Internal factors of personnel motivation. Motivation of employees: purpose, types, methods and working tips. Other types of incentives

Motivation is an integral part of any work activity. Proper stimulation of employees by top management fully allows each person to realize their abilities and fulfill the set work plans. Naturally, any manager knows that there are different types of motivation, as well as external and internal incentives to work, but not all managers know exactly what it means and how to correctly introduce motivation into business. Every manager wants to increase staff productivity and sales growth. Competent incentives for employees can direct a person in the right direction and bring profit to the company. If you can find one for each sales manager, then it is possible to build a long and fruitful relationship with the team.

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Features of motivation

For the successful operation of any business, internal and external motivation of personnel is required. Usually this issue is dealt with by experienced personnel officers who can find an individual approach to each person. First, you need to figure out what is the incentive to perform quality work for a particular employee. Determine material and non-material motivation. Therefore, it is important to awaken his internal interest, but one should not forget about external motivation, which has its undeniable positive qualities.

What are the types of motivation?

External motivation of employees involves the use of certain factors to influence personnel. The types of personnel motivation are distinguished - material and non-material incentives.

Material factors include incentives in the form of:

• Additional bonuses;
• Bonuses;
• Career.

This method will really be effective for a single person or a small team. But over time, the employee receiving such material benefits will be tempted to receive even more bonuses and bonuses, or, for example, reaching the next level of the career ladder and raising the salary. The intangible kind of benefits involves the receipt of emotional incentives for workers. This option is ideal for the entire team. The result is self-esteem of the entire team and confidence in their work. This motivation requires a professional approach and is divided into types of staff motivation. The first option, when the manager creates comfortable working conditions, in the second - effective work should be a guarantee, for example, of career growth.

What is an internal stimulus?

Internal motivation is aimed at the employee's self-development, achieving goals, realizing creative potential and striving for new knowledge. It should be noted that the implementation of this type of incentive takes a long time. It should also be borne in mind that these forms of dough are related to each other. Thus, this means that the external factor supports the employees on the way to achieving the goal, and the internal factors are the driving force.

Motivation tools

One of the strongest ways to reward a team is to recognize its success. Therefore, the boss should notice and celebrate the work of successful employees and set them as an example. Also, the leader at the meetings should celebrate the best employees over the past month. In many companies, this is becoming a good tradition and a very effective positive incentive. It is also an effective tool to support personal growth. It is not difficult to do this, it is enough just to create possible conditions for growth and conduct trainings, training courses for advanced training.

Of course, there are many factors and ways that can induce work. Below is a list of the main tools that can motivate staff:

• Teamwork;
• Encouragement upon reaching the correct task;
• Determining the importance of each member of the team and recognizing this fact at work;
• Setting specific goals.

Why are employees performing poorly?

According to statistics, only a small proportion of bosses are satisfied with their employees and the results of their work. Any company, even the most successful, always has something to strive for. There are several main reasons why employees fulfill their obligations in bad faith:

• Lack of interest in the work itself, as a result of work, there is no desire to go to work in a mood and give all the best 100 percent; and most importantly, the employee does not feel his importance in the team;
• There is no clear understanding of how the salary is formed, how the bonus is calculated and what indicators the additional bonus depends on;
• Lack of professionalism in the team (employees need to undergo trainings and learn the skills of communicating with clients). So, after the manager has figured out the reasons why the team does not work intensively, a motivation system should be introduced. And it's not a secret that the most effective is monetary motivation.

The right choice of staff incentives

It is important for any bosses to understand in time what incentives move this or that employee. Therefore, building a motivation system, it is so important to navigate the team and understand each employee. The boss needs to study the reasons for the lack of interest in the work of the staff using a questionnaire or survey. The results obtained will help to understand what principles of bonuses are suitable for incentivizing these workers. Different goals and plans of people, the level of education and aspiration of the employee determine the use of different types of staff motivation:

1. Material incentive;
2. Non-material motivation of personnel;
3. Motivating the team leader. \

The first thing to do is to formulate a goal, which may be slightly overestimated, but quite feasible by the employee. In addition, there are now many books on HR efficiency on store shelves. The specialized literature contains tips and methods, after the application of which some changes will occur in the company.

Problems and options for improving the personnel motivation system

The issue of incentives for workers to work is of concern to managers in all areas of activity. In order for personnel management to be effective, one should resort to modern methods of motivation. In addition to the monetary incentive, it is recommended to use the so-called additional points and bonuses. In this case, the execution of the plan will be like a game. The purpose of which is the formation for people of comfortable conditions of activity, stimulating them to action with the achievement of maximum income. But, before implementing such an alternative motivation method, you should make sure that it is suitable for the whole team.

Below is a sample of a successful payroll system for sales personnel:

• Fixed payment per month - salary;
• Percentage of income earned by the company at the end of the year.

This is just one example of employee incentives. And in a specific case, motivation is aimed at achieving and receiving an annual bonus. And this, in turn, stimulates a person to work more intensively than before and not lose the bonus earned. There are options and payments of monthly premiums or quarterly bonuses. What to implement in each company is decided by the head of the department or the entire business. It is important to remember that a manager who has completed the plan and achieved success will certainly want to repeat it again.

© Konstantin Baksht, General Director of "Baksht Consulting Group".

The best way to quickly master and implement the technology of building a sales department is to attend K. Baksht's training on sales management "Sales System".

Every leader knows what happens, but not everyone knows exactly what it means. The desire to increase productivity and productivity at work, both for one employee and for the whole team, is a natural desire for a leader. Competent external and internal staff motivation is able to direct human activities in the right direction. Necessary for business, team, some kind of good.

In the end, behind every action is some kind of external and internal motivation of the staff. If you are able to define it and find your own for everyone, the leader can adjust the work of the team for the most beneficial cooperation.

External motivation of personnel involves the use of certain external factors to influence employees. As a rule, these are various incentives: career growth, material goods, money, etc.

But the problem is that, having received some material benefits, a person over time again feels the need to achieve greater benefits: the next step in the career ladder, a higher salary. Therefore, it is the most effective. However, it is not obvious, it has an internal character, so it is sometimes difficult for managers to find and use it for business development.

Internal motivation of personnel is aimed at:

Self-realization, goal achievement, dream realization.
Keeping your own health and children healthy.
Realization of creativity.
Love, communication.
Craving for new knowledge.

The problem is that internal motivation of staff not implemented in a short time. This takes a long time. But achieving goals, realizing ideas, dreams can be called a unique, versatile and most effective tool for motivating employees.

It should be borne in mind that internal and external factors are closely intertwined in their implementation. In fact, intrinsic motives work like an engine. Which makes the employee work every day. And the extrinsic motivation of the staff is the fuel that keeps this engine running. By constantly feeding the engine with fuel, we do not allow the entire structure to stop, we help it to be constantly in motion. This means that external factors support a person in his movement forward towards the realization of his goal. The main driving force is only internal factors.

Motivation tools and methods

Since there are many factors that are capable, the methods of using motivation also differ in a special variety. But all of them can be divided into two general groups: positive and negative. The former enable a person to receive satisfaction, some kind of benefit, and the latter help to avoid pain. That is, the positive act as a reward, and the negative act as a preventive method.

Among the main and, perhaps, the most important tools and methods of motivation are the following:

Determination of the importance of the employee in the team and general work and recognition of this fact;
attracting an employee to team work;
encouragement to achieve a certain result;
setting specific tasks for the employee, etc.

The implementation and use of these methods helps to give the employee the feeling that he is an important link in the team, to feel his value. It should be borne in mind that the motivation that an employee uses for himself has slightly different aspects, but it can also be used to achieve business goals. Generally, external and internal staff motivation Is a very powerful tool if used correctly.

2. Personnel motivation management

2.1 The concept and essence of motivations

Motive (lat. Moveo - move) is a material or ideal object, the achievement of which is the meaning of activity. The motive is presented to the subject in the form of specific experiences, characterized either by positive emotions from the expectation of achieving a given object, or negative ones associated with the incompleteness of the present position. Realizing the motive requires inner work.

Motivation is the process of encouraging each employee and all members of his team to be active in order to meet their needs and to achieve the goals of the organization.

The system of personnel motivation in the company is a set of measures that stimulate personnel not only directly to work, but above all to special diligence and an active desire to work, to obtain high results of their activities and to the desire to improve as a professional.

It is impossible to motivate employees in a violent way. The motivation system is a special event aimed at intrinsic values ​​and needs of people working in the company.

Competently motivated staff, interested in efficient and productive work, have a great influence on the development of the company. Therefore, successful motivation and incentives increase a firm's chances of prosperity by 50%.

In most cases, the policy in the field of motivation and incentives for employees has two goals:

1) develop an employee's desire to achieve the goals and objectives set for him in the most effective way;

2) increase employee loyalty and commitment to the company.

Low employee motivation can lead to negative consequences in the company: a drop in labor productivity; deterioration of the socio-psychological climate in the team; decrease in the quality of labor; deterioration of the company's image in the market.

Knowledge of the mechanism of motivation allows the manager to diversify the forms of recognition and assessment of the work of employees and to use them effectively in various situations.

2.2 Types of motivation

Positive and negative motivation... Motivation based on positive incentives is called positive. Motivation based on negative incentives is accordingly called negative.

Positive reinforcement forms an attitude in which the employee seeks to perform such tasks, to such a quality of work, through which his expectation of fair remuneration (praise) is justified. At the same time, he naturally avoids such actions that may end in unpleasant consequences. Positive measures are more effective than negative ones (negative reinforcement). But often in the work there are situations when it is simply impossible to avoid the use of negative measures. Here it should be borne in mind that such influences, applied alone with a subordinate, give a much greater result than those used in the presence of other workers.

External and internal motivation... Extrinsic motivation is associated with the assessment of the employee's success by the company's management. The organization sets before him specific goals and prospects, creates working conditions.

Internal factors of motivation imply that the employee himself evaluates his results, and he himself realizes what tasks he must perform.

It is good if the management's assessment forms the employee's self-assessment of their results. As a result, the external assessment of the management and the internal assessment of the employee will coincide. “If the management praises me, then I am doing well. If she scolds, then I am doing poorly, ”- this is how an employee will reason, for whom the assessment of the management is authoritative and meaningful.

But if the manager does not notice the achievements of his employee, this can lead to the fact that the employee's dissatisfaction will increase due to the discrepancy between his self-esteem and management's assessment of the results of his work.

General corporate, group and individual motivation... Typically, companies have developed a general corporate incentive system. However, recently the question of the need for individual incentives for key employees, as well as group incentives for individual groups of employees, has become relevant. Because different employees have different needs and interests, personalized motivation for high-value employees is becoming more and more popular.

Self-motivation... Self-motivation of management and employees is based on the allocation of incentives to work that are significant for them personally. This can be interest in work, joy in the profession, recognition of one's activity as necessary for society, etc.

The self-motivation of the leader and his attitude to work affect the activities of the entire company. Middle managers, through their moods, inspire the performing staff.

Material methods of motivation. It is not always correct to talk about the priority of material motivation and its greater efficiency, in comparison with non-material motivation. Although material motivation has certain advantages. In particular, it is the most universal, since, regardless of their position, employees value more monetary incentives and the ability to dispose of the funds received. In some cases, employees are even ready to exchange any methods of non-material incentives for their cash equivalents.

Salary. The most effective way of material motivation is to raise wages, and the most important thing is to determine the size of the change in wages. In order to get a real return from the employee, the size of the expected remuneration must be substantial, otherwise it may cause an even greater reluctance to fulfill their official duties. Some managers take the path of least resistance and periodically increase employees' salaries by small amounts, but even a one-time, but significant increase in salary is more effective for motivation.

Ideally, the decision to raise wages should be made by the employer on his own initiative, but this, as a rule, does not happen - at least in our conditions. Based on this, the demand for a revision of wages is becoming a common method of blackmail by some employees who threaten to leave their jobs. Often this method works, however, in this case, there can be no question of a significant increase in wages. For this reason, after a while, the employee again shows dissatisfaction with his salary, since there is a so-called "income addiction effect".

Prizes. Quarterly or monthly bonuses, as well as seniority bonuses, are one of the most common methods of material incentives. The main increase in the percentage of the seniority bonus falls on the first years of work in the company, when the employee works effectively for the good of the company and tries to maximize his potential. On the other hand, there is a risk that after 2-3 years the employee, for one reason or another, will want to change his place of work. The greatest stability is observed among the personnel who have worked for the company for more than 5 years, especially since by this time the seniority bonus already amounts to serious sums.

In Russian companies, it is not uncommon to issue "prize-prizes" - a monetary reward received by an employee spontaneously for any success. It is believed that the effect of surprise should inspire employees even more, but this only adds confusion, since the employee ceases to understand why in one case he received an award and in another he did not. For this reason, it is better to notify employees of those specific situations when bonuses are to be issued. On the other hand, if the bonus becomes an attribute of monthly income (for example, as for workers in industrial enterprises), then this also weakly motivates them to increase labor efficiency.

There are several basic provisions on premiums that do not affect the specifics of the company and are universal. The manager should be guided by them when introducing methods of economic motivation:

· Bonuses should not be too general and widespread, as otherwise they will be perceived simply as part of the normal salary under normal conditions.

· The bonus should be related to the personal contribution of the employee to the production, whether it be individual or group work.

· There should be some acceptable method for measuring this increase in productivity.

· Workers need to feel that the bonus is dependent on additional rather than normative efforts.

· The additional efforts of employees stimulated by the bonus should cover the costs of paying these bonuses.

Percent. The next method of material motivation is the most common in the field of trade and the provision of various services. This is a percentage of revenue, the essence of which is that the employee's earnings do not have a clearly defined limit, but depends on the employee's professionalism and his ability to stimulate the sale of goods or services. Some companies, which also rely on the qualifications of their employees, provide a different method as material motivation - a premium for professionalism. This incentive is awarded based on the results of attestation, which evaluates the employee's performance and his suitability for the position held.

Bonuses. The number of material incentives includes various bonuses, but their fixed amount often becomes demotivating. A fixed payment amount does not contribute to the desire to increase the achieved result, since the amount of monetary reward will still not change. Based on this, in order to increase motivation, it is recommended to use an extensive system of payment bonuses.

For top management, additional remuneration is provided for their contribution to improving general financial or economic indicators, such as reducing costs, increasing total profits, etc. Bonuses can be not only personal, but also team bonuses.

Additional payments for working conditions. Unfavorable working conditions, if it is practically impossible to improve them, should be compensated for by the employee, first of all by increasing the time of rest, additional free meals at work, preventive and therapeutic measures. Shift surcharges are established for work in the evening and night shifts. Additional payments for the level of employment during the shift are introduced mainly for multi-tool operators, adjusters and maintenance personnel. Also, additional payments are established when combining professions.

Sale of shares. If you sell a part of the company's shares to employees at a very low price, then all employees, even the lowest levels, will have an incentive to work and do everything for its prosperity.

Intracompany benefits. Also very effective means of motivation. They mean:

· Payment by the company for medical services;

· Insurance in case of long-term disability;

Full or partial payment of the employee's travel expenses to the place of work

· Providing its employees with interest-free loans or loans with a low interest rate;

· Granting the right to use the company's transport;

· vacation;

· Membership in clubs;

· Consulting on legal, financial and other problems;

· Food during work.

Present. The practice of motivating employees of firms with gifts has become widespread, but on condition that the gifts are consistent with their purpose. Gifts, while inexpensive, can stimulate people. They understand that the management sees in them not faceless workers, but notices the loyalty and zeal of everyone. A good incentive will be a gift dedicated to the end of work or the achievement of a goal by the team, to the employee's birthday. Gifts should not be annoying and should not involve any reciprocal obligations.

Also, the company can either provide its goods and services free of charge, or offer a significant discount for them.

Non-material methods of motivation. It should be noted that with all the effectiveness and universality of monetary incentives, limiting only to material motivation will not bring the desired result. Members of any team are people with different life values ​​and attitudes, besides, it is rather problematic to promote team building by issuing awards and bonuses. Moreover, material incentives are calculated on the basis of the results of the work performed and can vary even among people occupying the same position in the service hierarchy. All this often causes dissatisfaction and does little to create a healthy atmosphere in the team. In many cases, some kind of moral compensation and a balancing factor are simply needed, in the role of which are methods of non-material incentives.

There are many types of non-financial incentives. And the scope of this set is determined only by the desire and competence of the leader. The most commonly used types of non-financial incentives are listed below:

· Training (trainings, professional development programs);

· The possibility of self-realization and creativity (the content of the work, allowing you to go beyond);

· Stability and prestige (reputation and fame of the company itself);

· An attractive job title;

· Fixation of achievements (personal attention and encouragement from the authorities);

· Participation in decision-making (a sense of involvement of the employee himself in decision-making, for example, polls, voting, etc.);

Leadership style (the atmosphere in the boss's office, the style of meetings, the manner of communication between the boss and his subordinates)

Methods of non-material motivation include the creation of optimal working conditions for employees: the installation of new computer equipment, the creation of comfortable working areas for staff, improvement of the design of premises, the installation of modern air conditioning and heating systems, etc. family of employees.

2.1 Theories of motivation

From the point of view of the classification of H. Scholz, it seems expedient to divide the theories of motivation - depending on the subject of analysis - into three main directions:

Theories based on a specific picture of the employee - these theories proceed from a specific image of the employee, his needs and motives. These include such as "XY-theory" (by Douglas McGregor), Ouchi's "Z" theory.

Procedural theories - go beyond the individual and study the influence on motivation of various environmental factors. Theories of this type include the theory of labor motivation by D. Atkinson, the theory of justice by S. Adams, the theory of motivation by V. Vroom, the theory of Porter - Lawler, the theory of 12 factors by Richie and Martin.

In his work Motivation and Personality (1954), Maslow suggested that all human needs are innate, or instinctive, and that they are organized in a hierarchical system of priority or domination. This work was continued by other scientists.

Diagram of the hierarchy of human needs according to Abraham Maslow.

Steps (from bottom to top):

1. Physiological

2. Security

3. Love / Belonging to something

4. Respect

5. Cognition

6. Aesthetic

7. Self-actualization

Moreover, the last three levels: "cognition", "aesthetic" and "self-actualization" are generally called "The need for self-expression" (The need for personal growth)

Needs in order of priority:

Physiological needs. They consist of basic, primary human needs, sometimes even unconscious ones. Sometimes, in the works of modern researchers, they are called biological needs.

The need for security. After satisfying physiological needs, their place in the motivational life of an individual is taken by needs of another level, which in the most general form can be grouped into the category of security (need for security; for stability; depending; for protection; in freedom from fear, anxiety and chaos; need for structure, order, law, restrictions; other needs).

Need for belonging and love. A person longs for warm, friendly relations, he needs a social group that would provide him with such relationships, a family that would accept him as their own.

The need for recognition. Each person (with rare exceptions associated with pathology) constantly needs recognition, a stable and, as a rule, a high assessment of his own merits, each of us needs both the respect of the people around us, and the ability to respect ourselves. Satisfaction of the need for evaluation and respect gives rise to an individual's sense of self-confidence, a sense of his own worth, strength, adequacy, a feeling that he is useful and necessary in this world.

The need for self-actualization is clear that a musician should make music, an artist should paint, and a poet should write poetry, if, of course, they want to live in peace with themselves. A person must be who he can be. A person feels that he must correspond to his own nature. This need can be called the need for self-actualization. Obviously, different people express this need in different ways. One person wants to become an ideal parent, another strives to achieve sports heights, the third tries to create or invent. It seems that at this level of motivation, it is almost impossible to delineate the limits of individual differences.

There are a number of social conditions necessary to meet basic needs; improper fulfillment of these conditions can most directly impede the satisfaction of basic needs. These include cognitive and aesthetic needs.

The need for knowledge and understanding

Aesthetic needs. Aesthetic needs are closely intertwined with both conative and cognitive needs, and therefore their clear differentiation is impossible. Needs such as the need for order, for symmetry, for completeness, for completeness, for a system, for structure.

2.2 Modern methods of motivation

Among the many modern methods of motivation, we single out four main ones: coercion; reward; solidarity (identification); adaptation.

Coercion is based on the fear of being punished and experiencing negative emotions. In the material sphere, coercion is associated with fines, dismissals, transfer to another, low-paid position or job. In the socio-psychological sphere of management, the method of coercion most often uses forms associated with the fear of public humiliation, insult and / or stress. A person who is afraid of being offended or worried about his health becomes submissive.

The method of coercion does not lead to a reconciliation of the goals and interests of the organization and its employees, but only to the strengthening of their obedience. But obedience is not what it takes to be effective. Almost all advanced countries refuse to use this kind of coercion. However, American and European companies continue to use the threat of dismissal of employees, while Japan tries not to use coercive methods.

In the philosophy of universal quality, there is an extremely negative attitude towards the method of coercion based on fear, rudeness, rudeness. However, the correct application of the methods of coercion characteristic of administrative systems based on orders and orders is necessary. The methods of coercion should be “borderline” in nature, i.e. establish areas of action, which are not allowed to be overstepped. This is similar to the role of the law in the ordinary life of people. Without overstepping the boundaries of the law, a person can be sure that the methods of coercion are inapplicable to him. They may relate to production discipline, including the work schedule, compliance with the requirements of regulatory enactments (orders, orders), etc.

The remuneration can be carried out both in cash and in the form of a gift, additional leave, as well as in an intangible form - a reward, gratitude, popularization of an employee through the publication of materials about him in newspapers, radio. Of course, the situation in each business (manufacturing, service or trade) is unique. This means that any employee compensation scheme will be unique to each business. At the same time, one should imagine that reward is everything that a person considers valuable for himself and for which he is ready to work. Reward should always be associated with pleasant emotions and feelings of the employee.

However, one should not forget about the limited possibilities of material incentives, in particular, take into account the concept known in economics as a function of the utility of money. Its essence is that with an increase in the amount of money available to a person, the increase in the utility of a monetary unit decreases.

With some forms of remuneration for labor (for example, piecework and bonuses), an increase in the efficiency of individual labor is stimulated, with others - (share participation in profits and bonuses for entire groups of workers), collective labor. However, the most progressive systems of material incentives for labor proceed from the assumption that the majority of workers should strive to improve labor efficiency, regardless of what the contribution of each of them is.

Meanwhile, some specialists in the field of management dispute the effectiveness of material incentive systems based on labor results, citing the following main arguments: labor results are difficult to assess, monetary remuneration is not an ideal incentive, systems of material incentives for labor results often reduce the efficiency of management, systems of material incentives for results labor absorbs significant funds for their support,

Proponents of incentive incentives admit that many of these criticisms are correct, but they argue that it is the inept use of incentive systems, not the concept, that is to blame.

Using the method of solidarity or identification, through persuasion, education, training, as well as by creating a certain moral and psychological climate in the organization, employees develop aspirations that coincide or are close to the goals of the company. At the same time, the motives are perceived by the employees as internal. As a result, employees begin to view the organization's well-being as the foundation of their well-being, and its successes and failures as their own.

This is a very effective modern method of motivation, which is based on knowledge of social psychology, creating an atmosphere of a united team, family management style, etc.

Solidarity, mutual assistance, friendly relations between workers, management, departments and teams of different levels are one of the main methods of motivation.

Adaptation, as a method of motivation, is most applicable for managers of the middle and even upper levels of management. It allows employees to influence the goals and objectives of the organization itself, adapting them in part to their goals. People are more willing to follow their own attitudes than strangers. The strength of this method of motivation, first of all, is that employees who influence the goals and objectives of the organization have a feeling of a co-owner, an accomplice in the most important strategic issues of the existence of the organization or their unit. This method is accompanied by extensive delegation of authority, which makes it easier for more and more employees to choose the goals and objectives of the organization. This is a powerful motive for internal alignment of the firm's goals with the individual goals of individual employees and departments.

It should be emphasized that modern methods of motivation are designed, on the one hand, for well-educated personnel with high self-awareness and freedom of choice. On the other hand, training and self-training is becoming a constant part of the life of companies, whose employees must be motivated to learn. Together, this leads to the creation of a new climate and a change in the corporate culture of organizations towards the formation of industrial relations based on the principles of universal quality.

The term "intrinsic motivation" was first introduced in 1950. In the late 50s. two works appeared: a book by R. Woodworth and an article by R. White. In The Dynamics of Behavior (1918), Woodworth proclaimed the principle of primacy of behavior as opposed to the behaviorist principle of primacy of stimuli. R. White in his article "Reconsidering motivation: the concept of competence" proposed a conceptually more developed model of motivation. He introduced the concept of "competence", which unites such types of behavior as groping, examining, manipulating, constructing, playing, and creativity. He believes that all of these behaviors, during which the body does not receive any visible reinforcement, have one goal: to increase the competence and efficiency of a person. The force behind this quest for competence is "motivation through a sense of effectiveness." This type of motivation occurs whenever a person is prompted by a need for efficiency, competence and skill. So, we can say that intrinsic motivation is a construct, a type of behavior that originates from within the personal self and is completely within the behavior itself. As V.I. Chirikov in "Self-determination and intrinsic motivation and human behavior", "intrinsically motivated activities do not have rewards, except for the activity itself. People are involved in this activity for its own sake, and not to achieve any external rewards. Such activity is an end in itself, but a means to achieve some other goal. "

The student comes home with delight and says that there was an interesting lesson at school, and he wants to read the encyclopedia so that tomorrow he can participate in the discussion. The student demonstrates an example of intrinsically motivated behavior. In this case, the focus on completing the lesson stems from the content of the lesson itself and is associated with interest and pleasure that accompany the process of learning and discovering new things. We can say that intrinsic motivation is more effective and lasts longer than extrinsic motivation. This is a kind of end in itself: a person does something because he understands the meaning and purpose of his work, feels the importance of his contribution to the overall process and this activity gives him pleasure.

In the workplace, intrinsic motivation aims to develop a long-term positive attitude towards work in the employee. Intrinsic motivation arises for a long time, the main task of managers is to create entrepreneurial cultures by their actions, in which high internal motivation of employees can be formed. The most important basis for the development of intrinsic motivation is a participatory collegial management style. It manifests itself in the following.

Motivation by example - honesty in words and deeds, constant improvement of your work, fulfillment of promises, consistency in actions, etc.

Motivation by leadership methods - clear and open leadership principles, a clear organizational structure, management based on goals and results, recognition of the results achieved, involvement in the process of resolving managerial issues, joint search for errors, etc.

Intrinsic motivation is more effective, but more difficult to implement. To understand its meaning, you must learn:

work is a continuation of a person's life, on it he spends a huge part of his life. This time should be enjoyed with pleasure, and not seen as serving a heavy duty.

work must morally satisfy a person, he must see the results of his work, its usefulness, necessity.

a person at work should feel their social status, authority among colleagues, in the family, etc.

The main methods of introducing internal motivation include the attitude of management towards ordinary workers, the creation of quality circles, conducting a survey among employees, working to rally the working team, and introducing a corporate culture.

10.09.2011

INTERNAL AND EXTERNAL STAFF MOTIVATION: ESSENCE AND DIAGNOSTICS

Vadim Subbotin, Director of Antropos Consulting

I have already touched upon the issue of internal and external staff motivation in the articles:

(points 4 and 5);
; .

In this case, I will dwell on these types of motivation in more detail.

Intrinsic motivation (intrinsic motivation ) takes place when a person is interested in the matter in which he is engaged, in itself, its content; when a person feels pleasure from the process of work; when the work delays, captivates and is performed not for the sake of something external (reward, honors, etc.), but for its own sake.

Extrinsic motivation (extrinsic motivation ) takes place when a person is motivated by something "outside" the content of the work, which is external to it: money, recognition, prestige, etc. The work is only a means of obtaining some result external to its content.

Research shows (see, for example, Amabile, et al., 1994; Watanabe & kanazawa , 2009 ), that people with a predominance of intrinsic motivation are characterized by the following features.

They are prone to independence and independence in setting goals, they want and can work without external pressure (without the "carrot and stick"). They tend to strive to achieve mastery in the business to which they have dedicated themselves. They are not only not afraid, but also strive to solve difficult problems, since they see them as an opportunity for their professional growth. They are immersed in their work. They are curious and inquisitive.

On the other side, people with pronounced extrinsic motivation

attach great importance to how other people evaluate them. Outwardly motivated is inherent competitiveness, the desire to compete, win, win. The outwardly motivated highly value material incentives (money, property). It is extremely important for them to win respect, prestige, fame and recognition.

Internally motivated in comparison with externally motivated ones, they are more productive in acquiring new knowledge(McCullers & Martin, 1971; Bahrick, Fitts, & Rankin, 1952), in solving complex intellectual problems(Glucksberg, 1962 ), have a higher level of intelligence and creativity (creativity)(Amabile, 1979, 1982, 1985, 1987; Amabile & Gitomer, 1984; Amabile, Goldfarb, & Brackfield, 1990; Amabile, Hennessey, & Grossman, 1986; Bartis, Szymanski, & Harkins, 1988; Koestner, Ryan, Bernieri, & Holt, 1984; Kruglanski, Friedman, & Zeevi, 1971 ( Amabile, et al., 1994).

On the other side, externally motivated They tend to work with clearly defined rules, prefer an orderly social environment, follow well-established procedures and like it when they are not set goals by themselves, but by someone else.

How are external and internal motivations connected? ?

These are two poles of the same scale: the larger one is, the smaller the other, and it is impossible to have high external and internal motivation at the same time?

Or are they independent types of motivation, and all combinations are possible: can you have a high level of both motivation, a low level of both, and also a low level of one and a high level of the other?

There is an answer to this question. Research shows(Amabile, et al., 1994), that there is no statistically significant correlation between these types of motivation, and therefore the second of the assumptions is true: external and internal motivation are independent.

To assess the level and ratio of internal and external motivation, I can offer ( Work Preference Inventory - WPI, Amabile, Hill, Hennessey, Tighe, 1994).

Literature:

Amabile, T. M. (1979). Effects of external evaluation on artistic creativity. Journal of Personality and Social Psychology, 37, 221-233.

Amabile, T. M. (1982). Children "s artistic creativity: Detrimental effects of competition in a field setting. Personality and Social Psychology Bulletin, 8, 573-578.

Amabile, T.M., Hill, K.G., Hennessey, B.A., Tighe, E. M. (1994). The Work Preference Inventory: Assessing Intrinsic and Extrinsic Motivational Orientations. Journal of Personality and Social Psychology , Vol. 66, No. 5, 950-967.

Amabile, T. M. (1985). Motivation and creativity: Effects of motivational orientation on creative writers. Journal of Personality and Social Psychology, 48, 393-399.

Amabile, T. M. (1987). The motivation to be creative. In S. Isaksen (Ed.), Frontiers in creativity: Beyond the basics(pp. 223-254). Buffalo, NY: Bearly Limited.

Amabile, T. M., & Gitomer, J. (1984). Children "s artistic creativity: Effects of choice in task materials. Personality and Social Psychology Bulletin, 10,209-215.

Amabile, T. M., Goldfarb, P., & Brackfield, S. (1990). Social influences on creativity: Evaluation, coaction, and surveillance. Creativity Research Journal, 3, 6-21.

Amabile, T. M., Hennessey, B., & Grossman, B. (1986). Social influences on creativity: The effects of contracted-for reward. Journal of Personality and Social Psychology, 50, 14-23.

Bahrick, H., Fitts, P., & Rankin, R. (1952). Effects of incentive upon reactions to peripheral stimuli. Journal of Experimental Psychology, 44, 400-406.

Bartis, S., Szymanski, K .., & Harkins, S. (1988). Evaluation of performance: A two-edged knife. Personality and Social Psychology Bulletin, 14, 242-251.

Glucksberg, S. (1962). The influence of strength of drive on functional fixedness and perceptual recognition. Journal of Experimental Psychology, 63, 36-41.

Koestner, R., Ryan, R., Bernieri, F, & Holt, K. (1984). Setting limits on children "s behavior: The differential effects of controlling vs. informational styles on intrinsic motivation and creativity. Journal of Personality, 52, 233-248.

Kruglanski, A., Friedman, I., & Zeevi, G. (1971). The effects of extrinsic incentive on some qualitative aspects of task performance. Journal of Personality, 39, 606-617.

McCullers, J. C, & Martin, J. A. G. (1971). A reexamination of the role of incentive in children "s discrimination learning. Child Development, 42, 827-837.

Watanabe, S., Kanazawa, Y. (2009).A Test of a Personality-Based View of Intrinsic Motivation.Japanese Journal of Administrative Science, Vol. 22, No.2, 117-130.

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