Zakharochkina Elena Revovna
Associate Professor of the Department of UEF FPP OP MMA them. THEM. Sechenov, Ph.D.
Motivation is a combination of internal and external driving forces that induce a person to act, set the boundaries and forms of activity and give this activity an orientation focused on achieving certain goals. The process of using various incentives to motivate employees is called incentive.
In management practice, one of the most common forms of management is material incentives, whose role is exceptionally great. For example, paying a bonus is a very powerful incentive for employees. However, to maximize the effect, the following conditions must be considered:
1. The ratio of the main part of the salary and the bonus should be optimal (economists consider the ratio of the base and bonus parts of the salary to be effective as 5-7 / 10%, ie the bonus part should be 3-5% more than the base one).
2. The distribution of the premium should take into account:
a) results;
b) the specifics of the work of a particular employee;
c) the quality of labor (the introduction of coefficients that increase the size of the bonus depending on the quality of customer service, organization of work, etc.).
The disadvantages of many bonus schemes are that the bonus (variable) part of the salary is either divided equally among all, or is linked only to economic results (for example, the amount of the bonus is determined depending on the volume of personal sales). However, such a distribution may not take into account the specifics of the work of a particular employee (one employee works in the department of dispensing prescription drugs or the department of medical cosmetics, where there are many expensive drugs and goods, while the other is engaged in the sale of non-prescription and related products, the cost of which is much lower; accordingly, the revenue of employees will be different).
At the same time, the leader should not exaggerate the importance of material incentives, because a person has a very complex, ambiguous system of needs, interests, priorities and goals.
Motivation is designed to influence the following characteristics of the employee's activity: effort, diligence, perseverance, conscientiousness, focus.
It is important to understand that motivation has a great influence on a person's performance of their work, their job duties. However, there is no unambiguous relationship between motivation and the final result of the activity. There are often times when a person who is highly motivated to do his job gives worse results than a person who is less or weakly motivated. This is due to the fact that many other factors influence the work results: the qualifications and abilities of the employee, the correct understanding of the task performed by him, the influence on the work process from the environment, luck, etc. The gap between motivation and labor results gives rise to a serious management problem: how to evaluate the results of the work of an individual employee and how to reward him, so as not to negatively influence (demotivate) other employees. The solution to this problem is not obvious and easy, it has, as a rule, a situational nature (for each specific situation, taking into account all factors) and presupposes an understanding by the head of the motivational process.
The motivational process consists of six sequential stages:
I. The emergence of needs, which can be divided into 3 groups:
a) physiological;
b) psychological;
c) social.
II. Finding ways to eliminate needs - a person has a need to do something, to take something to eliminate the need (satisfy, suppress, not notice).
III. Determination of goals (directions) of action - at this stage, four points are linked:
- what should I get to eliminate the need;
- what should I do to get what I want;
- to what extent can I achieve what I desire;
- how much what I can get can eliminate the need.
IV. Taking action - the employee spends effort in order to carry out actions that ultimately should provide him with the opportunity to receive something in order to eliminate the need.
V. Receiving a reward for the implementation of an action - at this stage it is found out to what extent the performance of actions gave the desired result; depending on this, there is either a weakening, or preservation, or an increase in motivation for action (the most desirable result for a leader).
V. Elimination of the need - depending on the degree of removal of the tension caused by the need, and also on whether the elimination of the need causes a weakening or strengthening of motivation for activity, a person either stops activity until a new need arises, or continues to look for opportunities and take actions to eliminate the need.
Knowing the logic of the motivation process makes it easier to understand, but does not provide significant advantages to the leader in managing this process. There are a number of factors that complicate and make the process of practical application of motivation ambiguous: non-obviousness of motives, variability of the motivational process, the existence of needs in complex dynamic interaction with each other (often contradicting each other, or, on the contrary, strengthening the actions of individual needs), the difference in the motivational structures of individual people, different degrees of influence of the same motives on different people, different degrees of dependence of the action of some motives on others.
Thus, the motivation process is very complex and ambiguous, unique and not always 100% predictable for each individual person. Exists a large number of theories of motivation trying to explain this phenomenon. Let us consider the most interesting, in our opinion, theories concentrating on identifying and analyzing the content of motivation factors, i.e. content theory of motivation:
- Maslow's hierarchy of needs theory.
- Alderfer's ERG theory.
- McClelland's theory of acquired needs.
- Herzberg's theory of two factors.
Widely known and recognized Maslow's hierarchy of needs theory includes the following main ideas:
1. People constantly feel some kind of need.
2. People experience a certain set of strongly expressed needs, which can be combined into separate groups:
2.1. Physiological needs (needs for food, water, air, housing, etc.).
2.2. Security needs.
2.3. Needs of belonging and belonging.
2.4. Needs for recognition and self-affirmation.
2.5. Self-expression needs.
3. Groups of needs are in a hierarchical arrangement in relation to each other.
- Self-expression
- Recognition and self-affirmation
- Affiliation and involvement
- Security
- Physiological needs
4. Needs, if they are not satisfied, induce a person to action; satisfied needs do not motivate people.
5. If one need is satisfied, then another unsatisfied need takes its place.
6. Usually a person feels several different needs at the same time, which are in complex interaction with each other.
7. Needs that are closer to the base of the "pyramid" require primary satisfaction.
8. The needs of a higher level begin to actively act on a person after, in general, the needs of a lower level are satisfied.
9. The needs of the higher level can be met in more ways than the needs of the lower level.
To be continued...
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Pharmacy staff motivation
Introduction
Conclusion
Applications
Introduction
Relevance of the research topic. In modern conditions, the personal attitude of a person to work is of particular importance, which can be corrected by the system of motivation that exists in each organization. Therefore, in modern conditions, interest in such a field of management as labor motivation, which constitutes a significant part of the concept of management science, has grown. Knowledge of the employee's motivational attitudes, the ability to form and direct them in accordance with the personal goals and objectives of the organization is the most important issue in modern business.
Understanding the internal mechanisms of motivating a person's labor activity is a prerequisite for building an effective personnel policy of the organization, the main component of which is the system of motivating employees of the organization. The issue of managing labor motivation has a large specific weight in the process of managing the successful development of an organization and its solution is quite problematic for most organizations. In this regard, there is a need for research in the field of labor motivation systems.
Employees can actively contribute to the growth of the effective activity of the organization, or they can be indifferent to the results of activities, resist innovations that disrupt their usual rhythm of work. Only a person who is interested in his work and is satisfied with it can truly work effectively and benefit the organization and society. This is the main task of a well-thought-out system of labor motivation. Therefore, the topic of the course work: "Motivation of staff in the pharmacy" is relevant.
The problems of personnel motivation are widely considered in the scientific and journalistic literature. Such domestic and foreign scientists as J. Adams, K. Alderfer, R. Ackoff, G. Becker, S. Beer, N. Volgin, V. Vroom, F. Herzberg, K.E. Locke, D. McClelland, G. H. Popov, H. Rampersad, P. Senge, F. Taylor, G. Emerson and others. Many Russian researchers were involved in the selection of personnel, the organization of the work of the heads of pharmacy organizations (JSC), and the improvement of the efficiency of the work of the pharmaceutical personnel of pharmacies: V.L. Bazarny, G.T. Glembotskaya, I.G. Komissinskaya, Yu.A. Muzyr, I.M. Razdorskaya, E.E. Chupandina, E.F. Sharakhova, E.S. Luzyanina, T.N. Bocharova, T.V. Pak, R.B. Safarov, K.V. Puzankova and others.
The purpose of the course work is to investigate the motivation of staff in a pharmacy.
To achieve this goal, it is required to solve the following tasks:
Consider the theoretical aspects of staff motivation;
Analyze the motivational environment for the personnel of retail divisions of pharmacy chains;
To propose measures to increase the motivation of personnel in retail divisions of pharmacy chains.
The object of the research is the retail divisions of pharmacy chains.
Research subject: labor motivation in pharmacies.
The methodological basis of the work was the work of domestic and foreign specialists in the field of personnel management, such as: Magura M.I., Kokorev V.P., Volgin A.P., Travin V.V., Mescon M.Kh., D. Mak -Clelland and others.
In the course of the study, the following methods were used: analysis of scientific (socio-economic, psychological, management) literature on the problem of motivation of labor behavior, methods of financial and economic analysis, observation of labor behavior of pharmacy staff, as well as questioning and polling of employees of organizations.
The course work consists of an introduction, three chapters, a conclusion, a list of used literature and applications.
1. Theoretical aspects of staff motivation
1.1 Concept and essence of personnel motivation
The most important component of the company's successful activity in the market is the high motivation of its personnel to work. A high level of employee productivity in the labor process and high level commitment to your enterprise, interest in the effectiveness of your labor activity in making your contribution to the achievement of the strategic goals of the enterprise - all these conditions high efficiency activities of the enterprise as a whole.
In the work of M.I. Magura states that "motivation is what energizes (or activates), directs and supports" the desired work behavior. Such a rather generalized definition does not give an idea of the components of motivation.
Another definition of motivation is given in the study by A.Ya. Kibanov, where it is said that "motivation is an internal process of a person's conscious choice of a particular type of behavior, determined by the complex influence of external (stimuli) and internal (motives) factors." A similar definition is given in the work of I.B. Durakova, where motivation is viewed as a process of "motivation to activity, aimed at the formation of motives of labor behavior under the influence of a complex of external and internal factors." The last two definitions are a synthesis of two approaches to understanding motivation - meaningful and procedural, which allows us to explore both sides of motivation - external (factorial) and internal (procedural).
In management theory, motivation is the process of combining the goals of the company and the goals of the employee for the fullest satisfaction of the needs of both, the process of motivation to activity in order to achieve common goals. Thus, in the relationship between the employee and the organization, the central place is occupied by the exchange of the results of the employee's work for a set of remunerations provided by the company.
When developing a personnel motivation system, it is necessary to take into account the differences in the priority of motivating factors among employees at different levels of the hierarchy. In the process of moving up the career ladder, the structure of needs of the employee changes. For managers, wages move into the category of image, status, belonging to a certain circle of persons, and intangible incentives come to the fore: career growth, participation in decision-making, achievement of goals, authority in the team, personal development, power and influence.
Therefore, an effective employee motivation system should be comprehensive: based on various methods of motivation, using both material and moral incentives, include mechanisms for both positive and negative motivation.
The essence of labor motivation is the desire of the employee to satisfy his own needs (obtaining various benefits) with the help of labor. The motive includes: the need that the employee wishes to satisfy; some kind of good that can give satisfaction of the need; action aimed at obtaining this good; material and moral costs as a consequence of the implementation of labor activities. The formation of labor motives occurs if:
- the subject of management has the necessary set of benefits that correspond to the needs of a person in their social conditioning;
- personal efforts of the employee are required to acquire the desired benefits;
- with the help of labor activity, these benefits can be obtained at lower costs than from any other type of activity.
The peculiarity of labor motives lies in their focus on themselves and others, it is due to commodity production. Having become a commodity, the product of labor as a use value satisfies the needs not of the employee himself, but of other people.
Stimulus is an external incentive for any activity that does not depend on the employee. The task of the manager is to create such working conditions so that the incentive is directed to the emergence of a motive, i.e. internal, subjective, meaningful stimulus that meets the needs of the subject of labor activity. In this case, the staff will be maximally interested in high-quality, efficient and effective performance of work.
In order to understand how to pursue a motivational policy, it is necessary to find out what needs each employee of the enterprise has and what interests may arise in this regard. This will make it possible to conduct motivational management activities more efficiently and give employees those benefits that are able to satisfy their needs.
In the work of V.V. Travina and other authors point out that “the main thing in motivation is its inextricable connection with human needs. A person strives to work with high efficiency, is ready to overcome obstacles on the way to the intended goal, if the work and the reward that he receives as a result allow him to satisfy the needs that are significant for him. "
To receive this reward, a person needs to carry out certain labor actions, which have their price in the form of physical, material and moral costs. In addition, each person has his own individual expectations regarding the remuneration for the result of performing labor actions.
Reward is everything that a person considers valuable to himself. Rewards can be internal - they are given by the work itself (satisfaction from achieving a result, self-respect, etc.), and external - they are given by the organization (salary, additional payments, career advancement, etc.).
The personnel remuneration system is one of the most pressing problems of human resource management, on the solution of which depends not only the labor activity of employees, but also the strategic stability and development of the organization.
The following problems of the motivation system are encountered in Russian companies:
There is no study of the motivational profile of employees, the system of motives is recognized only upon dismissal;
Using motivational programs of other companies, without adapting to the needs of your organization and its financial condition;
The developed motivation system was not communicated to the employees;
The motivation system is focused on employees who do not want to work, and not on those who bring real income to the organization;
There is no clear understanding of what structures in the enterprise develop, control and coordinate the personnel motivation system.
As part of the implementation of the personnel motivation management system, the following methods of influencing employees can be used:
Compulsion - based on the fear of being punished.
Reward (incentive) - is formed in the form of systems of material and moral incentives. The incentive system is more effective because meets far less resistance from employees than a coercive system.
Solidarity (direct motivation) - focused primarily on the satisfaction of the highest needs of the individual: the need for recognition and self-realization. Includes persuasion, inspiration, complicity, maintenance of labor enthusiasm, suggestion. Restrictions on use this method motivation: it takes a lot of time, the manager has specific skills and a sufficiently high level of employee culture. This method is especially effective in conditions when it is necessary to create a certain moral and psychological climate for uniting employees into a single team.
Therefore, in order to maintain the motivation of employees to work, the motivational policy of the enterprise should be constantly refined in the field of comparing the volume and structure of planned remuneration with the individual actual expectations of employees. However, with the same needs, different people may have different motives, which is explained by the individual characteristics of each person. No less important is labor motivation, which is associated with the content of labor, its usefulness, and the possibilities for self-realization of the employee. Therefore, effective labor motivation implies a constant renewal of the essence of labor, improvement of work assignments and field of activity.
1.2 Personnel motivation policy in the organization
The personnel motivation policy should also determine the level and need for incentives: the more perfect social and labor relations are, the higher the organizational culture and quality of the company's personnel, the less the need for additional labor incentives becomes. External stimulation with positive and negative methods is only one side of motivation. More effective is motivation, which comes from the person himself as a desire to work with high efficiency and interest in the results of his work. It is this state of a person that is the true motivation.
Another aspect of the personnel motivation policy is the status motivation associated with the desire of a person to get a higher position, to perform more responsible and prestigious work.
Personnel motivation is carried out through management methods, which can be divided into:
- administrative - this is a direct centralized influence of the subject on the control object. They are focused on such motives of behavior as a conscious need for labor discipline, a sense of duty, a person's desire to work in a particular organization, a culture of work;
Economic methods of motivation have an indirect character of managerial influence, i.e. when using them, you cannot count on an automatic result. These methods are based on the use of material motives of people's behavior, the main requirements for them are individualization, i.e. each employee must get what he deserves in terms of the final results of work and the presence of a unified system for the formation of individual material rewards;
- socio-psychological methods of management are designed to create and maintain such a socio-psychological climate in the organization so that the employee does everything necessary to achieve the goals of the organization and have all the opportunities for self-development in the direction he has chosen.
In modern management, other groups of incentive methods are also used: material and non-material incentives.
In the system of labor incentives, wages occupy a leading place. Labor costs consist of: basic wages; additional wages; other incentive and compensation payments in the form of remuneration.
Non-financial incentives are aimed at increasing the loyalty of employees to the organization while reducing the cost of compensating employees for their labor costs. Intangible means such incentives that are not given to an employee in the form of cash or non-cash funds, but may require investment from the organization, these are:
- social incentives (insurance, medical service, vouchers);
- socio-psychological or moral stimulation (public recognition, prestige in the organization);
- creative stimulation (professional development);
- stimulation with free time (free time, additional vacations).
To implement the motivational policy of the organization, it is necessary to develop a model of the personnel motivation system as a developing, complex-target system that ensures the unity of interests of the enterprise and its personnel. The development process of this system should be continuous and promptly respond to changes in the internal and external environment of the enterprise.
The model of the personnel motivation system directly reflects the procedure for implementing the personnel motivation process at the enterprise. The model of the personnel motivation system should be based on the strategic plan for the development of the enterprise, on the basis of which the personnel management strategy and the motivational policy of the enterprise are developed. The model of the personnel motivation system is shown in Fig. 1.
Further, the diagnostics of the motivation system existing at the enterprise is carried out, which also provides for the determination and analysis of the main factors of the internal and external environment of the enterprise that affect the personnel management process and the motivation of employees, which will identify possible obstacles and opportunities in improving the motivation model.
The process of developing and implementing a motivation system model requires optimization of the organizational structure of enterprise management and, first of all, the personnel management service.
Rice. 1. Model of the enterprise personnel motivation system
In the process of developing a motivation system, the technology of its construction, the choice of methods and tools for motivational influence on personnel are determined.
In fig. 1 shows the main material and non-material components of the personnel motivation system, which will allow you to get the maximum positive result from the functioning of this model. However, in each enterprise, it is necessary to constantly study and track changes in the needs and personal priorities of workers through surveys or questionnaires. The model of the personnel motivation system of the enterprise allows solving complex organizational, technological and socio-economic tasks of managing personnel motivation and creating a highly effective team that can ensure the advanced pace of development of the enterprise and its success in the market.
Thus, the following conclusions can be drawn: motivation is an incentive, a reason for any action, an active state of a person, prompting him to perform actions aimed at satisfying individual or group needs. Personnel motivation is carried out through management methods: administrative, economic, socio-psychological. In modern management, material and non-material incentives. To implement the motivational policy at the enterprise, it is necessary to develop a model of the personnel motivation system, which ensures the unity of interests of the enterprise and its personnel.
2. Analysis of the motivational environment for the personnel of retail divisions of pharmacy chains
pharmacy retail staff motivation
Let's analyze the remuneration system of a private pharmacy chain (CHAS).
At HOUR, the salary of employees is calculated according to the formula:
(1)
where: salary - calculated wages;
O - salary;
H is the number of hours worked;
LF - the norm of hours per month;
DS - additional payment for seniority;
TP - current premium;
DP - additional bonus;
КВ is the coefficient of fulfillment of the plan for trade turnover.
The salary is constant and for the heads of the retail division (RP) is 16,500 rubles, for pharmacists - 12,100 rubles. and for pharmacists - 11,000 rubles.
The current premium is also a constant value and its size for managers is determined depending on the turnover of the RP:
With the turnover of the Republic of Poland less than 1.5 million rubles. the current bonus of the head will be 3,300 rubles per month,
With a turnover of 1.5 to 2.5 million rubles. - 6 600 rubles.,
With a turnover of more than 2.5 million rubles. - 8 800 rubles.
For employees of the first table, the current bonus is also determined by the turnover of the RP per month and amounts to 3,300 rubles, 4,400 rubles, respectively. or 5 500 rubles.
The additional payment for seniority depends on the duration of the preservation of labor relations with the pharmacy network (AS) and is calculated according to the formula:
DS = S H 500 rub., (2)
where: DS - additional payment for seniority,
С - work experience in HOUR in years.
The maximum amount of additional payment for seniority is 2,500 rubles. the employee's salary is increased by 500 rubles. for each year of work in the organization during the first 5 years, and then stops increasing. This view additional payment does not depend on the position held.
An additional bonus for employees is calculated based on the results of the work of the RP: a plan for the monthly turnover is established for each pharmacy, and if the planned value is reached, all employees of the RP receive an additional bonus in full. In case of fulfillment of the plan by 85-100%, the amount of the bonus is recalculated taking into account the coefficient of fulfillment of the plan, and in case of fulfillment of the plan by less than 85%, the employees of the RP do not receive an additional bonus. Overfulfillment of the RP plan does not increase the amount of employee benefits. The maximum amount of additional bonuses for managers of the RP is 5,000 rubles, for ordinary specialists - 3,000 rubles.
Thus, only the fact of fulfillment or non-fulfillment of the turnover plan affects the size of the salary of HR employees. This payroll system does not give the management the levers of personnel management with the help of remuneration, since personal performance of employees and the quality of performance of their duties are not reflected in remuneration. Based on this, the salary in this organization does not fulfill its motivational function.
The content of the work performed and its compliance with expectations have a great influence on employee satisfaction. For a deeper study of the satisfaction of the leaders of the RP with the content of the work, a GAP-analysis was carried out, which makes it possible to determine the gaps between expectations from the work performed and its actual performance. For this purpose, a questionnaire was developed, which includes 13 questions on assessing the level of characteristics of the work content that are significant for the leaders of the RP, which the respondents had to assess according to the level of their expectations and according to the actual value (Appendix 1).
The results of processing the questionnaires received from the heads of the RP CHAS are presented in Table 1.
Table 1
Expected and Actual Levels of Job Content Characteristics (HR) of HR HR Managers
|
SR characteristics |
Expected level, % |
Actual level, % |
|||
|
Autonomy |
|||||
|
Diversity |
|||||
|
Significance |
|||||
|
Feedback from work |
|||||
|
Uncertainty |
|||||
|
Conflictness |
|||||
|
Complexity |
|||||
|
Surprise |
|||||
|
Improving the process itself |
|||||
|
Learning by doing |
|||||
|
Satisfaction results of work |
|||||
|
Solving emerging problems and removing obstacles |
The highest expected level for such characteristics of SR as diversity (88%) and learning on the job (88%). This indicates that the leaders of the RP CHAS want to perform such work that would require them to perform various actions, use a wide range of knowledge and skills, and at the same time would allow them to gain new knowledge and enrich their experience. The lowest expected value has conflict (45%), which characterizes the frequency of contradictions and disagreements between different parties. At the same time, the actual level of conflict is higher than expected, and the value of the GAP-gap for this characteristic of SR is the largest (14%).
Also, there is a big difference between the expected and actual levels of the SR characteristics “Solving emerging problems and eliminating obstacles” (9%) and “Autonomy” (-8%). The negative value of the GAP-gap, which characterizes autonomy, indicates that the leaders of the RP in this organization are given insufficient independence in the process of performing their work.
The characteristics of SR associated with the level of uncertainty (0%), unexpectedness (-1%) and significance (1%) are most consistent with the expectations of RP managers. This means that for the leaders of the RP, the work they perform is optimally regulated, the frequency of problems and obstacles, as well as the impact of the results of their work on the life and activities of other people, are as close as possible to the desired level.
The data obtained as a result of processing the questionnaires of the heads of the IAS RP are presented in Table 2.
The leaders of the IAS RP expect from their work a high level of significance for other people (91%), a high level of acquiring new knowledge and skills in the process of work (89%), as well as a high level of uncertainty (89%), i.e. execution of unprogrammed work with a choice of methods for its implementation.
table 2
Expected and actual levels of performance of the SR of the leaders of the IAS RP
|
SR characteristics |
Expected level, % |
Actual level, % |
|||
|
Autonomy |
|||||
|
Diversity |
|||||
|
Significance |
|||||
|
Feedback from work |
|||||
|
Uncertainty |
|||||
|
Conflictness |
|||||
|
Complexity |
|||||
|
Surprise |
|||||
|
Improving the work process itself |
|||||
|
Learning by doing |
|||||
|
Satisfaction with the results of work |
|||||
|
Solving emerging problems and removing obstacles |
At the same time, the actual level of significance of the work performed fully corresponds to expectations, and the level of learning in the process of work is somewhat lower than the desired one (GAP-gap -3%). The actual level of uncertainty in the work is also lower than expected by the leaders of the RP. This shows that in the organization, the leaders of the RP are given insufficient independence in resolving issues related to the choice of ways to achieve their goals.
The lowest expected value has the characteristic of SR "conflict", while it also has the most great importance gap: the actual rate exceeds the desired level by 26%.
IAS RP leaders expect their work to be less difficult (11% GAP gap), more predictable (15% GAP gap), and the frequency of problems and obstacles to be addressed will be lower than the current level (16% GAP gap). ). For such SR characteristics as “autonomy”, “satisfaction with the results” and “diversity”, the actual level in the organization is below the desired level, thus, RP managers lack independence in performing their work, the ability to perform various actions, apply various knowledge and skills, which as a result, it led to a decrease in satisfaction with the result of their work.
The study of the satisfaction of ordinary employees of the RP with the relationship with the immediate supervisors was carried out by the same method as the study of the satisfaction of the managers of the RP of the AU with the relationship with the top management of the AU.
The values obtained as a result of processing the questionnaires of 105 ordinary employees, several more values obtained from the questionnaires of the leaders of the RP. At the same time, the distribution of indicators characterizing the relationship in both categories of employees is practically the same (Table 3).
Table 3
Assessment of the relationship between the leaders of the RP AS and ordinary employees with the higher management in CHAS
The lowest rating in each category of employees was given to the characteristic “consistency” (70% among the leaders of the RP and 74% among the ordinary employees), the value of which shows that the actions and decisions taken by the top management of the HRC are not always perceived by the leaders of the RP as consistent and logical. The same picture is observed in the attitude of ordinary workers to the leaders of the RP. It can be assumed that this is due to a lack of information regarding the goals and objectives of the organization, provided by top management and communicated to their teams by immediate managers.
Also, the level of delegation (71% and 76%, respectively) received a low rating from the RP employees. As in the case of the relationship between the upper and middle levels of management, ordinary employees of the RP lack freedom in their professional activity and elevated level control by the leaders of their RP.
The rank-and-file employees of the Republic of Poland rated the display of care and attention to them on the part of their immediate supervisor most highly (85%). A more pronounced sense of attention between the leaders of the RP and their subordinates compared to the relationship between the top management and the leaders of the RP can be explained by the remoteness of the RP from the central office, which reduces the frequency of interactions between them.
The results of processing questionnaires received from employees of the municipal pharmacy network (MAC) are shown in Table 4.
Table 4
Assessment of the relationship between the leaders of the RP of the AU and ordinary employees with the higher management in the MAS
Ordinary employees of the IAS highly appreciated the existing relationship with their immediate supervisor. The overall assessment of the relationship between employees and managers of the RP for almost all indicators is 5% higher than the assessment of the relationship between the middle and top management levels.
In the MAS, no statistically significant differences were found between the relationship where the head of the RP acts as a subordinate, and the relationship in which the head of the RP is the boss for his subordinates. The results of this study show that the relationships that have developed between the top and middle levels of management have a significant impact on the relationship between the manager and the subordinate in the RP AS. This fact underlines the great importance of the need to form a trusting relationship between the management of the AU and the leaders of the RP.
3. Increasing the motivation of personnel in retail divisions of pharmacy chains
Let us consider a conceptual model of an integrated system for assessing the performance of heads of retail divisions of pharmacy chains, which is based on P. Drucker's concept of management by goals (MBO) (Appendix 2).
To increase the motivation of the plant managers, a comprehensive system for assessing the performance of the plant managers and ordinary pharmacy workers has been developed, which forms the basis for an effective contract concluded with plant workers.
According to the Program for the gradual improvement of the remuneration system in state (municipal) institutions for 2012-2018, approved by the order of the Government of the Russian Federation of November 26, 2012 N 2190-r: An effective contract is an employment contract with an employee, which specifies his job responsibilities, terms of remuneration, indicators and performance criteria for assigning incentive payments depending on work results and the quality of services provided, as well as social support measures.
The implementation of this document makes it possible to specify the official duties of the RP managers, for the proper performance of which the salary part of the salary will be paid, to systematize the compensation payments provided for in the AS, and also to develop criteria for assessing the performance of the RP managers, on the basis of which the amount of the bonus part of the salary will be determined. ... Thus, the leaders of the RP will clearly understand what areas of their work activities they need to pay attention to in order to improve the quality of work and increase the size of their wages.
The implementation of the assessment system under consideration is carried out in two directions:
1) Implementation of a system for calculating the bonus part of wages based on KPI - as a tool for monthly assessment of employee performance;
2) Conducting an annual internal certification of the leaders of the RP - as a means of assessing the results achieved at the end of the year with the assignment of conditional categories (first, second, third).
The KPI system in the AU is developed on the basis of the formulated goals, therefore it can be considered not only as a personnel remuneration system, but also as a system for achieving the overall goals of the organization.
Requirements for KPIs:
KPI should reflect the key function of the employee's activity;
The KPI must be manageable, i.e. an employee can influence the value of the indicator within the limits of his job duties.
KPI indicators for each position are formed based on job descriptions and functional responsibilities. The criteria for evaluating key functions can be: quality of work performed, duration of work, cost of work performed, efficiency or productivity.
After determining the KPI, the proportion of each indicator is determined according to the principle: the more important the indicator, the greater its specific weight. The specific weight of KPI should not be more than 50% and less than 5%. Sum specific weights The KPI is 100%. An organization should not have more than 7 KPIs for managers and more than 5 for ordinary employees.
Payroll in the KPI system is calculated according to the formula:
Salary = Salary + (% of salary) (Weight KPI x K1 + Weight KPI x K2 + ... + Weight KPI x Kn), (3)
where: К - correction factors, depending on the degree of actual implementation of the KPI by the employee.
Performance measurement can be single-level or multi-level. With a single-level measurement, the target and the result are compared, while the correction factors are not used and the premium for this indicator is either paid or not. In multilevel measurement, the correction factor can be expressed as a percentage equal to the percentage of plan completion.
Benefits of using the KPI system:
1) Motivation of personnel is directly related to the achievement of the business goals of the organization.
2) Optimization and improvement of the efficiency of the control system.
3) Identification of weaknesses in the activities of the organization for their further development.
4) Determination of the most promising areas of activity.
5) Increasing the responsibility of each employee for their area of work.
6) The effect of the implementation of this remuneration system can be measured and calculated.
7) With the help of this system, you can stimulate employees with both material and non-material incentives.
8) The motivation of employees increases, the desire to achieve the set goals.
9) The organizational loyalty of the staff increases.
The introduction of the KPI system, as world practice shows, increases the profit of the enterprise by 10-30% due to the fact that the employees are more focused on results, their motivation and loyalty to the company.
Despite the fact that the KPI remuneration system is used in some JSCs, and certification of RP managers is used almost everywhere, the practical implementation of these methods is divorced from the goals of the organization, the job responsibilities of employees and is not related to organizational culture (OC), organizational loyalty (OL) and overall job satisfaction (OA). Therefore, the task arose of developing an order for the implementation of an effective contract using the KPI system, taking into account the previously studied factors affecting the educational institution by work in the organization, and the certification system, which would allow assessing not only the objective indicators of the plan, but also stimulating the employee to improve professionalism, as well as increase employee satisfaction in those areas of professional activity that cause them the least degree of satisfaction.
Thus, the most problematic areas in working with the leaders of the RP are the remuneration system, relationships with higher management, in particular, increased control of their activities, as well as low motivation to improve the level of professionalism. The influence of these factors can be optimized and, thus, the level of job satisfaction among the leaders of the RP can be increased. The implementation of an effective contract and a comprehensive system for assessing the performance of personnel in the proposed version requires significant preparatory work.
Consider an example of developing a KPI matrix for RP AS personnel:
The AU has set the following goals for the current year: to increase turnover, improve the quality of service, maximize the use of existing assets, and improve performance discipline at all levels of management. These goals of the organization were reflected in the KPI indicators of the leaders of the RP. Table 5 shows an example of calculating the efficiency coefficients of KPI indicators.
Table 5
KPI matrix of the head of the AU RP and performance ratios
|
Increase in turnover |
RP turnover |
||||||
|
Maximizing the use of existing assets |
Inventory turnover |
||||||
|
The share of illiquid goods in the total balance of goods |
|||||||
|
Improving the quality of service |
Number of claims from customers |
||||||
|
Enhancement performing disciplines |
Quantity untimely provided documents |
Based on the specific weights of KPI, it can be seen that the most significant for the AU are indicators reflecting an increase in turnover and maximization of the use of existing assets. The KPI indicator "number of claims from customers" is set to a target value of 0, which means that if there is at least one complaint from a client, the premium for this KPI will not be paid.
In this calculation system, only KPI-1 is focused on increasing the analyzed indicator, all other KPIs are aimed at reducing indicators. Therefore, the KPI-1 performance ratio is calculated as the ratio of the actual level of the indicator to the planned, and the rest KPI - as the ratio of the planned level of the indicator to the actual. The AU has approved the threshold value of the KPI efficiency coefficient equal to 0.8. In the example, the efficiency coefficient KPI-3 is less than 0.8, and the premium for this indicator will not be paid.
The salary of the head of the RP AS is 25 350 rubles. The ratio of the salary and bonus part is determined as 70/30, thus, the planned amount of the bonus part will be 11,000 rubles. Taking into account the obtained efficiency coefficients, the actual size of the bonus part will be equal to:
Then: the total amount of wages will be 25 350 + 9 050 = 34 400 rubles.
Based on the objectives of the AU, KPI indicators for ordinary employees of the AU RP were also determined. An example of a calculation is shown in Table 6.
Table 6
KPI matrix of ordinary employees of RP AS and performance ratios
In the AU, the salary for a pharmacist is set at 18,000 rubles. The ratio of the salary and bonus parts of wages, as well as for the heads of the RP, is equal to 70/30. The planned premium is RUB 7,700.
The calculation of the current premium, taking into account the performance ratios, will be as follows:
The KPI-4 performance ratio is less than the threshold value set in this AS, therefore, the premium for this indicator is not paid.
The total salary will be: 18,000 + 6,143 = 24,143 rubles.
To increase the motivation of RP managers to improve their level of professionalism and achieve the approved KPI targets, within the framework of our proposed comprehensive personnel performance assessment system, it is proposed to conduct an annual certification of RP managers. In this case, the objectives of certification should be:
Evaluation of the performance results of the leaders of the RP for the previous period;
Receiving feedback from the middle level of management in the main areas of activity;
Identification of weaknesses and determination of the need for training and the formation of the necessary skills among the leaders of the RP.
The development of criteria for evaluating the heads of the RP should be based on the job responsibilities of the heads of the pharmacies, as well as the approved goals of the organization and its RP.
In the proposed attestation system, the performance assessment of RP managers should be carried out in 2 directions:
1) Professional knowledge and skills, including knowledge of the pharmacy assortment, regulatory documents governing pharmaceutical activities, knowledge of intra-organizational rules and standards of activity, as well as active sales skills, knowledge of computer programs and software operating in the AU.
The collection of data on the level of satisfaction of the leaders of the RP is of great importance in the process of carrying out the annual appraisal. For this purpose, it is recommended to apply the questionnaire developed on the basis of the methodology of E.A. Sharapatova. (Appendix 3).
The use of this assessment system will allow the AU management to identify the significance of each of the studied motivational factors (MF) and determine: the level of OU with work, the levels of satisfaction with various MFs among the leaders of the RP. The data accumulated over several years, obtained through this methodology, will make it possible to see both the change in priorities in the work, and the change in the level of educational institutions of employees, as well as to draw conclusions about the degree of effectiveness of the personnel and motivational policy pursued in the company.
The developed certification form must be understandable to all participants in the certification, make it possible to enter into it all the necessary information obtained in the certification process, and also be convenient for further processing of the results.
Planning the attestation process. In the process of developing a certification system for RP managers, it is necessary to determine:
The timing of the certification, taking into account the seasonality of the activity, the schedule for other planned activities. All these factors must be taken into account so that the participants in the certification have the opportunity to thoroughly prepare for it, and so that the procedure itself takes place in a calm atmosphere.
Methods for conducting the assessment. Depending on the selected criteria, the assessment of professional knowledge and skills can be carried out in a test format, practical tasks or interview. Evaluation of performance results must necessarily be carried out in the format of an interview.
Only in the process of a personal conversation is it possible to discuss with the leaders of the RP the results obtained, the difficulties that had to be faced during this period, to identify possible ways to eliminate them, and also to outline the ways of development. In order for this interview to be useful and effective, before the certification interview, all the necessary reports must be collected and worked out and, based on the results of data processing, questions or topics for discussion with each RP leader must be clearly formulated.
The procedure for the stages of certification. Within the framework of the certification system we propose, it is recommended to first assess professional knowledge and the level of educational institutions, and then start discussing the results of the work.
Regulations for attestation, i.e. determine the time required for the certification of one RP manager.
The time frame during which the data collected in the attestation process will be processed, as well as the time frame for the attestation participants to familiarize themselves with them.
A system for evaluating the results obtained. We recommend, based on the results of the annual attestation, to assign internal organizational categories: first, second and third. For each category, it will be necessary to determine the threshold values according to the assessed criteria.
The system for reflecting the results of certification on the salaries of the heads of the RP. The most optimal, in our opinion, is the introduction of a surcharge for the assigned category, the amount of which is reflected in an effective contract among compensation payments for a period of one year. All conditions and rules for the certification should be reflected in the certification regulation or in another internal document of the AU.
Testing and implementation of an integrated system for assessing the performance of personnel: after the development of models of remuneration based on the KPI system and the certification system, the unified certification commission (EAC) should implement a pilot project based on several RPs. As RPs participating in the pilot project, those RPs should be selected that have average number personnel in the plant and the average level of performance indicators. The leaders of the selected RP should be positively disposed towards the implementation of the new performance assessment system, as well as be able to provide the EAC with detailed information on the positive and negative aspects of the implemented system.
EAC members should familiarize all participants in the pilot project with all the procedures of the new system, explain the meaning of each of the selected KPI indicators, the method of the new payroll system, the criteria chosen for the certification, and be sure to state the goals of the changes. It is also necessary to clearly show how much the salary of employees and managers of the RP will increase in the event of reaching the planned indicators and successfully passing the certification.
The first stage in the implementation of the new system within the framework of the pilot project should be setting goals and calculating salaries based on KPIs for managers and ordinary employees of the selected RPs.
After 3 months, the first certification of managers can be carried out, during which the changes that have occurred in the work of the RP during this period will also be assessed. If the introduction of a new KPI-based remuneration system does not give the desired results, it is necessary to identify possible reasons and make the necessary adjustments. At this stage, the feedback from the RP data managers is especially important.
If the system is working and the planned indicators are achieved, then you can proceed to the implementation of this system in all RP of the nuclear power plant. At the same time, it is necessary to notify about the transition to an effective contract and a new system for assessing the results of the work of the organization's employees at least 2 months in advance.
Before introducing a new performance assessment system, EAC members need to make a presentation of the new remuneration system for all categories of employees, so that each employee clearly understands what results of his work and to what extent will directly affect his salary. Also an important aspect is to clarify the question of how and in what time frame will be carried out the monitoring of the results of employees' activities.
The implemented KPI-based remuneration system will have its motivating influence on staff only if it is understandable to each of the employees.
Conclusion
Knowledge of the employee's motivational attitudes, the ability to form and direct them in accordance with the personal goals and objectives of the organization is the most important issue in modern business.
The course work examines the motivation of staff in a pharmacy.
In the theoretical part of the work, the concept, the essence of personnel motivation and the policy of personnel motivation in the organization are considered. The essence of labor motivation is the desire of the employee to satisfy his own needs (obtaining various benefits) with the help of labor. Organizations use various methods of motivation aimed at improving the effective performance of employees. Personnel motivation is carried out through management methods, which are divided into: administrative, economic and socio-psychological. In modern management, material and non-material incentives for labor are used. To implement the motivational policy, organizations develop a model of the personnel motivation system as a developing, complex-target system that ensures the unity of interests of the enterprise and its personnel.
In the second chapter, the motivational environment for the personnel of retail divisions of pharmacy chains is analyzed: the remuneration system of a private pharmacy chain is analyzed; the satisfaction with the content of the work performed by the personnel was analyzed; analyzed the relationship of ordinary employees with the heads of retail divisions of pharmacy chains.
In the third chapter, measures are proposed to increase the motivation of personnel in retail divisions of pharmacy chains: a conceptual model of an integrated system for assessing the performance of heads of retail divisions of pharmacy chains is considered; considered an example of developing a KPI matrix for RP NPP personnel; a system of certification of heads of retail divisions of pharmacy chains was developed. The implemented KPI-based remuneration system will have its motivating effect on staff only if it is understandable to each of the employees.
Bibliography
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3. Vetluzhskikh E. Motivation and remuneration: Tools, techniques. Practice / E. Vetluzhskikh. - M .: AlpinaBuks, 2012, p. 33.
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5. Drucker P. Management practice / P. Drucker. - M .: "Williams", 2013, p. 97
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GRADUATE WORK
Topic: "Development of a system for motivating personnel of a pharmacy organization"
- INTRODUCTION
- 1. Modern ideas about work motivation (literature review)
- 1.1 Theories of motivation
- 1.2 Motives and incentives in personnel management
- 1.3 Self-motivation
- 2. Materials and research methods
- 2.1 Research methodology
- 2.2 Characteristics of the main types
- 3. Characteristics of the enterprise pharmacy gp kktpp pharmacy
- 3.1 Organizational characteristics of the enterprise
- 3.2 Management characteristics of the enterprise
- 4. Studying the labor motivational profile of pharmaceutical personnel
- 4.1 Types of motivational profiles among employees of a pharmacy organization
- 4.2 Comparison of ideal and real profiles
- 4.3 The structure of the motivational profile of employees
- 4.4 Study of profiles within occupational groups
- 4.5 Examples of using the results of studying the motivational profile
- Conclusion
- Application
Figure 1.4 Distribution of types of needs by Porter
TheoryacquiredneedsD. PoppyClelland
D. McClelland in the fifties put forward the theory of acquired needs, where he focused on the needs of the highest levels. In it, the highest levels of Maslow's needs are presented without hierarchy. He identifies three needs inherent in people: for success, for power and for involvement (Table 1.1).
Table 1.1 - Needs that motivate people
Moreover, McClelland believed that these needs are acquired under the influence of accumulated experience and training and have a strong influence on human behavior.
The need for success is manifested as a person's desire to achieve their goals more effectively than before. This need is met by the process of bringing the work to the successful completion of the goal.
The need for power consists in the desire to influence the behavior of people, to influence them, to take responsibility for their actions. Here we are talking not only about administrative power, but also about the power of authority, talent, personal charisma.
The need for involvement or complicity is realized through the search and establishment of good relations with others, receiving support from them. To satisfy this need, its owners need wide permanent contacts, the ability to help others, and the provision of information. According to McClelland's theory, people striving for power must satisfy this need of theirs and can do this when occupying certain positions in the organization.
Such needs can be managed by preparing employees for the transition through the hierarchy to new positions through their certification, referral to refresher courses, etc. Such people have a wide social circle and strive to expand it. Their leaders should be instrumental in this.
Theoryneedsexistence,connectionsandgrowthTO. Alderfera
Developed in 1972. In his opinion, people only care about three needs - the need to exist, the need to communicate with others and the need for their growth and development. He argued that these three needs are similar to those identified by Maslow. The need to exist is analogous to the physiological need. The need to communicate with others is a social type need. The need for growth is the need for self-realization, for respect. Alderfer's theory has a fundamental difference, asserting that the movement along the hierarchy can be carried out both from the bottom up and from the top down in the event that the need is not satisfied top level.
D. McCollum's theory
D. McCollum said that we have three basic needs. One is to have power over other people, the other is to achieve success, and the third is to have friends, that is, the need to be a member of society.
One of them is dominant. He says that most people are dominated by the need for communication, friendship or social need. Few are dominated by the need to rule. More people who are dominated by the need to succeed. Most people think we are driven by the need for success.
D. McCollum spoke about the needs to achieve success, to be a member of society, to have power. McCollum argued that most organizations are run by people seeking power. These are the few at the top. Those in the middle strive for achievement. Those below are striving to become members of society. This is a generalization, as exceptions can be found everywhere. If so, people need different forms of reward.
Two-factormodelmotivationF. Herzberg
Herzberg showed that the activity of people is influenced by two groups of factors, which he called hygienic and motivating (Table 1.2).
Table 1.2 - Groups of factors influencing the activities of people
He identified 10 factors of working conditions: company policy, technical supervision, relationships with the manager, relationships with colleagues, relationships with subordinates, earnings, job safety and security, personal and family life, working conditions, status. These factors correspond to Maslow's three lowest needs. Maslow's higher needs correspond to 6 motivational factors of Herzberg: achievement, recognition, work, the possibility of creative growth, responsibility. Unlike Maslow, Herzberg's 10 lowest factors are not motivations that determine human behavior.
F. Herzberg discovered that things are possible at work that cause displeasure in a person. For example, stupid policy of the organization's management, bad bosses, working conditions that do not like. This is interpersonal relationships, this is what you get paid a little. And the fact that you have a low status, and you are worried about the possibility of losing your job. These are negative things and Herzberg calls them hygiene factors. Hygiene factors surround you when you work, but none of them are actually your job.
Herzberg's studies of the factors causing satisfaction or dissatisfaction proved that the process of gaining satisfaction and the process of increasing dissatisfaction are two different processes. This is confirmed by the fact that the factors that caused the increase in dissatisfaction, when eliminated, did not necessarily lead to an increase in satisfaction, and vice versa.
Consider the scheme proposed by Herzberg (Figure 1.5).
Figure 1.5 Herzberg diagram
Herzberg believed that motivation lay in the work itself. And what makes people unhappy surrounds work. The diagram above shows traditional way considering motivation or satisfaction. Traditionally, you have one continuum and the worker moves along it from satisfaction to dissatisfaction. Herzberg believes that this view is wrong. That's right when you have two separate continua. One continuum of motivation and the other is hygiene. And these two continua are related to each other.
Theoryexpectations V. Vroom.
An approach that focuses on the links between effort, performance, and reward is called expectation theory. The theory emphasizes the importance of the relationship between effort and reward: for a person to put in extra effort at work, it is necessary that he believes that the effort increases the likelihood of being rewarded.
All types of remuneration received by employees can be divided into independent (those that receive in any case) and dependent (those that are directly related to the effort). That said, remuneration can only become a motivating factor if employees believe that increasing efforts increases the likelihood of receiving it. An example would be a premium (bonus) paid to sales agents when a certain sales volume is exceeded. In practice, efforts should be rewarded only if they lead to increased productivity indicators and improved quality of work.
Therefore, it is not the efforts themselves that should be encouraged, but the good performance of the work, that is, the end result.
Expectation theory emphasizes the importance of these connections in explaining motivation. If the connections indicated in the diagram are clear and strong, then evaluating the results (be it reward or punishment) will have a strong motivating effect on people. If the links are weak or absent, then the assessment of the results will have little (or no) impact. It should also be noted that the assessment of results will only influence the behavior of a person if he considers it significant and strives for it (reward) or tries to avoid it (punishment).
According to V. Vroom, in the absence of at least one of these factors, the level of motivation cannot be high. Motivation will be low if there is a weak relationship between effort expended and job performance (performance / quality). The main factors affecting the strength of this bond are indicated in (Figure 1.6)
Figure 1.6 Factors Affecting the Relationship Between Effort and Job Performance
Obviously, performance indicators (productivity / quality) depend not only on the effort involved, but also on the availability of the necessary resources. An employee's motivation is reduced if the performance of the work is limited by factors that he cannot influence (for example, the timing of the work, resources). The allocation of resources and timing of work is the responsibility of the manager. If the deadlines for completing tasks are indicated to the performer in advance, he can most effectively allocate his time.
Theoryjustice
The theory of justice provides an answer to how people distribute and direct their efforts to achieve their goals. This theory is associated with the name J. Stacey Adams. It is about how employees determine the relationship of the remuneration received to the effort expended and the remuneration received by other people who performed similar work. Three ratings are compared:
1. What do I give to the organization?
2. What efforts do I spend taking into account my experience, skills, education?
3. What remuneration will I receive compared to other employees doing the same work (wages, benefits, bonuses, working conditions)?
If, in such a comparison, the employee feels injustice, then he has psychological stress. In this case, the manager must motivated to relieve this tension and restore justice. It should be borne in mind that the assessment of fairness is relative. An employee feels that he is being treated fairly if the ratios of rewards to costs are equal for all employees in a similar job.
If the employee's contribution to the labor exceeds the remuneration, then the employee experiences a sense of injustice. If the reward is greater than the contribution, then the employee feels guilty. Each of these feelings is negative and does not motivate the employee, but can change the value system, both contributions and rewards.
ProceduraltheoryexpectationsVroomandPorter - Lawler
The incentive for effective and quality work depends on a combination of three human expectations: that efforts will lead to the desired result; that the results will entail rewards; that the reward will be of sufficient value. Vroom defined motivation as a choice management process.
The theory is a complex procedural theory of motivation, which includes both the theory of expectation and the theory of justice.
Its philosophy is that you work today with the hope of getting something in the future.
Expectation theory emphasizes the importance of three relationships: labor input - results; results - reward; reward-valence (satisfaction with reward, degree of preference for one or another reward).
Expectation theory is the belief that we are working now in order to get something in the future.
According to the theory of expectation, the process of motivation consists of three blocks:
efforts (viewed as a consequence and result of motivation);
execution (considered as a consequence of the interactions of efforts, personal capabilities and the state of the external environment);
result (depends on performance and the degree of desire to get results).
We have some achievements every day. Sometimes there are failures. Sometimes - good success, sometimes success, but mediocre. As we move forward today, next week, next year, we have a long list of results.
Let's talk about internal rewards and external ones. When we do something at work, we have inner sensation how well we did it. After all, we know whether we did something well or badly. Sometimes we are surprised when a boss interprets the results of our work differently. If you do your job well, you have a sense of success within you. It is a reward for your accomplishments. You have a sense of success or a sense of failure.
At the same time, there is also an external reward that is outside of us. If you are doing a good job, your boss may pat you on the back and tell you that you did a good job. Or at the end of the year, the boss gives an assessment to the employees and talks about how well or bad you did. Sometimes your subordinates say that you did a great job. Or people of your equal status say: "Buddy, you did a great job!" Or they will hint that you should be careful about your work.
Let's depict the Porter - Lawler model. In the diagram (Figure 1.7) there is a line that shows feedback, which we perceive as the relationship between the effort expended and the likelihood of reward. Every day, week, month at work you have a feeling of failure or success, internal reward and external reward.
Figure 1.7 The Porter - Lawler model
You need to understand the need for people to communicate. At the same time, you need to know what this person dreams of and what he wants. This is the Porter-Lawler expectation theory. Both of these statements exist, and the manager must understand them.
People carry out their actions in accordance with what possible consequences these actions can lead to them and what efforts they will have to spend in order to achieve the result. Thus, according to the theory of expectation, a person behaves in accordance with what, in his opinion, will happen in the future if he spends some effort.
Theorystaginggoals
The main developer of the theory of goals is considered Edwin Locke, who in 1968 published an article "On the theory of motivation and incentives by goals". T. Ryen and G. Latham also made a significant contribution to the development of this theory.
The theory of goal setting is based on the position that a person's behavior is determined by the goals that he sets for himself, since in order to achieve the goals he carries out certain actions.
The goal setting process is divided into a number of stages:
· A person is aware of and evaluates the events taking place in his environment;
· Determines for himself the goals that he will strive to achieve;
· Based on the goals set, carries out certain actions;
· Achieves the result and gets satisfaction from it.
In the theory of goal setting, great importance is attached to employee satisfaction with the result of work.
Theoryequality
Stacy Adams is considered the founder of the theory of equality. The idea behind his theory is that in the process of work, the employee compares how his actions were evaluated in comparison with others. The employee determines his behavior depending on whether he is satisfied with the results of such a comparison.
It is necessary to understand that a person's perception is subjective, therefore, a clear payment system is needed, indicating the factors that affect the amount of payment. It is also necessary to take into account that the assessments of the employee's performance are complex in nature, and remuneration occupies an important place in it, but not always the decisive one.
Psychological contract theory (E. Shane)
Motivation is formed in the process of the relationship between the employee and the employing organization. According to the theory, this relationship is regulated by a conditional psychological contract, secretly concluded between the two parties.
A psychological contract is, in essence, the sum of the expectations of all participants in an employment relationship. The individual expects from the organization certain rewards for the individual resources invested in the work - energy, talent, ability and time. The organization also has certain expectations about the individual's contribution to the work and the perception of the remuneration to be provided to the employee.
Unlike a contract of employment or other formal documents, a "psychological contract" is usually not formulated explicitly, the parties may not be fully aware of some of their expectations. In 1985, Charles Handy drew the main conclusions from the psychological contract theory:
Most people are members of more than one organization or group at the same time and therefore take part in several psychological contracts. A person does not necessarily seek to satisfy all of his needs under one contract. For example, you cannot argue that your subordinates are seeking to satisfy their need for professional growth or self-actualization, doing exactly the work that you entrusted them with.
If the parties understand the psychological contract differently, this can lead to misunderstandings and conflicts. For example, if an organization expects more from an employee than he intends to give her, the employee may feel like a victim of exploitation, and the organization may suspect him of disloyalty or laziness.
Efforts to increase the level of motivation are likely to be effective only if both parties interpret the psychological contract in the same way.
Expectations change over time, and therefore the psychological contract is also subject to correction. For example, a single young person may work long hours to earn more money or to get a promotion. The same person, having matured and starting a family, will value more a clear work schedule and free time.
Thus, in order to effectively motivate employees and prevent conflicts, the manager must understand the psychological contract in the same way as they, and for this it is necessary to study the expectations of the other party. Both parties should be able (and willing) to voice their expectations and try to come to an agreement. At the same time, this is not as easy to achieve as it seems at first glance. People often do not realize their expectations or overestimate them inadequately, and even more often they are unable to express them accurately.
You can create a staff motivation system based on the created theories or on the positive experience of other companies, but expect positive result, not worth it. It must be remembered that each organization has an individual set of employees with their own needs. only a detailed study of the motives that drive people will allow you to achieve the highest results. That is why the study of the motivational profile of the organization's personnel is an integral part of the development of motivational methods and systems.
1.2 Motives and incentives in personnel management Motive is a material or ideal object, the achievement of which is the meaning of the activity. For some, the main motive in work is the stability of life, wages and social life. And for others, they have completely opposite goals: constant changes, possible risks and promising career and income opportunities. Therefore, they say that everyone has their own motives. Those incentives with the help of which alignment of interests, goals and actions is achieved and which induce individuals to abandon their personal goals and with more or less desire to submit to the goals of the organization are called incentives. The famous American economist J.K. Galbraith identifies four main types of motives of personality activity (Figure 1.8): · Coercion; · monetary reward; · solidarity with the goals of the organization and adaptation of the goals of the organization to their goals; Figure 1.8 Basic types of personality activities according to J.K. Galbraith The general characteristic of the process of motivation can be presented if we define the concepts used to explain it: needs, motives, goals. Needs are the state of a person in need of an object necessary for its existence. Needs are the source of a person's activity, the reason for his purposeful actions. Motives are a person's motivations for action, aimed at a result (goal). Goals are a desired object or its state, which a person seeks to possess. General scheme the motivational process, reflecting its cyclical nature and multistage, as well as the relationship between needs, motives and goals, is presented in (Figure 1.9).Figure 1.9 Diagram of the flow of the motivational process The presented diagram is rather arbitrary and gives only the most general idea of the relationship between needs and motives. The real motivational process can be much more complicated. 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 status, material well-being, public opinion, etc. Therefore, it is very difficult to predict the behavior of team members in response to different systems of motivation. Scientists Yerkes and Dodson in 1908 first established that there is a certain optimal level of motivation, at which the work performs in the best possible way in terms of the ratio (cost - quality). For each person and specific situation, this optimum is set individually. different ways motivation, including: Persuasion - prompting a person to a certain behavior through psychological influence, suggestion, informing, etc.; coercion - the use of censure and the use of penalties in case of non-compliance by the employee with the requirements of the management; incentive - an indirect impact on the personality through a change in external circumstances, the use of incentives (for example, a change in the size of salary, the provision / deprivation of certain opportunities, material values, etc.), prompting the expected actions. Incentives and motives are the main levers of motivation. In the special literature, these concepts are often (and erroneously) used as identical, but they must be distinguished: the motive characterizes the employee's desire to receive certain benefits, and the incentive implies these benefits themselves.In the current economic situation, it is rather difficult to achieve maximum dedication from employees thanks to material incentives alone ... All the more attention should be paid to non-material incentives, creating a flexible system of benefits, humanizing working conditions. Both theoretical research and practice show that a person works not only for the sake of money. Unfortunately, many managers believe that the most effective incentive is money ("envelopes"). Meanwhile, it is known that for most people the concept of "remuneration for work" is much broader: it includes not only fair and timely paid wages, but also the high-quality organization of all stages of work, the achievement of high results. Non-material methods of motivation increase the loyalty of employees no less, and sometimes even more significantly, than material ones. The acceptance by employees of common goals (production, constructive, creative) significantly affects the overall team spirit of the team, unites people, motivates them to work in this organization. It is very important to take into account the desire for a higher social status inherent in each person, the desire to gain authority among other people. The Corporate Code is aimed, first of all, at making each employee aware of his involvement in the work of the company, personally interested in the high results of its activities. Methodsmotivation. There are three main methods of motivation (Table 1.3). Table 1.3 - Methods of motivation
Motivation | |||
Material | Intangible | ||
Indirect | Increasing the attractiveness of labor in this organization due to: career opportunities advanced training organizing flexible working hours | ||
time-based / piece-rate wages bonuses for labor achievements participation in the company's income tuition payment | provision of benefits for the purchase (payment) of housing travel benefits organization of catering at the enterprise |
Material motivation
Money as a measure of value and the equivalent of labor is a universal tool for rewarding. It must be remembered that in the matter of material motivation, it will not be the employer's opinion about how much the remuneration paid corresponds to the employee's work will be decisive, but it is the person himself who decides how much the salary is adequate to his work. Even some professionals, due to low self-esteem, work for less money than they could. Conversely, very often bonuses that are received without much effort are taken for granted by employees. When it comes to the fact that for the sake of the award it will be necessary to additionally try, it gives rise to a storm of emotions. If the bonuses remain at the same level for a long time, the activity of the staff gradually fades away. In the matter of material motivation, it is important to conduct a competent policy.
Intangible motivation
The issues of material and non-material are intertwined very closely. Until now, professionals argue about what is considered material motivation and what is non-material. It is like two sides of the same coin, which exist in reality, but cannot effectively shine in the sun at the same time.
If you seriously think about it, intangible motivation is everything: from the sign on the street that points to the company's office, how we treat candidates and our current employees, to how we fire people. And maybe even our communication with them after the dismissal. "
Extrinsic motivation is not directly related to the content of the work, and is due to a decent remuneration for work, additional material and non-material compensations, the location of the office, and other external reasons that force a person to work in your company right now. Extrinsic motivation contributes to the desire of employees to meet the standards of professionalism. Gifts from the management, presented in a festive atmosphere, certificates, prizes, the possibility of training at the expense of the enterprise - all these and other forms of recognition of the importance of an employee for the company, a high assessment of his labor contribution are often a stronger incentive than money.
The most powerful motivation that guides an employee to achieve the highest possible result is internal (especially if it does not disharmonize with external motivational factors). An internally motivated person initially strives for the maximum realization of his potential, and therefore constantly increases professionalism, improves knowledge, enriches his experience. Intrinsic motivation is associated with the very content of the activity, it is the joy of the process and the result of doing work, communicating with colleagues, interacting with clients and a person's awareness of his place in life and career.
1.3 Self-motivation If every person knew how to find the strength to live every day in his life like the last, then HR managers would not have to waste time on various tricks to motivate staff. At the same time, most people prefer that others decide the most unpleasant issues for them. Motivation is a difficult question. It relies on the fight against human laziness, with various ego-motives, internal contradictions and volatility of goals. The motivation aimed at preservation, in its strength, is significantly inferior to the motivation for achievement. A person is very often motivated to keep something that is already there. At the same time, special emotional outbursts and additional physical, intellectual and emotional costs are not required. To achieve something, a person needs much more strength and emotions. At the same time, the activity should be at least above the average level. In both cases, self-motivation works, which, when maintained, is aimed at protection, and when achieved, it is in attack. It is believed that self-motivation is the ability to consciously motivate yourself to do things that do not arouse your special interest. If your job or own business captivate you headlong, then there is no need to talk about self-motivation. In this case, you subconsciously inexorably move towards your goal, and you do not need to further spur yourself. The difference between conscious self-motivation and unconscious striving for the goal, firstly, lies precisely in the nature of the origin of that main motive. In the first case, you do not have it within yourself, but after a long and correct effort of will, you find it and follow in the direction you have set for yourself. In the second case, this life-affirming motive of activity lives inside you even before you decided to act. If the subconscious motivation for some reason dries up, then the average person in such situations tends to give up, let things take their course and generally rely on fate. In the case of conscious motivation, the will of a person is strenuously looking for ways to achieve the previously set goal, does not give up and continues to methodically besiege impregnable bastions. The whole history of mankind shows that only the achievement of consciously set goals helped civilizations to survive and reach new levels of development. We study the theories of motivations, motives and incentives according to the literature, allows us to say that the motivation of personnel to work must not only be studied, but also, using modern ideas about motives and incentives, to influence the quality and results of workers' work. When studying the motivational profile of personnel, the following methods are most often used by HR-management specialists: 1) Model of the motivating profile of the employee (Sheila Ritchie and Peter Martin) and 2) Diagnostics of the motivational structure of the personality (Milman Vadim Emilievich). 2. Materials and research methods 2.1 Research methodology The study was carried out on the basis of the pharmacy of the State Enterprise KKTPP "Pharmacy", which provides specialized pharmaceutical care to the population of the Krasnoyarsk Territory. During the study, we interviewed 40 pharmaceutical workers, between the ages of 20 and 53. The average age of the respondents was 30.5 years. Females predominated among the respondents (97.5%). The share of men was (2.5%). Marital status: married (married) - 45%; not married (single) - 55%. Work experience in the pharmaceutical industry ranged from 0.5 to 30 years, average work experience - 5.7 years. In this work, we used the method of V.E. Milman, since it was developed by a domestic author, taking into account the special qualities of our population, mentality, way of life and the peculiarities of the organization of work. The technique allows you to diagnose the motivational and emotional profiles of a person. Moreover, the motivational profile of a person is calculated separately both for work activity and for a dormitory (not related to work). In addition, the constructed profiles make it possible to distinguish between the real (current) situation and the ideal (potential inherent in a person). diagnostic symptoms according to the given motivational properties and consists of 14 groups of statements (see appendix). Each of them is divided into 8 alternative points. The subject must express his attitude towards each of them - that is, not choose one of the items, but evaluate each one - on a 5-point system. Thus, the subject must give a total of 112 answers. The total diagnostic assessments refer to seven proper motivational scales (see Appendix). Motivational scales, reflecting the main directions of the personality, are presented on the coordinate axis in ascending order in the continuum from the consumer, supporting to productive, developing - in the material, spiritual and social spheres .Types of motivational personality profiles. The general motivational picture of the personality is reflected in the personality-motivational profile, representing in a quantitative or graphical form the ratio of different motivational scales fixed psychodiagnostic. This ratio, that is, the nature of the motivational profile of the individual, like individual motivational characteristics, lends itself to typologization. In the system used here, this is facilitated by the fact that its constituent motivational scales are located on the coordinate scale in a regular sequence, that is, they constitute a continuum. In this context, the quantitative ratios of neighboring scales are of fundamental importance in terms of identifying the types of motivational and emotional personality profiles. There are 5 main types of motivational profile (MP): Progressive.Regressive,
Expressive,
Impulsive, Flattened. 2.2 Characteristics of the main types Progressive motivational profile. This type of MP is characterized by an excess of the general level of motives of the productive series over the level of motives of the consumption type by at least 5 points in total (Figure 2.1). Figure 2.1 Progressive motivational profile Graphically reflected by a noticeable rise in the profile line from left to right. According to the data obtained earlier, it is positively associated with the success of work and educational activity. More often than others, this type of MP is found in people who are creatively active, in particular, among students-actors, as well as among schoolchildren-fifth-graders (it is hardly possible to work with this technique with a younger age). At the same time, this type is also characteristic of a person with a socially oriented position, which is included in the idea of a creative, productive orientation of a person. The correlation of this type of MP with the type of personality accentuation, which is found among really creatively oriented representatives of the artistic profession, was traced. This complements the "progressive" type of MP with such possible behavioral qualities as: a tendency to anxiety, self-observation and self-criticism, underestimation of one's personality, sensitivity and impressionability, a high level of aspirations and perseverance in achieving the chosen goals. the general level of consumer motives over productive, developing ones (Figure 2.2). Figure 2.2 Regressive motivational profile In the most distinct form, it is reflected in a sequential decrease in the profile line from left to right. When evaluating this type, it should be borne in mind that a consumer-oriented personality is not just a subject striving for pleasure, sybarism, prone to laziness, selfish, indifferent to public interests. This is a certain mentality, a life position, which in its development can move from a position of indifference to society to a position of hostility, degenerating into aggressive, antisocial, destructive forms of behavior. This type can be characterized as "anti-creative", which is confirmed experimentally. Expressive motivational profile. This type of MP (Fig.2.3) is characterized by noticeable changes in the profile line, as a result of which peaks are formed. In this case, there are two of them - most often according to the scales of comfort and creative activity, although other combinations may also occur. (Peak criterion: the indicator of this scale should exceed each of the neighboring ones by 2 or more points). In contrast to the "progressive" and "regressive" types, here the general level of motives of the consumption and production series does not differ significantly. And each of the corresponding rows has its own preferred for the subject ("peaks") and rejected ("blockages") scales. This is what distinguishes this type of MP from the previous ones, not only in formal characteristics, but also in content. If in the first one draws attention to the direction of "progress" or "regression", then in this case - specific motivational preferences (and rejections) of the subject, as if realizing for him the unity and struggle of opposites; in contrast to the first two cases, where one opposition is subordinated to the other. Figure 2.3 Expressive motivational profile This type of MP is named so because it found a certain correlation with the "expressive" type of personality accentuation according to A.L. Groisman. Representatives of this type are characterized by a desire for self-affirmation in society, recognition, developed ambition, liveliness of character, good control over the emotional sphere; they may be characterized by a desire for originality, eccentricity, leadership, a constant increase in the level of claims. Impulsive motivational profile. This type of MP differs from "expressive" by a large number of peaks, usually their number is three, although theoretically there may be four (Fig.2.4). Figure 2.4 Impulsive motivational profile Peaks most often characterize the scales of comfort, communication and creative activity. This configuration reflects a certain confrontation between the motives that make up the motivational profile, since the number of preferred and ignored scales in this case is approximately equal. This can lead to their conflict, struggle, general disharmony of the motivational sphere as a whole. It correlates with the "impulsive" type of personality accentuation, which includes individuals who are initiative, possessing liveliness of character, insufficiently restrained, with a tendency to take risks, insufficient control over emotions, impatience, emotionally unbalanced, insufficiently flexible in behavioral reactions, condescending to their weaknesses. In social contacts, they can be touchy, prone to excitement, mood swings, irritability, uncertainty of conflict. Flattened motivational profile. This motivational profile is characterized to a greater or lesser extent by a smoothed, flat, low-expressive pattern, in which there are no peaks, ups and downs; however, the presence of one single peak, most often, on the scale of communication does not change the nature of the profile as a whole (Fig. Figure 2.5 Flattened motivational profile This type reflects the lack of differentiation of the motivational hierarchy of the personality or its complete absence. All the main motives in this structure are practically equal, in a row for the subject, which creates a large entropy, uncertainty in their implementation for the subject. Moreover, if the profile line is high enough, this speaks of "motivational omnivorousness" - the subject loves everything, wants everything. If the profile line is located low, this indicates motivational indifference - the subject does not like anything, does not strive for anything. All this, possibly, stems from the insufficient hierarchical structure of the motivational sphere of the personality. Indeed, it is known in control theory that flat control structures are ineffective for dealing with complex systems. With age, this type of MP is less common.
INTRODUCTION 3 1 THEORETICAL BASIS OF FORMATION OF LABOR MOTIVATION 5 1.1 Motivation as a source of human labor activity. Theories and types of motivation 5 1.2 Incentives as the basis of motivation 7 1.3 The system of material and moral incentives for employees 8 2 STUDY OF LABOR MOTIVATION OF EMPLOYEES IN THE PHARMACY "36.6" 11 MOSCOW 11 2.1 Study of the relationship of pharmaceutical workers to the system of moral and material incentives 11 2.2 Study and analysis of work organization in a pharmacy 13 2.3 Study and analysis of job satisfaction in a pharmacy 15 2.4 Justification of approaches to the system of stimulating effective work 17 CONCLUSION 19 LIST OF USED LITERATURE 20 APPENDIX 1 22
Introduction
In the process of the origin and formation of management as a science, there have always been problems of motivation, as well as effective and efficient stimulation of employees' work. At the present stage of development of our society, more and more attention is focused on motivation, which involves, first of all, the use of effective incentives in order to achieve the goals of the organization and meet the needs of its employees. Namely, the provision of targeted actions, active influence, external impetus to the desired development of events. The types and forms of incentives depend on the qualifications of labor resources, the complexity of the work performed, the strengthened labor relations in the team, the characteristics of the sphere to which the enterprise belongs. Despite the development of various motivational theories, in the management system for domestic enterprises, the basis of incentives has been and remains precisely the material motivation of labor, although foreign authors recognize the importance of non-material incentives. Note that, as the experience of stimulating labor in various cultures shows, building a competent system of motivating employees of an enterprise is an important guarantee in increasing labor productivity, achieving planned work results, a stable position in the enterprise market, and developing an organizational culture. After all, the staff is the main wealth of the company. Thus, the topic of the essay - the motivation of employees of pharmacy collectives and methods of stimulating effective work is relevant. The purpose of the work is to develop recommendations for improving the incentive and motivation system for work in the pharmacy "36.6" in Moscow. The object of research in the abstract is the methods of personnel management of small enterprises. The subject of the research is the methods of stimulating the work of the pharmacy employees. Based on the set goal of the essay, interrelated research tasks were set and consistently solved, which correspond to the content of this work: - to bring a theoretical generalization of the methods of motivation and stimulation of labor; - to analyze the main substantive and procedural theories of motivation, their strengths and weak sides, build a comparison table; - consider methods of material and non-material incentives for labor; - consider the process of functioning of the pharmacy; - to analyze the system of incentives for labor in the pharmacy; - to develop recommendations for improving the labor incentive system at the enterprise. The theoretical basis of the research is the works of domestic and foreign researchers such as M. Armstrong, A.Ya. Kibanov, D.K. Zakharov, S. Ritchie, P. Martin, S. Shapiro, P. Fosis, M. Eggert, as well as A. Maslow, M. Weber, D. McClelland, F. Herzberg, L. Porter, E. Lawler, V. Vroom, A. Adams, disclosed in textbooks and monographs on staff motivation. The practical significance of the results obtained lies in the direct possibility of using these results in the practice of the pharmacy. The abstract consists of an introduction, two sections corresponding to the objectives of the study, a conclusion, a list of used literature.
Conclusion
Based on the results of the study, a number of generalizing conclusions can be drawn: theoretical generalization of the existing models of motivation and their features of application in the process of managing small businesses, it is shown that at present it is necessary to study the system of motivation as the interaction of external and internal factors that affect the formation of a wide range of motives of employees; the modern system of labor motivation in a pharmacy cannot be kept within the standard framework of material and non-material motivation, it is much broader and more complex. The theoretical foundations of the personnel labor motivation system undergo certain changes over time. But all the same, the problem of motivating competent, productive working personnel remains. For real qualified personnel who can bring results, there is a "hunt" between competitors, HR companies are actively working, and organizations that do not want to be outsiders in the market are actively introducing labor motivation systems. As a result of the theoretical consideration of the problem of labor motivation, the procedural and substantive theories of motivation are highlighted, their role in the formation of an enterprise, obtaining an effect from the labor of personnel, is shown. In the second section of the abstract, the pharmacy "36.6" in Moscow is considered. This is a small business, its number is only 12 people, however, this company has certain problems in personnel management. So interviews with the director of the enterprise showed certain difficulties in the management process and highlighted the weak link of the team - the pharmacist, who regularly violates labor discipline. The situation with the second supervisor was not the best either, who has no incentives to develop professionally, although he shows very high results in terms of fulfilling his duties. The interviews with these individuals allowed us to determine the reasons for this behavior. Further, recommendations were developed for building a motivation system for a pharmacy, which will correct these problems.
Bibliography
1. Armstrong M. Practice of human resource management / M. Armstrong. - SPb. : Peter, 2009 .-- 848 p. 2. Kibanov A.Ya., Ivanovskaya L.V. HR policy and HR strategy. - M .: Prospect, 2012 .-- 64 p. 3. Kibanov A.Ya., Zakharov D.K., Konovalova V.G. Personnel management: theory and practice. Business ethics. - M .: Prospect, 2012 .-- 88 p. 4. Richie S., Martin P. Motivation management. - M .: Unity-Dana, 2009 .-- 400 p. 5. Shapiro S.A. Motivation and stimulation of personnel / S.А. Shapiro. - M.: GrossMedia, 2008 .-- 224 p. 6. Patrick Fosis. 30 minutes to master the methods of staff motivation. - M .: Lori, 2001, 45 p. 7. Eggert M. Motivation. What makes you give your best at work. M .: Hippo, 2010 - 144p. 8. Varenov A.V., Isaev S.D. Staff motivation: play or work. SPb .: Rech, 2009 - 160 p. 9. Rudenko A.M. Management psychology. - Rostov-on-Don: Phoenix, 2010 .-- 352 p. 10. Odegov Yu.G., Rudenko G.G., Apenko S.N., Merko A.I. Staff motivation. - M .: Alfa-Press, 2010 .-- 640 p. 11. Bazarov T.Yu. Personnel management / T.Yu. Bazarov. - M.: Masterstvo, 2007 .-- 224 p. 12. Labor Code of the Russian Federation - M .: "Mann, Ivanov and Ferber", 2013 - 98 p. 13. Legal aspects of employee motivation in the Russian Federation. Article. HR - magazine. Electronic resource. Access mode hr-portal.ru/article/ 14. Enkelmann N.B. The power of motivation. Charisma, personality, success. - M .: Interexpert, 2012 .-- 270 p. 15. How to become "your own" in the company. Initial adaptation of personnel: orientation towards organizational culture. N. Volkova, “Personnel Officer. Recruiting for a personnel officer ", No. 6, June 2012. 16. Designing the functionality of a position as an aspect of staff labor regulation. S. Sidorkina, “Personnel Officer. HR administration ", N 10, October 2012 17. With a new structure in a new future ?. V. Gusakov, "Consultant", No. 23, December 2013. 18. Orlova E.V. Staff motivation. Monetary and other. - M .: Library " Russian Newspaper", 2012. - 176 p. 19. Parabellum A.V., Mrochkovsky N.K. Business transformation. Building an effective company. - SPb .: Peter, 2013 .-- 224 p. 20. Paul Strebel, Ann-Valerie Olsson. Competent moves. How smart strategy, psychology and risk management ensure business success. - M .: Olymp-Business, 2013 .-- 208 p. APPENDIX 1 Questionnaire on the attitude of pharmacy employees to the system of material and non-material incentives System of material incentives Question Answer 1. The system of remuneration in the pharmacy suits you as a whole NO YES 2. You know the system of material incentives used in the pharmacy NO YES 3. At least once you are financially stimulated in accordance with this system NO YES 4. It happened that the management did not stimulate you financially, although it should have done it NO YES 5. The manager always knows about the quality work performed, which should be financially stimulated NO YES 6. The system of material incentives is known, but not transparent NO YES Non-financial incentive system Question Answer 1. I know about the existence of a non-financial incentive system in the pharmacy NO YES 2. I know the non-financial incentive system used in the pharmacy NO YES 3. At least once you were non-financially incentivized in accordance with this system NO YES 4. It happened that the leadership is not st imitated you non-materially, although it should have done it NO YES 5. The manager always knows about quality work performed, which should be incentivized non-materially NO YES 6. The system of material incentives is known, but not transparent NO YES
PHARMACY WORKERS 'MOTIVATION
E.P. Ivanova, V.A. Smolina
PHARMACY WORKERS 'MOTIVATION
E.P. Ivanova, V.A. Smolina
Saratov State medical University them. IN AND. Razumovsky Ministry of Health of Russia
Department of Economics and Healthcare and Pharmacy Management
Employee motivation is one of the central places in personnel management, since it is the direct cause of his behavior. It allows you to fully implement an individual approach to personnel and realize the personal potential of both the manager and all other employees to achieve the current and strategic goals of the organization. The current level of economic development allocates human resources as a key element and resource of an effective organization. The most important component of the human resource management process in an organization is motivation and stimulation of labor.
Purpose of the study: to study the opinion of pharmaceutical workers on the problems of motivating pharmaceutical staff.
To study the structure of labor motivation of the personnel of pharmacy organizations, the method of questioning personnel and managers was used. 70 people were interviewed, including 50 employees of pharmaceutical organizations (71.4%), managers - 20 people (28.6%). The objects of the study were the pharmacy organizations of the city of Saratov ("Implosion", "Doctor", "Medunitsa", etc.).
Research results
The analysis of the labor motivation system in pharmacy organizations showed that the personnel management of the enterprise is carried out using a combination of administrative, economic and socio-psychological methods of management. But the majority of employees of pharmacy organizations (98% of the surveyed employees, 100% of managers) believe that material incentives significantly increase their labor activity, while other methods: the ability to take part in the management of the company, moral incentives, etc. psychological impact influence less significantly.
For employees of pharmacies, high wages (92%), opportunities for professional growth (46%), a favorable psychological climate in the team, independence in work, favorable working conditions, a guarantee of social security and confidence in the future are important. For the heads of pharmacy organizations, among the proposed types of incentives, the first place is the level of material remuneration (100% of the respondents), the prestige of the profession, and authority among employees.
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