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Файл:Motivation of labor activity. Study aid
.pdf
V.A. Shamis, G.G. Levkin
MOTIVATION
OF LABOR ACTIVITY
Study aid
Translation from the Russian
Moscow
IPR Media
2025
В.А. Шамис, Г.Г. Левкин
МОТИВАЦИЯ
ТРУДОВОЙ ДЕЯТЕЛЬНОСТИ
Учебное пособие для бакалавров
Москва
Ай Пи Ар Медиа
UDC 331.1
BBK 65.291.2
Sh53
Authors:
Shamis V.A. — Ph.D. of Psychological Sciences, Associate Professor
at the Department of Natural Sciences and Humanities,
Financial University under the Government of the Russian Federation;
Levkin G.G. — Ph.D. of Veterinary Sciences, Associate Professor
at the Department of Economics of Transport, Logistics and Quality Management,
Omsk State University of Transport and Communications
Reviewer:
Legchilina E.Yu. — Doctor of Economics, Head of Department
of Management, Marketing and Commerce, Omsk State Transport University
Shamis, Vitaly Alexandrovich.
Sh53 Motivation of labor activity : study aid / V.A. Shamis, G.G. Levkin. —
Moscow : IPR Media, 2025. — 107 p. — Text: digital.
ISBN 978-5-4497-3992-6
The study aid on the discipline “Motivation of labor activity” examines
current problems of labor motivation of personnel and reveals the mechanisms
of motivational influence. Theoretical foundations, features of motivation and
stimulation, classification of motives and factors influencing the motivation of
work activity are outlined. The essence and technology of the process of
formation and management of the work motivation system are revealed.
Intended for students of the training direction “Psychology”, studying the
discipline “Personnel Motivation”, and students of the training directions
“Personnel Management” and “Management”, studying the disciplines
“Motivation and stimulation of work activity”, “Motivation of labor activity”.
It will also be useful for teachers and practicing psychologists.
Educational digital edition
ISBN 978-5-4497-3992-6 (en) © Шамис В.А., Левкин Г.Г., 2022
ISBN 978-5-4497-1816-7 (rus) © ООО Компания «Ай Пи Ар Медиа», 2025
© English edition, translation, design.
LLC “IPR Media”, 2025
Educational edition
Shamis Vitaly Alexandrovich
Levkin Grigory Grigorievich
Editor Yu.Yu. Zheltova
Technical editor, computer layout N.G. Shindina, Yu.Yu. Zheltova
Proofreaders E.V. Savenkova, Yu.V. Semenova
Cover by Y.A. Kirsanov, S.S. Siziumova, photobank Freepik
Signed for use on 03.12.2024. Data volume 5,5 Mb.
LLC Company “IPR Media”
8 800 555 22 35 (toll-free within Russia)
E-mail: sales@iprmedia.ru
5
CONTENT
INTRODUCTION ..................................................................................... 7
CHAPTER 1. ESSENCE AND CONTENT OF MOTIVATION
IN AN ORGANIZATION ......................................................................... 12
1.1. The essence of motivation in an organization .................................... 12
1.2. Stages of the motivational process ...................................................... 17
1.3. Motivational factors ............................................................................ 27
1.4. Stimulating staff work ......................................................................... 33
1.5. Human needs and motivation .............................................................. 38
Questions and tasks for self-test ................................................................. 40
CHAPTER 2. THEORIES OF MOTIVATION
FOR PROFESSIONAL ACTIVITIES ...................................................... 41
2.1. Content theories of motivation ............................................................ 41
2.2. Procedural theories .............................................................................. 45
2.3. Domestic theories of motivation ......................................................... 50
Questions and tasks for self-test ................................................................. 55
CHAPTER 3. PROGRAMS AND METHODS FOR STIMULATING
EFFECTIVE PERFORMANCE OF EMPLOYEES ................................. 56
3.1. Programs and methods for material incentives of employees ............ 56
3.2. Socio-psychological programs and stimulation methods ................... 71
Questions and tasks for self-test ................................................................. 74
PRACTICUM ............................................................................................. 75
1. Personality diagnostics method for motivation
to avoid failures T. Ehlers .......................................................................... 75
2. T. Ehlers’ personality diagnostics method
for motivation to success ............................................................................ 77
3. Diagnostic method for the degree
of risk readiness by A. Schubert ................................................................ 80
6
SPECIFIC SITUATIONS .......................................................................... 83
EXERCISES ............................................................................................... 90
TEST ........................................................................................................... 96
REFERENCES ......................................................................................... 106
7
INTRODUCTION
The situation in the Russian economy in our time is mainly
determined by the labor crisis, which has ceased to be the meaning of life
for most people and is only a means of survival. Thus, we cannot talk
about highly productive work, nor about increasing the qualifications of
workers and developing their initiative, nor about the formation of strong
work motivation. They are trying to solve the problem in modern Russia
by turning each worker into the owner of his labor force.
People are included in social production not only because of material
necessity, but also taking into account various motives and interests. In
modern management, motivational aspects are becoming increasingly
important. Personnel motivation serves as the main means of ensuring
optimal use of resources and mobilizing existing human resources. The
main goal of the motivation process is to obtain the greatest return from
the use of available labor resources, which makes it possible to increase
the overall effectiveness and profitability of the organization.
A special feature of personnel management in the transition to a
market economy is the increased role of the employee’s personality. This
means that the ratio of incentives and needs on which the incentive system
can rely changes. In order to motivate organizational staff, today they use
both financial and non-financial methods of reward. Meanwhile, neither
management theory nor the practice of personnel management provides a
clear picture of the relationship between individual aspects of the
motivational sphere of personnel today and the most effective methods of
managing them.
Not a single social market mechanism will operate successfully
unless a motivational mechanism is created that would influence the
growth of people's living standards. At the moment, without a doubt, the
most important resource of any organization is its staff. However, not all
managers realize how difficult it is to manage this resource. The success of
any organization depends on how effective the work of the staff is. The
8
task of managers is to make the most effective use of staff capabilities. No
matter how strong the decisions of managers, the result from them can be
achieved only when they are successfully translated into action by the
organization’s personnel. And this can only happen if workers have an
interest in the results of their work. Here we come across the main aspect
of management — motivation.
Sometimes HR workers, when recruiting personnel, are guided
primarily by a person’s professional qualities. Nevertheless, for each
employee it is necessary to determine what will serve as the driving motive
in his activities. Knowing about a person’s needs, it is possible to
determine in what way it is necessary to stimulate an employee so that the
return on his actions is greatest. The most widespread point of view is that
the main stimulating factor is the amount of wages. At the same time,
other factors are not given much importance, and qualified personnel are
attracted by offering them high wages. This approach is very primitive.
Issues of employee motivation today are quite widely discussed in
scientific and journalistic literature; there are many opinions from different
authors on this topic.
In order to understand the role of motivation in the effective
management of an organization, you need to answer the question “Which
employee is of maximum interest to the organization?”. The answers can
be very varied, but it is unlikely that there will be anyone who will not
agree that this will be a person who can and wants to perform the tasks
assigned to him. As practice shows, an employee’s skills will not bring
results if he has no interest in this result.
It is necessary to determine the attitude towards each group of job
applicants and employees of the organization and correctly set priorities
when recruiting personnel and when placing available personnel. Of
course, any manager wants to work with highly qualified and motivated
employees, but generally it turns out that there are not a sufficient number
of these specialists among applicants for work in the organization. And in
this regard, the question “Which factor to give preference to?” arises:
motivation or competence. Each enterprise needs to clearly define their
9
attitude to this problem and create their own employee training and
incentive programs. It is impossible to give preference to one of these
factors and ignore the other. For each employee, it is important to first
determine to what extent he needs each of them. Even the greatest
professional needs to constantly improve his skills and acquire new
knowledge and skills. And even the most motivated person needs constant
satisfaction of his needs. In a modern organization, every employee needs
to learn and every employee must be motivated accordingly.
The system of personnel motivation in organizations is generally far
from ideal and largely causes damage to the organizations themselves.
Employees receive a fixed rate, which is weakly tied to the results of their
work, and on holidays they receive bonuses (without taking into account
the employee’s contribution to the financial result of the organization).
When an organization pays employees a fixed salary, it buys their
time: the employee comes to work, works or is inactive, but he already
knows that the organization will pay him money for it. The task of the
director of the enterprise is to organize the work of employees in the time
purchased by him in such a way as to obtain the greatest benefit for the
enterprise. In this regard, the importance of this problem cannot be
overestimated.
Motivation of personnel is the most important condition for the
success of an organization. No enterprise can succeed without a highperformance workforce, a high level of staff commitment, an interest in
the bottom line, and a desire to contribute to the achievement of stated
goals. It is precisely in this regard that the interest of managers and
researchers involved in management issues is so high in studying the
reasons that force people to work with the greatest dedication in the
interests of the enterprise. And although it cannot be said that the work
results and work behavior of personnel are determined only by their
motivation, nevertheless, the importance of motivation is very great. The
task of the motivation system is that it is necessary to direct the energy of
resistance of the team in the direction of the interest of the director and
10
owner. This requires buying people’s time not by paying them a fixed
salary, but the result of their activities.
The traditional carrot and stick method is actually not that simple. It
is necessary to clearly understand when and in what forms and quantities it
should be used. But you cannot rely on emotions, desires and intuition
alone for motivation. Of course, employee motivation must be effective, or
the lack of incentives can lead to poor performance. Since the short-term
mobilization of employees' capabilities comes a period of overstrain,
exhaustion and a strong decline in their activity, a very clear calculation of
the needs and motives of the staff is necessary before targeted motivation
is used. In a situation where the motivation of employees is carefully
considered, the management of the organization will receive a clear picture
regarding the capabilities of subordinates. It will become clear to
management whether the tasks assigned to them are feasible for
employees, and also under what conditions the greatest effect can be
achieved.
As a result of studying the discipline, the student is obliged to:
1) know:
• the essence of work motivation;
• subject, tasks and history of the formation of labor motivation;
• types and forms of labor incentives;
• specifics of the formation of a person’s motivational sphere;
• basic concepts and theories of work motivation;
• meaningful models of work motivation;
• procedural models of work motivation;
2) be able to:
• determine the structure of labor motivation of employees and newly
hired personnel;
• develop the main provisions of the system of incentives and
remuneration for personnel of various departments;
• develop and evaluate the organization's motivation system;
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