Shveeva E.I.
Kama State Academy of Engineering and Economics,
Russia
Formation of the motivational system
of workers in machine-building enterprises
At
present, it is the people are the most valuable production resource in the
enterprise. Because it is their efforts and capabilities are the determining
factor in the intensity of production. If competently and skillfully manage the
staff, it is possible to improve the organization of production, and thus
affect the performance of the enterprise. In order to ensure the
competitiveness of the enterprise manager must so arrange his work to take into
account not only the personal qualities of staff, but also the motivations for
their effective work. In practice, however, labor productivity in domestic
industries, namely in the engineering industry remains far lower. The evidence
is that many companies need to improve the mechanism for motivating and
encouraging staff.
If an
entity in its activity begins to experience difficulties, it is often necessary
to draw attention to the statement of motivation. When developing an enterprise
system of motivation and choice of tools enabling the appropriate conditions at
a particular time, we must be guided by the following provisions:
1) The
effectiveness of enabling activities is largely dependent on the sufficiency of
the toolbox;
2) The
incentives are not limited to economic (material), tools, many participants in
the production of effective organizational and administrative and
socio-psychological methods.
Work is
due to human activity is its current needs. The main problem lies in the fact
that the motives of human behavior in its content is very diverse. The desire
of staff to meet their needs through the work is realized through a system of
motivation. The basis of the motivational process are the preferences of the
worker, so the analysis of the motivation is based on a study of his
inclinations and desires. In the spectrum of the motives that guide people in
their work, one can distinguish the economic (material) and non-economic
(moral) factors.
At the
heart of incentives based on economic principles, as is their implementation
provides the existence of human physiology, in addition, the majority of people
competing this material advantage. Therefore, material compensation has been
and remains the primary basis of motivation. But we should not ignore other
equally important motivators, which are not economic in nature. Selection of
the most effective set of individual tools for stimulating a specific employee
is the basis of the motivational process. In developing the system of material
incentives should follow some general principles, or if they do not run the
system will not operate. These principles include: enforceability, equivalence,
continuity.
Enforceability
means the implementation of motivational expectations. If the promise of
financial incentives on the part of management will be violated, followed by a
significant response from the Executive Director (an employee). First, drop the
level of activity and diligence. Second, the employee there is a sense of risk
in non-payment of wages, that further guidance will "smooth out" the
additional payments.
Equivalence
means compliance with the labor remuneration of effort. If an employee believes
that his efforts do not meet the payment of comparison, in the case of low pay
reduced his duty, with the possible loss of the employer from the remuneration
of such savings in its effect is often significantly exceed the amount of
savings incentives.
Continuity
in time. This principle of considering the smallest possible gap between the
employment and payment of the action. Many workers prefer a similar effort to
lower fees.
At the
same time, the use of non-economic mechanisms of the employees brings a greater
effect than the economic impact. Non-economic (moral) motives are based on a
psychological and moral content of the collective and the workers themselves,
as well as provide moral and psychological climate in it. The favorable climate
in the team has a powerful effect on motivation of employees to work. The moral
and psychological motivations that drive employees to work can be divided into
two components: motives, realized through the collective (the tendency to lead)
and individual (an interest in the work). Another aspect of the motivational
process is industrial-technological nature. The development of this issue deals
with such a science as "ergonomics." Ergonomics work examines such
areas as motivation: psychophysiology, sanitation and hygiene, aesthetics and
other human functional factors of production. The effect of the implementation
of these motifs are also quite high. In general motivational mechanism in its
development requires an integrated approach to participation and the
development of which requires the involvement of experts from various fields,
starting and ending with the managers of psychologists.
Russian
machine-building enterprises, today are experiencing difficulties, the effect
of which directly affects the promotion of its employees. Motivational business
opportunities directly depend on the efficiency of their production. Therefore,
it may be noted that the main criterion is re-compensation. Compensation of
employees is a machine-building enterprises of the lowest in the industry and
there is a reason. It lies in the fact that there is a significant backlog of
real output from potential indicators that were designed production capacity.
As a result, there was increase in the proportion of fixed costs in the cost of
production, and this in turn has resulted in savings on everything,
particularly on wages of staff. In the selection of the company effective
motivational tool is to identify the needs of workers. This is where you
determine which are most effective motive for the staff. Identify, let alone to
meet all the subjective inclinations of each individual in the organization,
which include enterprise engineering complex is very time consuming and not
practical. It is safest to group employees in motivational content. So how to
account for all the individual motivations of each employee in the system of
incentives for the production is not possible, it is optimal to group all
employees on similar motivational preferences and behavior.