CC BY
118
УДК 331.101.3
СОВРЕМЕННЫЕ СПОСОБЫ МОТИВАЦИИ ПЕРСОНАЛА «THE MODERN WAYS OF EMPLOYEES MOTIVATION»
Кумова А. А.
Южно-Российский институт управления - филиал
Российской академии народного хозяйства и государственной службы
Kumova A.A.
South-Russia Institute of Management - branch of Russian Presidential
Academy of
National Economy and Public Administration
Аннотация: В данной статье рассматриваются особенности механизма мотивации сотрудников в современных условиях. Выявляются особенности мотивации, рассматриваются теории мотивации и их актуальность. Автором проведен анализ мотивационных предпочтений студентов Южно-Российского института управления Российской академии народного хозяйства и государственной службы.
Ключевые слова: мотивация, теории мотивации, стимулы, персонал, управление.
Annotation: The article deal with the motivational mechanism in modern conditions. The features of motivation are identified. Theories of motivation and there relevance are considered. The author analyzes motivational preferences of students of South Russian Institute the Russian academy of national economy and public administration.
Key words: motivation, theories of motivation, incentives, employees, management.
In modern socio-economic conditions human resources play significant role in organizational development and that's the reason why it is necessary to research the laws of human behavior and motivation, closely related to them. Moreover, employee's motivation is the important source for achieving high professional indicators and this issue is very significant in modern Russia where there is a lack of highly-qualified human recourses in some sectors of economy. It can be compensated only by improving qualitative characteristics of employees and their reorientation to high achievements. However, the most effective way of researching of motivation is the analysis of motivational preferences of people who have not started their career yet (i.e. students). Understanding their preferences, a manager will be able to correct the ways of employee's motivation in appropriate time period, use effectively human recourses, develop and realize programs of employees recruitment and retention.
Thereby, it's important to understand what motivates modern students to future labor, significance and correlation between tangible and intangible incentives. This problem will be studied by researching motivational preferences of students of RANEPA South Russian Institute and solution will be found by means of sociological study [1. С. 147]. The survey was conducted among students of our academy in Mach 2015, 100 people were questioned.
There are many theories of motivation, which allow detecting general trends of human behavior and reactions to different incentives. However, those theories were developed at the beginning of the 20th century and, most likely, have lost their relevance. This is related with changing of life style, moral attitudes and priorities. Besides, scientific and technological progress has a substantial influence on all spheres of life. The main task is to check the topicality and research the current trends.
Abraham Maslow in his theory builds the pyramid of needs where he divides motivational factors into two groups to make hierarchy: primary and
secondary [2. С. 36]. He states that it's impossible to satisfy a senior need without satisfying subordinate need (at least partially). However, presently there is a trend of needs reorientation: young people more appreciate the possibility of self-realization (the heed for self-actualization) as well as manager's approval of their results (the need for respect). The need for safety rightly takes the leading position but the need for belongingness to a social group goes to the last position. It emphasizes individualistic character of labor among modern youth. This means that young people should be provided with necessary labor conditions which will contribute to self-actualization and encourage them to high-quality and hard working.
In motivational theories "X" and "Y" Douglas McGregor divides all employees into two categories: category "X" employees avoid responsibility, and their activity must be regularly supervised by manager [3. C. 402]. Category "Y" are their antipodes- they tend to self-organization and self-control and responsible for their work. Thus, McGregor offers two leadership styles: authoritarian and democratic for categories "X" and "Y", respectively.
The results of a our survey show that majority of questioned students (64%) tend to self-organization and self-control and only 36% indicated that they aren't able to do the job without constant supervision of manager. Likewise 60% of respondents report about their propensity to democratic leadership style and say that punishments are completely ineffective or should be applied to certain categories of employees. Supporters of authoritarianism state that activity of organization is impossible without punishments, particularly in our country. On this basis, we can conclude that the number of employees belonging to the "Y" category is much bigger, accordingly, manager should give more independence to employees, and it will be more effective.
Acquired needs theory by David McClelland applies only to the needs of a higher level unlike Maslow's theory. These needs are the need for achievement, need for affiliation, and need for power.
According to results of our survey, the dominating need among our students is the need for achievement (51%), it is followed by the need for affiliation (45%). Surprisingly, our respondents are almost not interested in power in their future careers (4%). Consequently, manager should delegate authority to employees aimed at success, encourage for good results and maintain a favorable moral and psychological climate for development of affiliation.
V. Vroom in his motivational theory named "Expectancy Theory" says that employee would do the job effectively if in future this activity really brings benefits. In practice, this theory is absolutely valid - 97% of respondents say that they will ready to work over extra time if it exactly brings use and benefits. Thus, manager should establish constant correlation between work results and remuneration and always encourage the best employees.
Adam's equity theory didn't proved its relevance. It says that fairness of estimation of current activity largely influences on motivation in comparison with previous results as well as with the results of other employees. As practice shows, the majority of respondents will not change their behavior or even will start to working more intensively if they find out that their colleague gets more money for the same job, 20% start working less intensively and only 13% are not willing to tolerate such conditions and ready to resign. We can conclude that employees aren't interested in estimation of their past activity or activity of their colleagues. They are focused on success and don't pay attention to environment surroundings.
To sum it up, we can conclude that in modern conditions some theories have lost their relevance and need to be improved. One of the major trends in the modern organizations is the transition from a collectivistic approach to a job to individualistic one. In addition, managers should take into account that there are no universal motivational theories and it's necessary to use them comprehensively.
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