer Involvement, belonging, believes that in the case of Social needs, the connection (Relatedness) of dissatisfaction with the needs of the upper level increases Security Existence (Existence) the degree of action of the need Physiological needs of a lower level, which In accordance with Alderfer's theory, the hierarchy switches a person's attention to needs reflects climbing from more specific this level. needs to less specific ones. when the need is not satisfied, there is a switch. He believed that to a more specific need. And this process determines the presence of reverse movement from top to bottom. Alderfer calls the process of moving up the levels of needs the process of satisfying needs, and the process of moving down - the process of frustration, that is, defeat in the desire to satisfy the need.

David Mac. Clelland "The Theory of Acquired Needs" Brief biography of David Clarence Mack. Clelland was born on May 20, 1917 in Mount. Vernon, New York. After graduating from high school, he entered McMurray College in Jacksonville, Illinois, where he studied languages, primarily German. These activities did not arouse enthusiasm in the young man. By chance, on the advice of one of his teachers, he turned to reading psychological literature and became so interested in this subject that it was in this direction that he decided to continue his education. He entered Wesleyan University and successfully graduated in 1938 with a bachelor's degree in psychology. He earned his master's degree a year later at the University of Missouri, and his doctorate in 1941 at Yale. In 1942 Mac. Clelland moves to Connecticut and becomes a professor at Wesleyan University. Four years later, he becomes dean of the Department of Psychology at Wesleyan University. In 1952-1953, D. McClelland was the head of the program of the H. Ford Foundation. In 1963, he founded his own company, which was then transformed into Mc. Ber&Company (this corporation is currently engaged in consulting and training of personnel managers). From 1949 to 1987, D. McClelland was Professor and Dean of the Faculty of Social Relations at Harvard University, and in 1987 he moved to work at Boston University.

The main works of Dweed McClelland: - "The Achievement Society" - "The Drinking Man: Alcohol and Human Motivation" - "Human Motivation" For more than half a century of scientific activity, the scientist paid attention to a wide range of problems, but in the history of science he remained primarily as a brilliant researcher of motivation, in particular - achievement motivation. This concept itself is mainly associated with his research. McClelland did not limit his reasoning to the sphere of scientific psychology. In 1961, his book The Achievement Society was published, in which he put forward an interesting hypothesis: achievement motivation is the most important guarantee of economic prosperity. By evaluating the degree of manifestation of the corresponding motive in society, it is possible to predict with a fair degree of certainty the trend towards economic growth. In 1973, McClelland appeared in the American Psychologist with an article in which he pointed out the low predictive value of IQ testing and called for more attention to be paid to the motivational side of any activity. Subsequently, these judgments of his were quoted a thousand times, sometimes even being brought to the point of absurdity: “Abilities are nothing, motivation is everything!” The author himself was not at all so categorical. McClelland's ideas have revolutionized the practice of selection in many industries, primarily professional selection. Based on McClelland's ideas, it is most rational to select people for the relevant activity based on their motivation and personal characteristics, since, if necessary, it is not so difficult to train them in the necessary skills. Over the years of his scientific activity, McClelland has received many honorary awards (in the American biographical reference book "Psychology", in which he appears among 500 outstanding psychologists of all time, their list takes up half a page), including the prestigious American Psychological Association Award for Outstanding Contribution into science."

It was created in 1962. Without denying the significance of previous theories and their conclusions about the importance of biological and other "basic" needs in motivating the behavior of workers, Mack. Clelland tried to identify the most important among the "secondary needs", which are updated subject to sufficient material security. He argues that any organization provides an employee with the opportunity to fulfill three higher-level needs: power, success and belonging. On their basis, a fourth need also arises, namely the need to avoid trouble, i.e. obstacles or opposition in the realization of the three named needs, for example, situations that do not allow success, that can deprive a person of power or group recognition. All employees to some extent experience the need for success, power and belonging. However, in different people these needs are expressed in different ways or exist in certain combinations. How they are combined depends, in addition to innate qualities, from personal experience, situation and culture of a person. The need for success (according to Maslow's classification, it is between the needs for respect and self-realization) is not equally expressed in different workers. A success-oriented person usually desires autonomy and is willing to take responsibility for the results of their work. He strives to regularly receive information about the “frontiers he has taken”, wants to know about the specific results of his work, is more organized, able to foresee and plan his actions. Such people strive to set realistically achievable goals, to avoid unreasonable risks. They get satisfaction not so much from the reward for the work done, but from the process of work itself, especially from its successful completion. The need for success is subject to development, which can be used to improve performance. Success-oriented people are more likely than others to achieve it. In the process of motivating employees, managers must take into account the characteristics of people with a pronounced need for success, giving them appropriate tasks.

The need for power is expressed in the desire to influence other people, control their behavior, as well as in the willingness to be responsible for others. This need is expressed in the desire to leadership position. It has a positive effect on the effectiveness of leadership. That is why it is advisable to select people with a pronounced need for power for leadership positions. Such people have high self-control. They are more committed to their organization, passionate about what they do, and work without regard to time. The need for belonging has a great influence on the behavior of people in an organization. It manifests itself in the desire to communicate and have friendly relations with other people. Employees with a strong need for affiliation excel primarily in tasks that require a high level of social interaction and good interpersonal relationships. Based on his research, Mac. Clelland identified three types of managers: 1) institutional managers with a high level of self-control. They are characterized by a greater need for power than for group affiliation; 2) managers in whom the need for power prevails over the need for belonging, but in general people of this type are more open and socially active than institutional managers; 3) managers in whom the need for belonging prevails over the need for power; they are also open and socially active. According to Mac. Clelland, managers of the first two types manage their departments more effectively mainly due to their need for power. However, a combination of all three types of managers can be beneficial to an organization. To improve the motivation of managers, it is advisable to widely use competitive methods to achieve goals and mark people who achieve the highest efficiency in their work. Leaders should also set challenging but realistic goals for themselves and their subordinates. The main advantage of the Mac theory. Clelland is that she was able to take into account the individual differences of people. However, its application is expedient only under the condition of sufficient material security, in an economically developed society, where required level meeting primary needs.

Frederick Herzberg "The Two Factor Theory of Motivation" Author's biography Frederick Irwin Herzberg was born April 17, 1923 in Lynn, Massachusetts. He attended City College in New York where he studied history and psychology. When Herzberg was in his senior year, he had serious financial difficulties, and he decided to join the ranks of the American army. During his service, he was assigned to the newly liberated Dachau concentration camp, and what he saw there influenced his entire later academic career. At the end of the war, Herzberg completed his studies in New York and later, already at the University of Pittsburgh, received a master's and doctoral degree. As part of his doctoral studies, he studied with John Flanagan quantitative methods. Flanagan developed during the war years a method (which he called the "critical situation method" or "incident method") for selecting individuals with the required characteristics in the air force air force as pilots, gunners and bomb managers. Herzberg was extremely impressed by the fact that Flanagan focused on "real incidents that happened to the subjects" and not on some abstract data of statistical analysis. As Herzberg writes, Flanagan's approach contained "something extremely important." Later, he spent a year at the Pittsburgh Health Center, where graduate students were trained, and wrote a paper there entitled "Mental Health is Not the Opposite of Mental Illness" ("Mental health is not the opposite of mental illness"). In the mid 50's. Herzberg became director of research at the Psychological Service of Pittsburgh, a non-profit psychological consulting company. Here he conducted a series of surveys designed to identify the labor attitudes of workers, their attitude to work, in order to subsequently develop certain principles of labor morality.

Frederik Herzberg was extremely interested in the conflicting information that he received in the course of interviews with workers. With financial support from the Buhl Foundation and local industrialists, Herzberg attempted "to create a unified classification of problem areas in the question of the attitude of workers to work on the material of two thousand articles, that is, practically everything that was published on this issue from 1900 to 1955." Continuing to study the literature, Herzberg came to the conclusion that some factors of an individual's work attitudes can be classified as "satisfying", while others, not necessarily opposite factors, can be called "dissatisfied". This did not conflict with the approach he took when writing Mental Health is Not the Opposite of Mental Illness. The hypothesis underlying the research published in 1959 under the title "The Motivation to Work" ("Work motivation"), was taken from there. This research led to the creation of a theory that Herzberg called "motivation-hygienic" and which became the basis for further publications. In 1966, he published the book Work and the Nature of Man, which dealt with the first ten stages of the original research. In 1968, his article One More Time: How Do You Motivate Your Employees? ” (“How do you stimulate your employees?”) appeared on the pages of the Harvard Business Review magazine and became its most popular publication, which sold over a million copies. Motivational-hygienic theory, together with the ideas of enrichment of work, made Hernzberg famous as a scientist (he became an honorary professor in the department of management at the University of Utah) and allowed him to become a consultant to such large corporations like AT&T, ICI, Texas Instruments, British Petroleum and Shell. Herzberg's habit of traveling the world and his use of films made him perhaps the first international "guru" in the field of management. Frederik Herzberg has held consultations and seminars in more than thirty countries, in 275 different industries, governments and social organizations, in 175 professional societies and 100 universities.

Created in 1959. Herzberg's theory was derived from a study involving two hundred engineers and accountants. They were all asked two questions: “Can you describe in detail when you feel exceptionally good at work? and “Can you describe in detail when you feel exceptionally bad at work? » . As a result of the study, two groups of factors were identified that do not equally affect labor motivation. Herzberg called the first group of factors hygiene factors (hygienic factors), the second - motivating factors. The term "hygiene" is used here in its medical meaning - hygiene as a warning, prevention of disease, and not as a cure for it. By themselves, hygiene factors do not cause satisfaction, but their deterioration gives rise to dissatisfaction with work. Hygiene factors include: relationships with colleagues, superiors and subordinates; schedule and mode of operation; wage; control method; administration policy; the quality of leadership; physical conditions labor; job security and stability. The second group of factors are motivators that directly cause job satisfaction, a high level of motivation and labor achievements. They act as stimulators of effective work. Motivators include: achieving goals, recognition, interesting content of work, independence (one's own area of ​​work) and responsibility, professional and official growth, opportunities for personal self-realization. Summarizing the results of his research, Herzberg made a number of conclusions: 1) The lack of hygiene factors leads to job dissatisfaction. 2) The presence of motivators can only partially and incompletely compensate for the absence of hygiene factors. 3) Under normal conditions, the presence of hygiene factors is perceived as natural and does not have a motivational effect. 4) Positive maximum motivational impact is achieved with the help of motivators in the presence of hygiene factors.

Significance of F. Herzberg's theory Herzberg's model differs from many motivational theories in that it denies simple alternativeness in the impact of various motivational factors on job satisfaction. The Herzberg Graph The main practical implication of Herzberg's theory is that leaders need to be differentiated and very cautious about the use of different incentives and when needs lower level sufficiently satisfied, do not rely on hygiene factors as the main ones. Conversely, they should not waste time and money on the use of motivators until the hygiene needs of employees are satisfied.

Despite the significant step forward in the development of the theory of motivation, which was made by substantive concepts in this direction, they are not without certain shortcomings, which include: 2. Underestimation of the individuality of human activity. Meaningful concepts of motivation attempt to confine human behavior to a rigid hierarchy or set of intrinsic values. 3. The impossibility of establishing a clear correlation between various human needs due to the lack of a universal theory of human activity. These shortcomings, which inevitably included all substantive theories of motivation, were tried to overcome by other researchers in this field who developed other motivational models, called process ones.

Motivational process Motivation is a complex process, the course of which depends on many factors. Simplistically, the scheme of the motivational process can be divided into six stages: STAGE 1. The emergence of a need. The person feels that something is missing. He decides to take some action. Needs are very different, in particular: physiological; psychological; social. STAGE 2. Finding ways to meet a need that can be satisfied, suppressed, or simply ignored. STAGE 3. Definition of goals (directions) of action. A person fixes what and by what means he should do, what to achieve, what to get in order to eliminate the need. STAGE 4. Action implementation. A person expends efforts to carry out actions that open up the possibility for him to acquire what is needed to eliminate the need. Since the work process affects motivation, goals can be adjusted at this stage. STAGE 5. Receiving rewards for the implementation of the action. Having done necessary work, a person receives what he can use to eliminate the need, or what he can exchange for what he wants. It reveals how the implementation of actions provided the desired result. Depending on this, there is a change in motivation for action. STAGE 6. elimination of need. A person either stops activities before a new need arises, or continues to look for opportunities and take actions to eliminate the need.

Victor Vroom Expectancy Theory Brief Biography Victor Vroom is a contemporary Canadian researcher of organizational behavior, psychologist, teacher and management consultant. Born August 9, 1932 in Montreal (Canada). Received a bachelor's degree from McGill University (1953). Master's degree from McGill University (1955), Doctorate from the University of Michigan (1958). Lecturer in the Department of Psychology at the University of Michigan from 1958 to 1959. Winner of the G. Ford Foundation Doctoral Dissertation Competition (1958). Senior Lecturer in the Department of Psychology at the University of Pennsylvania (1960 -1963). Received a H. Ford Foundation Fellowship in 1961. Associate Professor of Industrial Management at the Carnegie Institute of Technology (1963 -1966). Professor of Psychology and Industrial Leadership at Carnegie Mellon University (1966-1972). Winner of the McKinsey Foundation Research Competition (1967). Fulbright Scholarship Recipient. He received the James McKean Cattell Award from the American Psychological Association (1970), the Yale Alumni Association's Pedagogy Achievement Award (1994). Professor of Administrative Sciences and Psychology at Yale University (1972 -1973). Professor of Organization and Management (since 1973), Professor of Psychology at Yale University (since 1973). President of the Society for Industrial and Organizational Psychology (1980 -1981). In 1964, the fundamental work "Labor and Motivation" appeared, and in 1965 the book "Motivation in Management", which played an extremely important role in the development of the theory and practice of modern management.

It was created in 1964. The theory of expectations is based on the fact that the presence of an active need is not the only necessary condition for motivating a person to achieve a certain goal. A person must also hope that the chosen type of behavior will actually lead to the satisfaction or acquisition of the desired. Expectations can be thought of as an assessment by a given person of the likelihood of a certain event. Most people expect, for example, that graduating from college will get them a better job and that if they work hard, they can get promoted. When analyzing motivation to work, the theory of motivation emphasizes the importance of three relationships: The relationship "labor costs - results" is the expected ratio between the efforts expended and the results obtained. If there is no direct connection between the efforts expended and the results achieved, then motivation will weaken. There can be any number of reasons for this: due to incorrect self-esteem, due to poor preparation or incorrect training, or due to the fact that the employee was not given enough rights to complete the task. The performance-reward relationship is the expectation of a particular reward or reward in response to the level of performance achieved. If a person does not feel a clear connection between the results achieved and the desired reward, motivation will weaken. Similarly, if a person is confident that the results achieved will be rewarded, but with a reasonable effort he cannot achieve these results, then the motivation in this case will be small. The third factor is valency (the value of the reward or reward). Valence reflects the value attributed by a person to a particular reward. Since different people have different needs and desires for rewards, the specific reward offered in response to the results achieved may not be of any value to them. For example, an accountant may receive a salary increase for his efforts, while he was counting on the position of chief accountant. If the value of the remuneration received is low, then the motivation for labor activity will weaken.

The Expectancy Theory Motivation Formula Vroom's Expectancy Theory offers some tips for improving managers' performance.

Stacy Adams "The Theory of Justice" Created in 1963. American psychologist John Stacy Adams studied the principles of remuneration for work. Based on the results of research at the General Electric company, he formulated the "theory of justice". In her theory, Stacey Adams considers the motivation of an employee in terms of his assessment of the situation and the idea that he develops in this connection about the fairness of the relationship between him and the organization. At the same time, he compares himself with other people, comparing his contribution with their contribution, his remuneration for work with their remuneration. In this case, three options for the final assessment of such comparisons are possible: underpayment, fair payment, overpayment. Adams's theory suggests that workers strive to establish fair relationships with others and try to change those relationships that they regard as unfair. People can restore a sense of justice either by changing the level of effort expended or by trying to change the level of reward they receive. Thus, those employees who feel that they are underpaid compared to others can either work less intensively or seek higher remuneration. Those employees who believe that they are overpaid will strive to maintain the intensity of work at the same level or even increase it. However, studies show that usually when people feel they are underpaid, they work less intensively. If they feel they are being overpaid, they are less likely to change their behavior and activities.

The main conclusion of the theory of justice is that until people begin to believe that they receive a fair remuneration, they will reduce the intensity of work. If the difference in remuneration is due to different performance, then it is necessary to explain to employees who receive less that when their performance reaches the level of their colleagues, they will receive the same increased remuneration. Diagram of Adams' theory of justice

It was created in 1968. American researchers, psychologists Lyman Porter and Edward Lawler developed a complex procedural theory of motivation, which contains elements of the theory of expectations and the theory of justice. Five variables appear in this model: effort expended, perception, results obtained, reward, degree of satisfaction. At the same time, the results achieved depend on the efforts made, abilities and character of a person, as well as on his awareness of his role in the labor process. The level of effort expended will be determined by the value of the reward and the degree of confidence that a given level of effort will in fact entail a well-defined level of reward. In Porter's theory. Lawler establishes a relationship between reward and results, i.e. a person satisfies his needs through rewards for the results achieved.

The results achieved by an employee depend primarily on three variables: the effort expended (3), the abilities and character of the person (4) and his awareness of his role in the labor process (5). The level of effort expended, in turn, depends on the value of the reward (1) and how much the person believes there is a strong relationship between the effort expended and the possible reward (2). Achieving the required results (b) can lead to internal rewards (7), such as a sense of satisfaction from the work performed, confidence in one's competence and self-esteem, as well as external rewards (8) - praise from the manager, bonus, promotion. The dashed line between performance (6) and extrinsic rewards (8) means that there may be a link between the performance of an employee and the rewards given to him. These rewards reflect the opportunities defined by the manager for a particular employee and the organization as a whole. The dashed line between performance (6) and rewards perceived as fair (9) shows that people have their own opinions about the rewards they receive. Satisfaction (10) is the result of external and internal rewards, taking into account their fairness (9). Satisfaction is a measure of the real value of a reward (1). This evaluation will influence the person's perception of future situations. One of the most important conclusions of the theory of L. Porter - E. Lawler is that productive work leads to employee satisfaction. This is in direct contrast to the view of most managers and early human relations theories that satisfaction leads to high performance at work, or in other words, happier workers perform better. The validity of the point of view of L. Porter and E. Lawler that high performance is the cause of complete satisfaction, and not a consequence of it, is confirmed by research.

It has been established that only under certain conditions, an increase in wages stimulates an increase in labor productivity. The first is that people should attach great importance to wages. The second is that people should believe that there is a clear link between salary and productivity, and that an increase in labor productivity will necessarily lead to an increase in wages. Obviously, it is desirable for the staff to have a connection between wages and the achieved labor results. However, studies have shown that managers often evaluate an employee's effort based on their seniority and time spent at work, and not at all on the results achieved. To establish a link between wages and the achieved labor results, E. Lawler suggested dividing the employee's wages into three parts. One part of it is paid for the performance official duties and everyone who performs similar duties in the organization should receive the same remuneration for this. The second part is determined by seniority and cost-of-living factors. All employees of the company receive this part of the salary, but its size is automatically regulated. The size of the third part of the salary varies for each employee and depends on the results achieved by him in the previous period. For a bad worker, it should be minimal, for a good one it should be maximum: about the same as the first two parts combined. The size of the third part of the salary may vary depending on the results achieved by the employee in the previous period. The salary (its first two parts) can only be increased in connection with a change in the scope of responsibility assigned to the employee, length of service and an increase in the cost of living. The part of wages (the third) that is actually deserved and earned by a person can change quite sharply. Therefore, if the productivity of an employee decreases, then wages also decrease due to a decrease in its variable part. Thus, labor productivity entails changes in wages.

The Porter-Lawler model has some significant drawbacks: First, it does not include such an objective factor as working conditions. Even Herzberg emphasized the importance of this factor in the process of formation of motivation. Secondly, the model lacks a fundamental factor - needs. After all, without the existence of existing needs, a person will not enter into labor relations. In this regard, it can be noted that the model does not contain entry and exit conditions. labor relations and it is assumed that the worker has already joined them. Model of labor behavior of an employee

Let us explain some elements and connections of this model. Input variables highlighted in green are needs, incentives, estimates, expectations, and forecasts. Attention should be paid to the special type of connection Stimuli-Motives and Needs-Motives. In the absence of any of them, labor motives, and hence motivation, are not formed. The golden background in the model highlights independent factors: working conditions, abilities and character. These factors, together with Estimates, Expectations and Forecasts, affect the strength of motivation, which in turn determines the level of effort expected by the employee. Actual efforts depend on abilities, qualifications, character traits. It is the level of actual efforts and, consequently, the results of labor that are of interest to the governing bodies. You should also pay attention to the presence of such elements as Incentives and Rewards - the concepts are very close in meaning. But when considering this model in time, the meaning of these concepts becomes different. In this case, the elements Internal and External rewards are only the fact of their receipt, therefore, their stimulating role is not visible here.

A poorly built system of work with personnel, and, in particular, the system of employee motivation, often spoils the company's entire system of work. Indeed, as a result of insufficient attention to the issue of employee satisfaction, they remain dissatisfied with their workplace and their work. From here comes the not very high-quality work of dissatisfied people who simply do not want to give all one hundred percent of their capabilities. And where there is one dissatisfied person, there is often a whole dissatisfied team. As you know, one dissatisfied employee can win over to his side all the colleagues who "rebel" against the authorities. And this will lead either to a stupor in work, or to mass layoffs. Neither of these should be allowed by sane leaders.

The purpose of motivation is to increase the efficiency of the company. An effective motivation program is at the same time the goal of the company, the achievement of which will allow the fullest potential of each employee, and a means to achieve other goals of the company. 10 principles on which to base efficient system motivation in the company: 1. investment and return; 2. transparency of the system; 3. consistency and consistency, significance for employees; 4. dependence of income on the significance of the employee and his labor contribution; 5. close linkage of the remuneration system with the results; 6. exclusion of equalization; 7. promoting the goals of the organization; eight. additional terms for outstanding employees; 9. realism; 10. Mandatory adjustment. For each organization, the process of creation, the very model of motivation is very individual. Unfortunately, there is no universal model that operates in any time intervals for all firms.

Motivation is the process of inducing a person to act in order to achieve goals.

Since no economic processes can proceed without the participation of personnel motivated for their implementation, we will consider this aspect in more detail.

In personnel management, motivation is considered as a process of activating the motives of employees (internal motivation) and creating incentives (external motivation) to encourage them to work efficiently. In this regard, as synonymous with the term "motivation", the terms "stimulation" and "motivation".

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 of human behavior, which is based on the relationship of needs, motives and goals of a person.

Thus, labor motivation is the desire of an employee to satisfy his needs (to receive certain benefits) through labor activity.

The concept of labor motive includes: need, that the employee wants to satisfy; good, capable of satisfying this need; work action, necessary to receive the benefit; price - costs of a material and moral nature associated with the implementation of a labor action.

A general description of the motivation process can be presented if we define the concepts used to explain it: needs, motives, goals, incentives - and show their relationship (Fig. 2.5).

: Human motives: .

Rice. 2.5. The relationship of the concepts of motivation

Needs - the need for something objectively necessary to maintain the life and development of the organism, personality and social group. Needs are the source of human activity, the reason for his purposeful actions.

There are biological and social needs.

biological needs- the need for food, water, air, procreation, housing, etc., necessary to maintain the body in a normal vital state.

Social needs- the need to belong to the genus, nationality, social group, express yourself, build your career, be recognized, etc.

Needs are in dynamic development and tend to grow both for the individual and for society as a whole.

Incentives - motivation or reason for human behavior. It is widely believed that an incentive is a reward. This is not entirely correct, because the word comes from the Latin stimulus - literally: a pointed stick that drove animals, and has just the opposite meaning - coercion. There are four main types of incentives:

• 1. Compulsion. Organizations widely use administrative methods of coercion: remark, reprimand, transfer to another position, dismissal from work, etc.
• 2. Financial incentive. These are material incentives: wages and tariff rates, remuneration for results, bonuses, compensations, vouchers, soft loans, loans for housing construction, etc.
• 3. moral encouragement. Incentives aimed at satisfying the spiritual and moral needs of a person: gratitude, certificates of honor and titles, a board of honor, an academic degree, publications in the press, government awards, etc.
• 4. Self-assertion. The internal driving forces of a person, prompting him to achieve his goals without direct external encouragement. This is the strongest stimulus, but it manifests itself only in the most developed members of society. For example, writing a dissertation, publishing a book, an author's invention, shooting a film, getting a second education, etc.

Motives - it is the motivation of a person to action aimed at achieving the necessary goal (result).

Goals is the desired object or its state, which a person strives to possess.

The influence of motivation on human behavior depends on many factors, it is individual and can change under the influence of motives and feedback with human activity. Of great importance for the formation of labor motives is the assessment of the probability of achieving goals.

Any activity is associated with certain costs and has a price. Thus, labor activity is determined by the expenditure of physical and moral forces. High intensity of labor can scare away workers if there are not sufficient conditions for the restoration of working capacity. Poor organization of labor, unfavorable sanitary and hygienic conditions at work, underdevelopment of the social and domestic sphere in some cases determine such a strategy of labor behavior in which the employee prefers to work less, but also receive less, because the price of intensive labor is unacceptable for him.

However, another situation is also possible, when an employee, in order to maintain a certain level of well-being, is ready to pay with his health for additional benefits: bonuses and benefits related to working conditions, increased pay for overtime work etc. Moreover, the society, by establishing such benefits, sanctions such a situation.

The power of motive determined by the degree of relevance of a particular need for the employee. The more urgent the need for a certain good, the stronger the desire to receive it, the more actively the worker acts.

Feature of labor motives is their focus on themselves and on others, due to commodity production. The product of labor, having become a commodity, as a use value, satisfies the needs not of the worker himself, but of other people; The commodity satisfies the needs of the worker through its value.

The market economy, through the mechanism of competition, harmonizes the motives "for oneself" and "for others". The planned economy under the conditions of the command-administrative system led to a mismatch of these motives, since in it the worker gave to society significantly more than he received for his work. The reaction to this was a decrease in the quality of labor, a deterioration in the consumer properties of manufactured products.

The deeper the gap between what the worker gives to society and what he receives in return, the less such labor motives as duty to people, society as a whole, the desire to bring benefit to people with his work mean to him. At the same time, the motives of material remuneration for work are hypertrophied in his mind. These processes develop most strongly when the level of payment of the worker is significantly lower than the cost of the required product.

Labor motives are different:

• on needs, which a person seeks to satisfy through labor activity;
• on topics blessings, that a person needs to satisfy his needs;
• according to that price, that the worker is willing to pay for the desired benefits.

The diagram of the relationship between needs, motives and goals, shown in Fig. 2.6. This scheme is rather conditional and simplified and gives only the most general idea of ​​these relationships.

Rice. 2.6.

In practice, it is almost impossible to determine and structure the elements that make up the motivational process due to the uniqueness of the motivational structures of different people, the non-obviousness of motives, the complex interaction between different needs, etc.

Ideas about the possibilities of motivating the work of workers have undergone major changes in management practice. The theory of motivation began to be actively developed in the 20th century, although many motives, incentives and needs have been known since ancient times.

Currently, the versatility and ambiguity of the motivation process is reflected in a number of motivational theories, which can be conditionally divided into three groups:

• initial;
• meaningful (analysis of the needs of the main factor that determines motivation);
• procedural (taking into account the behavioral aspects of the motivational process, determined by a specific situation).

Let's consider these groups of motivations in more detail.

Motivation

Today this term is understood by different scientists in their own way. For example, motivation according to V. K. Vilyunas is a total system of processes responsible for motivation and activity. And K. K. Platonov believes that motivation, as a mental phenomenon, is a combination of motives.

Motive is one of key concepts psychological theory of activity developed by the leading Soviet psychologists A. N. Leontiev and S. L. Rubinshtein. The simplest definition of motive within the framework of this theory is: "Motive is an objectified need". Motive is often confused with need and goal, however, need is, in fact, an unconscious desire to eliminate discomfort, and goal is the result of conscious goal setting. For example: to quench your thirst is a need, water is a motive, and a bottle of water that a person reaches for is a goal.

Types of motivation

External motivation(extrinsic) - motivation that is not related to the content of a certain activity, but due to circumstances external to the subject.

intrinsic motivation(intrinsic) - motivation associated not with external circumstances, but with the very content of the activity.

Positive and negative motivation. Motivation based on positive incentives is called positive. Motivation based on negative incentives is called negative.

Example: the construction “if I clean up the table, I will get candy” or “if I don’t mess around, I will get candy” is a positive motivation. The construction “if I put things in order on the table, then I will not be punished” or “if I do not indulge, then I will not be punished” is a negative motivation.

Steady and Unsustainable Motivation. Motivation that is based on the needs of a person is considered sustainable, since it does not require additional reinforcement.

There are two main types of motivation: “from” and “to”, or “carrot and stick method”. Also distinguish:

• individual motivations aimed at maintaining homeostasis
  • pain avoidance
  • striving for optimum temperature
  • etc.
• group
  • care of offspring
  • search for a place in the group hierarchy
  • maintenance of the community structure inherent in this type
  • etc.
• cognitive

Self-affirmation motive- the desire to establish oneself in society; associated with self-esteem, ambition, self-love. A person tries to prove to others that he is worth something, seeks to obtain a certain status in society, wants to be respected and appreciated. Sometimes the desire for self-assertion is referred to as motivation for prestige (the desire to obtain or maintain a high social status).

Thus, the desire for self-assertion, for raising one's formal and informal status, for a positive assessment of one's personality is an essential motivational factor that encourages a person to work intensively and develop.

Motive of identification with another person- the desire to be like a hero, an idol, an authoritative person (father, teacher, etc.). This motive encourages work and development. It is especially relevant for teenagers who try to copy the behavior of other people.

The desire to be like an idol is an essential motive of behavior, under the influence of which a person develops and improves. Identification with another person leads to an increase in the energy potential of the individual due to the symbolic “borrowing” of energy from the idol (object of identification): strength, inspiration, the desire to work and act as the hero (idol, father, etc.) did. By identifying with the hero, the teenager becomes bolder. The presence of a model, an idol with which young people would strive to identify themselves and whom they would try to copy, from whom they would learn to live and work, is an important condition for an effective socialization process.

Optimum motivation

It is known that in order to carry out activities, sufficient motivation is necessary. However, if the motivation is too strong, the level of activity and tension increases, as a result of which certain disorders occur in activity (and behavior), i.e., work efficiency worsens. In this case, a high level of motivation causes undesirable emotional reactions (tension, excitement, stress, etc.), which leads to a deterioration in performance.

It has been experimentally established that there is a certain optimum (optimal level) of motivation at which the activity is performed best (for a given person, in a specific situation). The subsequent increase in motivation will lead not to an improvement, but to a deterioration in performance. Thus, a very high level of motivation is not always the best. There is a certain limit beyond which a further increase in motivation leads to worse results.

This relationship is called the Yerkes-Dodson law. Back in 1908, these scientists found that in order to teach animals to go through a maze, the most favorable is the average intensity of motivation (it was set by the intensity of electric shocks).

see also

Notes

Links

• Klochkov A.K. KPI and staff motivation. A complete collection of practical tools. - Eksmo, 2010. - 160 p. -

Introduction 3

1. The concept of motivation as a system of human motivations for activity 3

2. System of activity motivation in Locomotive depot Syzran 8

3. Types, types and levels of motivation in labor activity 10

4. Analysis of the motivation system on the example of the organization Locomotive depot Syzran 15

Conclusion 19

References 20

Introduction

Motivation is of particular importance in the labor activity of a person.

Motivation is a complex psycho-physiological state, which is characterized by a set of dynamically hierarchized human motivations for a particular activity. The difficulty in considering this problem lies in the fact that any activity - be it labor, knowledge, communication, etc. - polymotivated. It is motivated not by a single motive, but by their combination.

Some motives complement each other, some are in conflict. They sometimes reinforce each other, sometimes they distort the activity of a person, which, in the end, makes it difficult for him to determine why he acted this way and not otherwise. Moreover, many motives are not realized by a person. Therefore, it is pointless to build a motivational process, and organizations, relying only on individual components of a complex motivational complex.

The purpose of this work is to consider the analysis and improvement of the system of activity motivation on the example of the Syzran Locomotive Depot. To do this, in the course of the work, such issues as: the concept of motivation as a system of human motivations for activity, motivation for work, types, types and levels of motivation in labor activity, as well as an analysis of the motivation system on the example of the organization Locomotive depot Syzran

1. Motivation as a system of human motivations for activity

In order to construct a motivational complex more adequately, let us consider the point of view of B. V. Kharazishvili, who analyzed motivation from the point of view of its components. He reasoned as follows. A prerequisite for human behavior, the source of his activity is the need. Needing certain conditions, a person seeks to eliminate the deficit that has arisen. The emerging need causes motivational excitation (of the corresponding nerve centers) and induces the body to a certain type of activity. At the same time, all the necessary memory mechanisms are revived, data on the presence of external conditions are processed, and on the basis of this, a purposeful action is formed. In other words, an actualized need causes a certain neurophysiological state - motivation.

Thus, motivation is the need-conditioned excitation of certain nervous structures (functional systems) that cause directed activity of the organism.

The admission to the cerebral cortex of certain sensory excitations, their strengthening or weakening depends on the motivational state. The effectiveness of an external stimulus depends not only on its objective qualities, but also on the motivational state of the body (having quenched the passion, the body will not respond to the most attractive woman).

Hence, need-conditioned motivational states are characterized by the fact that the brain at the same time models the parameters of the objects that are necessary to satisfy the need, and the schemes of activity for mastering the required object. These schemes - programs of behavior - can be either innate, instinctive, or based on individual experience, or newly created from elements of experience.

The implementation of activities is controlled by comparing the achieved intermediate and final results with what was programmed in advance. Satisfying a need relieves motivational tension and, evoking a positive emotion, “affirms” this species activities (including it in the fund of useful actions). Dissatisfaction of needs causes a negative emotion, increased motivational tension and, at the same time, search activity. Thus, motivation is an individualized mechanism for correlating external and internal factors, which determines the behavior of a given individual.

In the animal world, modes of behavior are determined by the reflex correlation of the external environment with actual, vital organic needs. Thus, hunger causes certain actions depending on the external situation. In human life, the external environment itself can actualize various needs. So, in a criminally dangerous situation, one person is guided only by the organic need for self-preservation, another is dominated by the need to fulfill civic duty, the third - to show prowess in a fight, to distinguish himself, etc. All forms and methods of a person’s conscious behavior are determined by his relationship to various aspects of reality . The motivational states of a person differ significantly from the motivational state of animals in that they are regulated by a second signaling system - the word. From here we move on to the types of motivational states of a person.

The motivational states of a person include: attitudes, interests, desires, aspirations and drives.

An attitude is a stereotyped readiness to act in a certain way in an appropriate situation. This readiness for stereotypical behavior arises on the basis of past experience. Attitudes are the unconscious basis of behavioral acts in which neither the purpose of the action nor the need for which they are performed is realized. The following types of installations are distinguished:

1. Situational-motor (motor) setting (for example, the readiness of the cervical vertebrae to move the head).

2. Sensory-perceptual setting (waiting for a call, highlighting a significant signal from the general sound background).

3. Socio-perceptual attitude - stereotypes of perception of socially significant objects (for example, the presence of tattoos is interpreted as a sign of a criminalized person).

4. Cognitive - cognitive - attitude (the prejudice of the investigator regarding the guilt of the suspect leads to the dominance of accusatory evidence in his mind, exculpatory evidence recedes into the background).

5. Mnemic setting - setting for memorizing significant material.

The motivational state of a person is a mental reflection of the conditions necessary for the life of a person as an organism, individual and personality. It's a reflection necessary conditions carried out in the form of interests, desires, aspirations and drives.

Interest is a selective attitude to objects and phenomena as a result of understanding their meaning and emotional experience of significant situations. The interests of a person are determined by the system of his needs, but the connection between interests and needs is not straightforward, and sometimes it is not realized. In accordance with the needs, interests are divided by content (material and spiritual), by breadth (limited and versatile) and sustainability (short-term and sustainable). There are also direct and indirect interests (for example, the interest shown by the seller to the buyer is an indirect interest, while his direct interest is the sale of goods). Interests can be positive or negative. They not only stimulate a person to activity, but they themselves are formed in it. Human interests are closely related to his desires.

Desire is a motivational state in which needs are correlated with a specific object of their satisfaction. If the need cannot be satisfied in a given situation, but this situation can be created, then the direction of consciousness to create such a situation is called aspiration. Striving with a clear idea of ​​the necessary means and methods of action is the intention. A kind of aspiration is passion - a persistent emotional desire for a certain object, the need for which dominates all other needs and gives an appropriate direction to all human activity.

The predominant aspirations of a person for certain types of activity are his inclinations, and the state of obsessive attraction to a certain group of objects is his drives.

Motivational states mobilize consciousness to search for appropriate goals and accept specific solution. Making a decision about a specific action is associated with awareness of the motive this action, with conceptual modeling of its future result. A motive is an argument in favor of a chosen action, a conscious motivation to achieve a specific goal, a necessary element of a conscious, volitional, deliberate action.

So, the concept of motivation includes all kinds of motives of human behavior. Motive is a conscious element of motivation.

It is necessary to distinguish between the concepts of "motive" and "motivation". Motivation is a general motivation for activity in a certain direction. The most elementary form of motivation is drives - experiences of unconscious needs, predominantly of a biological nature. Instincts do not have a definite purposefulness and do not give rise to a specific volitional act. The general contours of goals are formed at the stage of desires, but desires are not yet associated with decision making. At the next stage of preaction, at the stage of aspirations, a person decides to act in a certain direction in a certain way, overcoming certain difficulties. At the same time, the conditions and means of achieving the intentions that have arisen, the possibilities of their implementation are considered. As a result, the intention to perform a certain action is born.

Human behavior is activated by a wide range of motives, which are a modification of his needs: drives, interests, aspirations, desires, feelings. Concrete human actions are realized in the system of concepts. A person understands why this particular goal should be achieved, he weighs it on the scales of his concepts and ideas.

Motivations for activity in a certain direction can be positive and negative feelings: curiosity, altruism, selfishness, self-interest, greed, jealousy, etc.

However, feelings, emphasizes B. V. Kharazishvili, being a general motivation for a certain kind of action, in themselves are not a motive for actions. Thus, selfish aspirations can be satisfied by various actions. A motive is the closure of an impulse to a specific goal. There can be no conscious, but unmotivated actions.

2. The system of motivation for activities in the Syzran Locomotive Depot

In relation to management, motivation is the process of encouraging staff to work. Any leader, if he wants to achieve the effective performance of his subordinates, must not forget about the incentives for them to work.

Motivation is the process of creating a system of incentives to achieve the goals set for the employee on the basis of taking into account and using his needs, value orientations, beliefs, worldview.

N.K. Semenov emphasizes that one can draw a conclusion about motivation only by observing the behavior or statements of people who represent a resource that is fundamentally different from all others that the manager manages.

Human activity at enterprises and organizations, including the Syzran Locomotive Depot, has a target character, moral value, which has a significant impact on the manners and behavior of the individual at work. The attitude towards managers is formed under the influence of the microclimate in the Syzran Locomotive Depot, personal problems and other factors that are vital for the employee and have a great impact on his motivation.

The difficulty of identifying the feelings and emotions of a person is also explained by the fact that each person working in the Syzran Locomotive Depot is a unique individual. Each of them is the result of the evolution of many factors, which are a unique combination that characterizes a particular person.

The effectiveness of any specific impact on workers depends on the individual and the particular situation that has arisen. Ideally, managers should study subordinates so well that they can match their working methods and approaches to employees with their individual qualities. Studies of people's behavior show that they tend to be more like each other, especially in the area of ​​motivation needs and motives for behavior.

If a manager prefers to use in managerial activity more the idea of ​​similarity in motivation, rather than differences among employees, then there is a greater chance of achieving success in production activities. This does not mean that the personal interests of the individual will be rejected. Knowing about individual needs and demands, in the management of the primary level there is a real opportunity to take into account these differences and link them with the main, general trends in the development of the motivation of the employees of the unit.

The conciliatory approach in primary level management is based on the similarity of motives to a much greater extent than on their difference, and is more preferable for strengthening the motivation of workers and improving production activities. A conciliatory approach also contributes to the cohesion of the work team and creates a sense of belonging to a single team.

Quite often, motivation is seen as something that one person can give to another or do, perform for him. Managers sometimes talk about the conditions for giving employees the right to motivation or the condition to motivate them. However, the positive motivation of employees is not very easy to achieve, as it reflects an internal stimulus or impulse. Motivation cannot come in from the words of others or be injected intravenously. It originates within a person.

A person is motivated when he is willing to follow the path that is being stimulated. Ultimately, motivation is a critical factor in the success of an organization. This is a category that is supported by numerous studies.

3. Types, types and levels of motivation in labor activity

When forming a motivational complex of personnel, the head of the Syzran Locomotive Depot flexibly combines different types, types and levels of motivation.

Intrinsic motivation is why a person invests his efforts, why he acts day by day, striving to make his life and the lives of other people better. Intrinsic motivation is the "fuel" that supports and does not give up at the moment of overcoming difficulties and failures. Intrinsic motivation includes:

Dream, desire for self-realization;

The desire for creativity;

Self-affirmation, demand;

Conviction;

Curiosity;

Personal growth;

The leaders of the Syzran Locomotive Depot know that there is no negative result, there is just a result that needs to be worked on, and then a defeat turns into a victory. So you should never lower intrinsic motivation personnel. But you can't rely solely on it. Because man is a social being and the need for recognition in him is extremely strong. But balance is important here.

External motivation includes:

career;

Status, recognition;

Prestigious things (house, car, etc.);

The ability to travel.

External motivation is constantly changing, it increases with success and decreases with failures, what pleased yesterday may annoy today, and vice versa. It depends on the predominant type of motivation: “OT motivation” or “K motivation”. Freud also said that man, like an animal, seeks to avoid suffering and enjoy. Without accepting an oversimplified interpretation of human behavior, one must still take into account what a person wants to get away from and what he wants to come to. "OT motivation" is a female type of motivation aimed at saving from hunger, poverty, etc. by reviewing stocks, switching to austerity, etc. "Motivation K" is a male type of motivation aimed at finding reserves and striving to increase profits instead of cutting costs. If a person focuses on “OT”, then he, as a rule, is obsessed with the past and his problems, if “K” is more important for him, then he is directed to the future, focuses on achievements, while moving away from current problems.

The head of the Syzran Locomotive Depot, forming the “K motivation” in his employees, is primarily oriented towards the future. He outlines specific goals for the organization's activities (or clarifies if they are planned from outside), and then presents them in a way that gives people following him a powerful motivation and a sense of confidence. For this you need:

1. Vision perspective. The leader gives a specific direction and image of the desired future, and not just a set of alternative or possible directions.

2. Perspective stability. People need to be sure that the direction or goal presented by the leader will not be unexpectedly changed or corrected. If the goal or direction changes abruptly during the implementation stage, this often becomes disastrous for the cause.

3. Inspiration from perspective. The leader's perspective must excite the imagination of the people. To a greater extent, it all depends on how much the leader himself is really inspired by the vision. If the manager's imagination does not "seething", then he will never inspire subordinates.

4. Activation by perspective. The leader's vision of the future should encourage people to personally participate and act in achieving the goal. If this does not happen, then the leader has failed to communicate his vision to others.

5. Staged perspective. When a stage-by-stage implementation of the leader's intentions is necessary, he must present to the people those immediate stages that people can easily understand.

At the Syzran Locomotive Depot, the level of motivation is also taken into account in the activities of the personnel.

S. Polukeev, having analyzed Gumilyov's ideas about passionarity, proposed nine levels of motivation for consideration. The most serene and comfortable life on the third level.

THIRD LEVEL of motivation - "The life of a quiet layman, adapted to the environment", living by the principle: "My hut is on the edge, I don't know anything", who is "always pleased with himself, his dinner and his wife." According to Alexander Zinoviev, this is the "Homo Sovieticus" of the era of developed socialism, or the ideal dear to the heart of every Leninist: "Minimum effort with maximum economy!"

FOURTH LEVEL - "Striving for the improvement of life without risk" - without the risk of losing something: a summer house, earnings, etc. Between the third and fourth levels is the COMFORT ZONE. In this zone, according to Gumilyov, sluggish selfish people live, guided by consumer ideology, which are characterized by "philistine mustiness of life."

FIFTH LEVEL - "Searching for luck with risk." The key words here are LUCK and RISK. This is a world of games of luck without guarantees of success, hoping for a chance and a smile of fortune. Starting businessmen and businessmen start from this level of motivation.

SIXTH LEVEL - "Striving for the ideal of knowledge and creativity." For most people, work by profession is, first of all, a VOCATION AND SELF-REALIZATION. Compared to entrepreneurship and risk-taking, here, it would seem, is a fairly prosperous zone of creativity. But the risk here is different - not to receive the RECOGNITION of your VOCATION, which comes either posthumously, or does not come at all!

SEVENTH LEVEL - "Striving for the ideal of success." It is from this energy level that big business begins. This is the ZONE OF THE WINNER who makes a serious effort to achieve the goal.

EIGHTH LEVEL - "Striving for the ideal of victory." People who focus on this level of motivation strive to win at all costs. These are real fighters, champions.

NINTH LEVEL - "Sacrifice". To shine in the WINNER ZONE, you have to pay with rejection, renunciation, or sacrifice. As long as a person is like an overflowing vessel, he is immune to anything new.

When moving from one level of motivation to another, higher one, a person takes responsibility, makes a volitional decision and makes a choice, overcoming fear - the fear of being more free. Leaving the usual COMFORT ZONE, a person runs the risk of dying or being rejected, ridiculous or deceived. And so at each stage of development - a new level of motivation, a new willpower and their own sacrifice and renunciation.

However, over the past 10-15 years, about 80% of the population of our country has degraded from the COMFORT ZONE to levels below the third, to the DEBT ZONE.

The SECOND LEVEL is "Failure to regulate needs". Who is unable to change their needs? The one who has what he has, not what he wants. Whoever has nothing to lose has the fear of losing more than the desire to gain, so he stops growing and dies, losing everything.

FIRST LEVEL - "Inability to meet needs." This is already poverty. A person lives according to the principle of "Four D": Eat up, Donate, Degrade and Survive.

The paradox is that people are deluded that they live in a COMFORT ZONE, while in reality they live in a DEBT ZONE.

The task of the leader, emphasizes S. Polukeyev, is to discover what is holy, living, human in a person. To add fuel to the fire, if it is still glimmering, to awaken those desires that are sleeping, so that a person begins to work willingly for the sake of the future.

But this is possible only if the leader himself is at least at the sixth level.

4. Analysis of the motivation system on the example of the organization Locomotive depot Syzran

Rapid Improvement information technologies- a powerful factor in the renewal of all areas of work - requires a willingness to perceive, assimilate new things. Everyone has to learn. Consider the features of the content and organization of labor of personnel and priority areas of management on the example of the organization Locomotive depot Syzran

Table 1.

Features of the content of labor in the Syzran Locomotive Depot (LDS)

Features of the content and organization of labor	The specifics of labor motivation and personnel management
1	2
Almost all operations and services cannot be carried out by one specialist. Work in LDS is initially collective in nature.	The desire of each employee to realize that their own well-being and confidence in tomorrow depend on the activities of the organization
Relative reduction in earnings of the bulk of workers compared to the recent period of their activity	It is necessary to search for new methods of motivation, as well as to improve and strengthen the stimulating role of material rewards.
Influence of specific (special and extreme) factors in the labor process	Strong motivation is necessary as a factor in achieving the goals of the organization and as a tool to increase psychological stability
High degree responsibility for operations performed and decisions made	Increasing interest in error-free operations and the most balanced decision-making
Constant updating (complication) of the range of operations, the introduction of new computer technologies, etc.	It is necessary to constantly monitor the level of qualification and compliance with the workplace for the functions performed by employees (testing and certification)

The table shows that HR managers at the Syzran Locomotive Depot should pay special attention to factors that affect the motivation of staff.

Let's consider these factors in more detail.

Work in LDS is initially collective in nature. Almost all types of activities cannot be carried out by one worker. It is advisable to stimulate each employee in such a way that he realizes that his own well-being and confidence in the future depends on the successful operation of the organization. This is facilitated by the strengthening of group motivation and its combination with individual motivation.

Constant updating (complication) of the range of ongoing work operations, the introduction of new computer technologies are necessary to speed up and simplify the activities. To fill in the missing knowledge and professional skills, it is advisable to use a variety of trainings, seminars in the practice of personnel management, round tables» where narrowly professional knowledge is acquired in the course of specially organized training, as a result of communication with colleagues who are more knowledgeable and competent in these matters. It is necessary to monitor the compliance of the qualifications of employees with new stages of development through testing, certification and other forms of control of knowledge and skills.

A high degree of responsibility for the operations performed and the decisions made is typical for almost all employees of the Syzran Locomotive Depot.

The high degree of responsibility of senior and middle managers is also evident. All the work of these personnel is to some extent associated with risks, and their consequences affect the activities of the organization as a whole. Therefore, it is advisable to stimulate interest in the maximum possible error-free conduct of activities and balanced decision-making. The effect of them, as a rule, is reflected in the work of the entire organization. In addition, it is necessary to encourage the adoption of positively effective decisions.

The nature, content and quality of employees' activities are influenced by specific (special) factors in the labor process. So, to the question: “Do you often feel negative mental states (stress, severe fatigue, irritability, etc.) associated with your work?” - the answer: "quite often" - give every third employee. The data of sociological surveys make it possible to clarify the causes of such negative states.

Of the negative factors among employees, the first place (21.22%) is uneven workload during the day (month, year). A high degree of responsibility takes place in the work of every fifth top and middle manager surveyed. Of the factors common to all categories of workers, prolonged work on the computer, monotony, etc. prevail. Workers at the Syzran Locomotive Depot often work overtime; typical and traditional processing. On some days, the working day may increase by several hours.

In addition to specific (special) factors associated with work, employees are also affected by the consequences of ordinary, general stress phenomena that are common to all Russians. This is the threat of losing a job, the rising cost of living, legal social insecurity, the danger associated with an increased criminal situation in the country. Hence the unproductive mental tension, emotional breakdowns, intolerance, the desire to reduce the traumatic force of tension in any way. This often leads to premature fatigue, decreased attention, deterioration in well-being, activity and, as a result, an increase in the number of errors, deterioration in the quality of work and other undesirable phenomena.

The action of specific (special) factors, leading to the emergence of negative mental states in the subjects of labor, adversely affects the efficiency and reliability of activities. Compensation for the negative impact of negative functional states that take place in the activities of the personnel of the Syzran Locomotive Depot, is carried out by the subjects of labor due to volitional efforts with the connection of reserve capabilities.

The analysis shows that the activities of senior and middle managers take place in extreme conditions, characterized by the constant and intense action of specific (special) factors. The latter can pose a potential danger to managers. Negative functional states are strongly expressed, and work in these conditions requires restoration.

The activities of workers, associated with episodic, intermittent action of specific factors, can be attributed to special conditions, after which rest is necessary.

Functional states that arise in subjects of labor in difficult conditions of activity refer to the type of functional states of dynamic mismatch, characterized by a violation of adequate physiological and behavioral reactions, an unreasonably high psychophysiological Activity and lead to a violation of its (activity) structure, a decrease in efficiency and reliability. Negative psychological states, on the one hand, can become an inhibitory factor in activity and initiative, on the other hand, they can stimulate hasty hasty decisions and actions.

Given the difficult conditions of the work of employees, it is necessary to approach the issue of motivation of their work in an appropriate way. First, it is necessary psychological readiness to work under these conditions. Secondly, we need a system of positive motivations as the main component of the sustainability of professional activity in quantitative and qualitative aspects, as well as in the temporal aspect of professional activity.

The presence within the same Syzran Locomotive Depot of completely different functions and industry affiliation sectors, departments, subdivisions involves the use of various motivation methods, personnel assessment systems, approaches and principles of bonuses and material rewards.

Thus, work at the Syzran Locomotive Depot has features that should be taken into account when developing a motivational policy and in the practice of personnel management.

Conclusion

Thus, motivation plays a huge role in the labor activity of a person. It is very important for the head of any organization to take this into account when developing a motivational policy and in the practice of personnel management.

Theories and ideas for understanding motivation studied in this paper are fundamental in nature and have been presented in many publications. The largest number of interpretations is devoted to convergence, similarity of motives, and not differences.

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