Understanding why people work

Its main incentive is precisely the monetary reward. A positive feature of such employees is the ability to execute any order as efficiently as possible, if the order is followed by an appropriate monetary reward.The professional type is the opposite of the instrumental type. These employees enjoy the process of getting the job done, not just reward. It is important for such workers to prove to themselves and to others that they can do work that other employees cannot.Personalities of the master's type can and take on great responsibility for the business and do the work with maximum efficiency, without demanding high wages in return. But their activity is impossible or very difficult to track, since they are sure that they themselves are quite capable of controlling their own and the work of their subordinates.The patriotic type of employees sees monetary rewards as a secondary role. It is important for them to feel involved in the organization and its results. For this category, it is important that the leader assesses their efforts orally or in the form of a letter, etc.People of the avoidant type are not interested in the content of the work, have low qualifications, perform basic tasks, only so as not to be punished by the leader. Such employees are irresponsible, do not show business activity and have a negative attitude towards the activity of others.The type of personality depends on which method should be applied to an employee or a group of employees. Because based on the foregoing, some motives and incentives may not at all affect one type of personality, but will effectively affect another type of personality. It is the task of managers and the personnel department to identify the personality type of their employees. Undoubtedly, this is one of the key factors in the choice of methods for motivating and stimulating personnel. Knowing the inner motives of your employees is an invaluable leadership skill.The next factor is the company's strategy. As a rule, companies build strategies for several years ahead. In my opinion, it is important to study and link them with the strategy before choosing specific methods and means of motivating and stimulating personnel.First, the methods should ultimately be aimed at achieving the organization's intermediate goals. Secondly, from a financial and economic point of view, you shouldn't have any problems. For example, lack of financial resources at any stage of motivation.The life cycle of an organization. This factor is similar to the company's strategy factor, but if we look deeper, we find differences. The main priority of the factor of the company's life cycle is that at different stages of the company's life cycle, for efficiency, it is necessary to use a different set of methods and means of stimulating employees. For example, at the initial stage of development of the so-called "infancy", it is best to use non-material incentives, in the form of personal praise from the bosses, delegation of simple tasks, all this is necessary to educate a committed team, the leader must become an authority and mentor for his subordinates. Informal atmosphere and verbal praise are encouraged.Personal relationship between the subject and the object of motivation 10. Strong influence of the choice of motivation methods and the effectiveness of their application is provided by the personal relationships that exist between the manager and the employee. The personal aspect of the interaction between the subject and the object of motivation is characterized by the presence or absence of authority, relations of respect - disrespect, trust - distrust, participation and support or indifference, interference, sabotage and other factors.The spectrum of personal relationships is diverse. It can be complete trust in the subject of motivation, obedience and proactive behaviour. Or, on the contrary, disrespect, dislike, readiness to resist and, if required, sabotage. If personal relationships are favourable, the manager enjoys great authority, then there is a relationship of trust and respect between him and the employee, in which case administrative methods of motivation, especially coercion, are unnecessary. Using his authority and the trust of employees, he can easily motivate them without using material incentives. Organizations with low levels of trust and authority are likely to have material incentives to motivate.An important factor influencing all elements of the motivational process and its methods is the motivational situation. In this case, the situation is understood as a "behavioural context", which, with the help of rewards and normative functions, endows the roles and status of actors with one or another meaning. The parameters of the motivational situation are varied: the position of the company in the market, its image, the level of remuneration for competitors, the state of consumer demand, the impact on the employee of corporate culture, formal and informal groups, etc. These and other parameters directly affect the choice of motivation methods for a specific situation and their effect. For example, if you urgently need to complete a task, administrative methods of motivation will come to the fore. And in the event of a change in the company's strategic goals, persuasion may be a priority.The psychological climate of employees in the organization. This factor is closely related to many other factors. To identify the psychological climate in the company, it is necessary to conduct a sociological survey of employees at different levels. This can be in the form of a personal conversation or using a questionnaire, depending on the situation and the scale of the company. After collecting information, it must be processed and key points identified. With the help of the survey, you will understand how correct and effective the existing model of personnel motivation is, as well as what motives are inherent in your employees or its individual group. With the help of these data, it is necessary to adjust and focus the methods of motivating and stimulating personnel.The last factor is the motivation mechanism. Formal relationships are enshrined in official documents and expressed in the mechanism of motivation. This suggests that there is a system of interaction between the subject and the object of motivation, which includes organizational order, charters, regulations, orders, role requirements, job descriptions, etc. You can also note the formal and informal norms and rules that exist in a particular division of the company. The mechanism of motivation sets a certain framework and regulates the use of methods of motivation. For example, the rule of law and the existing wage system in the company largely determine the possibilities of using the method of monetary incentives.ConclusionThe problem of labour motivation is of great interest in scientific research and, to the same extent, in practical activity. This is due to the fact that in the modern world, motivation is the main factor in increasing productivity in production. As is known, the problem of labour motivation exists in 80% of enterprises in the Russian Federation. This is due to the fact that the leaders of the enterprise have the main goal of getting maximum profit. Nevertheless, they forget that the driving force of the enterprise is the personnel and it is their maximum job satisfaction that will help the manager to fulfil his main goal.Based on the above, we can agree with the sociologist F. Herzberg, who argued that in the presence of staff dissatisfaction with their work, the manager must pay attention to the factors causing dissatisfaction and take measures to reduce the level of dissatisfaction or eliminate it. Already after the state of inaccessibility of dissatisfaction has been reached, the manager needs to focus his interest in transforming the motivational process that will ensure job satisfaction.Consequently, having analysed the factors affecting the performance and satisfaction of personnel with their work, we can conclude that, excluding one of them, one can come to negative consequences at the enterprise.Literature1. Locke E. On the theory of motivation and incentives for goals. - 1968.2. Yadav VA, Kissel AA Satisfaction with work: Analysis of empirical generalizations and an attempt at their theoretical interpretation // Sociological studies. - №. 1. - 2019.3. McClelland D. The power of the great motivator / D. McClelland. - 2019.4. Herzberg F., Miner MU Motivation to work and production motivation // Sociological research. - 2020. - №. 1. - P. 126-130.5. Solomanidina T.O., Solomanidin V.G. Motivation of labor activity of personnel // Personnel management. - M., 2018.6. Odarenko TE Determination of factors affecting the decrease in the quality of personnel work and ways to preserve its performance // Tavricheskiy scientific observer. - 2019. –№. 2. - Part 1. - P. 39-41.