Recognition from management and colleagues increases people's satisfaction from their work, from being at the firm, from contact with those around them in their everyday business environment. Recognition allows a person to believe in the reliability and stability of the firm's position, to get satisfaction from his status, from his position in the team. Finally, recognition allows everyone to feel their individuality and strive for its further development. There are several forms of incentives for employees.

1. Material compensation for increased labor costs... They can take many forms. Wages, material compensation can take the form of various kinds of commissions, the provision of opportunities to purchase shares at par and participation in profits. The type of material compensation can be various kinds of social guarantees - payment for education, medical care, meals at the expense of the company, etc.
2. Cash reward for high performance, major engineering and scientific achievements that are crucial for the firm, for proposals related to the prevention of various problems. The awards do not have to be large, the main thing is unexpected and such that everyone knows about them.
3. Promotion... But it only affects those who make a career, and there cannot be many of them due to the limited number of vacancies.
4. Free time promotion.
5. Public recognition of the team's merits and individual employees through extensive information about them in large-circulation print and on special stands, presentation of commemorative signs and certificates, announcement of gratitude at meetings, rewarding with tourist trips, tickets.
6. Personal recognition by the management of the firm or division.

Here are some useful tips on effective employee motivation given by American scientists D. Yankelovich and D. Imerver. They believe that remuneration should be directly related to activities that lead to an increase in the efficiency of the firm as a whole. Moreover, each employee must explicitly receive "his" share of the earnings. People need to express public, tangible recognition for above-average performance. At the same time, a conflict of interests of employees and their contradictions with the goals of the company should be avoided. It is recommended to encourage subordinates to develop, together with managers, those indicators by which they will then be evaluated. But at the same time, you should not create a significant gap between the promises of management and the actual reward of employees, create special privileges for the management, increasing the already large gap between him and those who actually do day-to-day work.

Recently, in Russia, premium models of wages have been implemented by attracting workers:

• to participate in income: from the amounts of income, each employee is paid remuneration, the amount of which is determined based on the results of an assessment of his performance of the production task (remuneration is paid even when there is no profit from production activities);
• to profit sharing: employees receive differentiated annual remuneration from company profits;
• to participation in capital: employees receive bonuses in the form of shares at their par value.

In recent years, the most often used are group bonuses for workers associated with an increase in labor productivity:

• Scanlon's system, according to which part of the amount saved as a result of a decrease in the cost of sold products in the share of labor costs for employees (compared to the standard) is distributed among employees;
• the Rucker system, which provides for the payment of part of the funds saved to employees as a result of a decrease in the share of total labor costs in net production against its standard value;
• system "Improsheire", which makes bonuses to employees dependent on overfulfillment of production standards.

In addition, individual bonus systems are widely used, such as bonuses for defect-free work, for innovation, for completing a specific task (for product quality, reduction of rejects, etc.).

For the formation of interest in the final results of enterprises and their structural divisions, the amount of bonuses to employees at many of them is made dependent on these results. The amount of remuneration usually rises sharply with an increase in the level of influence on the final result (for example, from 5–7% of the constant part of wages for workers, to 50–120% for top management). In the event of deterioration in performance results, the greatest losses in wages are incurred by the specialists of the administrative apparatus and managers, and the greater, the higher their rank.

Analyzing the problem of remuneration in connection with the corporatization of Russian enterprises, the following should be noted. With the transformation of a state-owned enterprise into a joint-stock company, the principle of profit distribution changes radically. Now each working shareholder bears real economic responsibility for the successful operation of the enterprise and must receive part of the profit, primarily in the form of dividends and his shares. In this regard, it is very important that third-party shareholders do not allow unnecessary redistribution of profits in favor of the labor collective, as is often the case at privatized enterprises in Russia. Such enterprises practically do not pay dividends, invest insufficient funds in the development of production, but have a salary level that is significantly higher than that prevailing in the region, build and sell housing for their employees on preferential terms, provide them with preferential loans, etc.

However, the main task of any commercial organization is to make a profit in the interests of all participants, and the social development of the labor collective and its stimulation from profit is only one of the tools for achieving this goal.

An equally important point is the cardinal improvement of labor rationing. It became possible as a result of the termination of state regulation of tariffs, in which the norms carried an unusual function of regulating wages (they were developed deliberately understated). In order to streamline wages, the applicable output standards should be revised.

The use of any bonus systems should be limited only to the sphere of those industries or professional groups where they really "work" to improve efficiency.

In this regard, it is possible to formulate the main directions for improving wages at privatized enterprises, taking into account the Russian management practice:
Part of the profit going to stimulate and social needs of the team should be reduced and severely limited. Only a part of the profit received as a result of the growth of labor productivity should be directed to bonuses to personnel for the final results of activities.

The main part of the wages of most workers should be a fixed part (tariff with additional payments). The amount of bonuses should be insignificant for workers (7-10%) and increase for other professional groups as their influence on the final results grows (up to 50-100% at the level of the enterprise's management).

Labor rationing should become an important element and cover the maximum number of workers and employees.

“Rigid” tariff scales should be replaced by “flexible” ones, which provide for several rates for each tariff category.

The use of any special bonus systems (for fuel economy, long-term operation of the tool, etc.) must be limited to those industries and professions where they really affect the increase in production efficiency, differentiating the size of the bonus within personnel groups according to the degree of influence of workers.

The heads of enterprises and their divisions should be stimulated by both current results (maximizing profits) and long-term results (high efficiency in the future). In order to stimulate long-term results, it is recommended to use an option system.

The basis of the salary is the basic part. It is a mandatory basis for remuneration for work. Compensation and incentive payments are considered from her, except for those that are paid in a fixed amount. We will tell in the article how incentive payments to employees are calculated, what types of them are.

Types of incentive payments

These include rewards:

• For the intensity and achievement of high performance indicators;
• For seniority and length of service;
• For the quality of the performed duties;
• Performance bonuses for the reporting period.

There are also other types of incentives, for example, for a healthy lifestyle, for improving professional skills, etc. The system of incentives for personnel in the budget is developed by the economic department in agreement with the head of the institution.

The list of payments is not regulated by laws. The employer has the right to set them at his own discretion. Their goal should be to increase the incentive of employees to work, increase their professional level, reduce staff turnover and attract competent specialists to the labor process.

The incentive system is fixed in a local act. This can be the Regulation on bonuses, on remuneration for work or on incentive surcharges. Employee incentive payments can be assigned at the request of the employee's immediate superior. The document is submitted to the head for consideration along with supporting papers, for example, an assessment sheet.

Providing incentives to staff is a right, not a responsibility of the manager.

Performance criteria based on results and quality of work

Payments are assigned to an employee based on criteria. With their help, the results of the work and its quality are assessed. This takes into account the recommendations of the structures of the executive power. The criteria for the appointment of additional payments and their value are fixed in the internal regulatory documents of the institution, collective agreements and labor agreements. They are developed by the institution independently.

The principles reflected in paragraph 16 of the Unified Recommendations can be taken as a basis. They were approved by the Tripartite Labor Commission No. 12 of December 25, 2015. Performance criteria are developed taking into account the principles reflected in the table.

In some organizations, the founders may determine the performance criteria. For example, for organizations subordinate to the Ministry of Emergencies, they are set in Appendix 3 to the Order of the Ministry of Emergencies No. 545 dated September 22, 2009.

Payments to public sector employees

From 2010, the volume of incentive allowances should be equal to 30% of the funds allocated by the budget for salaries. With changes in the system of earnings of state employees, the conditions of incentives and their value are reflected in agreements with employees. The Recommendations, by order of the Ministry of Labor of the Russian Federation No. 167n of 04/26/2013, provide a list of payments. They are presented in the table.

Regulations on incentive payments

The document is developed by the organization independently. In this case, you can use the Program for Improving the Salary System, approved by Government Decree No. 2190-r of 11/26/2012. Based on this document, in order to improve the incentive system, it is necessary:

• Introduce an interconnected system of performance criteria;
• Establish premiums in line with performance indicators;
• Cancel ineffective payments;
• Apply an independent assessment of the quality of work in the organization.

Management, when creating a provision on payments, should conduct an analysis of existing incentives in the organization. Abolish those that do not motivate staff to improve the quality of their work and productivity.

The Regulations indicate the frequency of payments, terms, size, appointment indicators, categories of employees to whom the incentive applies.

Incentive payments to preschool educational institutions

According to the letter of the Ministry of Education and Science No. 03-599 of 03/31/2008, the preschool educational institution must, on its own, distribute the money allocated from the budget for material and technical, educational needs and salaries. It was recommended to allocate for labor stimulation from 30 to 40% of the total wages fund (payroll). The institution has the right to establish the specific value of the indicator independently.

The main criteria for stimulating the work of preschool educational institutions include the following:

• Broadening the horizons of children;
• Revealing the special abilities of the wards;
• Contact with parents;
• Improvement of developmental programs;
• Conducting wellness procedures;
• Helping children from disadvantaged families;
• Creation of visual elements: posters, panels, crafts, etc.

For the heads of preschool educational institutions, the fund for additional payments is formed by the municipality centrally. It is recommended to make contributions to it in the amount of 5% of the funds for salaries. The Department of Education assigns additional payments.

The conditions for bonuses to preschool educational institutions were proposed by the Ministry of Education and Science in the Regulation on the distribution of the incentive share of the payroll. Incentives are established and distributed by the head of the institution in agreement with the local government body.

Example 1. Seniority allowance

The agreement with the person accepted by the educator includes a clause on the incentive increase for the length of service. After 3 years of continuous work in the institution, a person will receive a 20% salary increase, and after 6 years - 30%. This measure encourages the employee to work at this place as long as possible.

Payments to teachers and university teachers

Teachers' earnings consist of two parts: base and incentive. According to the Unified Recommendations, the part of the money of the general payroll for the payment of the basic part of earnings should be at least 70% for university teachers and at least 60% for other educational institutions.

As in other budgetary areas in education, the procedure for stimulating employees' work is fixed in local documents of the organization, collective agreements and agreements. Institutions with the obligatory participation of a representative of the Governing Board of Education should develop and make decisions on the spending of incentive amounts.

The union and workforce members must also be present. The summary information should be freely available on the organization's website. The same composition determines the indicators of the effectiveness of pedagogical work, the criteria for taking into account the results of work.

The approved allowances are prescribed in an agreement with the teacher in numerical terms or in the form of a reference to the local act of the institution.

As a rule, the incentive fund is divided among the staff according to a point system. Payments are calculated on the basis of scorecards. They contain the results of the teacher's work and the amount of encouragement. To determine the amount of the allowance for the teacher, the following calculations are made:

1. Determine the total number of points for each employee.
2. The value of the point is calculated. To do this, the incentive payroll is divided by the total number of points earned by the staff.
3. For each teacher, his points are multiplied by the cost of one.

The decision is coordinated and approved with the participation of the Governing Council, representatives of the trade union and the team. Based on the results of the discussion, an order or administrative act is issued to stimulate personnel.

Incentives for health workers

The salary system in medical institutions is regulated by the Decree on the introduction of new salary systems No. 583 of 05.08.2008. Its composition is presented in the table.

Medical institutions have the right to independently prepare a system of incentives for the work of their employees, based on the norms of the law. It is fixed in the corresponding Regulations. The document must contain the following basic information:

• From what sources the funds are taken for payments;
• What categories of workers are entitled to receive incentives;
• The procedure for calculating surcharges;
• The amount of the allowance per month at the expense of funds from entrepreneurship and compulsory health insurance (MHI);
• The procedure for assessing the work of the medical staff for calculating payments.

Example 2. Calculation of the doctor's salary

Salary of a dermatologist 25,000 rubles. The institution's regulatory documents provide for incentive payments for seniority and qualification category. The doctor has been working in the hospital for more than 10 years, for the length of service he receives a monthly increase of 20% to the salary. It has the highest category, which adds another 30%.

The doctor's salary will be:

25,000 * 20% + 25,000 * 30% + 25,000 = 37,500 rubles.

The main criteria for calculating incentive co-payments to health workers are the use of innovative methods of treatment, patient satisfaction with the quality of services, advanced training and application of the knowledge gained in work, the absence of complaints, fines, etc.

Heading "Questions and Answers"

Question number 1. The employee repeatedly skipped work. The director decided to deprive him of the prize. How to arrange it?

The regulations on bonuses establish the criteria for calculating additional payments and cases when the incentive is not paid. For example, it is not awarded for a disciplinary offense. The manager must issue an order to issue a reprimand to the employee and familiarize him with it under his signature. Based on this document, the premium can be waived.

Question number 2. What is the difference between compensation payments and incentive payments?

If the working conditions deviate from the norms, compensatory premiums are applied, incentives are used to encourage employees and increase their interest in the production cycle.

Question number 3. Can an employee on probation qualify for incentive payments?

Test workers have the same privileges as the rest of the staff (Article 70 of the Labor Code of the Russian Federation). Information about the amount of the incentive and the procedure for its payment must be indicated in the employment agreement with the employee.

Question number 4. Can the amount of incentive payments be changed?

Can. If the amount of the surcharge is reflected in the contract, then the employee should be notified of changes in the terms of the agreement at least 2 months before the proposed innovations under the signature (parts 1, 2, article 74 of the Labor Code of the Russian Federation). Then a supplementary agreement to the contract is issued. Changes are also made to all local documents regarding the changed payments.

Question number 5. What is the allowance for teachers?

The main criteria for stimulating the work of teachers are: periodic professional development, extracurricular work with students, the introduction of individual plans and teaching methods, classes with preschoolers, the organization of sections and circles, the growth of children's academic performance, etc.

So, incentive payments allow not only to improve the financial situation of employees, but also have a beneficial effect on the results of work in institutions.

"Personnel officer. Personnel record keeping", 2008, N 3

Internal regulations on staff incentives

The personnel incentive system developed at the enterprise should be formalized in the form of local regulations. This can be a single intra-company document (Regulation on remuneration and material incentives), which defines the conditions and mechanisms of monetary remuneration for employees, or a number of documents in which the salary system, bonus system and system of social benefits are separately prescribed. In any case, the structure and content of the Regulation should contain the goals and objectives of the document, an indication of the categories of personnel to which the document applies, a description of the system and mechanisms for determining the constant and variable parts of the monetary remuneration, the terms of the regulation and the conditions for its modification.

The use of local regulations governing the issues of remuneration, allows you to obtain social efficiency due to the following factors.

From the point of view of company management:

A system and consistency appears;

The presence of clear rules for the formation of salaries makes the staff more loyal and interested;

Increasing the attractiveness of the organization as an employer;

Material motivation of personnel becomes an effective tool for managing the development of an organization;

The size of the wage bill is made predictable and understandable;

When developing and implementing a motivation and incentive system, clear criteria are used to assess employees and departments focused on achieving the goals of the organization;

The number of social conflicts associated with dissatisfaction with the payment system is decreasing.

From a staff point of view:

Clarity is being introduced and strict rules are established regarding the formation and payment of wages, there is no more reason for dissatisfaction;

Reduces social tension in the team;

There is transparency in the wage formation system - the employee can calculate himself whether he has been paid the interest and bonuses correctly;

There is an opportunity to manage your income - it is clear what each employee needs to do for the organization in order to increase the individual income.

The regulation on remuneration, as a rule, is developed by the management of the organization, and the hired personnel are invited to accept and comply with its conditions.

Personnel Management Dictionary. Personnel is the personnel of organizations, including all employees, as well as working owners and co-owners.

Employer - an individual or a legal entity (organization) that has entered into an employment relationship with an employee. In the cases established by federal laws, another entity entitled to conclude employment contracts may act as a R.. R.'s rights and obligations in labor relations are exercised by: an individual who is R.; governing bodies of a legal entity (organization) or their authorized persons in the manner prescribed by laws, other regulatory legal acts, constituent documents of a legal entity (organization) and local regulations.

Stages of development of the Regulation on remuneration:

1. Creation of a commission for the development of the Regulations. Since this Regulation is one of the main local regulatory documents, the participation of heads of structural divisions is necessary in the development and approval of its individual clauses. In addition, various specialized specialists from the remuneration department, the personnel department, and the legal department are connected to the work. As a rule, the head of the commission is the director of personnel.

2. Determination of the subjects to which the Regulation on remuneration applies. As a general rule, personnel are persons who have an employment relationship with the company.

The provision on remuneration does not apply to persons providing services under civil law contracts. Another subject is the employer. Most often, by tradition, it is denoted by the concept of "administration". Instead of "administration", the term "leadership" can be used.

3. Formulation of the basic principles of the organization of remuneration. In the regulation of social and labor relations, the main principles are:

Compliance with the law;

Equality of the parties;

Voluntary commitment;

Avoiding forced or compulsory labor and discrimination in the world of work;

Stability of labor relations.

4. Determination of the structure of the Regulation and the formulation of the content of the sections.

Mandatory requirements for the structure of the Regulations on Remuneration have not been legally approved. Nevertheless, in practice, structurally, these Regulations, as a rule, have the following sections (Table 1).

Table 1

Structure and content of the Regulations on remuneration

5. Approval and signing of the document. The regulation necessarily contains visas for the approval of the members of the commission responsible for the development of the regulation. The regulation is signed by the head of the commission and approved by the head of the organization. If the company has a trade union organization or there is another representative body of employees, then the Regulation on remuneration must be agreed with them in the manner prescribed by the Labor Code of the Russian Federation.

The development of the Bonus Regulations is, as a rule, carried out by the heads of the in-house divisions. This allows you to take into account the peculiarities of production activities, the tasks facing the division, the specifics of the forms and systems of remuneration used. The developed regulations are adopted after agreement with the head of the enterprise and with the trade union committee, which ensures their compliance with the goals of the enterprise and the requirements of social protection of workers. Bonus provisions should be reviewed when a new collective agreement is concluded. This allows them to be adjusted in accordance with the change in the production and financial activities of the enterprise, the emergence of new guidelines when stimulating the labor activity of workers.

The main elements of the bonus system, which are reflected in the Bonus Regulations, are: indicators of the bonus conditions; sources of premium payments.

The Regulations on Bonuses also provide for the size (scale) and timing of bonuses, as well as the range of employees to be awarded.

Indicators and conditions of bonuses are divided into basic and additional. The choice of the main indicators is determined by the purpose of the bonus system, their fulfillment, as well as compliance with the basic conditions, are mandatory for receiving the bonus. If the main indicators and conditions are not met, the premium is not charged. Additional indicators and conditions in many ways play the role of "correctors" that do not allow the achievement of the main indicators to be carried out to the detriment of other aspects of the activity. The fulfillment of additional indicators and conditions is the basis for receiving the premium in full; if they are not met, the amount of the premium is reduced.

Bonus indicators can be absolute (expressed in natural, conditionally natural, labor and value units) and relative (coefficients, percentages, indices).

It is important to divide the bonus indicators into quantitative and qualitative. The quantitative indicators of bonuses include the fulfillment and overfulfillment of production targets for product output and increase in labor productivity, the introduction of technically sound norms and standards, etc. Qualitative indicators reflect not only the improvement in the quality of the products, but also positive changes concerning other technical and economic indicators of the enterprise. These indicators include: reduction in the labor intensity of products, savings in comparison with the established norms of raw materials, materials, fuel, tools and other material values; reduction of standardized losses of raw materials, fuel, energy, labor quality coefficient. If qualitative indicators of bonuses are accepted in the bonus system, then quantitative characteristics should be the conditions for the operation of this system. Conversely, if the bonus indicators are quantitative, then the conditions of the bonus system should reflect the requirements for achieving the appropriate level of quality.

The main sources of premium payments are the wage fund, enterprise profit, savings in working capital, raw materials, materials, fuel, and energy.

Bonus scales link the fulfillment or non-fulfillment of specific indicators and conditions with the amount (percentage) of the bonus or the amount of its increase-decrease.

The circle of bonuses determines the categories of employees who are encouraged under this bonus system.

In accordance with this goal, various classifications of awards and premium systems are used. So, depending on the number of indicators used in the incentive system and bonus conditions, simple and complex systems are distinguished, depending on the use of the incentive system in relation to individual employees or their group - individual and group.

The provision on bonuses can be developed for the enterprise and its structural divisions, as well as for certain categories of employees, positions, professions, qualification groups of certain professions. Bonuses can be paid at different intervals: for a month, quarter, six months, depending on the specifics of the organization of production and labor, the current accounting and reporting.

The development of the Regulations on Bonuses involves the establishment of short-term, medium-term, long-term or special goals. The set goals are achieved by using the following bonus systems: for the main results of activities, one-time bonuses, special bonus systems. Bonuses for the main results of activities are called current, payments are made monthly, one-time bonuses are one-time, providing for payments at the end of the year. Special bonus systems take into account the results of activities aimed at saving specific types of material resources, creating and introducing new equipment and technology, changing designs and technical characteristics, as well as the time to achieve this result.

The efficiency of the enterprise, the ability to respond quickly to changing market conditions and competitiveness to a significant extent depends on the degree of validity of the chosen system.

Bonus indicators should be focused on solving the problems of the enterprise;

It is necessary to assess the indicators of bonuses, providing a higher remuneration for work of greater tension;

The number of indicators and conditions for bonuses, as a rule, should not exceed three;

There should be no contradictions between indicators and conditions of bonuses;

The method of determining the premium and the scale of the award should be fairly simple;

The strength of the bonus indicators should be checked periodically;

The circle of employees to be rewarded should be determined by their influence on the indicators of bonuses;

The frequency of bonuses should constantly stimulate employees to improve their performance indicators;

Sources of payment of bonuses must correspond to the indicators and sources of bonuses and fully meet the need for financial resources necessary for the payment of bonuses;

The bonus system must be economically justified, which is confirmed by an assessment of the effectiveness of its application.

When developing provisions on bonuses, it seems appropriate to lay in them the three-stage principle, which is common in enterprises of countries with developed market economies, according to which it is necessary:

1) at the first stage, accrue bonuses for the performance of indicators that characterize the activities of the entire enterprise;

2) at the second stage at the level of structural divisions, when giving bonuses, use specific indicators that characterize their activities: for accounting - the performance of their official duties, at a highly professional level, which consists in minimizing taxes from the enterprise; for the sales department - fulfillment of the plan for the receipt of funds to the settlement account of the enterprise; for the transport department - fulfillment of the plan for the dispatch of goods, etc.;

3) at the third stage, use bonuses for the performance of individual indicators that characterize the efficiency of the labor activity of an individual employee.

Bonus is one of the most flexible elements that form employee remuneration. Unlike tariff rates and official salaries, the bonus is not a guaranteed payment; its size can vary significantly depending on many factors. The premium will have the strongest impact if the following requirements are met:

Employees must have timely and comprehensive information about the indicators and conditions of bonuses, as well as other aspects of the bonus system;

A clear focus on the results that the organization wants to achieve using certain bonus systems is necessary, with an easy-to-understand relationship between these results and the remuneration for employees;

The indicators and conditions of bonuses must be in accordance with the requirements of the legal framework and the conditions for conducting the technological process in compliance with safety regulations, sanitary and hygienic norms and standards.

The practice of enterprises shows that the bonus is established, as a rule, not only in accordance with the results of the employee's work, but also taking into account the duration of his continuous work experience at this enterprise, therefore, bonus provisions and provisions on remuneration in force at the enterprise should be in full compliance.

The bonus system may have several bonus provisions. The provisions relating to one bonus system contain elements reflecting its principal features. The content of the provisions on bonuses is determined by specific tasks and conditions for stimulating labor.

E. Mitrofanova

State University of Management

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• Motivation, Incentives and Labor Remuneration

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Russian Federation

Ministry of Education and Science

FGBOU VPO

Tyumen State University

Institute of Mathematics Natural Sciences Information Technology

Department of "Botany, Biotechnology and Landscape Architecture"

Test

on the subject: Management

on the topic: Non-traditional labor incentive systems in organizations

Completed:

Yanbaev A.S.

Tyumen 2012

• Introduction
• 1. Literature review
• 1.1 Incentives for labor in enterprises
• 1.2 Traditional methods of stimulating labor in enterprises
• 1.3.4 Bonus systems
• 2. Research results
• conclusions
• Bibliography

Introduction

As you know, traditional methods of labor stimulation have significant drawbacks. Under the traditional system of remuneration, material incentives for an employee consist of two parts - wages and bonuses, which leads to such disadvantages as the lack of linking the amount of the bonus from the results of the employee's work, centralization, "independence" of the amount of bonuses of an individual employee from the size of the income of the entire organization, low rate of growth of wages of workers of various levels in "detachment" to the dynamics of the labor market.

To overcome these disadvantages, to reduce their number, along with traditional methods, non-traditional methods of stimulation are used. These methods are especially widespread in Western countries. Non-traditional methods in combination with traditional ones should more effectively stimulate work in the enterprise, increase labor productivity.

The purpose of this work is to study non-traditional methods of labor stimulation.

Tasks:

1. Get acquainted with the concepts of traditional and non-traditional methods of labor stimulation.

2. Compare these methods, identify the advantages and disadvantages of non-traditional methods.

3. To evaluate their possibility for practical application in enterprises.

1. Literature review

1.1 Incentives for labor in enterprises

Stimulation as a way of managing the labor behavior of an employee consists in a purposeful impact on the behavior of personnel by influencing the conditions of his life, using the motives that drive his activities.

In the broad sense of the word, incentive is a set of requirements and the corresponding system of rewards and punishments. Incentives presuppose that the management bodies have a set of benefits that can satisfy the needs of the employee that are significant today and now and use them as a reward for the successful implementation of labor functions. Distinguish between moral, organizational and a number of other types of incentives.

Incentives can be any benefits that satisfy significant human needs, if their receipt involves work. Stimulation is an external motivation, an element of a work situation that affects human behavior in the world of work, a material shell of personnel motivation.

The purpose of incentives is not to induce a person to work at all, but to induce him to do better (more) what is conditioned by the labor relationship.

1.2 Traditional methods of stimulating labor in enterprises

The traditional compensation system is a system of employee remuneration, which is based on the principle of determining the remuneration of each employee (the size of the official salary and a set of material benefits) as a function of two variables: the internal value of the workplace he occupies and its absolute (market) value.

Traditional bonus systems, as a rule, consist in the fact that for the achievement of certain results (characteristics of bonuses), the employee additionally receives an amount in the amount of a certain percentage of the wage rate (salary).

Thus, the size of variable payments still depends on the size of the base payments. This also leads to the drawbacks of conventional bonus systems.

The traditional methods of incentives include a time-based wage system. labor incentive bonus bonus

In a simple time-based system, wages are charged at the established tariff rate (salary) for the hours actually worked.

According to the method of calculating wages, a simple time-based system is subdivided into three types:

· Hourly;

· Daily;

· Monthly.

Time-bonus system of remuneration. T

Traditionally, widespread use is at enterprises, both foreign countries and Russia, time wages, supplemented by bonus payments for fulfilling the plan for the volume and quality of products, respect for equipment and tools, economical use of raw materials and materials, etc.

The efficiency of the time-bonus system is ensured not only by bonus payments, but also by the establishment of standardized tasks for time workers.

To establish standardized tasks at the enterprise, technically sound labor standards must be developed.

The time-bonus wage system is used to pay managers, specialists, other employees, as well as a significant number of workers.

1.3 Non-traditional labor incentive systems

These include systems of full compensation, which are based on the principle of a rational combination of all types of payments based on the fact that:

* basic pay corresponds to the market value of the employee of the level of his education, qualifications, skills and competence. Thus, the base payment is personal;

* variable payments depend on the results of the work of the working group (brigade) or the whole company, as well as on the contribution of a particular employee to achieving common goals and improving the work of the entire company as a whole (and not just at one workplace).

Variable payments (from time to time in the literature they are conventionally called non-traditional methods of motivation) include, in particular:

1) variable wage systems (or personal incentive systems);

2) systems of group bonuses;

3) payment systems for knowledge and competence, etc .;

4) bonus systems.

Let's consider these non-traditional wage systems in more detail.

1.3.1 Variable wage systems

Variable wage systems traditionally include such forms and methods of remuneration as piecework wages, bonuses, the amount of which depends on the hourly wage rate (traditional bonus systems), commissions (sales incentive system), receiving a fixed percentage of the margin under the contract, receiving a fixed amount of money for each unit sold, as well as personal bonuses to managers, etc.

The base of variable wage systems includes certain criteria, the fulfillment of which implies the receipt of additional remuneration by the employee. Calculation formulas are used to determine the amount of remuneration.

The close relationship between the achieved results and the amount of remuneration determines the effectiveness of such systems in terms of stimulating and motivating work. Their advantages over other types of variable payments include the fact that each employee is able, without the help of others, to quantify the results of his own labor (he understands the number of products made, the number of units of products sold, etc.). In addition, a short time passes between the result of work and remuneration, which increases the visibility of the "result - reward" relationship.

At the same time, variable wage systems (personal incentives) in many versions are aimed at developing competition between individual employees of the company.

Piecework form of payment is one of the forms of the tariff system and is used where it is possible to take into account the quantitative characteristics of the results of labor and to standardize it.

In the case of piecework, the employee's work is paid at piece rates in accordance with the amount of products produced (work performed, services rendered). Note, however, that piece prices are determined by two methods:

* dividing the hourly (daily) tariff rate corresponding to the level of work performed by the hourly (daily) rate of output;

* multiplying the hourly (daily) tariff rate, corresponding to the level of work performed, by the established rate of time in hours (days).

Thus, the piece-rate form of wages is a modified form of hourly wages, although at first glance it may seem that the payment is made only on the basis of the results of labor.

The piece-rate form of remuneration is convenient for the employer, since it foresees payment only for practically manufactured products (work performed, services rendered). In this case, unproductive labor is not paid. But the stimulating value of this form of remuneration is reduced by the fact that the employee has the opportunity to find an enterprise that has higher tariff rates and where he will receive the same or more remuneration without increasing labor productivity.

It is possible to increase the interest of workers in increasing productivity and improving the properties of labor by introducing additional conditions that affect the procedure for calculating the amount of wages. At the same time, the following types of piecework wages are distinguished (typical for Russian companies).

Piece-piece-progressive form of remuneration involves the introduction of ordinary (to pay for products produced within the established norms) and inflated prices (to pay for products produced in excess of the norms).

Thus, a prerequisite for an employee is to ensure some initial level of performance, called the norm. Piece prices can rise evenly depending on the level of overfulfillment of the norms in accordance with the scale of prices adopted at the enterprise.

Based on the foregoing, we note that among the shortcomings of this form of remuneration, which prevents its widespread use, we can attribute the fact that the choice of the initial base (norm) is difficult. It is not always possible to correctly establish the relationship between the quantity, quality of labor and the amount of its payment.

Piece-bonus form of remuneration means that the employee's salary consists of two parts: piece-rate earnings and bonuses accrued for specific characteristics of the work (for example, for the high-quality performance of the task on time).

In contrast to the usual piece-rate form, or the progressive piece-rate form, when the wages are higher, the more products are produced by the employee, the piece-bonus form provokes the employee not to overfulfill the task, but to fulfill the quality characteristics, provided that the task is completed in full.

For example, this form of remuneration will be quite effective in order to provoke the worker on the conveyor to seriously perform a given size of work with the provision of the appropriate property. In this case, overfulfilling the task is not necessary, but underperforming the task is also unacceptable. Since the underperformance of the task by one employee leads to economic losses for the company due to interruptions in subsequent production areas, as well as to penalties due to the failure of the company's contractual obligations, the diversion of working capital to create a compensation stock of parts, etc. The remuneration system must be structured in such a way that the worker, in the event of failure to complete the task, suffers financially.

Various penalty systems are widely used abroad for this purpose. In our country, the Labor Code does not foresee such a form of punishment as a fine, i.e. It is illegal to fine employees. It would be more correct to establish a relatively small tariff rate (base payment) with the simultaneous introduction of bonuses for the performance of the task, provided that the quality characteristics are also fulfilled. In this case, bonuses (variable payments) must make up a significant part of earnings. Only in this case, non-receipt of the bonus will noticeably affect the financial situation of the employee.

Commission systems (sales incentive systems) are better used by businesses that aim to achieve short-term goals. Over time, their effectiveness decreases due to the influence of numerous external and internal factors that limit further growth in sales: due to market saturation, obsolescence of products, opposition from competitors, etc.

Personal bonuses for managers depending on the goals set. In accordance with the Decree of the Government of the Russian Federation of 03.21.94 N 210 "On the conditions of remuneration of management of state-owned companies when concluding labor agreements (contracts) with them" for management state-owned companies and joint-stock companies in which the share of state ownership in the authorized capital exceeds 50%, provides for the payment of remuneration for the results of the financial and economic activities of the company.The indicator, depending on which the amount of remuneration is determined, is profit.

The system of bonuses for managers can also be multifactorial. In this case, the following must be determined:

* a list of goals (characteristics of financial and economic activities) that affect the size of the premium;

* share of each indicator;

* quantitative values ​​of the indicator (level of merit).

1.3.2 Group bonus systems (incentives)

Group systems of bonuses (incentives) imply the payment of remuneration based on the performance of the company as a whole (from time to time they are called systems for sharing total savings). A variation of this category of variable payment systems is, for example, the role of employees in the company's profits: the distribution of a certain percentage of the profit received by the enterprise among its employees. At the beginning, the application of this system was typical for manufacturing companies, but now it is widely used by enterprises providing various services.

Group bonus systems can also include the provision of company employees (most often managers) with the ability to purchase company shares at a fixed price at a certain point in time in the future.

In addition, the number of group bonus systems include: bonuses based on management by goals, bonuses based on the results of the work of departments, bonuses for temporary working groups.

1.3.3 Payment systems for knowledge and competence

Each organization is interested in continuous development, strengthening its position. Therefore, in such conditions, the system of payment for knowledge becomes very effective.

The system of remuneration for knowledge and competence assumes that the amount of the employee's remuneration depends on his knowledge and skills used in work. When using such a system, it is possible that highly educated and highly qualified employees receive higher pay than their colleagues who are higher in the career ladder, but do not have such education and such qualifications.

The main problem is to define exactly those skills and knowledge for which the organization is willing to pay its employee. The collection of this knowledge cannot and should not be constant. This would lead to stagnation. He must constantly change and improve.

1.3.4 Bonus systems

Bonus systems ("reinforcing programs") are based on the fact that bonuses to employees are made at the discretion of the manager, on the basis of his subjective decision. At the same time, employees are only aware of the public target, towards which they are obliged to strive, but a detailed explanation of what needs to be done to receive additional remuneration is not given. Since there is no objective assessment of the results with which the reward is associated, naturally, it (reward) is not guaranteed.

Bonus systems orient (stimulate) the employee to develop the required model of behavior, which reflects the norms and values ​​recognized by the company (including corporate culture, loyalty, a sense of satisfaction from belonging to the enterprise, etc.).

The advantage of bonus systems is their elasticity, since the criteria by which bonuses are awarded can simply be changed, and there is a minimum of bureaucratization during implementation. At the same time, the shortcomings of such systems are also obvious:

* the connection between the achieved results in work and remuneration is not obvious, which lowers the staff's motivation;

* expenses for the payment of bonuses are reserved at the beginning of the financial year, therefore, the financing of such programs is practically not associated with the fruits of the company as a whole and with the fruits of the activities of a particular employee, for which bonuses are paid;

* the subjectivity of these programs makes it possible to pay bonuses regardless of the actual results (on the "like it or not like it" principle);

* employees, on the one hand, may become dissatisfied if they are not paid bonuses; on the other hand, there may be a feeling of "obligation" to pay bonuses. In some enterprises, in order to avoid conflicts, bonuses are paid in turn to all employees, regardless of the results of their work.

Bonus systems based on bonuses include, for example, bonuses that have become widespread in Russian enterprises for completing particularly important tasks, bonuses for rationalization proposals, etc. A feature of these types of bonuses is that at first the employee seeks not to receive additional remuneration, but to make his own contribution to improving the work of his own company, to the common cause. Therefore, remuneration aims not only to reward the employee for what has already been done, but to create an incentive for further efforts.

Bonus systems, along with cash payments, anticipate the possibility of non-cash rewards. For example, an excursion, a trip to a holiday home, etc. can be organized for the best employees of the company. Gifts to employees for holidays, anniversaries, etc. can also be included here.

Some companies, as bonuses, allow their employees to use, for example, official cars for personal purposes (in the evenings and on weekends), while compensating for the costs of purchasing gasoline, etc.

1.3.5 Non-material incentive methods

Not only money can serve as a means of motivation, but everything that helps to strengthen a person's sense of self-esteem.

1. Moral incentives - the transmission of information about the merits of the employee in the social environment. It is useful to single out moral incentives for general action and target ones (among the latter, reference and competitive ones).

2. Paternalism (taking care of the employee). This is a special way of organizing the atmosphere of a company (department), in which an emphasis is placed on informal relationships, a wide range of opportunities for personal communication between employees, the leader becomes a respected "head of the family" who takes responsibility for the problems and difficulties of subordinates. Natural incentives and social guarantees are widely used, managers are raised within the team.

3. Organizational incentives - stimulation by the content, conditions and organization of work (autonomy in work, the right to self-control, stimulation by free time / flexible schedule, contractual form of employment, etc.).

4. Participation in management:

· Complete and timely information;

· Participation in the development of decisions;

· Participation in decision making.

· Participation in co-ownership:

· Participation in profits;

· Participation in capital.

6. Career and development (career planning, work with a talent pool, short and long term training, mentoring, promotion, horizontal career, etc.).

7. Negative incentives (displeasure, punishment, threats of job loss, etc.).

The method of forming the desired motivational structure of personnel stands apart from all the previous ones. Usually, two tasks are solved for this: the formation of conditions conducive to the development of the necessary motivational structure in the team and the selection of applicants with the desired motivational structure.

2. Research results

Non-traditional systems can be attributed to advanced and more flexible methods of stimulating labor, which has a beneficial effect on the comfort of workers, and as a result, an increase in their productivity. These methods require managers to be more responsive and have a certain skill level.

To maintain the performance of staff, the manager must regularly monitor the situation in the organization. For this, it is important to develop systems for assessing labor efficiency, certification.

To meet the need for personnel, especially in a situation of a closed personnel policy, it is important to promote already working personnel, this creates a very special, patriotic attitude towards the organization.

Career planning procedures, personnel training help both the organization and the personnel to predict the satisfaction of both organizational and individual goals of professional and job growth.

For the effective application of the theory of remuneration for non-material incentives for personnel, certain factors must be taken into account.

First, it should be remembered that in the presence of a system for reinforcing the results of work, the employee's interest increases, and with motivation, which does not depend on the results of his activities, it decreases.

Secondly, the model can be applied with an individual approach to intangible incentives for key employees of the company only after assessing their preferences.

conclusions

Non-traditional incentive systems expand the ways of stimulating staff labor, their correct application increases labor productivity. This can be seen in specific examples - in Japanese companies, where a sense of patriotism, lifelong attachment to one enterprise is expressed, in many Western firms, enterprises associated with creative professions.

A very important condition for the success of such an incentive strategy is openness and trust in the relationship between management and employees: constant and accurate information about the production and economic situation in the enterprise, about changes in the relevant market sectors, about the expected prospects, planned actions, and the success of their implementation.

Bibliography

1) Alimarina, E.A. Remuneration for labor in the Russian economy / E.A. Alimarina // Bulletin of Moscow University. - 2005. - No. 5. - S. 37-54.

2) Bolshakov A.S., Mikhailov V.I. Modern management: theory and practice. SPb: "Peter", 2001.416 p.

3) Gusev A.V., Surkov S.A., Boyko Yu.P., Putin M.E., Lukashev A.M., Khrupalov A.A. Motivation of personnel in the presence of a "potential pit" in society // Personnel management. 2006. No. 3. S. 54-60.

4) Zaslavskaya T.I., Shabanova M.A. Unlawful labor practices and social transformations in Russia // Sociological research. 2002. No. 6. S. 3-17.

5) Clement K. Informal practices of Russian workers // Sociological research. 2003. No. 5. S. 62-71.

6) Kupriyanova Z., Khibovskaya E. Labor motivation in new economic conditions // Man and labor. 1994, - No. 10.

7) Traditional and non-traditional labor incentive systems.

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When recruiting staff, a manager always wants to attract worthy and promising employees, whose work will bring benefits and significant benefits. In order to interest and keep people in your team, you need a competent system of their material incentives.

The law with regard to additional payments to employees is laconic - this is mentioned in article 129 of the Labor Code of the Russian Federation, where bonuses and allowances are included in the general concept of wages. Encouraging the work of employees is also stipulated in Article 191 of the Labor Code of the Russian Federation, where the employer is given complete freedom to regulate such payments by internal documents. In other words, bonuses are a right of the employer, not an obligation.

What can be the material incentives for staff

Labor of employees is a rather expensive resource for any enterprise, but its importance in the activities of the company can hardly be overestimated. A satisfied employee works better, more productively and more willingly reveals his potential - this requires thoughtful stimulation of his interests.

Types of material incentives for personnel - monetary and non-monetary. Monetary material incentives include the following forms:

1. Wage ().
2. Bonuses and incentives for achievements in work, additional payments, material assistance, sometimes a share in profit or share capital.
3. Premiums and compensations (in this case, the state takes an active part, protecting all kinds of guarantees for difficult working conditions, exceeding labor standards, types of work, wages, vacations, etc.).
4. Loans and soft loans to staff.

Taken together, monetary incentives are the economic motivation of employees, since it is thanks to such incentives that a person's economic need for food, clothing, household items, and housing is realized.

Rather, non-monetary material incentives are based on the moral needs of workers. As compensation, you can, for example, pay for cellular communications, provide free meals, issue sanatorium vouchers for the whole family, provide a private car, provide a gym membership or gifts for key dates. In monetary terms, the employee does not receive special payments, but the conditions created for his work are an excellent motive for increasing labor productivity.

All of these methods of influencing the level of dedication of an employee in work are effective. But people are different - everyone has their own needs, interests, internal "levers" to action. At some enterprises, a system of fines and penalties for various offenses is being thought out as a type of material incentive: being late, smoking at the workplace, oversight, oversight, etc. Of course, such measures cannot be applied to the salaries of employees (), but they may well be imposed on bonus payments (deprivation or reduction of them).

At some enterprises, a system of fines and penalties for various offenses is being thought out as a type of material incentive: being late, smoking at the workplace, oversight, oversight, etc.

Regulations on material incentives for employees

Employee incentives are a voluntary matter for the employer, but the existence of such payments implies the creation and approval of an internal document reflecting the employee incentive policy. The provision on material incentives should include:

1. General information about the company, terms used in the text, personnel and the purpose of creating the document.
2. Information about who, for what merits and with what frequency the prizes are awarded. You can describe the personnel by divisions, workshops, departments, groups - depending on the specifics of the company's activities. Bonuses can be based on the results of a year, quarter, month, amount of work performed, etc. - this also needs to be indicated.
3. Methodology for determining the amount of premiums. Or an indication that this amount is determined by management as appropriate and is not limited.
4. The procedure for approving premiums and deductions (if they are provided for in the enterprise).
5. Final provisions. You can indicate here who is responsible for monitoring the implementation of this Regulation.

The regulation is signed by the management and communicated to the employees. Its presence at the enterprise undoubtedly raises the status of the employer in the person of the personnel, since there is no tension in the team, there is clarity, transparency and predictability of payments. Each employee knows what and to what extent he needs to accomplish in order to receive the award. It is better to make changes to the Regulation by means of the issued order.

Incentive payments in documents

In addition to the Regulation on material incentives for the company's employees, information on possible bonuses and additional payments should be mentioned in the employment contract with each employee () and in the collective agreement, if any.

Bonus or incentive salary increase - income for an employee, on which income tax is paid in the amount of 13% (), withheld by the employer. Insurance contributions to the Pension Fund of the Russian Federation, the Social Insurance Fund and the MHIF for these payments in favor of personnel are also charged on the basis of Article 7 of Federal Law No. 212-FZ.

Bonus or incentive salary supplement - income for an employee, on which income tax is paid in the amount of 13%.

The premiums themselves are paid on the basis of the Regulations developed by the enterprise - once a month or a year, based on the results of the work performed or the closure of the project. The bonus fund is included in the wages fund and is accounted for in the cost of goods, works and services as labor costs (). However, for this, documentary evidence of such expenses is required (entries in labor, collective agreements, Regulations, orders).

Improving the system of material incentives

In order for a well-thought-out and approved system of bonuses and incentives for personnel to really work, motivating people to work more productively, follow some rules:

1. The employee's work must be assessed objectively - the remuneration must be appropriate and adequate to his contribution to the overall result, significant and fair.
2. The employee must know how his work will be evaluated and what remuneration he will receive.
3. The employee must be rewarded in a timely manner.

If there is an oppressive atmosphere in the team, ill will, tension, reconsider your system of material incentives. You can bring in an experienced HR manager (or even a psychologist) to your team and entrust him with this job.

Material incentives for personnel can be expressed in monetary and non-monetary form, in the form of bonuses, incentives, allowances, compensations, benefits and various bonuses. By developing an existing employee bonus system, you raise the potential of your enterprise, increase the level of labor productivity and take yourself as an employer to a qualitatively new level.