4.1.5 Revitalization and Stimulation

One of the most important conditions for achieving the objectives of the organization is to ensure the interest of all participants in the management process and the effectiveness of their actions, this is the content of the function of activation and stimulation. For successful achievement of the goal, it is necessary to carry out: 1) stimulation , i.e., encouraging employees to be active through external factors (material and moral stimulation): 2) motivation , i.e. the creation of workers internal motives to work. The main thing here is the interest in work, the need for labor activity, the experience of a sense of job satisfaction.

Motivation is the process by which the manager ^* activates people’s work and motivates them to work effectively to achieve the goals of the organization as a means of satisfying their own desires.

In the management literature, repeated attempts have been made to reduce the motivational tendencies of human behavior into certain systems and, on this basis, to present relevant theories. One of the possible options for the classification of such theories, in our opinion preferable, is presented in Fig. 3.12. In this scheme, all the most common theories of motivation are divided into two categories; Content theories of motivation , focused on the definition of needs and related factors that determine people's behavior: procedural theories of motivation , based on an analysis of how a person allocates efforts to achieve different goals and how he chooses a particular type of behavior.

Content theory of motivation. These theories are based on the determination of a person’s needs and their structure. A need is an awareness of the absence of something, a stimulus to action. Primary needs are genetically inherent in man, and secondary ones are developed in the course of learning and gaining life experience. Needs can be satisfied with rewards, that is, with what a person considers valuable to him. Moreover, they allocate external remuneration - salary ^* , promotion bonuses and internal awards - a sense of success in achieving the goal received from the work itself.

Fig. 3.12. Modern theories of motivation

Substantial theories of motivation include, first of all, identifying the needs that motivate people to action. Theories of Maslow, McClelland and Herzberg are among such theories.

Theory of hierarchy of needs A. Maslow. According to this theory, the success of the motivation of employees to productive work depends on how correctly the current human needs are taken into account. All human needs according to the theory of A. Maslow can be consolidated into a strict hierarchy.

1. Physiological needs . These include: food, water, housing, recreation and sexual needs.
2. Needs for security and confidence in the future. These include the need for protection from physical and psychological encroachments from the outside world, as well as confidence that in the future physiological needs will be met, for example, at the expense of guaranteed and fairly well-paid work.
3. Social needs . These include a sense of belonging to a social group (family, relatives, friends, colleagues and hobbies).
4. The need for respect for yourself. Includes the need for personal achievement, competence, recognition and respect from others.
5. The need for self-esteem. This is the need for self-expression, the realization of their potential and growth as a person.

The merit of A. Maslow is that he arranged all human needs in the form of a strict hierarchical structure presented in Fig. 3. 13 [].

These needs are manifested in a person in a strict sequence. For example, the so-called basic needs are met first. They are related to survival. According to Maslow, we work primarily to meet our basic needs.

Fig. 3. 13. The hierarchy of needs for Maslow.

After the basic needs are successfully met, the next level needs, and above all the need for security, i.e., the need to be sure that the basic needs will continue to be met. The need to belong to a social group is the need to unite with other people. The need for self-esteem must satisfy the person’s self-esteem, and the need for self-realization is the need for self-expression and the realization of the desired. Maslow noticed that people are "hungry creatures" seeking to satisfy unmet needs.

The hierarchy of needs, according to Maslow, allows us to make a very important conclusion about the motivating power of money.

Studies on the use of money as an incentive led to the following conclusions:

1. Money can serve as a stimulating factor only for 10-30% of workers, but they will not affect the remaining 90-70% of workers.
2. A manager ^* who wants to use money as an incentive to work should:
   • select appropriate people for employment;
   • pay them fairly large bonuses (from 30% to 100% of the basic salary);
   • create a "cash" attitude in the working group.

Money and only money, as research has shown, is not the decisive motivator of productive and high-quality labor. The most powerful factor in the motivation of work processes is job satisfaction: the joy of work, personal involvement in its results, confidence in competence, relevance to the organization, the ability to express yourself in work, personal growth, freedom in choosing actions, and respect from management.

In those cases, if a person is not satisfied with his work, if it is a burden to him, he is anxious even when his basic needs are met. That is why it is so important to choose the right profession, to find oneself in work and it is in it to strive for self-expression. Given that a person’s potential is growing and expanding, the need for self-expression can never be fully satisfied. Therefore, we can say with confidence: the process of motivating a person’s behavior through needs is endless.

A very important practical conclusion follows from this: the manager must carefully study his subordinates and clearly understand what active needs drive them. Given the dynamic nature of human needs, it is very important for the manager to notice the change in these needs and accordingly change the methods for meeting needs.

McClelland's theory of needs. The theory of David McClelland is a kind of a truncated version of Maslow's motivation model. His model of motivation focuses on the needs of higher levels. He proceeded from the fact that people have three needs for power, success and belonging.

The need for power is expressed as the desire to influence other people.

The need for success is satisfied in the process of bringing work to a successful conclusion.

The need for involvement is expressed in the desire of a person to take part in solving the most important tasks in the organization.

The manager ^* , having data on the prevailing needs of his subordinates, should choose the option of motivation that will most contribute to achieving the goal of both the employee and the organization. For example, if you want to motivate people with the need for success, you need to set tasks for them with a moderate degree of risk or the possibility of failure, delegate to them sufficient authority to develop an initiative in solving tasks, regularly and specifically encourage them in accordance with the results achieved. .

Herzberg's two-factor theory. The motivation model developed by Frederick Herzberg, also based on the needs of the person, was called the theory of two factors. The first group includes hygiene factors . They are related to the environment in which the work is done, and include: company policies, working conditions, wages, interpersonal relationships, leadership style ^* , guarantees of job retention. According to Herzberg, if the leadership of the organization does not give due attention to these factors, then the person becomes dissatisfied with work. However, the sufficiency of these factors in itself does not cause job satisfaction and cannot motivate a person to do something. The second group includes motivations associated with the nature of the work itself. These are labor successes, recognition of merit, responsibility for the assigned business, professional and career growth.

The absence or inadequacy of these motivations does not lead to job dissatisfaction. However, their security to the full causes job satisfaction and motivates employees to increase labor efficiency. The practical conclusion from the theory of motivation of Herzberg is as follows. In order to achieve motivation, a manager must ensure that not only hygienic, but also motivating factors are available.

A brief analysis and comparative assessment of various theories of needs . All three substantive theories of motivation have much in common with each other. For example, Herzberg's hygienic factors correspond to the physiological needs, security needs and confidence in the future, and his motivations are comparable to those of higher levels of Maslow (see Table 3.2). However, these theories have fundamental differences. Maslow believed that if an employee satisfies one of the primary needs thanks to the manager, then he will work better.

T a b l and c a 3.2

The ratio of substantive theories of motivation

Herzberg believed that the worker begins to pay attention to hygienic factors (primary, basic, according to Maslow) only if, in his opinion, the implementation in relation to him is inadequate or unfair. McClelland's theory of the needs of power and success corresponds to secondary needs, according to Maslow, and Herzberg's motivating factors. As for the “need for belonging” according to McClelland’s theory, it corresponds to “social needs,” according to Maslow, and “hygienic factors,” according to Herzberg.

Comparison of the main characteristics of models of Maslow, McClelland and Herzberg is presented in Table. 3. 3 [].

Procedural theory of motivation . The essence of the procedural theories of the behavior of a person’s personality is manifested in the fact that they consider the course of behavior not only as a function of their needs, but also as a function of their perceptions and expectations associated with a particular process, situation.

Table 3.3

Comparison of theories of Maslow, McClelland and Herzberg

The approach to motivation from the point of view of the process assumes that human behavior can be controlled by rearranging the environment or process in which the employee works. The main procedural theories of motivation include the theory of expectations, the theory of justice and the Porter-Lawler model.

Theory of expectations. This approach is based on the experiments of the Russian physiologist Ivan Pavlov. The “preference-expectations theory”, developed in 1964 by Viktor Vrum, is based on this approach. In accordance with this theory, motivation ^* depends on three factors:

1. waiting for a possible result;
2. expected remuneration from this result;
3. expected value of remuneration.

Schematically, this theory can be represented by the formula (Fig. & 3. 14).

Fig. 3. 14

The practical conclusion from the theory of expectations is that the manager ^* should represent the needs of workers and assume adequate remuneration. Moreover, for effective motivation, the manager must establish a firm relationship between the result achieved and the reward.

Theory of Justice. The theory of justice, explaining motivation, argues that people subjectively evaluate the justice of remuneration for their efforts and compare one hundred with the remuneration of other people. If a person believes that his colleague has received a greater reward for the same work, then he will experience psychological stress, which may lead to a change in the level of effort expended. Hence the need to relieve tension, restore justice, motivate this employee. The practical conclusion from the theory of justice is that until a person starts to think that his reward is fair, he will strive to reduce the intensity of labor.

Model Porter-Lawler. Three years after Vroom, Edward Lawler and Lyman Porter proposed an extended, comprehensive theory of justice. According to this model, the level of effort applied is determined by the value of the reward and the degree of confidence that this level of effort will indeed entail a certain level of reward. Lawler and Porter viewed remuneration and their perceived justice as a missing part of the Vroom model between productivity and satisfaction. Moreover, internal awards that implement the needs of a high level, are depicted as a more likely cause, satisfaction and further motivation compared with external awards.

One of the most important conclusions from this model is that productive work leads to satisfaction, and not vice versa, as was commonly believed.

Employee motivation is constantly changing and developing. Thus, at the end of the 1980s, the EU commission conducted a survey among workers and employees of the Community countries: "Is it better to earn more while maintaining the current working week, or to shorten the working week at the same salary?" The survey results are shown in Table. 3. 4 [].

T a b e and c a 3.4

The orientation of workers and employees

This survey and other studies show that people are now seeking hard work and personal development. There is a shift from the buyers market to the sellers' labor market, where workers will have the opportunity to search for the company most suitable for themselves, and not vice versa. Even now, even in Russia, competition for talented educated employees is heating up, and successful organizations use a wide range of creative incentives, one of which is flexible working time.