The most common content theories of motivation are those of Maslow, McClelland and Herzberg. Maslow's theory identifies five main types of needs that make up a hierarchical structure (Fig. 2).

McClelland's theory, in addition to the needs defined by Maslow's classification, introduces the needs of power, success and belonging.

Herzberg's theory is based on an analysis of the factors affecting a person in the process of work and influencing the satisfaction of needs. Factors are divided into hygienic (the amount of wages, interpersonal relationships, the nature of control - they just do not allow the feeling of dissatisfaction with work to develop) and motivating (feeling of success, promotion, growth of opportunities, recognition from others, responsibility). For motivation, it is the second type of factors that needs to be involved.

The main procedural theories of motivation are the theory of expectations (the main incentive for people to act is a certain expectation of results or rewards, so motivation must be carried out by creating appropriate expectations in people), the theory of justice (the main motive for people's activities is the assessment of the fairness of entrusting them with this type of activity and rewards). for him, it is the degree of justice perceived by people that determines the efforts expended by people on a particular activity), the Porter-Lower motivation model (according to this model, the productivity of labor and the degree of efforts made depend on the employee’s assessment of the value of the reward and confidence that it will be received ).

The main theories of motivation are summarized in Appendix 2.

The systems of incentives used in modern economic practice are quite diverse and depend on many conditions, both of an objective nature (the economic situation in the country, the unemployment rate, prices, the state of social insurance, etc.), and on more particular circumstances (the qualification level of employees, their purely human traits, age, psychological climate).

Meanwhile, life does not stand still and "... the factor that today motivates a particular person to intensive work, tomorrow may contribute to the" disconnection "of the same person. No one knows exactly how the motivation mechanism works, what strength should be motivating factor and when it works, not to mention why it works "Verkhoglazenko V. Bridge between interests // Marketologist. - 2009. - No. 1. Therefore, in personnel management there is a constant research and development of various incentives for labor activity, the development of new methods and systems for organizing incentives.

Scientific and educational publications on management contain a fairly detailed analysis and processing in accordance with modern conditions of the classical theories of motivation, as well as the development of new ones.

Thus, the participatory motivation of personnel, which implements remuneration programs aimed at strengthening the internal motivation and interest of employees in the labor process by expanding their powers in the company's activities, is widely used today. For more details: Tsvetaev V.M. Personnel Management. - St. Petersburg: Piter, 2002. - P. 145-154. Main forms: participation: participation of employees in the income and profits of the company, participation of employees in management.

Particularly noteworthy is the approach to personnel management adopted in strategic management, based on a role-based approach to the interaction between a person and an organization See: Vikhansky O.S., Naumov A.I. Management: person, strategy, organization, process: Tutorial. - M.: MGU, 2007.- S. 61-181; Vikhansky O.S. Strategic management. - M.: Gardariki, 2000. - S. 219-241 ..

In our opinion, all of the above theories can be applied in Russian conditions, it is only necessary to analyze the characteristics of specific people, groups of people to whom motivation is applied, and, based on this, choose the necessary method of motivation. At the same time, it is necessary to take into account that the structure of needs in our society, as well as the main factors of activity, due to the crisis and transitional state of society, have a number of features (dissatisfaction of most of the primary needs, but at the same time, the ability of people to work without pay, based on either on secondary needs or on habit, etc.), therefore, when applying any methods of motivation, based on both substantive and process theories, it is necessary to adjust them to a specific situation and characteristics of the workforce.

In the journalistic literature today there are many developments that consider in detail the subjects, processes and methods of stimulation See for example: Verkhoglazenko V. Personnel motivation system // Director's consultant. - 2009. - No. 4. - S. 23-34; Verkhoglazenko V. Bridge between interests // Marketologist. - 2006. - No. 1; Alekhina O.E. Stimulating the development of employees of the organization. // Personnel Management. - 2002. - No. 1. - S. 50-52; Surkov S.A. Staff motivation. // Personnel Management. - 2002. - No. 7. - S. 32-34; Ponomarev I. Measurement of motivation // Personnel management. - 2004. - N 11. - P. 70-72. .

So, for example, in the article by Verkhoglazenko, a variant of labor positioning is given, which, in the opinion of the authors, is the optimal basis for the formation of motivational and stimulating conditions in relation to the employee (Table 1) See for example: Verkhoglazenko V. Bridge between interests // Marketer.- 2010. - No. 1.

Table 1

System for creating motivational and stimulating working conditions

Function of the attracted person	Positioner	What needs to be supported in a worker
Worker [owner of labor]	employer [owner Money and means of production]	interest in the results of their work, in the maximum application of their labor forces
professional specialist	Entrepreneur [business owner]	professional self-determination to work in a company within the specialty
Company employee	Firm as a whole	self-determination to work in this particular company, which has its own traditions, corporate culture, working conditions, etc.
Executor	Manager	self-determination to performance standards
	Colleague[employee support service and so on.]	self-determination to constructive interaction with colleagues
Innovator	Interested in regulatory labor organization[NOTE]	interest in making rational proposals
Collective member	team	self-determination to cultural norms of communication, to maintaining a healthy psychological climate
User Worker office equipment, special equipment, etc.	Technologist	readiness and ability for technologically correct use of equipment, office equipment, etc.

The key point in this methodology is to ensure positive attitude the employee to the range of his duties and to the proposed “rules of the game”, for which it is necessary to cultivate and encourage the correct self-determination of the employee. Self-determination means not only an adequate understanding, but also a conscious acceptance by the employee of the normative conditions of his work and life in the organization.

Much attention in the literature today is also given to possible factors of demotivation. Conducted sociological research allows to identify the most effective methods motivation, and factors that have a demotivating effect See: Makhort N. The problem of motivation in labor activity // Personnel management. - 2007. - No. 7. - P. 35-37; Results of the study of motivation methods. // Personnel Management. - 2004. - No. 1. - P. 30 Ozernikova T. Professionalism and labor motivation // Personnel Service. - 2002. - N 2. - P. 26-31 and others.

Research "Systems and Methods of Motivation" conducted by the magazine "Personnel Management" among subscribers of the business magazines "Personnel Management" and "Labor Law" Results of the study of motivation methods. // Personnel Management. - 2010. - No. 1. - P. 30 showed that salary (4.25 points on a five-point scale) and an individual allowance of 93.82 have the greatest weight among the forms of motivation, and then follow different kinds premiums, health insurance, the possibility of obtaining loans and material assistance stand out against the background of others (Table 2)

table 2

Evaluation of motivation factors according to the sociological study of the journal "Personnel Management"

Source: Results of research on motivation methods. // Personnel Management. - 2002. - No. 1. - S. 30

The following motivational forms are noted as quite important:

Good morale in the team

good working conditions,

Ticket payment,

Social holidays.

The determining reasons in situations of unscrupulous (criminal) attitude of personnel to the property and finances of the company are the following (Table 3)

Table 3

Causes of dishonest (criminal) attitude of personnel to the property and finances of the company

Source: Results of research on motivation methods. // Personnel Management. - 2007. - No. 1. - S. 30

Among the most possible factors of demotivation in the literature are Tatyanina A., Yurtaykin E. Why apples fall or internal demotivation of personnel // TopManager. - 2002. - No. 22.:

Violation of an implicit contract;

Failure to use any employee skills that he himself values;

Ignoring ideas and initiatives;

Lack of a sense of belonging to the company;

Lack of a sense of achievement, no visible results, no personal and professional growth;

Lack of recognition of achievements and results by management and colleagues;

No change in employee status.

Consider these factors in the approximate chronological order of their manifestation at the new place of work:

1. Violation of the unspoken "contract"

When hiring, the candidate and the company enter into a "deal" in which free time, energy and intelligence are exchanged for certain material rewards, potential opportunities to realize their personal motives and some kind of "habitat". Personal motives can be very diverse: from the opportunity to go somewhere every day and communicate with other people, to the opportunity to work actively and see the results of your work. Often money is not the dominant factor in a given transaction on the part of the candidate, but during the interview it is customary to focus on the compensation package. Professional recruiters do not forget to also try to discuss the possibilities of realizing the internal motives of the candidate (as far as possible). But the real “habitat” into which the candidate will enter is discussed very little - because candidates are afraid to ask questions, and HR managers either keep trade secrets unknown to anyone or paint the employer only in pink. The "habitat" can include many factors, ranging from the appearance of the office and work schedule, to the specifics of the team and the tasks assigned to the employee. As a result, a potential employee has seriously inflated expectations that are at odds with the actual state of affairs in the company. Soon after the start of work, the employee discovers that the training is formal, there are no prospects for growth, the team is a closed group of employees that do not let outsiders in. The result is the same - internal motivation has evaporated, there is not a trace left of the candidate's energetic and full of enthusiasm, now he is a sluggish employee with dull eyes.

2. Failure to use any employee skills that he himself values

Experienced managers know how dangerous it is to hire a specialist who is too qualified for the position offered to him. Even if he suddenly agrees to this job himself for some personal reasons (for example, for financial reasons), after a few months he will get bored and begin to look for the use of his unrealized talents and skills. And until he finds another job more appropriate to his profile, he may have to endure his attempts to "sit out" no more qualified than he, the authorities or stick his nose with his advice everywhere, an arrogant attitude towards colleagues or open disobedience to "these illiterate fools." However, it is naive to believe that there is a perfect match between the candidate and the vacancy - experienced recruiters know that most often the best candidate still does not know something (or does not know how to sufficiently), but at the same time has some skills not indicated in the job description. Therefore, organizations practically always teach newcomers something (in an explicit or covert form, i.e. "as they go along"), while putting aside unused skills "on the far shelf". Imprudent rejection of such skills over time is fraught with serious demotivation - if skills that the employee himself values \u200b\u200bget there.

Recommendations to prevent this demotivating factor: one solution is that the variety of tasks and situations that an organization faces often provides an opportunity to "dust off" non-core skills and knowledge of employees. Let these be temporary, project tasks, albeit taking a little time (and sometimes even being solved during extracurricular hours), but they will let your employee know that you appreciate all his multifaceted skills, and that you will not let him forget the useful thing that he knew before.

One of the most banal examples: today there are quite a lot of specialists - non-linguists who know one or more foreign languages quite well. At the same time, often their work practically does not require the use of this knowledge. Without practice, the language is forgotten, and this skill is now highly valued in the market. Set a temporary task: to find some information on a foreign language Internet, to translate a useful article according to the profile of a specialist's work - and he will not think so often that "staying in this hole", he forgets the best that he knew Tatyanina A., Yurtaykin E. Why apples fall or internal demotivation of personnel // TopManager. - 2002. - No. 22 ..

3. Ignoring ideas and initiatives

Getting Started new job, employees are usually bursting with new ideas - from improving working methods to rearranging office furniture to create the most favorable impression for the client. And most often these ideas are simply brushed aside - partly from distrust of newcomers, partly from the unwillingness to part with the usual work routine, even if it is not effective.

Recommendations for preventing this demotivating factor: listen to ideas and suggestions. Even if they are not so brilliant that it is worth embodying them in their "original" form, you can often learn something from them. And always explain why, in your opinion, this or that idea is not suitable for implementation in your company.

4. Lack of a sense of belonging to the company

This demotivator, in our opinion, is most relevant for employees working outside the company's staff or for support staff. Such employees often get the impression that for company managers they are generally second-class people who work for the company solely for money. So it turns out that a promoter working under a fixed-term contract, who does not feel like a part of the company, can "blow soap bubbles" during a large influx of buyers on the trading floor.

Recommendations: A sense of belonging to a common cause and a team spirit are a very strong incentive. Employees, sacrificing their personal interests and time, are ready to work to achieve the goals of the company. Therefore, involve such employees in corporate events, regularly inform them about what is happening in the company. It must also be taken into account that this problem may concern not only freelancers, but also permanent employees, and sometimes even entire departments.

5. Lack of a sense of achievement, no visible results, no personal and professional growth.

In a situation where the very specifics of the work does not make it possible to develop and achieve results, routine monotonous work after a certain time neutralizes the internal motivation of most employees, even those who do not like diversity. Day after day changes, and the content of the work remains the same as a year, two, three years ago, there is no challenge in the tasks. Analyzing the years spent with the company, the employee understands that apart from the regularly received salary, he did not receive anything. The absence of an interesting, challenging job is especially painful for people in creative professions.

In another case, work that is structured in such a way that the end result is visible only at the end of a long period of time turns out to be demotivating. It may take several years before the moment when the employee sees his results. Not everyone has the patience and perseverance to work without results during such long term. A person can drop out of the race half way.

Recommendations: For employees of the "routine" sphere, it is necessary to create projects from time to time - short-term tasks, often in areas adjacent to the employee's specialization. This will dilute the routines and allow them to learn something. For long-term projects - always divide them into "tangible" stages, actively articulate intermediate results, and, of course, encourage them. The last thesis is so important that we decided to put it in a separate factor of demotivation.

6. Lack of recognition of achievements and results from management and colleagues

Suppose that an employee manages to conclude a contract that is very beneficial for the company, but no one from the company notices this, believing that everything is as it should be. What do you think this person's reaction will be? Perhaps it is not customary in the company to notice their achievements or to single out individual employees from the general mass. Or maybe the management greatly overestimates the criteria for evaluating the results of the work of employees?

7. No change in employee status

Structural restrictions are the most common reason for slowing down and stopping career growth, more precisely, changing the status of an employee in an organization, giving authority, power, the ability to solve new problems and grow. The situation is typical for large companies with a hierarchical structure. For example, when up to 15 sales representatives apply for the position of supervisor, in such a situation, as a rule, even an outstanding employee can sit in his position for more than one year. Many multinational companies producing consumer goods, offer a very decent compensation package and many other opportunities in the absence of opportunities to increase their status, but, nevertheless, cannot guarantee a high level of motivation and loyalty of their employees. As a result, employees leave for other companies for higher positions. Not the least important demotivator is the subjectivity of management when making decisions about the relocation of employees. Imagine yourself in the place of an employee who has sat in his position and clearly outgrown it, at the moment when another person is appointed to the vacant vacancy.

Particular attention in modern conditions, according to experts, should be given to such a factor in the behavior of employees as internal motivation, although it is he who often remains on the sidelines today. - 2002.- N 10. - S. 29-31; Tatyana A., Yurtaykin E. Why apples fall or internal demotivation of personnel // TopManager . - 2002. - No. 22; Alekhina O.E. Stimulating the development of employees of the organization. // Personnel Management. - 2002. - № 1. - P. 50-52. Such inattention leads to negative consequences, hindering the effective work of employees.

(1943) suggests that a person's motivation is based on a set of needs, and the needs of a particular person can be represented as a strict hierarchy. The system of needs is characterized by constant dynamism - as some are satisfied, others become relevant. A. Maslow singled out five levels of needs and believed that the needs of the lower levels affect a person before the needs of the upper levels.

1. Physiological needs include the needs for food, clothing, housing, sex, health. In an organizational environment, these include the need for clean air and working environment, proper heating, catering, good household and medical care, the basic wage rate that guarantees reimbursement for the cost of living in the country.

3) expansion of independence (responsibility);

4) career growth (promotion);

5) professional excellence (personal growth);

6) the creative nature of labor (the work itself).

If these needs are satisfied, then a person experiences satisfaction, joy, a sense of personal achievement, which means that the motivation for work activity increases.

The process of dissatisfaction - lack of dissatisfaction is determined by factors, mainly related to the environment in which the work is carried out. This external factors. Their absence causes a feeling of dissatisfaction among employees, but their presence does not necessarily cause a state of satisfaction, i.e., these factors do not play a motivating role. They seem to be connected with the elimination of "pain", "suffering". They are called hygienic factors or health factors, which emphasizes that they create normal, healthy working conditions. These factors include: working conditions; salary; workplace safety; rules, regulations and working hours; relationship with management; relationships in the team.

Conclusion: if employees have dissatisfaction, the manager must pay attention to the factors that cause dissatisfaction in order to eliminate it. When a state of dissatisfaction is reached, it is necessary to motivate employees with the help of growth factors.

Many organizations have attempted to implement these theoretical insights through enrichment programs. These programs provide for the expansion of labor functions, their complication, the exclusion of monotonous, routine operations, job rotation, increased responsibility, and independence in decision-making. The enrichment of labor was aimed at increasing job satisfaction among performers who moved on to perform more complex and significant tasks.

F. Herzberg proposed the following technologies of "labor enrichment":

1) participatory management - a technology that is very popular and contains a number of measures to expand the participation of ordinary employees in managerial decision-making;

2) autonomous working groups - a team method of work, in which team members are endowed with both great powers and great responsibility for the process and results of joint activities;

3) expansion of duties and responsibilities, leading not so much to an increase in the overall workload, but to a greater variety of actions performed by the employee;

4) rotation - change of jobs and operations during the day or week. This technology not only expands the powers of employees, but also diversifies the nature of their activities;

5) flexible work schedule - free choice of the start and end of the working day, in which the total amount of workload is set (in hours per week), and the decision on when the employee will perform his functions remains with him (not suitable for all types of organizations and professions)

6) periodic professional transfers - the work of the same person in different positions, in different departments or the performance by him of the functions of different specialties;

7) combination of related professions - mastering by one person the skills of working in several specialties enhances the employee's motivation for cognitive activity, and the professional - for self-improvement;

8) internal combination - the work of one person at several jobs;

9) compensatory methods - the complication of the rhythmic pattern of work (functional music, industrial gymnastics, reorganization of communication in the workplace). Applying the theory of F. Herzberg in management practice, managers noticed that, firstly, for different people, the same factors can be motivating and demotivating, and, secondly, there is no rigid relationship between job satisfaction and an increase in labor efforts, an increase in labor productivity (as F. Herzberg assumed). Salary, for example, can be included in the group of "motivating" needs if its size fluctuates depending on the significant success of the employee compared to the results of his colleagues. In other words, the salary in this case turns into a measure of specific successes, achievements of the employee, and thus becomes a group of motivating needs.

The third meaningful theory of motivation is the ERG theory (1972) (from the English existence - "existence", relatedness - "relationships" and growth - "growth") Clayton Alderfer. Unlike A. Maslow, he combined human needs into three groups:

1) the needs of existence, which include two groups of needs A. Maslow - physiological and security;

2) needs for relationships - these are needs for social contacts, interactions;

3) the needs of growth are associated with the development of the internal potential of a person, correspond to the needs for self-expression by A. Maslow.

The second difference in these theories is that, according to A. Maslow, the movement from need to need occurs only from the bottom up. K. Alderfer believes that the movement goes in both directions: up if the need of the lower level is satisfied, and down if the need of a higher level is not satisfied. In case of dissatisfaction of the need of the upper level, the action of the need of a lower level is enhanced, which switches the person's attention to this level. The presence of two directions of movement in meeting needs opens additional features motivation of people in the organization.

The latest substantive theory of motivation is David McClelland's learned needs theory. The theory assumes that certain types of needs, the satisfaction of which is important for the organization, are acquired by people during their lives under the influence of training, experience, and life circumstances. These are the needs of achievement, attachment (involvement) and power.

The need for achievement is manifested in the desire to accomplish something difficult, new, to achieve high success rates in solving problems, to overtake, surpass other people, oneself. A person strives to achieve the goals facing him more effectively than he did before. People with a high need for achievement prefer to set goals on their own. However, they usually choose moderately difficult goals and objectives based on what they can achieve. These people easily take on personal responsibility, but it is difficult for them to engage in work that does not have a clear and tangible result that comes quickly enough. They prefer the individual result, the collective result suits them less.

The need to connect is manifested in the desire to establish close personal relationships with others. People with this need try to establish and maintain good friendships, avoid conflicts, seek approval from others, and are concerned about how others think of them. Such people work well in those positions in the organization where active interactions with both colleagues and customers are necessary.

The need for power is expressed in the desire to control resources, processes, other people, to influence their behavior, to be responsible for them, to be an authority for them. Persons with high dominance motivation can be divided into two groups. In the first group, people seek power for the sake of power. They are attracted by the very possibility of commanding other people. The goals of the organization often fade into the background, as attention is focused on the leadership position in the organization, on the possibility of dominating.

The second group includes people who seek power for the sake of solving problems. These people satisfy the need of power through setting goals, tasks for the team and through participation in the process of achieving goals. They strive not for imperious self-affirmation, but for the performance of responsible leadership work. It is this need for power of the second type, according to D. McClelland, that is the most important for managers.

In practical activities, managers, on the one hand, must take into account the needs of achievement, accession and power, and on the other hand, form them. It is necessary to design tasks in such a way that the employee satisfies the dominant needs and, therefore, performs the appropriate type of behavior. In addition, the employee must understand the conditions for his further career growth, his own prospects in the organization. Then there will be additional motivation factors.

These substantive theories of motivation help to understand what motivates people to do their job better and strive for high results. These theories are confirmed empirical research and have been used in management practice for quite a long time. To the greatest extent, this statement refers to the theories of A. Maslow and F. Herzberg. However, these theories focus on the analysis of the factors underlying motivation, but do not analyze the process of motivation. This is a major shortcoming of meaningful theories of motivation. They do not explain how people choose one or another type of behavior in different situations. After all, human behavior is determined not only by needs, but also by environment, expectations of a person, his assessment of the consequences of the chosen type of behavior.

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INTRODUCTION

CHAPTER 1. STAFF MOTIVATION AS A FACTOR OF INCREASING PRODUCTION EFFICIENCY

1.1 The role and importance of staff motivation

1.2 Staff incentive methods

CHAPTER 2. THEORIES OF MOTIVATION

2.1.1 A. Maslow's theory of needs

2.1.2 D. McClelland's theory of needs

2.1.3 Two-factor theory by F. Herzberg

2.1.4 K. Alderfer's theory of existence, connection and growth

CHAPTER 3. WAYS OF MOTIVATION

CHAPTER. 4. MOTIVATION OF THE EMPLOYEES OF MBUZ "CITY POLYCLINIC LGO

4.1 general characteristics MBUZ "City Polyclinic LGO"

4.2 The structure of the administrative apparatus of the MBUZ "City Polyclinic of LGO"

4.3 Methods of motivating the staff of MBUZ "City Polyclinic of LGO"

4.4 Proposals to encourage employees of MBUZ "City Polyclinic"

CONCLUSION

LIST OF USED SOURCES

APPS

INTRODUCTION

Management activity includes many components. Among them: personnel policy, relationships in the team, socio-psychological aspects of management. The key place is occupied by the definition of ways to increase productivity, ways to increase creative initiative, as well as to stimulate and motivate employees.

Motivation- is a set of internal and external driving forces that encourage a person to activity, set the boundaries and forms of this activity and give it an orientation focused on achieving certain goals.

No management system will function effectively if an effective model of motivation is not developed, since motivation stimulates a particular individual and the team as a whole to achieve personal and collective goals.

The evolution of the application of various motivation models has shown both positive and negative aspects of their application, and this is a natural process, since in the theory and practice of management there is no ideal incentive model that would meet various requirements.

Existing models of motivation are different in their focus and effectiveness. The results of the study of motivation models do not allow, from a psychological point of view, to clearly determine what motivates a person to work. The study of a person and his behavior in the process of work provides only some general explanations of motivation, but even they allow the development of pragmatic models of employee motivation in a particular workplace.

In Russia, there are many problems associated with motivational policy: the problem of relationships with management, dissatisfaction with the size of wages, living and working conditions in general at the enterprise. The main obstacle to resolving these issues is the unwillingness of management personnel to think about the living and working conditions of people who directly create profit. IN market conditions special attention should be paid to non-material incentives, creating a flexible system of benefits for the employee.

Subject term paper : Theories of motivation by A. Maslow, D. McKpelland, F. Herzberg, K. Alderfer.

The relevance of the chosen topic lies in the fact that not only the increase in the social and creative activity of a particular employee (manager, worker), but also the final results of the activities of enterprises of various organizational and legal forms of ownership, production and non-production spheres of activity depend on the clear development of an effective motivation system.

The purpose of the course work- to study the theories of motivation by A. Maslow, D. McKpelland, F. Herzberg, K. Aldefer , to analyze the motivation of employees of MBUZ "City Clinic of LGO".

To achieve the goal, the following tasks were set:

1. Define the concept of motivation.

2. Consider theories of motivation

3. To study the influence of motivating factors on the work of the staff of the MBUZ "City Polyclinic of LGO"

4. Determine possible ways to increase the motivation of employees of MBUZ "City Polyclinic of LGO".

CHAPTER 1. STAFF MOTIVATION AS A FACTOR OF INCREASING PRODUCTION EFFICIENCY

1.1 The role and importance of staff motivation

The main feature of personnel management in the transition to the market is the increasing role of the employee's personality. The current situation in our country carries both great opportunities and great threats for each individual in terms of the sustainability of his existence. That is, there is now an extremely high degree uncertainties in everyone's life. Therefore, it is necessary to develop new approach to personnel management. This approach is as follows:

1) creating a philosophy of personnel management.

2) creation of perfect personnel management services.

3) application of new technologies in personnel management.

4) creation and development of shared values, social norms,

attitudes that regulate the behavior of an individual.

Philosophy of personnel management - this is the formation of the behavior of individual employees in relation to the goals of the development of the enterprise. In such conditions, the motivation of the work activity of the company's employees becomes especially important. In order for a person to perform the work entrusted to him conscientiously and efficiently, he must be interested in this or, in other words, motivated.

In personnel management, motivation is seen as a process

activating the motives of employees (internal motivation) and creating incentives (external motivation) to encourage them to work effectively.

The purpose of motivation is the formation of a set of conditions that encourage a person to take actions aimed at achieving the goal with maximum effect.

Over time, various psychological theories motivation, trying from different positions to consider the determining factors and the structure of the motivational process. As a result, the so-called "carrot and stick" policy was replaced by the development of more complex systems for stimulating the motivation of workers to work, based on the results of its theoretical study.

Modern theoretical approaches to motivation are based on

ideas formulated by psychological science that investigates the causes and mechanisms of purposeful human behavior. From these positions, motivation is defined as the driving force of human behavior, which is based on the relationship of needs, motives and goals of a person.

A general characteristic of the motivation process can be represented if

define the concepts used to explain it: needs, motives, goals.

Needs- this is the state of a person who feels the need for an object necessary for his existence. Needs are the source of human activity, the cause of his purposeful actions.

motives- these are the motivations of a person to act, aimed at the result (goal).

Goals is the desired object or its state, which a person aspires to possess.

The motives driving a person are extremely complex, subject to frequent changes and are formed under the influence of a whole complex of external and internal factors - abilities, education, social

position, material well-being, public opinion, etc. Therefore, predicting the behavior of team members in response to different systems motivation is very difficult.

Motivation as a control function is implemented through a system of incentives, i.e. any actions of the subordinate must have positive or negative consequences for him in terms of meeting his needs or achieving his goals. The study of the team can allow the leader to create a motivational structure with which he will carry out the education of the team in the right direction.

1.2 Staff incentive methods

Methods of staff incentives can be very diverse and depend on the development of the incentive system at the enterprise, the general management system and the characteristics of the enterprise itself.

Depending on the orientation to the impact on certain needs, management methods are divided into:

Economic methods of management, due to economic incentives. They involve material motivation, that is, an orientation towards the fulfillment of certain indicators or tasks, and the implementation of economic rewards for the results of work after their fulfillment.

Organizational and administrative methods based on directive instructions. These methods are based on imperious motivation, based on obedience to the law, the rule of law, senior officials, etc., and based on the possibility of coercion. They cover organizational planning, organizational regulation, instruction, direction, control.

Socio-psychological methods used to increase social activity employees. With the help of these methods, they influence mainly the consciousness of workers, the social, aesthetic, religious and other interests of people and carry out social stimulation of labor activity.

In management practice, various methods and their combinations are simultaneously used. For effective management of motivation, it is necessary to use all three groups of methods in enterprise management. Thus, the use of only power and material motivations does not allow mobilizing the creative activity of staff to achieve the goals of the organization. To achieve maximum effectiveness, it is necessary to apply spiritual motivation.

CHAPTER 2. THEORIES OF MOTIVATION

The most widely known theories of motivation are:

theory Maslow's needs;

· Alderfer's theory of existence, connection and growth;

McClelland's theory of acquired needs;

The theory of two Herzberg factors.

2.1.1 Maslow's theory of needs

Abraham Maslow is one of the leading scientists in the field of motivation and psychology.

Maslow's needs theory is one of the most famous theories of motivation.

The essence of the theory is reduced to the study of human needs. This is an older theory. Its supporters, including Abraham Maslow, believed that the subject of psychology is behavior, not human consciousness. Behavior is based on human needs, which can be divided into five groups:

1. Physiological needs .

This group includes the needs for food, water, air, shelter. These are the needs that a person must satisfy in order to survive, in order to keep the body in a vital state. People who work primarily to meet the needs of this group have little interest in the content of the work. To manage such people, a minimum wage was necessary to ensure their survival, and the working conditions did not burden their existence too much.

2. The need for security .

The needs of this group are related to the desire of people for stability and security: to have good housing, to be protected from pain, disease and other suffering. For a person influenced by these needs, job security, pensions, and health insurance are important. To manage such people, it is necessary to create a reliable system of social insurance, apply fair rules for regulating their activities.

3. The need to belong to social group . A person seeks to participate in joint actions, he seeks friendship, love, membership in a certain group of people, seeks to participate in social events. good results can be achieved with a brigade form of work organization, using group activities that go beyond work, as well as reminding employees of how they are valued by colleagues at work.

4. Needs for recognition and respect . This group of needs reflects the desire of people to feel competent, self-confident, strong. People strongly influenced by this need aspire to a leadership position or to a position of recognized authority in solving problems. When managing such people, it is necessary to use various forms of moral encouragement, expressions of recognition of their merits. For this, the following can be used: assignment of titles and titles, publications in the press and mention by management in public speaking about their merits, presentation of honorary awards.

5. Needs of self-expression . This group combines the needs expressed in the desire of a person to use his knowledge, abilities and skills for self-affirmation in business and management. People with this need are open to the perception of themselves and the environment, creative and independent. When managing such people, it is necessary to realize their abilities to the maximum, strive to give them original tasks, provide greater freedom in choosing means and involve them in work.

All these needs can be arranged in a strict hierarchical sequence in the form of a pyramid, at the base of which are primary needs, and the top is secondary.

Pyramid A. Maslow

The meaning of the hierarchical construction lies in the fact that the needs of lower levels are priority for a person, and this affects his motivation. In other words, in human behavior, the satisfaction of needs at first low levels is more decisive, and then, as these needs are satisfied, the needs of higher levels become a stimulating factor.

The highest need - the need for self-expression and growth of a person as a person - can never be fully satisfied, so the process of motivating a person through needs is endless.

The duty of the manager is to carefully observe his subordinates, find out in a timely manner what active needs drive each of them, and make decisions on their implementation in order to increase the efficiency of employees.

2.1.2 Theory of needs D. McClelland

Emphasizes the needs of higher levels.

D. McClelland believed that people have three needs:

· power,

success,

involvement.

The need for power is expressed as a desire to influence other people. People with a need for power are not necessarily power-hungry careerists in the negative and most commonly used sense of these words. When people need power in its purest form, according to this theory, there is no inclination to adventurism, the main thing is the need to manifest one's influence.

The need for success is not satisfied by proclaiming that person's success, but by the process of bringing the work to a successful conclusion. People with a highly developed need for success like situations in which they can take responsibility for finding a solution to a problem, and they want to be rewarded for their results in a very specific way. To motivate people with a need for success, you should set them tasks with a moderate degree of risk or the possibility of failure, delegate them enough authority to unleash their initiative, regularly and specifically reward them in accordance with the results achieved.

Motivation based on the need for belonging determines the interest of people in the company of acquaintances, establishing friendships, helping others. People with a developed need for belonging will be attracted to work that will give them extensive opportunities for social interaction. The leader can also ensure that their needs are met by devoting more time to them and periodically bringing such people together. individual groups.

2.1.3 Herzberg's two-factor theory

This theory appeared in connection with the growing need to find out the influence of material and non-material factors on human motivation.

Frederik Herzberg created a two-factor model that shows

job satisfaction.

Factors affecting job satisfaction

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

The applicability of Herzberg's theory in practice has been tested in many organizations. The results of the experiments showed that in order to effectively use Herzberg's theory, it is necessary to compile a list of hygiene and especially motivating factors and give employees the opportunity to determine and indicate what they prefer.

2.1.4 Alderfer's theory of existence, connection and growth

K. Alderfer believes that human needs can be combined into separate groups. However, unlike Maslow's pyramid of needs, he believes that there are only three such groups of needs:

The needs of existence

communication needs;

growth needs.

Needs of Existence according to Alderfer include two groups of needs of Maslow's pyramid: the need for security and physiological needs.

The need for communication according to Alderfer, it includes the social nature of a person, the desire of a person to be a member of a family, a team, to have friends, enemies, bosses and subordinates. Therefore, this group should include the needs to belong to a social group, recognition and respect, which are associated with a person’s desire to occupy a certain position in the world around him, as well as that part of the security needs of Maslow’s pyramid that is associated with group security.

Growth Needs are similar to Maslow's self-expression needs and also include those needs of the recognition and self-affirmation group that are associated with a person's desire to develop confidence, to self-improvement.

These three groups of needs, as well as in Maslow's theory, are arranged hierarchically. However, there is one fundamental difference between the theories of Maslow and Alderfer. According to Maslow, there is a movement from need to need only from the bottom up: only when the needs of the lower level are satisfied, the person moves to the need of a higher level. Alderfer believes that the movement goes both ways: up if the need of the lower level is not satisfied, and down if the need of the higher level is not satisfied. At the same time, Alderfer thinks that in case of dissatisfaction of the need of the upper level, the degree of impact of the need of the lower level increases, which switches the person's attention to this level. For example, if a person has not been able to satisfy the needs of career growth, his communication needs are again "turned on".

Alderfer's theory reflects a hierarchy of needs in the direction from more specific to less specific needs. He believes that every time a need is not satisfied at the top level, there is a switch to a more specific need at the bottom level, which determines the reverse movement from top to bottom.

So, the effectiveness or viability of a particular model can only be verified by testing them in practice, taking into account the environment where they will be implemented. One thing is certain, that the lack of motivational models at our enterprises will reduce the efficiency operating systems management and socio-economic activity of labor collectives.

CHAPTER 3. WAYS OF MOTIVATION

The strategic management theories discussed above by human resourses each organization adapts to specific features its functioning. Whether the subordinates will strive to work well or simply serve their attendance hours depends on the success of solving this issue.

Ways to improve labor motivation.

They are grouped into five relatively independent areas:

financial incentives,

Improving the quality of the workforce

Improving the organization of work

involvement of staff in management process,

non-monetary incentives.

Material incentives reflect the role of the motivational mechanism of remuneration in the system of increasing labor productivity. It includes as elements the improvement of the wage system, the provision of opportunities for staff to participate in the property and profits of the enterprise.

Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to both maintaining labor activity at the proper level and increasing labor productivity. The application of this method can be useful for achieving short-term increases in labor productivity. In the end, there is a certain imposition or addiction to this type of exposure. Unilateral influence on workers only by monetary methods cannot lead to a lasting rise in labor productivity.

The next direction of improving motivation - improving the organization of labor - contains setting goals, expanding labor functions, enriching labor, production rotation, the use of flexible schedules, and improving working conditions.

The expansion of labor functions implies the introduction of diversity into the work of personnel, that is, an increase in the number of operations performed by one employee. As a result, the work cycle for each employee is lengthened, and the intensity of labor is growing. The use of this method is advisable in case of underloaded workers and own desire them to expand the range of their activities, otherwise this may lead to strong resistance from workers.

The enrichment of labor implies the provision of such work to a person that would enable growth, creativity, responsibility, self-actualization, inclusion in his duties of some functions of planning and quality control of the main, and sometimes related products. This method is expedient to apply in the field of work of engineering and technical workers.

Improving working conditions is the most acute problem of today. At the stage of transition to the market, the importance of working conditions as one of the most important human needs increases. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, acting not only as a need, but also as a motive that encourages work with a certain return, can be both a factor and a consequence of a certain labor productivity and its efficiency.

In management, 6 methods of non-monetary incentives are used:

1. OK. motivation motivation staff maslow

Approval is an even more powerful reward than money, which of course will always mean a lot. Almost all people respond positively if they feel valued and respected. There are following rules for managers:

"praise immediately"

"praise the man's work"

“say that you are satisfied and you are pleased that the employee did this; after that, you should not stand over the soul of the employee, therefore, having completed your mission, leave."

2. Action. Employees who purchase shares and become co-owners behave like owners. But in order to use this method of remuneration, the enterprise must use group acceptance management decision, instead of authoritarian and produce a competitive product.

3. free time reward. This will help keep employees from forming the habit of wasting time and will allow the employee to spend more time on himself and his family if he completes work ahead of schedule. This method is suitable for people with a free schedule. Otherwise, management will be tempted to increase the volume of work.

4. Mutual understanding and interest in the employee. The method of remuneration is most significant for effective professional employees. For them, the intrinsic reward is big weight. This approach requires managers to have good informal contact with their subordinates, as well as knowledge of what excites and interests them.

5 Career advancement. This method of remuneration requires a significant financial outlay for senior management.

6 Independence in your favorite work. This method is especially good when employees aspire to become professionals, but feel the pressure of control over themselves or feel that they would do other work much more professionally, with more dedication and better results. Here, the manager's art lies in the ability to identify such an employee, which can be difficult to accept these actions as another control event. Very often, such people could work effectively without supervision from above, but lack of some courage does not allow them to turn to management about this.

7. Profit sharing.

The most common form of collective incentives is the so-called "PROFIT SHARING" system. The essence of the system of "sharing in profits" is that at the expense of a predetermined share of profits, a bonus fund is formed, from which employees receive regular payments. The amount of payments is made dependent on the level of profit, the overall results of production and commercial activities enterprises. Payments to workers and employees (including representatives of the highest administration) in the order of "sharing in profits" are not taxed. Thus, entrepreneurs are encouraged by the state to spread this system. In many cases, "profit sharing" involves the payment of all or part of the premium in the form of shares.

In the "profit sharing" system, bonuses are accrued for achieving specific results of the production activities of enterprises: increasing labor productivity and reducing production costs. Bonuses are accrued, as a rule, in proportion to the salary of each employee, taking into account the personal and labor characteristics of the performer: work experience, absence of delays and absenteeism, rationalization activities, as well as a tendency to cooperate, loyalty to the company, etc.

This system is good for large firms.

CHAPTER 4. STAFF MOTIVATIONMBUZ "CITY POLYCLINIC"

4.1 General characteristics of MBUZ "City Polyclinic"

The municipal budgetary health care institution "City Polyclinic", abbreviated name - MBUZ "City Polyclinic" is a medical and preventive, specialized health care institution designed to implement a set of preventive measures to improve and prevent diseases and provide medical care to the adult population. The clinic is located at:

The polyclinic is organized according to the precinct - territorial principle in accordance with the established procedure in the Municipal Formation "Lysvensky urban district". The clinic has necessary details for its activities and is an independent healthcare institution with the right of a legal entity.

In its work, MBUZ "City Polyclinic" is guided by the current legislation, orders and instructions of the Ministry of Health of Russia, this regulation and other regulatory documents.

4.2. The structure of the administrative apparatusMBUZ "City Polyclinic"

4.3 Staff motivation methodsMBUZ "City Polyclinic"

In MBUZ "City Polyclinic" non-economic and psychological methods of motivation are used, but the economic method prevails, i.e. material incentives.

Based on the program for the modernization of healthcare in a constituent entity of the Russian Federation, developed in 2011, the purpose of which was to improve the quality and ensure accessibility medical care population in the regions, the salaries and working conditions of medical personnel have improved significantly. Thus, a doctor with a narrow focus with 10 years of experience received an average of 8,500 rubles, and after the implementation of the program, the salary increased to 25,000 rubles. Nurse initially had a salary of 3,800 rubles to 4,480 rubles, then as a result of payments for modernization, the salary increased to 13,000 rubles. Payments were made on the basis of the reports of the heads of departments, where the responsible person evaluated the work of subordinates according to the criteria.

But unfortunately the modernization program was introduced temporarily, its deadline is 07/01/2013, these terms are indicated for the completion of repairs, construction and purchases of medical equipment. With regard to wages, from 01.04.2013 the remuneration of medical workers will be charged from the funds of Compulsory Medical Insurance. In the clinic, such an innovation as "Fund holding" was introduced. This means that funding will be per capita.

The aim of the project is to encourage primary care physicians to focus more on preventive work, reduce hospitalization, and reduce the number of calls to the ambulance. If positive results are achieved, the polyclinic will receive additional funds from the hospital fund. This is the meaning of fundraising.

The employees of the polyclinic have already felt the changes in funding.

If we return to the payment for the modernization of a doctor in a narrow specialty of 25,000 rubles, then in April 2013, according to the new payment scheme, the doctor received 21,000 rubles. Nurses have a reduction in salaries by an average of 2,000 rubles.

The pay cut is obvious.

What caused the decline?

On this moment the clinic fund contains about 4.5 million rubles, according to the calculations for payment utility bills, tests for patients, salaries of employees, purchases of medicines for day hospitals and injection rooms, as well as daily expenses for gasoline and expenses for household needs, 6 million rubles are needed. Where to get the missing funds?

Here, the administration comes to the aid of total savings on: stationery, on the payment of bonuses to staff, on staff cuts, etc.

But in any case, the innovation in the clinic is not a personal desire of the administration, but an order "from above" that must be followed.

In 2012, in the branches of the polyclinic, redecorating, equipment was purchased for 6.5 million rubles, computers were installed in the offices of general practitioners and doctors of narrow specializations to facilitate documentation.

Every year, on the day of the medical worker, the administration of the polyclinic honors the most responsible and conscientious physicians by presenting them with a cash prize and certificates of gratitude.

Leisure activities are held.

Employees are provided with vouchers for sanatorium treatment.

4.4 Employee incentive offersMBUZ "City Polyclinic"

If we take into account the fact that labor activity occupies a significant place in the life of almost every person, then medical workers are engaged in their activities after the working day, advising neighbors, relatives and providing assistance in force majeure circumstances. Therefore, the constant experience of negative emotions, dissatisfaction with one's occupation, working conditions have significant consequences for the health and general well-being of a person.

Accordingly, if you properly motivate a person, create comfortable working conditions for him, the efficiency of the staff will increase significantly.

In MBUZ "City Polyclinic", doctors and nurses would work much better in clean, renovated rooms, where there would be comfortable furniture - swivel chairs and new tables, as well as full provision of stationery with what is currently a tense situation.

I would like to see entertaining events for children, a small present from the administration would be presented to women after the birth of a child, and an application to the kindergarten would be provided in a timely manner.

There is a catastrophic shortage of young specialists - doctors - in the polyclinic.

But they do not go, because the salary does not suit the novice doctor. Attracting young people is a very important goal.

Therefore, specialists need to create conditions for work, provide housing, guarantee a place in kindergarten for their children, etc.

When studying the enterprise, it turned out that the average age of doctors is 48 years old, the average age of nurses is 36 years old, which means that the team is qualified and works smoothly, so it is not desirable to allow “churn” and the solution to this may be an increase in wages.

It is also necessary to train personnel in working with a computer and programs, in connection with the transfer of all reporting and document management to an electronic version.

I would also like to note that there are absolutely no places for recreation for staff.

I would like to fix this.

CONCLUSION

The real effectiveness of any economic measures is determined by their impact on the attitude of people to work. It is impossible to change this attitude legislatively, since it is a long-term evolutionary process, but it can be accelerated if you soberly assess the specific situation and take into account the reasons that gave rise to it.

Unfortunately, managers rarely take into account the social consequences of their decisions, and the decisions themselves are often not complex, but purely economic or technical.

Any leader is always aware that it is necessary to encourage people to work for the organization, but at the same time believes that a simple material reward is enough for this. Sometimes such a policy is successful, although, in essence, it is wrong.

The main conclusions on the theoretical part:

Labor motivation, despite the difference in approaches, is one of the fundamental methods of personnel management, encouraging employees to achieve the goals set for them and the organization. The development of market relations forces managers to change existing methods and forms of management in all areas modern management, and primarily in the management of staff motivation. These changes must be based on the existing needs of employees, who, despite the difficult economic situation, are not limited to the material component, but are presented in all their diversity. Therefore, managers who want to achieve the effective work of their employees use not only methods of economic incentives and administrative influence, but also pay great attention to socio-psychological methods.

To create a positive socio-psychological climate in any team, it is necessary to study the characterological features of employees (typology of characters). The effectiveness of the work performed by the staff largely depends on this. Such studies should be carried out using a variety of tests already at the time of employment (Appendix 1). In addition, it is necessary to take into account the factors of motivation identified as a result of diagnostics. Such factors are, first of all, the feeling of envy of some workers towards others who receive more remuneration for similar work, and an overestimated self-esteem by workers of the results of their work. This requires either the psychological assistance of specialists, or explanatory work of the direct management, which implements this or that policy of differentiated stimulation.

In case of ineffectiveness of the methods of motivation used, it is necessary to change the approaches to the implementation of the motivational policy, based on the needs, interests and desires of employees. However, relying entirely on calculated indicators is wrong. In personnel management, as well as in other areas of management, a situational approach is needed to determine the effectiveness of the policy being pursued based on the specific state of affairs in the organization.

The main conclusions on the practical part and recommendations:

The situation in the team is quite favorable. The performance is at a decent level, as shown by the latest audit of the CHI Fund.

The main attention of management should be paid to the fair remuneration of employees according to their contribution to the collective labor process. The greatest value for employees is material incentives - salary increases, as well as working conditions.

Management should carry out some psychological work in the team, given that the value is not only external material rewards, but also internal satisfaction, as well as skillfully combine economic incentives with moral encouragement.

List of used literature

1. Vikhansky O.S., Naumov A.I. Management, - M.: Gardarika, 1998.

2. Burmistrov A., Gazenko N., What methods of increasing staff motivation are the most effective? Personnel management - 2002.- No. 7.

3. Tsvetaev V.M. Personnel Management. - St. Petersburg: Peter, 2002. -S. 127.

4. Bogdanov Yu. N., Zorin Yu. V., Shmonin D. A., Yarygin V. T. Personnel motivation Methods of quality management. - 2001. - No. 11.

5. Shepelya V. "Labor stimulation" - "Archimedes lever" 1999

6. M.Kh. Mescon, M. Albert, F. Hedouri. "Fundamentals of Management", M.: Delo, 1992

7. Campbell R. McConnell, Stanley L. Brew - "Economics", 2 vols., M.: Respublika, 1992.

8. Blinov A. Motivation of personnel of corporate structures Marketing. - 2001.

9.Agaptsov, S.A. Motivation of labor as a factor in improving the efficiency of production and economic activity of the enterprise: textbook. manual for universities - M.: Misanta, 2003.

10. Dryakhlov, N.I. Staff motivation systems in Western Europe and USA. St. Petersburg: Peter 2003

11. Maslow, A. Motivation and personality textbook, St. Petersburg: Peter 2002

12. Meskon, M. Kh., Fundamentals of Management, textbook M. Albert, F. Hedouri. Per. from English. - M.: Delo, 2002 13. Utkin, E.A. Motivational management, textbook - M.: TANDEM: EKMOS, 1999.

14. Khoroshiltseva, N.A. Study of the structure of motivation of specialists in the construction of a wage system - Corporate management --http://cfin.ru

15. B.M. Genkin, G.A. Konovalova, V.I. Kochetkov, Fundamentals of personnel management textbook - M.: graduate School, 1996.

Annex 1

Test

In order to determine the level of satisfaction with the work of employees at the enterprise MBUZ "City Polyclinic of LGO", a survey of employees is conducted. Please answer the test questions as truthfully as possible.

1.Your age ____________

2. Work experience in this organization ___________

3.Education ____________

Please indicate to what extent you are satisfied following parties Your work (write the appropriate number next to the question, using the scale):

5 - quite satisfies

4 - more satisfying than not

3 - can't tell if it's satisfying or not

2 - rather unsatisfied

1 - completely unsatisfactory

Salary

The work process itself

Prospects for professional and career growth

Relationship with immediate supervisor

The importance and responsibility of the work performed

Working conditions (noise, lighting, temperature, cleanliness, etc.)

Reliability of the place of work, giving confidence in the future

Opportunity to perform a job respected by a wide range of people

How effectively the work is organized in general

Relationships with work colleagues

Opportunities for independence and initiative in work

Working mode

Work matching your abilities

Work as a means to success in life

If possible, indicate your wishes and suggestions on the listed issues __________________________________________________________________

Thank you for your help with the research!

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McClelland's acquired needs theory

David McClelland studied needs and their influence on human motivation. As a result, he formed the theory of motivation, which is also called McClelland's theory of acquired needs.

The results of his research are widely used today by a variety of leaders around the world. In this article, we will briefly understand what the main idea of his theory of human motivation according to McClelland is.

Briefly. The main postulates of McClelland's theory of motivation:

McClelland outlined the basic needs of employees:

1. The need to achieve

Otherwise, this need can be called the need for efficiency. This means that employees are striving in their work for ways of doing this work that are more efficient than they used to be. That is, employees have a need to do their job easier and faster than they do now or did before.

Moreover, there are employees in whom this need is clearly expressed. In McClelland's theory, such employees need tasks that require some kind of challenge from them, overcoming difficulties, that is, such employees need to be given the opportunity to achieve results - this will become the strongest motivation for such a person.

2. The need for participation

Or in other words, the need for friendly relations with others. For such employees, the opinion of others about themselves is important, their status is important. Experienced managers send such employees to tasks related to the service sector, with communication with customers.

3. The need for power.

Here, according to McClelland's theory of motivation, we are talking about people who want to control other employees, want more responsibility, want to lead other people.

In this need, employees are divided into two types:

those who need power for the sake of power (the worst option);
those who need power to achieve a more effective result ( great option- team leader).

Conclusion from McClelland's theory

McClelland believed that these three types of needs, or rather their combination, determines the motivation of any employee. Knowing the needs of an employee, you can build a motivation system for him, as well as understand what tasks it is better to assign him to.

Thus, the theory of acquired needs can be widely used in practice (see a few examples). To do this, you need to clearly define the needs (more precisely, their combination) for employees or groups of employees (divisions, departments).

Most motivational theories can be divided into two categories. large groups: content and process theories. This article talks about content theories of motivation which focus on the needs of a person as a basic factor that encourages him to act. Many well-known theories of motivation, such as A. Maslow's pyramid of needs, Herzberg's two-factor model, Alderfer's theory, etc., are substantive. All of them are united by the desire to classify human needs and find a relationship with the motives that drive them.

The Essence of Content Theories of Motivation

The focus is on human needs, as factors underlying the motives that motivate a person to activity.

Content theories of motivation study what needs motivate a person to a particular activity, what is their structure, which needs are primary and which are secondary, in what order they are satisfied. They are learning goals, to which a person aspires, in contrast to those who pay more attention to the very process of achieving the goal and satisfying the corresponding need.

Merit content theories in the definition important role needs as a motivator. But in real life satisfaction and manifestation of needs rarely occurs in accordance with a strict hierarchy and depends on many nuances: gender, age, personality traits, etc. These meaningful theories often do not take into account, and in this they flaw.

Basic content theories of motivation:

Maslow's hierarchy of needs theory;
Alderfer's theory;
McClelland's theory of acquired needs;
Herzberg's theory of two factors.

Maslow's hierarchy of needs theory

Hierarchy of needs theory- one of the most famous motivational theories, was developed by the American psychologist Abraham Maslow. Maslow outlined his ideas in 1954 in the book Motivation and Personality.

A visual model of the hierarchy of needs in the theory of A. Maslow is the well-known pyramid of needs (Maslow's pyramid) . Although, what is remarkable, in the works of the psychologist himself you will not find the image of a pyramid! Nevertheless, today it is generally accepted to depict the "ladder" of human needs in the form of a pyramid.

The essence of Maslow's hierarchy of needs theory is as follows. Human needs are of varying degrees of importance for him, and more primitive things come first. Until a person satisfies the basic elementary needs, he will not (and cannot) experience the needs of higher levels.

Hierarchy of needs according to A. Maslow includes seven levels

That is, first of all, a person is concerned about the problems of rest, satisfying hunger, thirst, and sexual needs. Then the person will think about his safety. And only being full, rested and having a roof over his head, a person will feel the need for friendship and love. Then the need for approval, respect and recognition of his merits. And only in the very last place will a person be occupied with spiritual needs: the desire for knowledge, art, self-realization.

Thus, in Maslow's pyramid seven levels. But it is often simplified to five-level model:

Physiological needs (primary);
Security needs (primary);
Social needs (secondary);
Prestigious needs (secondary);
Spiritual needs (secondary).

The basis of the foundations, according to A. Maslow, is the satisfaction of physiological needs. The ideal society, he believed, is a society of well-fed and calm people. The highest level, the stage of self-realization (self-actualization, in Maslow's terminology) is reached by only 2% of people.

In fairness, it should be noted that Maslow's theory and pyramid have been repeatedly criticized. It does not take into account the individual characteristics of a person, needs are not always satisfied in this order, and Abraham Maslow himself did not conduct practical tests to confirm his theory.

Another very common and authoritative content theory of motivation is that of Clayton Alderfer, a psychologist at Yale University. He largely agrees with Maslow's theory and also describes the structure and content of human needs, as well as their relationship to motivation.

(ERG-theory) says that people are driven by three basic needs (corresponding to different levels of Maslow's pyramid):
1. The need for existence (Existence) - physiological needs, security, etc.;
2. The need for connection (Relatedness) - belonging to a team, involvement in a common cause, etc.;
3. The need for growth (Growth) - self-expression, self-realization, creativity.

Alderfer's theory of needs talks about 3 basic needs: existence, connection and growth.

The process of moving up the levels of needs Clayton Alderfer calls "satisfaction", the movement into reverse side- "frustration".

The difference between Alderfer's theory and Maslow's pyramid in that here the movement according to the levels of needs goes in both directions. A. Maslow has only one - from the bottom up.

McClelland's acquired needs theory

McClelland's theory

2. The need for power;
3. The need for success.

McClelland's needs theory differs in that it emphasizes higher needs (belonging, power, and success) without considering physiological needs.

Analogues of these needs can also be found in A. Maslow's pyramid.

In relation to the motivation of labor personnel, McClelland's theory of acquired needs means the following. The need for belonging encourages people to work in a team, to strive for recognition by them. The need for power motivates for career growth, initiative, and leadership. The need for success makes you take responsibility for solving complex problems, achieve their successful solution, and achieve the goals of the organization.

Therefore, employees with a need for belonging should be given a job with greater opportunities for social communication. Workers with a need for power should be given the opportunity to be leaders, to make decisions. Employees with a need for success should be given interesting and challenging tasks (but ones that they can handle), celebrating and rewarding their success.

In conclusion, let us consider the substantive theory of motivation of the American psychologist Frederick Herzberg, created by him back in the 1950s.

Herzberg's theory of motivation assumes the presence of two groups of factors affecting the motivation of employees (therefore, it is often called Herzberg's two-factor theory):
1. Hygienic factors (holding at work) - working conditions, control over work, wages, relationships with colleagues and superiors;
2. Motivating factors (inciting to work) - employee achievements, career opportunities, the possibility of self-realization, recognition of merit, success.

Herzberg's two-factor theory speaks of 2 groups of factors that affect motivation: hygiene and motivators

According to F. Herzberg's theory, hygienic factors are important, since poor working conditions and low wages will lead to a person's dissatisfaction with their work. But at the same time they cannot motivate the employee.

On the other hand, motivating factors can motivate employees, but their absence does not make people dissatisfied with their work!

Paradoxically, Herzberg's salary is not a motivating factor!

In Herzberg's theory, there are also parallels with Maslow's theory (for example, physiological needs, safety needs and social needs can be attributed to hygiene factors; the remaining steps of A. Maslow's pyramid are motivating factors).

Meaningful Theories of Motivation Briefly

Focuses on the study of human needs, as they are considered factors underlying motivation.

I. Maslow's hierarchy of needs theory- the satisfaction of needs occurs in a strict sequence: first, the needs of the lower levels, then the higher ones; down up. Only by satisfying the needs of the 1st level, a person can move on to the 2nd, and so on.

IN Maslow's pyramid five advanced levels:
1. Physiological needs (sleep, air, hunger, thirst);
2. Security needs (security, stability);
3. Social needs (communication, friendship, love);
4. Prestigious needs (career, success, authority);
5. Spiritual needs (knowledge, art, self-realization).

II. Alderfer's theory says that people are driven by three basic needs:
1. The need for existence (physiological needs, security);
2. The need for connection (belonging, belonging, communication);
3. The need for growth (self-realization, creativity).
The movement along the levels of needs here can already occur in both sides: both from bottom to top and from top to bottom.

III. McClelland's theory focuses on three higher-level needs:
1. The need for involvement;
2. The need for power;
3. The need for success.

It assumes the presence of 2 groups of factors affecting the motivation of employees:
1. Hygienic factors (holding at work) - working conditions, salary, relationships with colleagues and boss;
2. Motivating factors (inciting to work) - career growth, the possibility of self-realization, recognition of merit.

Download a cheat sheet on meaningful theories of motivation:

Galyautdinov R.R.