CC BY
1ANALYSIS OF METHODS OF MOTIVATING EMPLOYEES WORKING IN
PRIVATE CLINICS
Yorbekova D.M.
Teacher of Samarkand State University of Veterinary Medicine, Animal Husbandry and Biotechnology
Abstract: In the conditions of the development of many production and service entities in the economy, it is necessary to increase their competitiveness and efficiency, regardless of the scope and profile of the activities of local organizations. Today, in internal practice, first of all (in conditions of limited economic resources), it is necessary to consider in more detail the possible ways of improving the material and non-material motivation system, which allows the company to bring the interests of employees closer to the interests of the organization.
Key words: treatment and prevention institutions, private clinic staff, motivation, demotivational factors.
Work motivation is the most important factor of work efficiency, and as such, it forms the basis of the employee's work potential, that is, the whole set of characteristics affecting production activity. Work potential consists of psychophysiological potential (human abilities and inclinations, health, performance, endurance, type of nervous system) and personal (motivational) potential.
Motivational potential is important as a trigger that determines what abilities and to what extent an employee develops and uses them during work. The problem of effective motivation of employees of treatment and preventive institutions is of particular importance, because firstly, the financial resources of these institutions are limited, and secondly, the average age of medical workers is over 45 years old. In the middle of an official career, the motivation to work decreases significantly, and this fact requires attention and special approaches.
In the current environment, the work of a medical worker is increasingly motivated by internal factors, many external factors, in addition to the social importance of his professional activity, do not work enough. There is use of the personal characteristics of doctors, such as responsibility, sense of duty, loyalty to the medical oath, love for their work, but external incentives from the state are not enough. So far, little attention has been paid to the formation of a permanent motivation mechanism based on regular monitoring of the motivational needs of employees and the level of their satisfaction, using appropriate motivation methods for each employee. In foreign literature, the technology for determining the motivational needs of workers
is known as the Ritchie-Martin model, which interprets the results of such determination in the form of a "motivational profile" histogram.
The main task of the head of a private clinic is to motivate the team. There are two ways to do this: intangible incentives and tangible incentives.
Undoubtedly, for many doctors and nurses, the money factor remains the deciding factor in choosing a place of work. However, in addition to a decent salary, professionals need the approval of the management, a comfortable atmosphere in the team and favorable conditions. The head of a medical institution must correctly combine various types of incentives. This will prevent shortage of personnel in health facilities.
According to research, the main reasons for the work behavior of medical workers begin to form from the moment of choosing a profession. For many medical professionals, it was found that interest in this activity was the reason for choosing their profession (54.1%). The second motive is the desire to benefit society (29.3%). 13.4% of medical workers choose this profession based on established family tradition. At the same time, the percentage of people who choose this profession by chance is low (2%).
This suggests that people consciously become medical professionals, deciding who they will be in the future, long before the work begins. In the process of work, the main motivating factors for medical workers are: feeling the usefulness and importance of work (thereby they realize the social importance of their work in society); a sense of moral pleasure (the opportunity to do what you like, a good social and psychological environment in the team); various forms of incentives (first of all, evaluation of the professionalism of medical personnel by management at meetings, monetary award, awarding in connection with an important event in their life, presentation of a souvenir, as well as gratitude by the chief physician); professional development and study (the profession of a medical specialist is a category in which it is constantly necessary to improve your professional level, to keep up with the news in medical science; in some cases, this requirement may be vital).
The main demotivating factors in the professional activity of medical workers are low wages and unfavorable working conditions. Due to financial difficulties, many workers are forced to work on a temporary basis, sometimes away from direct professional activity, which negatively affects their medical qualifications.
However, according to sociological surveys, the majority of employees of health centers do not want to change their jobs, despite being partially satisfied with their working conditions. This, in turn, shows that the majority of healthcare professionals are distinguished by their commitment to their work, stability of the chosen workplace, high level of social competence, which should undoubtedly be appreciated and encouraged by all available methods.
In the current environment, the most important type of financial incentives are cash payments, the need to increase income is obvious, because wages in medicine are low.
The motivation of medical staff of a private clinic should be one of the priority goals in the management of any treatment and prevention institution. Today, managers have the flexibility to create their own systems and implement existing models that have been proven to be effective. It helps employees achieve their personal goals and the global goals of the organization they work for.
The starting point of salary formation is guaranteed constant salary. Variablebonus pay involves additional pay for overtime, combination, seniority, and the like, meaning that pay must be tied to objectively measurable results.
References
1. Григорьян М.Р. Системы мотивации персонала в медицинском учреждении // Современные научные исследования и инновации. 2016. № 7.
2. Малыш Я. В. Определение мотивов выбора медицинской профессии и уровня профессиональной ориентированности студентов//У1 Международная студенческая электронная научная конференция «Студенческий научный форум» 15 февраля - 31 марта 2014 г.
