In autumn, the rules of the game in the labor market in Ukraine may change - legislators are preparing for the second reading a bill with amendments to the Labor Code. How they plan to change labor relations - the journalists of the site "24" found out.
It is worth recalling that changes in our state have already been made three times over the past 8 months - on December 6 last year, March 22 and April 6 this year. As Serhiy Marchenko, development director of the job search website Work.ua, labor market expert, explained in a commentary to the 24 website, the most revolutionary change made to the Labor Code in recent years was the increase in the minimum wage from January 1, 2017 from 1600 to 3200 UAH
Such significant changes in the rules of the game in the labor market have not been, perhaps, since the early Kuchma allowed entrepreneurial activity. For six months, the average salary offered by Work.ua employers in their vacancies on our website increased by 15.7% - from UAH 6809 in December 2016 to UAH 7880 at the end of the first half of 2017,
- said Marchenko.
Not so noticeable, but significant for people of pre-retirement age, according to the specialist, was the change in the Labor Code, introduced on April 6 by Law No. 2005-VIII. According to it, employees cannot be fired from work during staff reductions if they have less than 3 years left before retirement.
"But the most ambitious changes will be to the Labor Code, prepared for the second reading and which, most likely, will be voted this autumn. They offer several innovations at once that can significantly affect the labor market," Marchenko said.
Innovations "on the nose"
According to a labor market expert, just last week, the HR director of an international company complained that, according to the Labor Code, she could not legally reduce the working week for her employees and was forced to look for workarounds to allow employees to leave work on Friday at 16:00.
The new Labor Code will make it possible to reduce working hours legally, without reducing wages and other payments. Also in the Code, finally, there will be a rule that you can work at home,
- said Marchenko.
According to him, there are currently 4,489 current remote work vacancies on Work.ua. This is 4.7% of the total number of vacancies and, of course, legalization for these people will be very helpful.
For employers
Not without expanding the rights of employers, said Sergei Marchenko. Now they will legally have the opportunity to use the means of technical control over production: audio and video control of the workflow. True, it is impossible to control covertly - employees must be notified of this without fail, the expert said.
In addition, the list of reasons for which they can be suspended from work or fired is expanding.
Suspension may be in the following cases:
Provided for by a collective or labor agreement;
- for the period of performance by the employee of the civil, state or public duties assigned to him (service in the army, etc.);
- for the duration of a legal strike, if the employee participates in such.
Dismissal may be based on:
Unsatisfactory qualifications of the employee (proved by attestation or other methods);
- loss by the employee of the right to drive vehicles or other permits necessary to perform the work stipulated by the employment contract;
- unsatisfactory state of health (including - if the employee refused vaccination or medical examination);
- loss of performance.
A little pleasant
Sergei Marchenko noted that there is great news for all employees: paid leave is increased from 24 to 28 days.
Now you can fully relax twice a year for two weeks. And if suddenly the employer delays wages or vacation pay, then he will have to pay a penalty in the amount of the double discount rate of the NBU for each day of delay,
he clarified.
Admission rules
Amendments to the labor code also provide that the employer has no legal grounds to demand from the employee information about the party and national affiliation, origin, registration of the place of residence or stay and documents, the submission of which is not provided for by law.
Knowledge of the Ukrainian language according to the new edition of the Labor Code can be required only in cases established by law.
The probationary period for the document should be no more than three months, and for working specialties - one month. If during the probationary period the employer decides to dismiss the employee, he must notify at least three days in advance.
There will be no grounds for a probationary period in case of employment: minors, demobilized from military service, winners of the competition for a vacant position, persons for whom this is the first job after training, pregnant women and mothers of children under the age of three.
In general, according to Sergei Marchenko, the changes in the Labor Code can be considered positive: "Together with the withdrawal of wages from the shadows, this can lead to a significant expansion of the rights of employees and simplification of bureaucratic procedures for employers."
Within the walls of the Parliament of Ukraine, a draft of the Labor Code of Ukraine (No. 1658) adopted back in 2015 is being prepared for the final vote. In case of a positive decision in the relevant committee of the Parliament, the new Labor Code of Ukraine will go to the vote at the end of June.
What does the new Labor Code imply and what significant innovations does it provide?
The current Labor Code (Labor Code) was adopted back in 1971 and thousands of changes have been made to it in order to adjust labor relations to a market economy. The new labor code of 2017 included the best practices of the old code, but also a number of innovations.
Innovations of the Labor Code of Ukraine 2017
Increase in annual leave to 28 days
The duration of annual leave is increased from 24 to 28 days. The transfer of vacation is possible only with the written consent of the employee. If an employee has a voucher for sanatorium treatment, then he has the right to receive annual leave, even if he works at the enterprise for less than six months. Extended leave is granted to timber industry workers (59 days), underground mining workers (69 days).
The length of service will now be counted as the length of service when the employee did not actually work, but his place and position continued to be retained, although the salary was not paid.
remote work
Remote work is a long-standing phenomenon, Berezovaya says, and finally the law will streamline it. “Candidates today often say that they would like to work outside the office,” she says. “Bosses will have to clearly articulate what the result should be and in what timeframe. There are programs to control work from a distance: the boss receives reports on how many hours they worked on the project ".
But, perhaps, some remote workers will be left without social guarantees, Elena Mikhalchenko warns - for example, paid sick leave and vacations. “Remote work will be paid according to the tasks actually performed or the products produced,” she says. “Now civil law contracts are being drawn up with such employees, according to which labor legislation does not apply to them.”
Severance pay for reduction
The severance pay in case of reduction will fall on the shoulders of the employer. If its size is significantly increased, only those who will be laid off due to the liquidation of the enterprise will benefit, Valentina Zhuk believes: “In other cases, the employer will try to get out. But reducing the probationary period can make it really stressful: “Probably, they will try to give a beginner more test tasks to see if they are suitable,” Berezovaya explains.
Employers are given the right to set a lunch break from 30 to 120 minutes a day, coffee breaks throughout the day.
Prohibition of discrimination
The new Code emphasizes the prohibition of any discrimination in labor relations based on race, color, political, religious and other beliefs, gender, ethnic, social and foreign origin, age, health status, disability, suspicion or presence of HIV / AIDS, family and property status, etc. It is forbidden not to hire an applicant just because she is pregnant. Moreover, requirements of a discriminatory nature cannot be put forward already at the stage of publishing a vacancy announcement. Also, questions about civil status, personal life and everything not related to professional activities will be considered illegal, infringing on rights. By the way, the employer will be required to state the reasons why you were not hired, and with this justification, it is theoretically possible to file a lawsuit (although it is obvious that the reasons will indicate completely different ones).
The presumption of guilt will be placed on the employer, explains Yuriy Kuzovoy, director of the social policy department of the Federation of Employers of Ukraine: an applicant or employee only needs to complain about the fact of discrimination, and then the authorities will have to justify themselves and look for evidence in their defense. Also, according to him, Art. 17 provides that in the event of an ambiguous interpretation of the rights and obligations of the employee and the employer, the decision will always be made in favor of the first. Ukrainian trade unions are generally harmless as newborns, and yet Articles 113 and 114 retain their Soviet right to forbid companies to fire members of the collective, citing any arguments.
The bill promises expanded social guarantees - for example, maternity protection standards are also extended to the categories of "workers with family responsibilities", which include parents, adoptive parents, guardians, trustees, adoptive parents. But trying to protect people with guarantees could make them less competitive, says Kuzovoi.
“Before the interview, it’s impossible to find out that the candidate is pregnant. And after the meeting, she will be given a thousand other reasons why she wasn’t hired,” says Valentina Zhuk, a personnel manager from the Dnieper. need, they can take her with a written agreement that she will return from maternity leave within 2-3 months after giving birth. Making a concession, the employer will want to have some kind of guarantee."
But in general, the problem of discrimination is rather far-fetched, says HR specialist Nadezhda Berezovaya. “Colleagues constantly complain that recruiting is a problem, they are ready to hire even without experience, adapt to the candidate, but they certainly don’t look at gender and age. The main thing is that a person simply wants to work,” she says.
Dismissal
At the same time, the draft law provides for many discriminatory grounds for dismissal of people at the initiative of the management.
For example, for evading mandatory preventive vaccination or undergoing a medical examination, they can be fired without warning. Many questions arise on this point: it is not clear at whose expense and by whom such a medical examination will be carried out and whether the information received will be used against the employee, says Elena Mikhalchenko, RPR expert, lawyer for the Labor Initiatives NGO.
The new Labor Code prohibits the dismissal of mothers if their children are under six years old. The dismissal of single moms and dads is also prohibited, but they can be fired, provided that they do not cope with their official duties.
In addition, such reasons for dismissal as drunkenness, absenteeism and theft were added to the disclosure of official secrets, non-compliance with safety regulations and evasion of regular medical examinations and preventive vaccinations. They can also be fired in the event of unforeseen circumstances, such as natural disasters or military operations.
A minor worker may be dismissed at the request of his parents.
Also, employers will be given the right to control the work process and the performance of duties by employees, including using technical means. "But what about privacy? The law does not stipulate any methods or means of control. It can be not only video surveillance, but also, for example, mobile applications that will allow you to track not only the email of employees, but also their routes," draws attention expert.
Employment contracts are the basis of labor relations
Compulsory written employment contracts are one of the most important innovations of the project, says Kuzovoy. The list of issues regulated by collective agreements will also expand, that is, all working moments can be studied and discussed. "At the same time, the well-established practice of applying labor legislation will be lost, and there will be a vacuum in its place for a long time, until all changes are made, errors and inconsistencies in laws are eliminated, and employers and employees begin to get used to the new requirements. It takes time to developments of a new legal practice for dispute resolution," explains the director of the social policy department.
“Employment contracts are also provided for now, but at the request of the parties. Therefore, we practically did not use this norm, we will not master it right away,” Valentina Zhuk also admits.
According to the authors of the new code, this rule will attract foreign investment to Ukraine and make the labor market flexible. For this purpose, the employer is given an unlimited right to draw up short-term employment contracts, the expiration date of which can be determined by the employer. “At first glance, this is attractive, but it undermines stable employment and may have a negative impact on the consumer market,” says Elena Mikhalchenko. “In fact, simplifying the dismissal procedure does not always encourage employers to hire more workers. Even the International Labor Organization, in technical comments on the draft Labor Code, made emphasis on the need to limit the application of such treaties.
It will become mandatory to conclude an employment contract when hiring: this will clearly fix the rights and obligations of the parties and there will be fewer grounds for labor disputes in the future. The contract will need to indicate guarantees from the employer to ensure proper safe and healthy working conditions, sanitary and living conditions, indicate the conditions and terms of payment. Thus, they intend to fight illegal labor, which is still covered by civil law contracts. In the future, it will not be possible to pay black salaries and hire people for one-time or short-term work without official registration - only through fixed-term employment contracts. They, according to Art. 62 of the draft Code, endow the parties with the same rights and obligations as the parties to an employment contract concluded for an indefinite period. But changing the terms of the document, demanding the performance of work in excess of the norm or one that is not included in direct duties without the consent of the employee, will be prohibited.
Salary
The living wage and the minimum wage, according to the candidate of economic sciences, associate professor of KNU. T. G. Shevchenko Anna Kharlamova, should cease to be benchmarks for wages. “It is better to replace them with a decent minimum hourly wage for the appropriate types of work from simple to complex mental and pay depending on the qualifications of the employee. Then we will get a standard, as in developed countries,” she says.
Theoretically, a similar system operates in our country, Mikhalchenko notes. But the difference between us and Europe is in the coefficient between tariff categories.
“The ratio of wages between 1 and 25 wage categories in Ukraine is 4.51, and in Europe - 10. Such a decrease in the coefficient leads to the fact that the difference between the salary of a qualified employee and a low-skilled one is very small,” explains the RPR expert. due to the binding of the minimum wage to UAH 3,200, we have a situation where specialists and unskilled workers can receive the same."
The issue is not even payment, but the fact that the share of wages in the cost of production in Ukraine is about 10-12%, while in Europe it is up to 50%, says Mikhalchenko, and this is one of the lowest rates in Europe. "This means that if a worker produces products for $100, then in Ukraine he will be paid $10-12, and in Europe - $50," she gives an example.
Also, innovations include a 30% increase in pay for work on the night shift from 22:00 to 6:00, but overtime work will be paid at a triple rate
Results
The current draft is too prescriptive and leaves no room for collective bargaining, Elena Mikhalchenko believes. “In many European countries, the USA and Canada, the state establishes only a minimum of norms regarding the conditions of employment, which are based on when drafting collective agreements. Such regulation allows the parties to make flexible decisions,” the expert explains. “This is important, because the system of collective agreements should coordinate interests in such a way that so that the parties do not resort to extreme measures - strikes and layoffs.
However, what worked in the West will not necessarily take root in our country, the RPR expert admits: given the frequency of violations of labor rights and the lack of a culture of seeking protection, it is necessary first to guarantee the right to association and build a strong civil society. And now we need to adopt a new labor law that would balance the rights of all parties and protect the weakest side of labor relations - the employee.
State intervention in wage matters should be minimal, Anna Kharlamova believes, and mainly in the field of regulation of the hourly minimum wage and the tax system. And companies should determine the size of salaries on the basis of social partnership between them, the staff and government agencies.
"We need a mechanism for the individualization of salaries. In Western Europe, it means differentiation of employment conditions, contracts with personally agreed nuances of cooperation are widely used," the economist explains. And most importantly, in her opinion, rewriting the Labor Code without changing the long-obsolete Classification of Occupations is ridiculous - without this base, the Labor Code remains cosmetically repaired.
Motivational content theories describe the underlying needs that motivate people. At any given time, a person experiences several basic needs, such as the need for food, achievement, or monetary reward. These needs are transformed into an internal motivation, under the influence of which certain patterns of individual behavior are formed, aimed at satisfying these needs. Human needs can be compared to a hidden list of things that an individual would like to receive, for the sake of which he, in fact, participates in the labor process. Awareness by management of the needs of subordinates determines how accurately they can build a system of remuneration and direct the energy of employees to achieve the goals of the organization
Pyramid A. Maslow
The well-known and widely accepted concept of the hierarchy of needs, developed by Abraham Maslow, includes the following main ideas and premises:
People are constantly feeling some kind of need.
People experience a certain set of strongly expressed needs that can be combined into separate groups.
Need groups are in a hierarchical arrangement in relation to each other.
Needs, if they are not satisfied, induce a person to action. Satisfied needs do not motivate people.
If one need is satisfied, another unsatisfied need takes its place.
Usually a person feels at the same time several different needs that are in complex interaction with each other.
Needs closer to the base of the "pyramid" require priority satisfaction.
Needs of a higher level begin to act actively on a person after the needs of a lower level are generally satisfied.
Higher level needs can be satisfied in more ways than lower level needs.
Maslow's pyramid:
A. Maslow singled out five basic types of motivating needs(in ascending order).
physiological needs. The most basic human needs, including the need for food, water and sex. In an organizational environment, these include the need for adequate heating, clean air, and wage security.
People who work mainly because of the need to satisfy the needs of this group have little interest in the content of the work, they concentrate on pay, as well as on working conditions, convenience in the workplace, the ability to avoid fatigue, etc.
To manage such people, it is necessary that a minimum wage ensures survival and working conditions do not make life too burdensome.
security needs. The need for a safe physical and emotional environment, the absence of immediate threats, i.e. the need for freedom from violence and in public order. In the context of the organization, this refers to the need for safe working conditions, additional benefits and job security.
People with needs of this kind tend to avoid exciting situations, like order, clear rules, clear structures. They evaluate their work primarily in terms of ensuring their stable existence in the future. For a person influenced by these needs, job security, pensions, and medical care are important. People experiencing these needs seek to insure themselves, literally and figuratively, against the possibility of adverse events and changes, creating an insurance potential, in particular, through training and education. People
with a heightened need for security tend to avoid risk, internally resist change and transformation. In order to manage such people, a clear and reliable social insurance system should be created, clear and fair rules for regulating their activities should be applied, wages above the subsistence level, they should not be involved in risky decisions and actions associated with risk and change.
Ownership relationships. Belonging needs reflect a person's desire to be accepted among their peers, to have friends, to be a member of a group, to be loved. In organizations, the need for belonging determines the desire to establish good relationships with work colleagues, participate in work groups, and maintain good relations with superiors.
In relation to such employees, management should be in the form of a friendly partnership, for such people it is necessary to create conditions for communication at work. A good result is a group form of work organization, group activities that go beyond work, as well as a reminder to employees that they are valued by colleagues at work.
Needs for self-respect. These needs are associated with the desire to have a positive opinion of oneself and to enjoy attention, respect and recognition from other people. Within organizations, these needs represent the motivation for recognition, taking on additional responsibilities, elevating one's status, and gaining credit for working for the company.
People with this need strongly influencing them aspire to a leadership position.
When managing these people, it is necessary to use various forms of recognition of their merits. For this, it may be useful to confer titles and titles, press coverage of their actions, mention their merits in public speeches by management, present
various kinds of honorary awards, etc.
The need for self-actualization. The highest category of needs is a person's desire for self-realization. Achieving self-actualization means reaching your full potential, increasing your level of competence and generally becoming a better person. In organizations, these needs can be met by providing employees with opportunities for personal growth, creative expression of ability, preparation for more challenging assignments, and career advancement.
According to the theory of A. Maslow, the needs of the lower levels must first be satisfied, and only after that higher aspirations are activated. Thus, the satisfaction of human needs occurs sequentially: first, physiological, then the needs for security, then for belonging, and so on.
If a person needs physical security, he will direct all efforts to create an appropriate environment around him, without experiencing the need for self-respect and self-actualization. After the need is satisfied, it fades into the background and the need of a higher level is activated. If the trade union achieves high wages and good working conditions for its members, thereby satisfying their basic needs, employees have a desire for belonging, a desire to achieve self-realization.
Cons of Maslow's theory:
Maslow's concept had a great influence on the development of the theory and practice of modern management. However, life has shown that the concept has a number of very vulnerable points.
Needs manifest themselves differently depending on many situational factors (job content, position in the organization, age, gender, etc.).
there is not necessarily a strict following of one group of needs after another, as it is presented in Maslow's "pyramid".
satisfaction of the upper group of needs does not necessarily lead to a weakening of their impact on motivation. Maslow believed that the exception to this rule is the need for self-expression, which may not weaken, but even increase its effect on motivation as it is satisfied. Practice shows that the need for recognition and self-expression can also have an intensifying effect on motivation in the process of satisfying it.
ERG theory by K. Alderfer
A. Maslow's theory, which was criticized for insufficient confirmation in practice, was modified by Clayton Alderfer. In his theory, called "Theory of SVR" (from the English words existence - existence, relatedness - relationship and growth - growth), only three categories of needs are distinguished.
Needs for existence, physical health and well-being.
Connectivity needs, satisfying relationships with other people.
Growth needs are associated with the development of the individual's internal potential, the desire for personal growth, and the expansion of competencies.
Correlation between the theory of Maslow and Alderfer.
The SVR model and A. Maslow's theory have several similar features: both provide for a hierarchical structure of needs, both state that an individual moves up the "ladder" of needs consistently, step by step. But K. Alderfer reduced the number of categories of needs to three and suggested that the progress between them is more complex, namely, it obeys the principle of "frustration-regression". In accordance with it, if it is not possible to satisfy a high-level need, the individual may return to an already satisfied need of a lower level. Thus, an employee who fails to achieve personal growth may return to a lower social need and direct all his efforts to increasing income. Thus, the SVR model is not as rigid as A. Maslow's hierarchy of needs: it admits that people can move along the hierarchy not only up, but also down, depending on their ability to satisfy needs.
The process of moving up the levels of needs Alderfer calls the process of satisfying needs and the downward movement frustration process, those. defeat in an effort to satisfy the need.
The presence of two directions of movement in meeting the needs opens up additional opportunities in motivating people in the organization. For example, if an organization does not have sufficient capacity to meet a person's need for growth, then, frustrated, he may switch to the need for communication with increased interest. And in this case, the organization will be able to provide him with opportunities to meet this need, thereby increasing its potential to motivate this person.
Hierarchy of needs theory explains why the management of organizations needs to find ways to recognize their employees and involve them in decision making. Many companies find that an excellent motivational factor, and a high-level factor, is laughter, jokes, fun, which relieve fatigue from everyday routine, contribute to the formation of a sense of self-importance and need for other people in employees.
Two-factor theory by F. Herzberg
At the turn of the 1950s and 1960s, Herzberg conducted a study on the influence of which factors that have a motivating or demotivating effect on a person’s behavior cause his satisfaction or dissatisfaction. The conclusion that he made on the basis of these studies turned out to be extremely original. Herzberg concluded that the process of gaining satisfaction and the process of increasing dissatisfaction, in terms of the factors that cause them, are two different processes. That is, the factors that caused the growth of dissatisfaction, when eliminated, did not necessarily lead to an increase in satisfaction. And vice versa, from the fact that any factor contributed to the growth of satisfaction, it did not follow in any way that with the weakening of the influence of this factor, dissatisfaction would increase.
Herzberg divided needs into two groups:
motivating factors associated with the very nature of the work, and if these needs are satisfied, then the person experiences satisfaction: achievement, recognition, responsibility, promotion, etc.
hygiene factors are related to the environment in which the work is carried out, and if these needs are not met, then the person feels dissatisfied, however, the provision of these needs does not necessarily motivate the employee: salary, working conditions, routine, canteen, etc.
Herzberg's motivation theory has much in common with Maslow's. Hygiene factors correspond to physiological needs, needs for safety and confidence in the future. But Maslow considered hygienic factors as something that causes this or that line of behavior. Herzberg, on the other hand, believed that an employee begins to pay attention to hygiene factors only when he considers their implementation inadequate or unfair.
The center of the scale is the neutral attitude of the employee to work, when the individual experiences neither satisfaction nor dissatisfaction. Human behavior in the labor process is determined by two different groups of factors. The first of these, hygiene factors, is related to the presence or absence and "sign" of elements such as working conditions, wages, company policies, rules, and interpersonal relationships between people. Negative hygienic factors determine the individual's dissatisfaction with the labor process. But positive factors only relieve employees of negative emotions; they do not affect job satisfaction in any way, do not motivate them to higher results.
The level of job satisfaction is determined by the second group of factors - motivators, i.e. the needs of higher levels, including achievement, recognition, responsibility and opportunities for growth. F. Herzberg believed that in the absence of motivators, a person treats his work neutrally. When motivators appear, he has an impulse to work, which begins to bring satisfaction. Thus, hygiene factors and motivators have fundamentally different effects on motivation. The former "work" only in the negative region. For example, problems with work safety or increased noise levels cause dissatisfaction among workers with the work process, but their elimination does not affect the level of job satisfaction in any way, does not motivate workers to higher productivity. Responsibility for satisfaction with work "bears" such motivators as the complexity of the tasks set, the acceptance of responsibility, recognition from other people.
Based on the concept of two groups of factors he developed, Herzberg concluded that if employees have a feeling of dissatisfaction, the manager should pay priority attention to those factors that cause dissatisfaction and do everything in order to eliminate this dissatisfaction. Once a state of non-dissatisfaction has been reached, trying to motivate workers with "health factors" is almost useless. Therefore, after that, the manager should focus on putting motivating factors into action and trying to achieve high work results through the mechanism of achieving a state of satisfaction by employees.
McClelland's theory of acquired needs
According to the theory of acquired needs of David McClelland, certain types of human needs are formed during the life of an individual.
Usually isolated the following types of needs :
Achievement need: the desire to solve some difficult problems, to achieve great success, to surpass other people.
The need to join: the desire to establish close personal relationships, the desire to avoid conflicts.
The need for power: the desire to influence other people or control their actions, to be responsible for them, to gain power over people.
These needs begin in childhood. If parents teach a child to be independent, support his undertakings, he will acquire a need for achievements. If adults promote the establishment of warm relations between the child and other people, he develops a need for close ties. If a child enjoys the fact that he has the ability to control the actions of other people, he begins to form a need for power.
According to McClelland, people who have a strong need for achievement are more likely to become entrepreneurs. They like to do something better than the competition, they are willing to accept responsibility and take quite a lot of risk. On the other hand, people who need closeness are good "integrators", coordinating the activities of several departments or divisions of the company. Integrators also include product and brand managers, who must have highly developed human skills. Individuals with a high need for close ties are able to establish good working relationships with others.
A developed need for power is often associated with reaching high levels in the organizational hierarchy. For example, D. McClelland found that those who have this need are more likely to make a career, gradually rising up the job pyramid. More than half of senior managers had a need for power. In contrast, managers with a high need for achievement but little desire for power tend to stop at relatively low levels of management. The reason for this phenomenon is that in order to gain achievements, you just need to solve some problems, and in order to gain power, you have to climb the hierarchical ladder again and again.
Introduction
1.1. A. Maslow's hierarchy of needs theory
1.2. Alderfer's ERG theory
1.3. McClelland's acquired needs theory
1.4. Frederick Herzberg's Two Factor Theory
2. Process theories of motivation
2.1. W. Vroom's Expectation Theory
2.2. Adams' theory of equality (justice)
2.3. Theory of motivation L. Porter - E. Lawler
2.4. E. Lok's goal setting theory
2.5. The concept of participatory management
3. Motivation and stimulation of labor in practice
Conclusion
Literature
Introduction
Motivation- this is the process of encouraging each employee and all members of the team to be active in order to meet their needs and to achieve the goals of the organization.
Main tasks motivation:
formation of an understanding of the essence and significance of motivation in the labor process for each employee;
· training of personnel and managerial staff in the psychological foundations of intra-company communication;
· the formation of democratic approaches to personnel management in each manager using modern methods of motivation.
To solve these problems, analysis is needed:
the process of motivation in organizations;
individual and group motivation, if any, and the relationship between them;
· changes occurring in the motivation of human activity in the transition to market relations.
The study of human needs has led to the emergence of two global theories of motivation: content theory and process theory.
Content theories of motivation analyze the factors that influence motivation. To a large extent, the focus of these theories is concentrated on the analysis of needs and their impact on motivation. These theories describe the structure of needs, their content, and how these needs are related to a person's motivation to act. In these theories, an attempt is made to answer the question of what inside a person prompts him to act.
The most famous theories in this group are: Maslow's hierarchy of needs theory, Alderfer's ERG theory, McClelland's acquired needs theory, Herzberg's theory of two factors.
1.1. A. Maslow's hierarchy of needs theory
Its essence 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:
Physiological needs necessary for human survival: food, water, rest, etc.;
Needs for security and confidence in the future - protection from physical and other dangers from the outside world and confidence that physiological needs will be met in the future;
Social needs - the need for a social environment, in communicating with people, a sense of "elbow" and support;
The need for respect, recognition of others and the pursuit of personal achievement;
The need for self-expression, i.e. the need for self-growth and the realization of their potential.
The first two groups of needs are primary, and the next three are secondary.
According to the theory of A. Maslow, 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. The meaning of such a 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.
Table number 1.
An example of the relationship of needs, their manifestations and means of satisfaction
1.2. TheoryERGAlderfer
Clayton Alderfer also believes that human needs can be grouped into separate groups. In his theory, he distinguishes 3 large groups:
- existence needs(safety and physiological needs)
- communication needs(reflects the social nature of a person, his desire to be a family member, to have friends, colleagues, enemies, bosses, subordinates. This can also include part of the needs from Maslow's pyramid: recognition and self-affirmation, which are associated with a person's desire to occupy a certain place in the world around him).
- growth needs(similar to Maslow's pyramid self-expression needs).
The difference between the theories of Maslow and Alderfer is that, according to Maslow, there is a movement from needs to needs only from the bottom up.
Alderfer believes that the movement goes both ways. Up if lower level needs are met and down if higher level needs are not met. At the same time, in case of dissatisfaction of the need of the upper level, the degree of action of the need of a lower level increases, which switches the attention of a person to this level. For example: a person cannot satisfy the need for growth in any way, and the needs of communication “turn on” in him again, and this causes a process of regression from the upper level of needs to the lower one.
The process of moving up the levels Alderfer calls the processes of satisfaction, and the process of moving down - the process of frustration (ie, defeat in an effort to satisfy a need).
1.3. McClelland's acquired needs theory
A widespread concept of needs that determines a person's motivation for activity is McClelland's concept, which is associated with the study and description of the impact of the needs of achievement, participation and domination.
These needs are acquired during life and if they are strong enough in a person, they have a noticeable effect on his behavior, forcing him to make efforts to take actions that should lead to the satisfaction of these needs.
Achievement Needs- are manifested in the desire of a person to achieve the goals facing him more effectively than before.
Participation Needs- Manifested in the form of a desire for friendly relations with others. People with a high need for participation try to establish and maintain good relationships, they need approval, support from others, they worry about what others think of them.
The need for domination- the desire to control the actions of people, to influence their behavior, to take responsibility for the actions and behavior of other people. People with a high need for power can be divided into 2 groups:
Group 1 - those who seek power for the sake of domination. They are attracted by the possibility of commanding others. The interests of the organization in this case fade into the background, because. they focus only on their position in the organization.
Group 2 - those who strive for power in order to solve group problems, these people satisfy their needs for ruling by setting goals, setting tasks for the team and participating in the process of solving these problems.
1.4. Frederick 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.
Material or hygienic factors are related to the self-expression of the individual, his internal needs, with the environment in which work is carried out (salary, safety at the workplace, conditions at the workplace, status, rules, routine and mode of work, quality of control by management, relationships with colleagues and subordinates).
Intangible or motivating factors related to the nature and essence of the work itself (achievement, recognition, responsibility, promotion, the work itself, the possibility of growth), this group can be called a group of needs for growth.
2. Process theories of motivation
Obviously, a person's behavior depends on what needs make him act, what he aspires to, what he wants to receive and what opportunities he has for this. There are a number of theories that talk about how the motivation process is built and how people can be motivated to achieve the desired results. Theories of this type constitute a group of theories of the process of motivation. The most general concept of motivation comes down to the following provisions. A person, realizing the tasks and the possible reward for their solution, correlates this information with his needs, motivational structure and capabilities, sets himself up for a certain behavior, develops a certain disposition and performs actions that lead to a specific result, characterized by certain qualitative and quantitative characteristics.
In modern managerial thought and practice, there are a number of theories that describe the process of motivation in sufficient detail and at the operational level. This is the theory of expectation, the theory of equality (justice) Adams, the theory of L. Porter - E. Lawler, the theory of goal setting by E. Locke, the concept of participatory management.
The term "motivation" comes from the French word "motif" - motivating reason and from the Latin "moveo" - I move.
Motivation- this is an incentive for the effective activity of personnel in order to achieve the goals of the organization.
The purpose of performing the motivation function is to motivate employees to achieve the goals of the organization. The main way to achieve the goal of motivation is the realization of the motives of employees. However, it is necessary to take into account the characteristics of individual employees, their predisposition to motivation. According to the German psychologist P. Weiler, 27% of employees are not subject to motivation.
In the most general way motivation process boils down to the following: a person, having realized the tasks and the possible reward for their solution, correlates this information with his needs, motives and capabilities, adjusts himself to certain behavior and performs (or does not perform) actions that lead to the achievement of the organization's goals. In the theory of motivation need usually seen as a need for something that needs to be satisfied. motive- an internal motivating cause of actions and actions of a person. Reward- everything that a person considers valuable for himself.
Motivation activities include:
The study of the motives of the activities of employees on the basis of their behavior;
Creation of a coherent system of incentives for the organization as a whole, its structural divisions and employees;
Formation of conditions for the implementation of incentives.
These measures should ensure the transformation of incentive means-stimuli into incentive reasons-motives, as well as form a type of behavior aimed at intensive, productive and creative work.
Stimulation- from the Latin "stimulus" - motivating force, stimulating agent. The task of any leader in the performance of a function is to create a system of incentives that would turn incentives into incentives (motives) for the activities of employees. Therefore, each manager must have (i.e., know and skillfully apply) a diverse arsenal of incentives - incentives that ensure the effective work of employees, taking into account the fact that different people are motivated to varying degrees.
For effective motivation, the manager has a variety of incentives - incentives.
The entire set of incentives available to the manager can be divided into two large groups: coercion and reward. Role coercion, which was great in slave-owning times, decreases with the development of society, and the essence of coercion changes. With the development of society, physical coercion gave way, with the exception of the criminal environment, to economic coercion. Economic coercion at the present time due to the growth of prosperity (especially in developed countries) is being replaced by incentives increasingly based on moral, ethical and cultural norms.
The results of the motivation function can be positive and negative. A positive result is the interest of employees in effective work, satisfaction with productive, creative, initiative work, formed self-motivation to work to achieve the goals of the organization. Negative results - the appearance of dissatisfaction indifference to work.
The manager can judge the motivation of employees by the following signs:
High performance and consistent achievement of goals;
Energy, enthusiasm and determination to succeed;
Absolute cooperation in solving problems;
Willingness of people to take responsibility;
Desire to adapt to necessary changes, propensity to innovate.
The achievement of positive results in the performance of this function of motivation is determined not only by the knowledge, skills and abilities of the manager obtained in the process of training, but also to a greater extent by his experience and art. Apparently, no other management function requires such a degree of skill from a manager as the motivation function.
2) process theories of motivation based on the analysis of how a person distributes efforts to achieve various goals and how he chooses a specific type of behavior (V. Vroom's expectancy theory, R. Adams' theory of justice, Porter-Lawler's model of motivation).
A. Maslow's hierarchy of needs theory. According to this theory, there are five groups of needs: physiological, security needs, social needs, the need for recognition and self-affirmation, and the need for self-expression.
Arranging the needs in the form of a hierarchical structure, Maslow showed that the needs of the lower levels (physiological and safety) require priority satisfaction. After the need is satisfied, it fades into the background and activates the needs of a higher level (social, the need for recognition, self-affirmation and self-expression).
Maslow's theory does not take into account the individual characteristics of people, but the manager must know what this or that employee prefers in the reward system. In addition, over time, human needs change, therefore, one cannot expect that motivation that worked once will work effectively all the time.
The Needs Theory by David McClelland considers the needs of a person that he acquired under the influence of life circumstances, experience and training. There are three types of needs: for power, for success, and for belonging.
Two-factor theory by F. Herzberg analyzes hygiene factors (working conditions, leadership style, social and psychological climate in the team, remuneration for work, etc.) and motivation factors (success, promotion, recognition and approval of work results, career growth opportunities, etc.). ). According to F. Herzberg, only motivating factors motivate employees, and hygiene factors do not affect employee satisfaction.
Vroom's expectancy theory emphasizes the importance of three relationships:
Labor costs - results;
Results are reward;
Reward - valency (satisfaction with the reward).
Since people have different needs, they value the same reward differently. The manager must match the rewards offered to the needs of the employees and align them.
R. Adams' theory of justice shows how people distribute and direct their efforts to achieve their goals, depending on the fairness of rewards. A person subjectively measures the reward for work with the effort expended and then correlates it with the reward of other people who perform similar work. If the comparison shows imbalance and injustice, then a person experiences psychological stress.
The Porter-Lawler model is a complex process theory of motivation that includes elements of expectation theory and equity theory. It consists of five variables (factors): effort expended; perception; results; remuneration for work; degree of job satisfaction. According to the model, the results achieved depend on the efforts made by the employee, his abilities and characteristics, and his awareness of his role in the organization.
Thus, content theories of motivation define the needs that motivate people to act. Process theories do not deny the existence of needs, but show that people's behavior is determined not only by them, but also by a subjective assessment of the value of the efforts expended and rewards.
Various theories with varying degrees of completeness characterize the problem of motivation, highlighting its various aspects. The bottom line is that each person has his own needs, his own motives, reacts differently to the same, and even more so different incentives, which depends on various factors, and, finally, independently builds his behavior to meet his needs. The importance of motivation theories lies in the fact that they help to find approaches to solving practical problems.
