Labor motivation in commercial organizations. Features of the personnel motivation system in trading companies Personnel motivation in a commercial organization

Actual problems of aviation and astronautics. Socio-economic and humanitarian sciences

tive model of the motivational system, since motivation encourages a particular employee and the team as a whole to achieve personal and collective (organizational) goals. Designing a motivational system is a process of developing elements of a motivational system, which involves the creation of a set of actions for effective organizational motivation in a strategic perspective. The existing system of motivation of any complexity after two or three months ceases to give the return for which it was conceived, loses its relevance. Modern theories of personnel motivation, the use of theories in practice, prove that material incentives do not always induce a person to work harder.

With all the breadth of methods with which you can motivate employees, the manager must choose himself, develop a suitable one for his organization.

tion of the system of motivating employees to fulfill the main task - the survival of the company in a tough competition. If this choice is made successfully, then the leader gets the opportunity to coordinate the efforts of many people and jointly realize the potential of a group of people, a team for the welfare of the organization and society as a whole.

1. Utkin E. A. Fundamentals of motivational management. M.: Association of Authors and Publishers "Tandem.": EKMOS, 2000. 352 p.

2. Uspenskaya EA Handbook of personnel management. Effective motivation strategy. URL: http://studere.ru/2010/1 О / oglasite-ves-spisok-pozhalujsta / (date of access: 30.05.2009).

UDC 669.713.7

A. A. Ivantsova Scientific adviser - S. M. Samokhvalova Siberian State Aerospace University named after academician M. F. Reshetnev, Krasnoyarsk

MAIN ELEMENTS OF THE PERSONNEL MOTIVATION SYSTEM OF A COMMERCIAL ORGANIZATION

The main elements of the personnel motivation system are considered commercial organization.

Unfortunately, there is no universal, ready-made and guaranteeing 100% success of the staff motivation program. Such a system is developed for each company individually and depends on many factors: on the type of activity, number, gender and age structure of personnel, corporate values, etc. In the study, work can be carried out in the following main areas: material component; career and professional growth; recognition of achievements; optimization of corporate culture. Let's start with the main element - the material factors of motivating the personnel of a commercial organization, which form the basis for building a motivation system. The constant and variable components are distinguished here. The permanent component includes the base salary and the accompanying social package and can be considered as a fixed material remuneration on a regular basis. The variable part is closely related to specific work results, is aimed at achieving the strategic goals of the organization and includes a system of various bonus payments. Another basic material component is a social package (health insurance, company car, cost recovery, etc.). A package can be viewed as a collection of certain material, but not monetary, benefits that the employee receives on a regular basis. Its composition depends on the level of this position, the prevailing situation on the labor market and, often, on the established practice

closest competitors. The next important element of the motivation system is the subsystem of career and professional growth. The main tools here are targeted work to create a talent pool and career planning, which are closely related to building a personnel development system.

The third element of the motivation system should be recognition of achievements. According to D. McClelland's theory, people are motivated, first of all, by a specific timely reward, as well as by standards High Quality and strictly specific roles and responsibility. The final link in the chain of actions to build a motivation system is attention to the corporate culture of the organization. The corporate culture influences such important elements motivation, as a moral and psychological climate in a team, a model of relationships between people, a way to exercise power, informal standards of behavior, attitude towards newcomers, etc.

We have described only the main areas of work of the head of the organization, who decided to optimize the approaches to employee motivation, which will help to form enough good system motivating a commercial organization.

The correct choice of material and non-material types of staff motivation in the organization guarantees stable and effective work. How to get people to work efficiently? What factors should be considered? How to provide a personalized approach to motivation? Read about this in our article.

Staff motivation: basic theories applied in practice

Motivation (from the Latin "motus" - purposeful movement, action) is a component of the general corporate culture of an enterprise. It is a system of methods used by the company to encourage employees to work efficiently with full dedication. At the same time, the development of a personnel motivation system, if it is carried out correctly, allows the employer to quickly achieve strategic goals and implement development plans, and employees - to receive satisfaction from their work activities. There are several theories that allow us to interpret and predict the behavior of employees in different situations.

Maslow's theory of needs

The author of this psychological theory of motivation is the American researcher A. Maslow. She found a visual embodiment in Maslow's pyramid, which is a hierarchy of human needs and values.

According to Maslow, a person constantly feels any needs that can be combined into certain groups that make up a pyramid. At the base are the elementary basic needs that are common to any person: for food, air, food, sex, safety, etc. Once basic physiological needs are met, they are no longer a motivating factor. The following needs of a higher level are involved in a person. At the same time, the needs high levels can be satisfied only after the needs of the lower levels are satisfied. However, they are all closely interconnected and inseparable from each other.

For most people, the most important are the values that make up the base levels of the pyramid. They are taken into account in the formation of almost all personnel motivation systems.

EGR Alderfer needs theory

Clayton Alderfer's model of the hierarchy of human needs consists of three levels:

The needs of existence;
Needs of interaction and communication;
Personal growth needs.

Despite the external similarity with Maslow's theory, this model differs in that the levels presented in it are equivalent and have the same value. At the same time, the hierarchy is observed by moving from specific and basic values to simpler ones.

McClelland's labor efficiency theory

In this model of staff motivation by the American psychologist David McClelland, all needs are divided into three groups: the need for power, the need for success, and the need for involvement. At the same time, it is believed that the basic needs of a person have already been satisfied, and only the achievement of higher needs can become an effective incentive. Higher needs are equal and interconnected. According to McClelland's theory, people who set high standards for themselves are confident in achieving success.

Theory of expectations by Viktor Vroom

Based on the postulate that a person chooses what to do in accordance with the predicted consequences. At the same time, the expected positive result is a motivating factor, and a negative one is demotivating. According to this theory, choosing a certain type of behavior, a person expects to achieve the desired result.

The motivation of personnel who perform the assigned work with high quality is carried out taking into account the needs. For some it is praise, for others it is an opportunity for further career growth. The strongest motivator is the delegated level of authority to get the job done efficiently.

Herzberg's two-factor theory

Frederick Herzberg proposed to divide human needs into two types: hygienic and motivational. Hygiene refers to basic, physiological needs. A person will not be satisfied with a job if hygienic factors are absent or insufficient. But in itself, their presence is also not decisive. Lack or absence of motivating factors does not cause job dissatisfaction. But when they are present, satisfaction and motivation increase.

There are many theories that provide a psychological basis for staff motivation. But neither theoreticians nor practitioners can offer a universal approach. In each specific case, it is necessary to act taking into account the situation and those real needs, which can become an effective tool for increasing labor enthusiasm.

Types of staff motivation

Motivation of personnel in an organization is a process of continuously maintaining high labor productivity. The set of measures that forms this system is not a dogma - it is constantly updated and adapted to the conditions of the labor market and specific production. Development of a personnel motivation system at the enterprise and keeping it up to date is a priority task of personnel policy. Any company has a direct interest in increasing profitability, so that employees work with maximum efficiency at the lowest cost.

High staff motivation allows:

meet the basic needs of employees;
increase the loyalty, interest and involvement of staff;
to form a well-coordinated team, each member of which is interested in the results of their work;
reduce staff turnover, improve their quality due to the acquired experience;
reveal the talents and potential of each employee;
to provide conditions for each employee to be able to realize their professional knowledge and personal qualities to the fullest.

Personnel motivation methods are conventionally divided into three groups:

1. Organizational

This group includes methods of personnel motivation designed to ensure unified system incentives that are significant for all members of the working team, group. Such motivating elements include a social package, a system of benefits and compensations, the provision of additional social guarantees to the least protected groups of employees, the use of a system of grades, incentives and bonuses.

2. Diagnostic

This group of incentives includes "pilot" types of motivating measures used temporarily in control groups in order to assess their effectiveness. In the event that significant results are achieved with the help of pilot incentives, they are included in common system motivation of personnel at the enterprise.

3. Customized

This group combines those methods that are aimed at increasing the motivation of individual workers. Most often they are used to stimulate the work of managers. different levels, unique specialists and small groups, united on a temporary basis by work on the project.

Motivation is of two types: internal and external. Internal - a complex of incentives and motives due to the personal qualities and circumstances of the employee. External - incentives that influence a person from the outside, for example, a system of incentives operating at an enterprise. In the practice of work, such types of personnel motivation as material and non-material are distinguished. Consider what motivational factors relate to each of these types.

Types of material motivation of personnel

Surveys conducted among working Russians confirm that wages remain the main motivating factor for the majority of people. A person's salary reflects his value in the market. And if a person believes that he receives unfairly little for his work, his motivation will be low and his desire to work will be none, even sabotage.

except wages, which is a constant component, material incentives include the bonus part of payments

It can be:

bonuses for specific results in specific periods - quarter, half year, year. An employee can receive a bonus individually or as part of a team that has exceeded the plan or completed the assigned amount of work ahead of schedule;
allowances in excess of those guaranteed for some categories of labor legislation. The employer has the right to independently establish such allowances, for example,
additional payments for combining several professions, mentoring, performing functions that go beyond the boundaries of official duties;
one-time bonuses as decided by the management when concluding a big contract or launching a project.

In order for the system of material incentives for labor to become an effective tool for increasing productivity, the principles of distribution of the variable part must be clear and clear, tied to specific estimated parameters. Lack of transparency in the distribution of remuneration reduces staff motivation and destabilizes the team. The result will be an increase in staff turnover and a decrease in labor productivity.

Types of non-material staff motivation

Lack of financial capacity does not mean that management does not have mechanisms to increase staff motivation. Neither high salaries nor bonuses guarantee stable and conscientious work. Not only that, over time they begin to be taken for granted. Modern trends in motivation management are based on the widespread use of additional non-material incentives.

In addition to comfortable physiological and psychological working conditions and a developed corporate culture, experts refer to the effective motivating factors as:

a system of gifts and congratulations, which are used to mark significant dates and events that take place in the families of employees;
development and training when the employer pays additional education, attending trainings;
equipment of recreation areas where employees can comfortably have a cup of coffee, sit in a calm atmosphere;
organization feedback when employees are given the opportunity to express their opinion to the manager, to consult with him;
personification, meaning that an employee is provided with personal privileges for special merits - a separate office or a dedicated parking space in front of the office, a plate indicating the name and position on the desktop;
benefits provided to all employees. For example: social package, payment for treatment and recreation for employees and their families, organization of free meals, payment of transportation costs;
corporate events - joint trips to nature, visiting specialized exhibitions, holding sports competitions between divisions.

You should not discount no less effective factors of negative motivation, such as:

withdrawal of the premium;
disciplinary action;
refusal to provide corporate benefits and compensations.

When applied fairly and reasonably, these methods also easily achieve industrial and corporate discipline and chain of command.

Motivation of personnel in the organization

The procedures for the development, formation and implementation of a personnel motivation system are regulated by personnel documents, for example, provisions on personnel policy or personnel. It is a mistake to consider people's behavior to be predictable and amenable. general rules... There are many examples when the actions of others seem devoid of logic, but at the same time they are justified by the experience and expectations of a person. Therefore, the more detailed the issue of motivation factors is worked out, the more efficiently they will work. Initially, and then regularly, test using the motivational profile of S. Ritchie and P. Martin.

The test will help to identify those factors that are of varying importance for each of their employees. The research results are used in the development of programs for organizational and individual motivation... An analysis of all tests will help to identify which material and non-material types of staff motivation will be most effective for the majority of employees. When developing a set of motivational activities, use the experience of enterprises working in your field.

Adhere to the following principles:

The incentive system should be transparent and understandable, based on quantitative assessments.
Use clear assessment criteria that are common to most employees.
Ensure the information accessibility of the reward system, information about them must be disseminated promptly at all levels.
Employees should receive incentives immediately after positive results.
Use as a motivating factor not an increase in salaries, but the payment of a variable part of the salary - bonuses and bonuses.
Do not tie the size of salaries and bonuses to the positions held - if an employee consistently shows good results, his remuneration should be large.
The payment of the variable part should not be perceived as a mandatory addition to the salary; its size should directly depend on the employee's labor contribution.
Take advantage of the intangible reward system. Its incentives often produce no less significant results than monetary rewards.
Personalize incentives, taking into account the preferences, needs, general and national culture of the employee.

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Features of the motivation system in trading companies are that the effectiveness of the motivation system in relation to sales personnel depends on many factors that are individual for each company (store). For example:

Company sales strategy;

Sales system, sales management features;

Features of business - processes in the company;

Distribution of responsibilities within the sales department and between departments;

Organizational culture.

In particular, the incentive system developed by a retail company will be very different from the system adopted by a wholesale company: active sales require different incentives than sales.

Managers are required to have different labor behavior, they have different tasks and functions, and different performance criteria.

One of difficult tasks, which the manager constantly has to decide, is to motivate and lead the sales agents. Motivation and leadership are closely related and can be seen as two sides of the same coin. In fact, implementing a properly designed motivation program creates a need for a leader, or, in other words, a desire to follow the leader wherever he or she goes. These topics are far more controversial than any other sales management issue. Some managers believe that sales agents (salespeople) can only be motivated by money. Others argue that money, while an important means of rewarding effective salespeople, is not the only effective motive. It seems that, as in so many other cases, the truth lies somewhere in between motivation and leadership.

The following components are important in the system of personnel motivation in trade sectors. It's good when you enjoy your work; but if the salary is not paid, we will most likely have to look for something else. It’s bad if you don’t like the job, but if the salary is high, some people prefer to be patient. And it happens that I like the work and the salary suits, but the working conditions are such that it could not be worse - the boss is a tyrant, colleagues gossip, and the office is located an hour and a half away from home.

When developing a personnel motivation system, one should also take into account the combination of positive and negative factors that characterize working conditions. For example, the remoteness of the store or its objectively low traffic. And do not lose sight of the personal motives for each individual employee.

Thus, the system of motivation in trading is based on the "compensation package":

Material incentives: all payments in monetary terms, what is issued in an envelope or in a cashier's window. This includes the base salary, additional payments and allowances, as well as the variable part of the salary (bonuses, bonuses, percentages of sales);

Non-financial incentives - payments in indirect monetary terms, i.e. the company incurs costs, but the employee does not receive the cherished bills (for example, payment cell phone or health insurance);

Moral stimulation.

Before proceeding with the solution of issues related to the choice of a remuneration system, it is necessary to draw up a detailed job description for each category of sales agents and managers. Some positions provide for only a minor direct participation in the sale of goods, but they involve the conduct of promotional activities or the provision of additional services... In other positions, a person is required to establish direct contact with the buyer and directly sell goods. Each company must carefully analyze the tasks assigned to its employees and draw up job descriptions for each of them. Job description is the basis for the development of a remuneration system that meets the set goals.

The salary system for sales agents is important both for themselves and for the company as a whole. Designed correctly, this system is easy for a company to use, provides maximum control over the productivity of salespeople and allows you to maintain a balance between sales results and costs of organizing them. For a salesperson, a reasonable salary system reflects his ability, experience and other aspects of his business, provides him with a regular income and is generously rewarded for Good work.

Since too low wages can lead to high turnover, it is imperative that general level sales wages were high enough to attract and retain good workers.

Factors for establishing the optimal basic level salaries are: the level of income for comparable positions in the same company and the level of income for comparable positions in the same company and the level of income for comparable positions in the industry where the company operates. When setting tariff rates, first of all, it is necessary to express in numbers the requirements for a person holding a specific position, reflecting the most essential conditions for the successful fulfillment of sales tasks.

Most of the salary systems used are a combination of salary, commission and / or bonuses. Many companies find this system most effective in achieving their goals and delivering sales results. The main problem here is the combination of a regular salary and professional benefits. Since regular salary payments provide the lowest cost for good sales, and a commission-only system provides the lowest cost for poor sales, the company's salary system tends to tilt to one side or the other. depending on the volume of its sales.

The size of the salary for each position within any pay system should enable the salesperson to maintain a healthy standard of living, while at the same time stimulating and “compensating” his efforts to fulfill the sales objectives. These tasks include:

Customer service;

Replenishment of stock on store shelves;

Collecting information on prices for comparable products, etc.

However, despite the importance of completing these tasks, the fixed part of a salesperson's salary should not be so high that he stops striving to improve his performance. Many payment systems stipulate that a flat salary is about 70% of a salesperson's total income.

Another form of remuneration - commissions and bonuses - usually accounts for the remaining 30% of a salesperson's total income. The amount of these payments depends on how much the sales agent exceeds the established sales quota, that is, the minimum that is required of him.

Employee turnover among creative or newly formed salespeople tends to rise as the share of incentive pay increases in total volume wages.

As part of its personnel policy, the company must develop a remuneration and bonus policy, in which it is necessary to determine how and at what level in relation to competitors the company plans to pay and bonus employees.

In each case, the company must clearly understand the possible consequences of a particular strategy chosen.

The consequences of this or that policy in the field of remuneration are clearly demonstrated in table 1.3.

Table 1.3

Consequences of Implementation of the Employee Remuneration Policy

Actions	Most likely consequences
Pay the lowest possible salary	Only inexperienced employees will come to you to find a job High fluidity is ensured Keeping staff and ensuring their efficient work is almost impossible
Pay at the level of average salaries in the market	The experience and knowledge of new employees is insufficient, they will have to be trained The turnover rate is average, but the best employees you trained will be leaving
Pay above average salary	You can choose worthy candidates Employees will value their work, turnover is minimal Some employees may receive more than they are worth in the market
Pay the maximum salary level in the market or even higher	You can invite the best of the best to work You can set high plans and requirements Employees can stop working well, due to the effect of overpayment - there is a feeling of indispensability

The main rule of the compensation package is that the amount of money and other benefits received by the seller should be tied to the effectiveness of his activities. If the seller prefers to work for a fixed salary and is in no hurry to serve another customer, the store most likely does not need such an employee. The wolf is fed by his legs, and the seller is fed by the amount of goods he sold to the buyer, and by no means the ability to come to work on time and stand beautifully at the rack (although in some cases these abilities can also be useful).

When fixing quantitative indicators of sales, one should not forget about the quality standards of work. If an employee sells well, but at the same time allows himself to be late for work and be rude to the buyer, this cannot but affect the level of his salary.

The second rule is that the payroll scheme should be clear to the employee (it's good when he himself can calculate how much he earned this month). Complicated labor participation rates, incomprehensible even to the store director, as well as bonuses based on the principle “this month we will assume that Petya worked better because now it’s his turn” does not stimulate the employee to work better.

The third rule is that the remuneration system should be perceived by employees as fair. If the rule is: "From each according to his ability, but the same to each" - be prepared to say goodbye to good sellers, as they have already been hired in a competitor's store. If the unwritten rule says: "From each according to his needs (store), to each according to the whim (of the manager)" - the result will be the same. If it is customary in a store to save on sales personnel and salespeople receive less than the average salary in similar stores, is it worth describing the result?

The 1st social compensation package consists of cash payments(fixed and non-fixed) and social benefits (mandatory and optional)

The phased development of the compensation system allows us to offer employees competitive working conditions and strengthens the positive image of the employer.

Thus, the development of a compensation package for personnel is not a matter of one day, and it is necessary to have a good understanding of its structure and the principles of selection and calculation of individual components (Fig.1.2)

Rice. 1.2 Structure of the compensation package

When choosing non-financial incentives that still cost money for the company, you should determine which categories of employees work in a particular store. For example:

For students and trainees, flexible hours, the possibility of training and the guarantee of hiring after the internship are important;

For young people under 27 - 30 years old who do not have families, the opportunity to earn money is important, since during this age period they are initially accumulating money. Career growth and related short-term training are no less important for them;

For families with small children, earnings guarantee, medical insurance and all kinds of benefits related to the child (flexible hours, vouchers) are important;

For professionals 30-45 years old, independence in work is necessary, as well as privileges indicating the social status of an office, a car, payment for a trip abroad, medical care in a high-profile clinic). They may also be interested in teaching related specialties or obtaining a second higher education;

For people of pre-retirement and retirement age, social guarantees, medical insurance, the possibility of transferring experience to young specialists are important.

Different forms of non-material incentives have different goals.

Social means taking care of the health of employees (medical insurance, a voucher to a sanatorium) or the convenience of moving to work (paying for a ticket or renting a bus that takes employees from the metro to the store).

Functional implies improving working conditions (flexible hours, rest room).

Socio-psychological focuses on public recognition (honor rolls, status upgrades, public praise from the bosses).

Creative makes it possible to improve qualifications (training, internship).

Personal is what is pleasant for a specific person (additional vacation, paid tour abroad, parking space).

Fines have a demotivating effect. Instead of fines, it is better to use a bonus payment system.

Thus, a good leader directs the motivation of employees to achieve goals, attracting individual abilities, skills, interests, attitudes, needs of each. By treating each employee as an individual, the manager can ensure consistency between the employee and the position they hold.

Staff motivation: the most effective methods and ways to incentivize employees

Employees should be incentivized to achieve milestones rather than waiting for all the work to be completed, as great successes are difficult to achieve and relatively rare. Therefore, it is advisable to reinforce positive motivation at not too long intervals. It is important to make employees feel confident, as this is required by the internal need for self-affirmation. Success entails success. In general, a number of rules for the implementation of effective motivation of employees can be formulated.

In general, a number of rules for the implementation of effective employee motivation can be formulated:

· Motivation then brings results when subordinates feel the recognition of their contribution to the results of work, have a well-deserved status. Furnishings and size of the office, participation in prestigious congresses, the function of a company representative in important negotiations, a trip abroad; extraordinary designation of the position - all this emphasizes the position of the employee in the eyes of colleagues and outsiders. It is delicate to resort to this method: partial or complete deprivation of an employee of a previously granted status leads, as a rule, to extremely violent reactions, up to and including dismissal.

· Unexpected, unpredictable and irregular incentives motivate better than predicted ones when they become practically fixed part of the salary.

· Positive reinforcement is more effective than negative.

· Reinforcement should be urgent, which is expressed in an immediate and fair response to the actions of employees. They begin to realize that their extraordinary achievements are not only noticed, but also tangibly rewarded. The work done and the unexpected reward should not be shared by too much time; the longer the time interval, the less the effect. However, the leader's rewards must ultimately come true, not remain in the form of promises.

Employees should be incentivized to achieve milestones rather than waiting for all the work to be completed, as great successes are difficult to achieve and relatively rare. Therefore, it is advisable to reinforce positive motivation at not too long intervals. But for this, the general task must be divided and planned in stages so that each of them can be given an adequate assessment and proper remuneration corresponding to the amount of work actually performed.

The following incentives are typical: promotion, expansion of powers, increase in power, provision of a share of economic effect, recognition, the best place at the table at a meeting, verbal gratitude of the head in the presence of colleagues, the possibility of direct communication with the top manager, material bonus indicating “for what ", Life and health insurance, payment medical services, extraordinary paid vacation, guarantee of job safety, loans with a reduced rate for training, purchase of housing, payment of expenses for repairing a personal car and gasoline, and others.

At the same time, a specific enterprise cannot have a standard package of incentives; incentives must be targeted, focused on a specific employee.

The motivation system of commercial personnel should always stimulate employees to achieve the commercial goals of the enterprise.

Staff motivation methods:

Material - salary, bonuses, fines, interest on profits, etc.
Intangible:

Socio-psychological - public recognition, a sense of self-worth, gratitude, collection, training;
Managerial - promotion / demotion, additional powers.

When creating a motivation system for commercial personnel, the following requirements must be taken into account:

Objectivity - the amount of remuneration should be determined on the basis of an objective assessment of work;
Predictability - the employee must know what remuneration he will receive depending on the results of work;
Adequacy - remuneration should be adequate to the labor contribution of each employee to overall result, his experience and skill level;
Timeliness - the reward should follow immediately after the achievement of the result;
Significance - The remuneration must be meaningful to the employee.

Consider a number of motivational schemes:

Intangible bonus.

Non-material motivation is relevant for creative workers. For an employee, this is a public recognition of his merits, the allocation of a special status in the team. In monetary terms, intangible bonuses are insignificant, and, accordingly, are low-cost for the enterprise. Non-standard bonuses can take many different forms:

A rolling title (for example, hero of the week) for a specific time;
Certificate of honor, badge of distinction;
Placement of a photo on the Hall of Fame;
Awarding tickets to the cinema, theater, concert;
Payment for parking vehicles in a guarded parking lot for management;
Payment for a room in a rest house;
Lunch with the management of the enterprise;
Personalized work chair and custom-made furniture;
Personalized stationery (paper, folders, files, etc.);
Photo of the representative in the company brochure;
Public transport fares;
Payment of the annual subscription in sport Club(middle class);
The ability to perform the duties of a manager during the day;
Joint collective events (sports and recreation);
A week of free lunch at the restaurant.

Recognition programs.

Recognition programs include: individual recognition, collective recognition, company recognition, and line manager recognition.

The following options are possible:

professional contests;
competitions among divisions of enterprises;
mentoring.

Both tangible and intangible instruments can act as remuneration within the framework of recognition programs.