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Motivation of personnel in the process of labor activity. Analysis and improvement of motivation of behavior in the course of labor activity Motivation of personnel behavior in the course of entrepreneurial activity

Motivation of behavior in the process labor activity

With a change in the process of labor activity of needs, values, motivation and satisfaction, the labor behavior of the employee also changes.

An important link in the holistic process of self-realization as a process of developing the labor potential of an employee is self-regulation by the personality of complex behavioral acts that are part of labor behavior. By self-regulation, we will understand a form of regulation of labor behavior that is directed not at the outside world, but at oneself. Self-regulation involves the inclusion of the results of self-realization in it as indicators of the need and direction of activity. Moreover, this involvement is present at all stages of labor, from its motivation to the evaluation of results.

This direction of socio-psychological research should be of a monitoring nature, since its results affect all aspects of the life of the team (the success of adaptation, motivation and other labor processes) and the management activities of managers. Here, the problematic field of analysis is quite large and covers a wide range of human relations to various aspects of his life and professional employment. Value orientation determines the tactics and strategy of the individual's behavior, the goals of the activity. The study of these parameters must be considered in the aggregate of physical and spiritual abilities that can be used in the labor process.

The quality of working life can be improved by changing any organizational parameters that affect people. This includes decentralization of power, participation in leadership matters, training, leadership development, promotion management programs, training employees in ways to communicate and behave more effectively in a team. All these measures are aimed at giving people additional opportunities to meet their active personal needs while improving the efficiency of the organization. From the successful management of interrelated system-forming processes of labor motivation

Psychological theories. In the field of personnel management, a number of psychological sciences and methods are used. The conclusions of general psychology are important for understanding the nature of the individual, taking into account the specific character, mentality, value orientations of employees, their perception of incentives, etc. Psychological theories of behavior, primarily behaviorist concepts, form the methodological basis of motivation theories. Psychoanalysis is used to evaluate personnel in the testing process. Social psychology explains many aspects of group behavior - leadership, cohesion, conformism, formal and informal communications, etc. Communication psychology is used to establish optimal interpersonal communications from the point of view of organizational goals. Labor psychology provides information about the mental component of labor activity. The conclusions of various branches of psychological knowledge are taken into account in the process of educational and upbringing work.

Driven by needs, motivated employees look for activities that best meet their expectations. These searches and expectations are constantly adjusted by the external environment, the conditions for achieving the desired, changing circumstances, stimulating influences, and the employee's self-esteem. In fact, incentives on the part of the enterprise should offer the employee such forms of satisfaction of needs that would be within the capabilities of the enterprise, would contribute to the manifestation of such labor behavior that the enterprise requires, and at the same time, meet the expectations of the employee. All

1.1 The concept of motivation, its essence and functions

Motivation is the process of encouraging oneself and other people to act in order to achieve personal or organizational goals. This is the process of a person's conscious choice of one or another type of behavior, determined by the complex influence of external (stimuli) and internal (motives) factors. In the process of production activity, motivation allows employees to satisfy their basic needs by fulfilling their job duties.

Motivation of labor activity is a process of satisfaction by employees of their needs and expectations in the work they have chosen, carried out as a result of the implementation of their goals, consistent with the goals and objectives of the enterprise, and at the same time as a set of measures applied by the subject of management to improve the efficiency of workers' labor.

This definition combines two main directions, usually accepted by managers as the identity of motivation and stimulation. Often, setting a task for an employee, the manager says to the employee: “I will stimulate you” or “I will stimulate you”. At the same time, he thinks about the same thing, that is, about rewarding an employee for a job well done. In fact, motivation and stimulation are different things, although they serve to achieve a common goal - to increase the efficiency of an employee's work.

With the help of motivation, an impact is exerted on the personnel of the enterprise.

The function of motivation lies in the fact that it has an impact on the workforce of the enterprise in the form of incentive motives for efficient work, the social impact of collective and individual incentive measures. These forms of influence activate the work of management subjects, increase the efficiency of the entire enterprise management system of the organization.

The essence of motivation lies in the fact that the company's personnel perform work in accordance with the rights and duties delegated to them, in accordance with the management decisions made.

When planning and organizing work, the manager determines what exactly the organization headed by him should do, who, how and when, in his opinion, should do it. If the choice of these decisions is made effectively, then the manager gets the opportunity to coordinate the efforts of many people and jointly realize the capabilities of a group of workers.

1.2 Motivation as essential element personnel management

Motivation management includes the following:

The choice of labor motivators;

payroll policy;

Remuneration and Services Policy;

A policy of participation in success;

Personnel cost management.

The choice of labor motivators is the basis of personnel management.

The system of material incentives includes wages, cash bonuses. Sometimes a system of participation of employees in the profits of the enterprise is used as a tool for material incentives. Wages - remuneration of employees for work and its final results.

A bonus system can be considered economically efficient, which forms the level of remuneration in accordance with the degree of fulfillment of the indicators and conditions of bonuses and ensures, for the circle of employees to whom it applies, the achievement of an effect that is greater in magnitude than the corresponding bonus part of wages, or equal to this part.

In employee incentive systems, one-time bonuses and rewards make it possible to increase the stimulating effect of payment systems, to more selectively influence the achievement of the results necessary for the employer in the production process. One-time bonuses and rewards are often not only material, but also. moral encouragement. The need for systems of one-time incentives arises at all enterprises, regardless of the form of ownership.

1.3 Forms of motivation of the personnel of the organization

The main forms of motivation of employees of the enterprise are:

1 Salary as an objective assessment of the employee's contribution to the performance of the enterprise.

2 The system of intra-company benefits for employees: effective bonuses, additional payments for seniority, health insurance for employees at the expense of the enterprise, provision of interest-free loans, payment of travel expenses to and from the place of work, preferential meals in the working canteen, selling products to their employees at cost or at a discount; increasing the duration of paid leave for success in work; earlier retirement, granting the right to go to work at a more convenient time for employees.

3 Activities that increase the attractiveness and content of work, the independence and responsibility of the employee.

4 Elimination of status, administrative and psychological barriers between employees, development of trust and mutual understanding in the team.

5 Moral encouragement of employees.

6 Professional development and promotion of employees.

The personality of an employee (specialist, worker, employee) needs reinforcements, i.e. positive or negative attitude to their behavior, approval or condemnation of their activities. The lack of such reinforcement inevitably leads to a revision of the motives of labor activity and, basically, to an increase in dissatisfaction with work, the order in the organization and the leader himself.

When studying the individual characteristics of personnel, it is necessary to take into account the existence of certain psychological barriers that may prevent obtaining objective information about personal qualities and properties, about the motives of behavior and work activity. Internal experiences, as a rule, are disguised for "outsiders", their identification requires a skillful approach and deep analysis. In addition, one should take into account the variability of the individual characteristics of the staff, their motives, value orientations, forms of behavior, interpersonal relationships.

Constant contact in the process of work opens up wide opportunities for emotional manifestations in people's relationships. It may be sympathy, or it may be antipathy. With the manifestation of a stable antipathy of one person to another, information is deposited in the mind, in which mistakes, mistakes in work and behavior are recorded. Information about the positive aspects of activity is either not recorded at all, or is interpreted in the opposite sense.

____________________________________________________________________

* Bold type indicates new concepts that need to be learned. Knowledge of these concepts will be tested during testing.

The motives underlying positive actions are especially often questioned. A person who feels antipathy towards another person belittles the level of nobility or social significance of the motive underlying the positive act. With this interpretation of the motive, the act begins to look random and forced. In order to prevent such a development of events, the basis for assessing the motives of behavior and labor activity it is necessary to put, first of all, actions and deeds, i.e. form a judgment about a person according to his deeds.

The leader, as a rule, has a positive opinion about the employee, but sometimes he believes that expressing this opinion out loud means being reckless, allowing the subordinate to become conceited. The motive leads to this position: "What if a misconduct is committed by a subordinate, then it turns out that I made a mistake in my assessment." There are a number of other arguments that justify such behavior.

When assisting in career planning, it is necessary to take into account the motives of behavior. Determining the importance and priority of planning objects is largely based on the example of other people, on proposals from various organizations, and finally, on the basis of an independently formed idea of the meaning of life and ideas about the "good" and "bad" life. As a result, the priorities of planning objects can be formed under the influence of random circumstances or circumstances that do not link plans for the future with personal capabilities or social needs. For example, admission to higher education educational institution vocational education may be motivated by its proximity to the place of residence. Naturally, in relation to the goals of education, this motive is accidental, insignificant. The choice of work can be motivated by the desire not to be separated from a friend, etc.

When working with the reserve, it is also important to take into account the motives of behavior and work, the mood of the reserve members themselves in connection with

appointment, opinions on the effectiveness and credibility of the reserve in solving personnel problems. There is no need to prove that these opinions and moods significantly affect the intensity of the preparation of the reserve and the motivation to work. The most significant damage to the mood and activity of reserve members is caused by appointments to positions outside the reserve and the lack of a fixed term of stay in the reserve. A slowdown in promotion after two years of work can contribute to the development of maladjustment processes, which serves as a fertile basis for the formation of motives leading to a decision to dismiss.

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Private educational institution higher professional education

"Kursk Institute of Management, Economics and Business"

branch management and public relations

Specialty "Personnel Management"

Course work

on the topic: Motivation of the individual's behavior in the labor process (based on the materials of ZAO Russian Standard Bank)

Kursk - 2013

FROMcontent

Introduction

1. The essence of the motivation of the behavior of the individual in the labor process and its significance in the management of the organization

1.1 The concept of motivation and its functions

1.2 Theories of staff motivation in the enterprise

1.3 Human needs and their influence on the motivation of the individual's behavior in the labor process

2. Analysis of the system of motivation and work incentives for employees of Russian Standard Bank CJSC

2.1 Organizational and economic indicators of activity of Russian Standard Bank CJSC

2.2 Analysis of the existing system of motivation and incentives for employees in Russian Standard Bank CJSC

2.3 The results of the survey on the questionnaires and the construction of the motivational profile of employees of Russian Standard Bank CJSC

3. Proposals in the field of motivation of individual behavior in Russian Standard Bank CJSC

3.1 Directions for improvement in the field of motivation of individual behavior in Russian Standard Bank CJSC

3.2 Draft normative act necessary to improve the system of motivation of individual behavior in Russian Standard Bank CJSC

3.3 Expected results from the introduction of improvements in the system of motivation of individual behavior in the labor process

Conclusion

List of sources used

Applications

Introduction

The willingness and desire of a person to do their job are one of the key success factors for the functioning of an organization. Man is not a machine, he cannot be turned on and off. The slave-owning system of farming and the communist camp system clearly proved that, contrary to the will and desire of a person, much cannot be achieved from him. Having a certain disposition, having desires and mood, based on a certain system of values, following certain norms and rules of behavior, a person personifies each specific work, and, therefore, gives it a unique character to a certain extent. However, this does not mean that it cannot be effectively managed. On the contrary, if you know and understand well what motivates a person, what prompts him to act and what he strives for when doing a certain job, it is possible, in contrast to coercion, which requires constant influence and control, in such a way to build a control over a person that he himself will strive to do their job the best way and most effective in terms of achieving the organization's objectives.

"Motivation occupies a leading place in the structure of personality and is one of the main concepts that are used to explain the driving forces of behavior."

The relevance of the topic of this work lies in the fact that the path to effective management of a person lies through an understanding of his motivation. Only knowing what motivates a person, what motivates him to activity, what motives underlie his actions, one can try to develop an effective system of forms and methods of managing a person. To do this, it is necessary to know how certain motives arise or are caused, how and in what ways motives can be put into action, how people are motivated.

“Motivation is the process of creating a system of conditions or motives (motif - French motivating reason, reason for this or that action) that influence a person’s behavior, direct him in the direction necessary for the organization, regulate its intensity, boundaries, encourage to be conscientious, perseverance, diligence in achieving goals.

The achievement motive is by far the best studied. Back in 1938, G.A. Murray included it in the list of needs under the name "achievement needs". He described this need as follows: “To cope with something difficult. Deal with, manipulate, or organize physical objects, people, or ideas. Do it as quickly and independently as possible. Overcome obstacles and reach a high level. Surpass yourself. Compete with others and surpass them. Increase your self-respect through the successful use of your abilities.

The concept of motivation is closely related to the problem of personnel management. The new economic relations generated by the transition period put forward new requirements for personnel. This is not only the selection, training and placement of personnel, but also the formation of a new consciousness, mentality, and, consequently, methods of motivation.

The purpose of the study is to suggest ways of influencing the motivation of a person's behavior in the labor process.

To achieve this goal, it is planned to solve the following tasks:

Definition of the essence and main functions of motivation;

Analysis of correlations in the structure of achievement and avoidance motives, their links with the effectiveness of labor activity;

Determination of the connection between the general involvement of an employee in his work (the strength of motivation) and the results of his work;

Analysis of the motivation of the behavior of the individual CJSC "Bank Russian Standard";

Proposal of ways to improve the motivation of the behavior of the personality of employees of CJSC Bank Russian Standard.

The object of the study is the motivation of the behavior of the personality of workers.

The subject of the study is the problems of labor motivation in ZAO Russian Standard Bank and ways to solve them.

In the process of studying and processing materials, the following methods of economic research were used: abstract-logical, analytical, methods of comparison and comparison, questioning.

The work consists of an introduction, three chapters, a conclusion, a list of references. The first chapter reveals the theoretical aspects of motivating the behavior of a person in the labor process, the second describes the organization of the system of motivation and incentives in Russian Standard Bank CJSC. In the third chapter, recommendations are given for improving the influence on the motivation of individual behavior in the management system of Russian Standard Bank CJSC.

In the process of studying this topic regulations, current archives of Russian Standard Bank CJSC, as well as literary sources, both domestic and foreign authors: A.Ya. Kibanov, A.P. Egorshin, K. Kobell, O.V. Kondratiev, S.V. Ivanova, M. Meskon and others, articles from the Internet.

1. Essencemotivationbehaviorpersonalitiesinprocesslaborandhermeaninginmanagementorganization

1.1 The concept of motivation and its functions

"Effective management is impossible without understanding the motives and needs of a person and the correct use of incentives to work." .

Motivation is an internal property of a person, an integral part of his character, associated with his interests and determining his behavior in the organization. It helps organizations and individuals achieve their best results. Used as a tool for human understanding. Helps and inspires people to direct their behavior and give their best abilities to work.

“Every leader involved in practical activities should be aware that there is no simple and unified theory that would help to deal with motivation. There is no universal the best way"Motivate people to the right actions and deeds" .

“People differ in their needs and aspirations, they often change, therefore, their motivation varies from situation to situation. From this, the conclusion was drawn: what can motivate one person does not motivate another to work, and what one person considers an encouragement may not affect another at all, i.e. Different people will be motivated by different factors.” .

The main activity of a person is work, which occupies at least a third of an adult independent life (choosing a profession, labor and vocational training, transferring work experience in the family, using professional help from other people, etc.). It becomes obvious that labor, and, consequently, all issues related to it have great importance for any person and are always in the field of attention.

Results, achieved by people in the process of work, depend not only on the knowledge, skills and abilities of these people. Effective activity is possible only if employees have the appropriate motivation, that is, the desire to work. Positive motivation activates a person's abilities, frees his potential, negative motivation inhibits the manifestation of abilities, hinders the achievement of activity goals.

When analyzing motivation, it is necessary to focus on the factors that motivate and reinforce actions. These are needs, motives and incentives.

“Motive is what causes certain actions of a person, activates his internal and external acting forces.” .

The main thing in motivation is its inextricable connection with human needs. A person seeks to reduce tension, which is expressed in a state of anxiety and anxiety that occurs in him when he experiences a need (not always realized) to satisfy any need (biological or social).

People in the process of work seek to satisfy various needs, both physiological and social. For many people, work is a way of earning money, with the help of which basic biological needs (for food, clothing, housing, etc.) can be satisfied.

Professional work allows a person to satisfy not only biological, but also social needs, that is, the needs that are inherent in man as a social being. In addition to making money, a person seeks to make a good impression on others, establish good relationships with them, assert himself, develop himself, influence other people or have confidence in tomorrow. Not all needs that activate human behavior are fully realized by him. So, for example, the need for power, for independence, can manifest itself in an extremely painful reaction of the employee to any pressure or to increased external control, although the true origins of such behavior may not be recognized.

Motivation makes human behavior purposeful. Target is here - this is what can lead to the elimination of the state of need experienced by a person for something. Achieving the goal leads to a decrease or disappearance of tension, restores physiological and psychological balance. Eating satisfies hunger, meeting with friends contributes to filling the deficit in communication. The goals in these cases are food and recognition from other people.

The main functions of motivation of personality behavior are:

Motivation to action

direction of activity,

Control and maintenance of behavior.

Motivation to action.

Motives - this is what makes a person act or is an incentive to act. In this sense, a person who actively acts to achieve a certain goal that will allow him to satisfy some need will be considered as motivated, and passive, indifferent or inactive - as unmotivated or having low motivation.

Direction of activity.

People are constantly making decisions about how they will achieve their goals. For example, a hungry person may choose between having lunch at home, at work, or eating outside. A person experiencing a feeling of loneliness may choose between different friends or different companies.

An employee seeking to make a favorable impression on his manager can also choose different options: work especially hard on an important task, do some favor to the manager, or flatter him. All these actions have something in common - they are some choices that direct a person's efforts to achieve a specific goal that allows them to satisfy a corresponding need.

Control and maintenance of behavior aimed at achieving the goal is expressed in a certain persistence in achieving this goal.

Motivation makes a person biased, interested. So a person whose behavior is determined by monetary motivation, striving to earn money, in different situations and under different circumstances will act in accordance with this dominant. He will consider the tasks assigned to him or the opportunities that open up mainly from the point of view of the possibility of making money.

In general, by implementing the concept of "human resources" in its policy of motivating the behavior of the individual in the process of work and stimulation, the organization first of all increases the efficiency of using its own personnel. Secondly, the organization satisfies the requirements of social policy, usually implemented in economically developed countries.

Thus, the organization, through the motivation of individual behavior and stimulation, can provide partnerships with staff, create conditions for the development of staff and, in this regard, include it in all areas of the organization's activities.

In the next paragraph of our work, we will consider the theory of staff motivation.

1.2 Theories of staff motivation in the enterprise

Theories of motivation are divided into two categories: content and process. Content theories of motivation are based on the identification of those internal urges, called needs, that make people act one way and not another. Works devoted to this: A. Maslow, D. McClelland and F. Herzberg.

Process theories of motivation are more modern, based on ideas about how people behave, taking into account their perception and knowledge. The main process theories are expectancy theories, equity theory, and the Porter-Lawler and W. Vroom model of motivation.

Maslow's theory of need.

Physiological needs, the satisfaction of which is necessary for survival. These include the needs for food, water, shelter, and rest. Needs for security and confidence in the future. These include the need for protection from physical and psychological dangers from the outside world and the confidence that physiological needs will be met in the future; social needs. These include the need for social connections, feeling accepted by others, feelings of affection and support; respect needs. These include self-respect, personal achievement, competence, respect from others, recognition; self-expression needs. These include the need to fulfill one's potential and grow as a person.

The need for self-expression

The need for recognition and respect

The need to belong to social group

The Need for Security

Physiological Needs

Picture 1. Pyramid needs Maslow

According to Maslow (Figure 1), among the physiological needs, the need for security comes to the fore when a person seeks to protect himself from possible bodily harm, as well as from adverse economic conditions or threatening human behavior. The next need is the need for spiritual intimacy and love. Satisfying it requires a person to establish comradely relationships and determine his place in the group. The satisfaction of these needs puts forward the need for respect and self-respect. Often it is these needs that are important for a person, he needs to feel his own significance, confirmed by the recognition of others. Maslow's hierarchy of needs ends with the needs of a person to realize himself, to put into action the reserve of his strengths, abilities, to fulfill his destiny. .

As the needs at one level are partially satisfied, the needs of the next level become dominant. It is important to keep in mind that only those incentives that satisfy the dominant need are motivating. For example, it is widely believed that the main factor effective work money is: the more a person gets, the better he works. Such a belief is not true, because if a person is dominated, for example, by the need for close relationships or the need for self-realization, then he will prefer a place where he can satisfy this need to money.

McClelland focuses on the needs of the higher levels. D. McClelland believed that people have three needs: power, success and involvement.

The need for power is expressed as a desire to influence other people. When people need power in its purest form, according to this theory, there is no tendency to adventurism or tyranny, the main thing is the need to manifest one's influence.

The need for success is not satisfied by proclaiming that person's success, which only confirms his status, by the process of bringing the work to a successful conclusion. People with a highly developed need for success take moderate risks, like situations in which they can take responsibility for finding a solution to a problem, and want specific rewards for their results.

Motivation based on the need for belonging determines the interest of people in the company of acquaintances, establishing friendships, helping others.

Herzberg's two-factor theory is based on the notion that hygiene factors and motivation should be distinguished.

Hygiene factors are associated with environment where the work is being done. The absence or insufficiency of hygiene factors causes a person to be dissatisfied with work. But the sufficiency of these factors in itself does not cause job satisfaction and cannot motivate a person to do anything. These factors include earnings, working conditions, administration policy, degree of control, relationships with colleagues, supervisor, subordinates.

“Motivation has to do with the very nature and essence of work. The absence or inadequacy of motivation does not lead to dissatisfaction with the work, but its presence causes satisfaction and motivates employees to improve performance.

“Motivation can include success, promotion, recognition of work results, the possibility of creative growth, high responsibility.” .

Process theories of motivation. The theory of expectations is related to the works of V. Vroom and is based on the fact that the presence of an active need is not the only condition for motivating a person to achieve a certain goal. A person, in addition, must believe that the type of behavior he has chosen will lead to the satisfaction or acquisition of the desired.

Expectation is a person's estimate of the likelihood of a certain event. When analyzing motivation, expectancy theory emphasizes the importance of three relationships: labor costs - results - rewards - satisfaction with rewards.

If people do not feel a direct connection between the efforts expended and the results achieved, then motivation will weaken.

The theory of justice postulates that people subjectively determine the ratio of the reward received to the effort expended and correlate it with the reward of other people doing similar work.

You can restore a sense of justice by changing the level of effort expended or the level of reward received. Employees who feel they are being overpaid will tend to maintain their work intensity at the same level or even increase it. The use of the theory of justice can be successful if it is possible to establish a fair system of remuneration and explain its possibilities to employees.

The Porter-Lawler model includes elements of expectations theory and equity theory. Five variables appear in their model: effort expended, perception, results obtained, reward, degree of satisfaction. According to this model, the results achieved depend on the efforts made by the employee, his abilities and characteristics, as well as his awareness of his role.

One of the most important findings of Porter and Lawler is that performance leads to satisfaction. They believe that a sense of accomplishment leads to satisfaction and improves performance.

"Research supports Porter and Lawler's view that high performance is a cause of overall satisfaction, not a consequence of it".

In the event of a decrease in the level of wages compared to its equilibrium level, demand in the labor market will exceed supply. As a result, unfilled jobs are formed due to the lack of workers willing to accept lower wages.

Both in the first and in the second cases, the balance in the labor market is restored, and this market comes to a state of full employment. But the size of wages depends not only on fluctuations in labor demand and labor supply, but also on the quality of labor, qualifications and professionalism of workers. Different types of work can be attractive to a person in different ways, require different costs for vocational education, so wages should stimulate, for example, the performance of less prestigious types of work or compensate for the material costs of education. This differentiation in wages is called "equalizing differences".

The study of theories of labor motivation gives an understanding of the patterns of formation and functioning of this very motivation, introduces scientifically based conditions and principles of the motivation process, gives a large-scale view of the problems of the whole topic, the nature of the relationships that arise in the course of motivation.

In the next paragraph, we will consider the basic needs of a person and their influence on the motivation of an individual's behavior in the labor process.

1.3 Human needs and their influence on the motivation of the individual's behavior in the labor process

motivation work stimulation maslow

High returns from employees are possible only if they are interested in the final result and have a positive attitude towards the work performed. This is possible only when the process of work and its final results allow a person to satisfy the most important of his needs. That is, when he has a high level of labor motivation.

It is possible to identify a fairly wide range of needs that underlie the motivation of an individual's behavior and have an impact on organizational behavior and human work. In this section, we will consider those needs that should be taken into account first of all when developing a personnel motivation system. We mentioned some of these needs in the previous paragraph of our work.

1. Physiological needs - these are needs such as the need for food, air, water, clothing, a roof over your head, that is, needs that ensure the very existence of a person as a biological organism.

2. Security needs. This may include such needs as the need to be protected from physical or psychological danger, to have a secure place of work, secure employment, confidence in the future, etc.

3. The need to belong to a social group is very essential role In human life. The social contacts that workers establish with fellow workers in the course of professional work are an important factor providing positive influence on their work motivation.

4. The need for appreciation and respect. People tend to take a certain place in society or in an organization and emphasize this position with certain status symbols (a separate office, car, apartment in a certain area, manner of dressing, etc.). For many people, considerations of prestige are very important (and sometimes decisive) when they choose a place to work. Since a person often identifies with the organization in which he works, it is important for him that in the eyes of other people his organization is presented as an attractive and worthy place to work.

This may also include the need for self-respect and professional achievement, the desire to succeed, to have a prestigious and respected job by others and to receive approval, recognition from the organization, management, workmates or subordinates.

5. The need for self-actualization is the desire to maximize one's professional and personal potential. People with a high need for self-actualization strive to perform at their best. This makes them the organization's most valuable asset. Creation necessary conditions to use this reserve is the most important step in improving the competitiveness and efficiency of the organization.

6. Power and influence. In an organization, this motive can manifest itself not only in a person’s desire to influence other people, but also in the desire to exercise control over one’s working situation in pursuit of greater autonomy at work. Accounting for this group of needs is manifested in the fact that an increasing number of companies are ready to delegate more authority and responsibility to their employees.

7. The need for achievement. The need to achieve a high result, the desire to succeed in a competitive environment is of great importance for understanding the working behavior of a person. People with a high need for achievement tend to take responsibility for solving problems, tend to set fairly challenging goals for themselves, and take calculated risks to achieve those goals. In addition, they seek feedback on how well they are doing their job.

A serious question that faces any leader who wants to increase the interest of subordinates in high results, in improving the quality of work - what needs to be done so that they perceive the interests of their unit and organization as their own? This requires the manager to be able to rely on those needs in which the interests of employees and the interests of the organization are closely intertwined. These needs include the following:

The need for belonging and commitment to the organization,

Need for professional growth and promotion

The need for personal growth.

The need for belonging and commitment to the organization. The perception of the goals and objectives facing the organization as one's own is a powerful factor influencing the labor motivation of employees. Organizations that have managed to support and develop this need in their employees receive enormous returns as a result. Maintaining a high level of awareness of employees about the state of affairs in the organization and about the prospects for its development, involving employees in solving the most important organizational problems, management practices focused on a more complete consideration of the interests of employees - all these measures contribute to strengthening the labor motivation of personnel, increasing the willingness of employees to work hard in the interests of the company.

The need for professional growth and promotion. Managers can influence the motivation of the behavior of subordinates, taking into account their need for professional growth and promotion.

The need for personal growth. Personal growth for many employees is a powerful incentive to work. Employees who are provided with such opportunities at work are able to reach their full potential, they tend to experience higher levels of job satisfaction. Some people feel dissatisfied with their jobs and the organization as a whole if they don't have opportunities for personal growth at work.

The most important component of the motivation of a person's behavior is the degree of satisfaction of a person with the place of work and the work performed. It would be natural to assume that increasing the satisfaction of employees with their work in the organization will inevitably lead to an increase in their productivity. And although there is a rather complex relationship between job satisfaction and performance, many studies have shown that high job satisfaction does have a positive impact on staff performance. This is due to the fact that the high satisfaction of employees with their work in the organization improves their attitude to work and to the organization, contributes to the growth of the level of labor and performance discipline, and as a result, the productivity of employees increases.

At the same time, it cannot be argued that higher levels of satisfaction automatically lead to better performance. High satisfaction for some categories of workers may be accompanied by a low level of productivity, that is, an employee who is very satisfied with his place and his work can work with coolness, without straining.

Considering the relationship between job satisfaction in the organization and the work behavior of the staff, one should also pay attention to the negative consequences of job dissatisfaction. This is manifested in the fact that the less the employee is satisfied with the place of work and the content of the work performed, the weaker his ties with the company in which he works. This is expressed not only in a tendency to quit, but also in a decrease in the level of labor and performance discipline, in an increase in the tendency to absenteeism.

Dissatisfaction with the work performed and the pay received can lead to serious consequences for the organization in the long run. If the best employees start to leave the organization or the personnel work worse, then its effectiveness and ability to quickly respond to changes in the external environment can be greatly reduced. Thus, job satisfaction of employees can directly affect the competitiveness and survival of the organization.

Considering the influence of job satisfaction on the motivation of human behavior, it is important for a manager to know the main factors that influence the degree of job satisfaction of his subordinates.

Five groups of factors can be distinguished here:

Individual characteristics of employees,

Social characteristics of the work situation,

Working conditions,

management practice,

Personnel policy.

Individual characteristics of employees:

Age. Younger workers are more willing to accept change. Senior workers often prefer repetitive tasks because they have already adjusted to them and know how to do them well;

Education. The higher the level of education of workers, the more they value independent, difficult and promising tasks;

Self-confidence, the need for growth. The higher the employee's self-confidence, the more confident he is that he can learn and master more complex tasks. The higher the need for growth among employees, the sooner the organization can be expected to benefit from the reorganization (expansion and enrichment) of work (Figure 2). Some people prefer repetitive and monotonous tasks. These are dependent people with a low need for growth or having the opportunity to fulfill themselves outside of work. Many workers see work only as a source of funds that allow them to do more interesting things outside of work. Such differences cannot be ignored. Attempts to restructure the work of each employee in the entire organization to increase the motivational potential of staff can lead to the fact that the satisfaction and productivity of some employees will noticeably decrease.

Features of work ethics. Employees for whom work is the main area of personal self-determination, characterized by a mindset for hard work, careful attitude to the resources of the organization, to working time, the desire to take on greater responsibility, more readily accept the expansion and enrichment of their work duties and functions.

Figure 2. The results of the reorganization of work for workers with different needs for growth

Social characteristics of the work situation:

The working group and the motivational climate that has developed in it have a significant impact on the motivation of the behavior of its members. Since most people strive to have good friendships with their workmates, they try to behave in accordance with the norms and values accepted in their work group. If a group pits itself against leadership and management in an "us-them" mindset and sees high-performing workers as greedy, then workers are less likely to be inclined to work to their full potential.

The immediate supervisor has a great influence on the motivation of employees' behavior both by their own example and by rewards and punishments. The level of motivation of subordinates depends on whether the leaders encourage a conscientious attitude to work, a mood for work with high dedication, or they ignore such an attitude to business.

Organizational culture. The norms, values and beliefs shared by the members of the organization can both increase and decrease the level of motivation of the behavior of the staff. A culture that emphasizes respect for employees, involves them in the decision-making process, provides them with independence in planning and executing tasks, stimulates higher dedication of employees, increases interest in successfully solving work tasks, achieving the goals of the organization and the unit.

Working conditions. Speaking about the influence of working conditions on the motivation of a person's behavior, it should be borne in mind that these are not only sanitary and hygienic conditions (noise, lighting, dustiness, etc.), but also the organization of the workplace, the provision of the necessary tools, equipment and office equipment . The motivating effect of working conditions is determined by the extent to which these conditions facilitate the performance of assigned work and satisfy the need of workers for safety and physical and psychological comfort.

Management practice. The management practices that have developed in the organization (the system of planning, organization of work, control over execution, the practice of preparing and making decisions, etc.) have a strong influence on the motivation of employees. The more the management practice that has developed in the organization is focused on unlocking the potential of people working in the organization, on taking into account their interests, the higher the level of staff motivation, the higher the willingness to contribute to the achievement of organizational goals.

Personnel policy. Methods of stimulating employees, wages and benefits for employees (vacation, pensions, etc.), training and development of employees, social protection and other areas of personnel work have a direct impact on the motivation of an individual's behavior. Personnel policy affects the employee's desire to work in the organization for a long time, increasing (or decreasing) his commitment to his organization.

There is also the idea that employee motivation can be enhanced through setting work goals. It is an important part of the management philosophy in modern organizations.

Motivation in this case depends on four characteristics of goals and on how the process of setting and implementing goals is implemented:

1. Specificity. The more specific the goals are, the more likely it is that the employee will understand how and when he should achieve them.

2. Complexity. This is the degree to which the employee views the goals as difficult, promising and challenging his capabilities, but achievable.

3. Acceptability. This is the degree to which the employee accepts the goals and wants to achieve them.

4. Active participation in goal setting. This allows the employee to feel personally responsible for the success of their achievement in the future.

5. Providing feedback. Employees need information about how well they are doing their assigned work.

Definition of specific goals. People perform better when they are required to achieve specific goals, not when they are simply asked to "do a good job," "try their best," or when no goals are defined at all. In addition, people also set goals to prove to themselves that they are doing a good job, and not just meeting the requirements of the leaders.

Numerous studies in organizations different type it is shown that setting specific goals increases the motivation of a person's behavior in the labor process.

Setting challenging but acceptable work goals. In order to form a sufficient level of motivation among employees, the goals that the organization sets for the performers must be sufficiently complex and challenge their capabilities. However, if goals are set too hard, productivity (efficiency) of labor will fall because workers see these goals as unrealistic.

Active participation of performers in goal setting. One way to make goals more acceptable to employees is to involve them in the goal setting process. Numerous studies show that the participation of employees in setting goals increases productivity more than when goals come down from above. Participation in the goal-setting process can be useful not only because employees are not inclined to dismiss as unreasonable those goals in the setting of which they participated. They know their job better, and therefore they are more likely to set realistic goals - neither too high nor too low.

One of the very simple ways to increase the employee's acceptance of the goals set for him - to explain to him the logic of setting goals.

First, explain how the goals were set (for example, taking into account the results already achieved in the past), so that employees understand that they receive some benefits or advantages from this. Secondly, explain how the achievement of the set goals will affect the pay of employees. Employees need to be clearly shown that they will not lose wages if they fail to achieve their goals, and show what financial benefits will be for those employees who can achieve high results. Thirdly, the participation of employees in setting goals should be voluntary, and this should also be made clear to them. Goal setting will not work if employees do not accept goals and suspect managers of cheating.

So, in this chapter, we have given the concept of motivation, identified the main stimulating factors and listed theories of staff motivation: content and process. We also outlined the basic human needs and outlined their influence on the motivation of the individual's behavior in the labor process. According to the foregoing, we will analyze the existing system of motivating individual behavior and stimulating the work of employees of CJSC Russian Standard Bank in the 2nd chapter.

2. Analysis of the system of motivation and work incentives for employees of Russian Standard Bank CJSC

2.1 Organizational and economic indicators of activity of Russian Standard Bank CJSC

Russian Standard Bank CJSC was founded in 1999.

Russian Standard Bank - a closed joint stock company, is a legal entity under the law Russian Federation, is part of the unified banking system of Russia and operates on a commercial basis.

The main shareholder of the Bank is the holding company Russian Standard Company CJSC (97.17% of shares), which in turn is 99.97% owned by Rust Trading Limited, an offshore company from Bermuda.

The supreme management body is the Meeting of shareholders of the Bank. All operational activities of the Bank are managed by the Chairman of the Board of the Bank appointed by the Board of Directors. Tariko Rustam Vasilyevich is the Chairman of the Board of Directors. Chairman of the Board of the Bank - Levin Dmitry Olegovich.

In accordance with the general license of the Central Bank of the Russian Federation No. 2289, issued for an indefinite period on July 19, 2001, the bank has the right to:

a) attraction Money individuals and legal entities in deposits (on demand and for a certain period);

b) placement of funds attracted in deposits of individuals and legal entities on their own behalf and at their own expense;

c) opening and maintaining bank accounts of individuals and legal entities;

d) making settlements on behalf of individuals and legal entities, including authorized correspondent banks and foreign banks, on their bank accounts;

e) collection of cash, bills of exchange, payment and settlement documents and cash services for individuals and legal entities;

f) purchase and sale of foreign currency in cash and non-cash forms;

g) issuance of bank guarantees;

h) making money transfers on behalf of individuals without opening bank accounts (except for postal orders).

Russian Standard Bank CJSC is a dynamically developing independent financial institution with a high degree of reliability, offering world-class services aimed at the widest possible clientele. Implementation of a clearly directed business strategy, high quality banking products and technologies used allowed Russian Standard Bank to quickly create a new consumer lending market for Russia and become its leader.

The organizational structure approved by the Bank makes it possible to effectively manage the main divisions of the Bank and provides for the possibility of its flexible change if it is necessary to expand areas of activity in a constantly changing economic situation.

The organizational structure of Russian Standard Bank CJSC fully complies with the provisions of the Civil Code of the Russian Federation and the Federal Law “On Joint Stock Companies” concerning the management bodies of a limited liability company.

All departments and departments carry out their activities in accordance with the current legislation of the Russian Federation, the Charter of the Bank, Regulations on departments and departments. All departments and departments are supervised by the heads of the Bank, who are entrusted with the exercise of these powers. Existing structure management provides the bank with the ability to maintain financial stability and comply with prudential performance standards.

In accordance with the Charter, the management bodies of Russian Standard Bank CJSC are:

General Meeting of the Bank's Members.

Board of Directors.

The sole executive body of the Bank is the Chairman of the Board of the Bank.

The collegial executive body of the Bank is the Board of the Bank.

Functional subdivisions of the Bank:

Credit department.

Accounting.

Department of cash operations.

Operations department.

Department for Analysis of Banking Risks and Financial and Economic Activities.

Department of Automation.

Maintenance department.

From the above, it follows that the organizational structure of the Russian Standard Bank CJSC is a linear-functional one.

Consider the main financial indicators of the bank according to the financial statements. Performance indicators for 2010-2012 in general, they indicate that CJSC Russian Standard Bank is an efficient and stable institution capable of ensuring the reliability of banking operations.

As of January 01, 2012, as compared to January 1, 2011, capital calculated according to the Bank of Russia methodology more than doubled and amounted to 1,509 million rubles. All economic standards were met in accordance with the Instruction of the Central Bank of the Russian Federation.

Balance currency as of 01.01.12. exceeded 13 billion rubles, having increased by 2 times as compared to 01.01.11, net assets reached 11 billion rubles. The result of the financial activity of Russian Standard Bank CJSC for the full year 2012 was a profit in the amount of 60.9 million rubles. The decrease in profit compared to the same indicator for 2011 was due to an increase in reserves and an increase in expenses for the development of the Bank's regional network.

In 2012, there was a significant increase in the volume of both active and passive operations of Russian Standard Bank CJSC.

According to the results of 2012, the assets of Russian Standard Bank CJSC amounted to 13,225 million rubles. Compared to 2011, there was an increase in the indicator by 6,587 million rubles.

The following areas of active operations developed most dynamically:

The loan portfolio of Russian Standard Bank CJSC amounted to 7,024 million rubles, having increased by 3,984 million rubles (+ 131%) due to loans to legal and individuals. Specific gravity loan debt in the balance sheet of Russian Standard Bank CJSC decreased over the year from 46% in 2011 to 41% in 2012, which increased the share of liquid assets and reduced the bank's risks in a crisis.

Russian Standard Bank CJSC continued operations on the Russian financial market. Securities portfolio as of 01.01.12. amounted to 1,782 million rubles. Corporate bonds amount to 1,328 million rubles, promissory notes amount to 138 million rubles. During the year, the share portfolio increased significantly from 11 million rubles (as of 01.01.2011) to 316 million rubles (as of 01.01.2012).

In 2012, the volume of liquid assets was sufficient to ensure the Bank of Russia's liquidity requirements and to fulfill all obligations to customers.

The increase in liabilities of Russian Standard Bank CJSC in 2012 is due to the continued growth in the Bank's customers' funds and equity. (Figure 3.1.)

Customer funds on demand and term funds in total increased by 1.7 times and amounted to 8,026 million rubles (47% of the balance sheet).

At the same time, the structure of borrowed funds changed qualitatively: the share of urgent funds reached 80%, the share of funds on demand - 20% against 50% and 50% as of 01.01.2012, respectively.

Deposits of legal entities grew by 5.4 times, which testifies to the growth of confidence on the part of the clients of Russian Standard Bank CJSC. Placement of deposits in the bank by corporate clients has significantly strengthened the resource base and increased the volume of lending.

Fig.3.1. The structure of the bank's liabilities in 2012

In 2012 Russian Standard Bank CJSC maintained high rates of income growth. (Figure 3.2. and Figure 3.3.)

Interest income of the Bank in 2011 increased by 140% compared to the same period in 2011. The main part of this type of income was received in the form of interest on loans to customers (85%).

Interest income from the placement of funds in credit institutions increased by 138% compared to the same period in 2010, interest income from investments in securities increased by 32%.

Net income from foreign exchange transactions increased by 607%.

The volume of fee and commission income increased by 15%, which is associated with an increase in the volume of services provided to all categories of customers.

Figure 3.2. Bank's income structure for 2012

Figure 3.3. The structure of the bank's expenses in 2012

Table 1. Structure financial results Russian Standard Bank CJSC (thousand rubles)

Name of articles	Deviation	Growth rate,%
	(2011 from 2010)	(2012 from 2011)

2.Expenses
3. Balance sheet profit
4.Net profit
5. Authorized capital
6. Capital of the bank
7. Balance currency
8. Credit investments
9. Investments in GKO
10. Reserve for possible losses on loans
11. Reserves for possible depreciation of securities

Table 1 shows that the asset utilization efficiency ratio remained almost at the level of the previous year with a simultaneous significant increase in asset profitability indicators. The increase in profitability is due to the growth of commission income.

In general, the analysis carried out testifies to the achievement by the bank of most of the strategic goals and objectives approved by the Board of Directors of the bank in the Concept of its development for 2011. There is a dynamic growth and further expansion of the volume of operations. The increase in the volume of attracted resources and active operations is accompanied by an increase in the bank's capital. Evaluation of indicators indicates that the bank has growth reserves, which will strengthen its financial strength.

Based on the results of 2012, the Bank strengthened its financial reliability and increased its share in the regional banking services market.

2.2 Analysis of the existing system of motivation and incentives for employees in Russian Standard Bank CJSC

In 2012, Russian Standard Bank CJSC's personnel policy was focused on providing structural divisions with highly professional specialists in the banking sector, improving the personnel motivation system, improving the qualifications and training of employees, developing corporate culture and implementing social programs.

An important priority of the personnel policy is the retention of qualified and loyal employees, in connection with which the bank focuses on establishing long-term labor relations with employees based on the principles of social partnership and compliance with labor laws. As a result, 2011 was marked by a decrease in staff turnover.

Per last years the functions assigned to personnel management were seriously revised in order to harmonize the personnel policy with the policy and plans of Russian Standard Bank CJSC in the field of quality.

Let's consider some regulatory legal acts of Russian Standard Bank CJSC to analyze the existing system of motivation and incentives for employees.

Let's start with a document called "Procedure for the implementation of the test period when hiring Russian Standard Bank CJSC".

In paragraph 1.4.1. stated: “The purpose of passing tests by a new employee is to verify that the level of qualification, efficiency and discipline of the employee meets the requirements of the Bank.”

1.1 The content of the concept “motivation system”

Motivation is a process that begins with a physiological or psychological lack or need that activates a behavior or creates an urge to achieve a particular goal or reward. Thus, the key to understanding the process of motivation lies in the meaning of the words “needs”, “motivation”, “reward” and in the relationship between them.

The motivation system is a set of material and non-material incentives designed to ensure high-quality and productive work of employees, as well as to attract the most talented specialists to the company and retain them. In other words :

· attract the right employees;

Engage and unleash their potential;

Retain productive employees.

The system of personnel motivation is a rather acute issue for many companies. There is such an expression: the ideal employee does not exist, only his functions are performed. However, this does not happen, because we work with ordinary living people, each of whom is different, with their own beliefs, outlook on life, etc. Therefore, it is not easy to make sure that each of these people does what is required for the company. There is no unequivocal decision on this issue, there are only a number of principles, for example, an individual approach, the connection of labor results with remuneration. In world practice, a number of constituent components have gradually developed to achieve the necessary motivation of personnel.

The motivation system is formed by fixed and variable elements of remuneration, benefits and factors of non-material motivation.

First, we will talk about the permanent part of motivation, in other words, about the salary. It is paid to the employee regardless of the results achieved. Often it is formed on the basis of grades, that is, a certain scale that looks like a rank grid, which exists in state institutions to this day. Each position is compared with some grade, this is done according to several objective criteria, for example, liability, total number subordinates, etc. Grades allow you to create a sense of fair reward. However, it rarely happens that a person will try very hard to get a salary. This is how rewards are used.

Variable rewards can be bonuses, interest, bonuses, etc. Receiving remuneration mainly corresponds to the results of the work of the employee, such a system of staff motivation must be connected in order to expect a good result from the employee. There are several ways to determine variable remuneration. The first method is called "from the master's shoulder." Often it can be found in small companies to encourage a distinguished employee, however, in large companies it is difficult to build a system based on it, thus it is not effective in them. The next way is based on key performance indicators. For positions and departments, commensurate indicators of the effectiveness of their work can be determined (this may be sales volume, the number of new customers, etc.). The indicators are regularly measured and the bonus is calculated mathematically. The system is very simple and clear. Another way is based on competencies, such as teamwork, loyalty. They are measured using a survey of employees, and remuneration is formed on their basis.

For non-material motivation, the following components can be distinguished:

· social politics;

· corporate culture;

· communication;

· competition.

Corporate culture is a set of elements that motivate employees without any monetary payments, creating a favorable climate for work.

The basic elements of corporate culture include:

company mission (general philosophy and policy);

basic goals (company strategy);

Ethical code of the company (relationships with customers, suppliers, employees);

corporate style (color, logo, flag, uniform).

Intangible motivation is usually often neglected. However, this is not prudent, since this system of staff motivation allows both saving the company money and giving the employee something that you cannot get for money.

In general, in the system of motivation, it should reflect the prospects for the development of the enterprise, since motivation implies purposeful behavior and is determined by it.

It is obvious that a well-planned motivational system that is stable at all personal levels is one of the main factors that guarantee the effective operation of an organization.

Setting up a motivation system is a complex process, because the analysis of the practice of companies does not allow us to identify a universal motivator. During this process, depending on the initial diagnosis of the company, one or another method of motivation is involved.

Motivation of personnel in the process of labor activity. Analysis and improvement of motivation of behavior in the course of labor activity Motivation of personnel behavior in the course of entrepreneurial activity

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1.1 The content of the concept “motivation system”