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Файл:Motivation of labor activity. Study aid
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5. Establishing favorable relationships with managers and work
colleagues.
6. Degree of job security.
The first four motives form the “motivational core”, which
determines the direction and activity of work; the motives depend on the
degree of tension and relevance of the need, and in this regard, this list is
not a hierarchy of motives for work, but a complex of motivation for work.
3.2. SOCIO-PSYCHOLOGICAL PROGRAMS
AND STIMULATION METHODS
Social methods are interconnected with social relations, with moral
and psychological impact. With their help, civic and patriotic feelings are
activated, the value orientations of people are regulated through
motivation, norms of behavior, the creation of a socio-psychological
climate, moral stimulation, social planning and social policy in the
organization. Socio-psychological methods of management are based on
the use of moral incentives to work and influencing the individual using
psychological techniques in order to transform an administrative task into
a conscious duty, an internal human need. Such methods may include:
• formation of teams with attention to personality types and
characters of workers, creation of a normal psychological climate, creative
atmosphere. In this case, for the purpose of effective motivation, it is
necessary to take into account that everyone’s attitude towards work is
different. Managers need to pay special attention to the attitude of
employees towards work as an object (internal or external), i.e. extra- or
introversion. It is precisely on these principles that it is necessary to form a
team;
• personal example of a leader to his subordinates. First of all, this is
the image of a manager who has a motivational impact on employees in
terms of their self-expression and involvement in working in an
organization with an effective leader. The manager’s power, which is
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needed to perform other personnel management functions, is also often
based on personal example;
• orienting conditions, i.e. the goals of the organization and its
mission. Every employee needs to know these goals because, while
satisfying personal needs, he at the same time works to fulfill the goals set
for the organization as a whole;
• participation of workers in management, i.e. participatory
management, which was discussed earlier;
• satisfaction of cultural and spiritual needs. Provides opportunities
for social communication among employees. Many managers who rely on
personnel, especially in organizations that are not involved in material
production, but provide certain services to the population (consulting,
engineering and other types of activities), try to organize leisure activities
for personnel and members of their families in their free time, or celebrate
special occasions. events in the life of the organization or particularly
distinguished employees, for example, general meetings in restaurants,
clubs, etc. These kinds of events are much more significant in matters of
increasing labor motivation than elements of material incentives used in
relation to individual employees. It must be said that the level of
remuneration in such organizations is quite high. At state-owned
enterprises, similar functions are vested in trade unions, which try to
organize collective events (trips, excursions) and satisfy the cultural needs
of workers;
• establishing social norms of behavior and social stimulation of team
development. Almost all people have a commitment to some kind of
ethical behavior. These standards are needed not only in everyday life, but
also in people’s work activities. In this regard, if management has
determined social norms of behavior, or they are developed on the basis of
an agreement between team members and management, or on the basis of
traditions formed over the years, then this state of affairs indicates an
increase in the social and moral climate in the team, and this is an
important motivating factor (lack of conflicts, consent, etc.). The
leadership needs to support this situation; for this it is necessary to carry
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out some events similar to socialist competition in the USSR, but without
the unnecessary bureaucratic aspects that are inherent in this event. For
example, in the Moscow metro, a professional competition is still held to
determine the best employees of the team with further financial incentives;
• establishing moral sanctions and rewards, or a reasonable
combination of positive and negative incentives. Moral sanctions in the
form of reprimands and remarks have the power of motivational influence
in those organizations where this has been formed by a long-term tradition.
In commercial organizations, moral sanctions are unlikely to have any
force, while even such an illegal form of material sanction as a fine for
being late for work, which is prohibited by the Labor Code, can have the
necessary motivational effect. A similar situation exists with moral
incentives. Measures of moral encouragement, such as gratitude, a
certificate of honor or a photograph on the Honor Board, have a
motivational effect in organizations where there is a long-term tradition of
this type of such incentives. Although in Western countries and the United
States moral incentive measures are also used, for example, a distinguished
employee is photographed together with the head of the organization, and
this photo is on the employee’s desktop for everyone to see.
Social prevention and social protection of workers includes free
medical care, preventive examinations, benefits, food stamps, free travel
vouchers, travel compensation and other types of non-monetary incentives.
Nevertheless, these methods of social protection have a motivational effect
in those organizations where the cost of labor is quite low and this requires
additional measures of material incentives for workers.
Separately, spiritual and moral methods can be highlighted, which
were characteristic to a greater extent of the Soviet model of labor
stimulation. This is an orientation towards macro goals, voiced by the
slogans: “Catch up and overtake America!”, “Five-Year Plan in three
years” and the like. In this regard, these methods are rarely used within the
enterprise. But still, in order to satisfy some employees’ higher-order
needs for involvement and success (not all of them have them),
management can determine the highest goals of the company (ideals) and
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pursue a policy of achieving them using spiritual and moral methods
(propaganda, etc.).
To summarize the above, we can say that in organizations where
wages have not reached a high level, methods of administrative and sociopsychological personnel management are the most acceptable. And these
are mainly state-owned enterprises. In enterprises where material
incentives play a major role, economic methods of motivation are used,
but you still need to remember about socio-psychological methods of
influence. It is necessary that a comprehensive and targeted approach be
used.
Questions and tasks for self-test
1. Name the methods of material incentives in the organization.
2. Can the incentive systems under consideration be applied in all
organizations?
3. Name the methods of socio-psychological stimulation in the
organization.
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PRACTICUM
The personality diagnostic technique for motivation to avoid failures
by T. Ehlers is used in conjunction with the personality diagnostic
technique for motivation to success by T. Ehlers and the technique for
diagnosing the degree of risk readiness by Schubert for a more complete
study of the subject’s motivation.
1. PERSONALITY DIAGNOSTICS METHOD
FOR MOTIVATION TO AVOID FAILURES T. EHLERS
Instructions: you are offered a list of words of 30 lines, 3 words in
each line. In each line, choose only one of the three words that best
describes you and mark them.
№
1 2 3
1
Brave
Vigilant
Enterprising
2
Gentle
Timid
Stubborn
3
Careful
Decisive
Pessimistic
4
Fickle
Unceremonious
Attentive
5
Unintelligent
Cowardly
Unthinking
6
Nimble
glib
Prudent
7
Cold Blooded
Hesitating
Daring
8
Swift
Frivolous
timid
9
Unthinking
cutesy
Improvident
10
Optimistic
Conscientious
Sensitive
11
Melancholy
Doubting
Unstable
12
Cowardly
Careless
Excited
13
Reckless
Quiet
timid
14
Attentive
Imprudent
Brave
15
Reasonable
Fast
Courageous
16
Enterprising
Careful
Prudent
17
Excited
Absent-minded
Timid
18
Craven
Careless
Unceremonious
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№
1 2 3
19
Shy
Indecisive
Nervous
20
Executive
Devoted
Adventurous
21
Prudent
glib
Desperate
22
Tamed
Indifferent
Careless
23
Careful
Carefree
Patient
24
Reasonable
Caring
Brave
25
Foresighted
Intrepid
Conscientious
26
Hasty
Shy
Carefree
27
Absent-minded
Reckless
Pessimistic
28
prudent
Reasonable
Enterprising
29
Quiet
Disorganized
timid
30
Optimistic
Vigilant
Carefree
KEY.
You get 1 point for the next choices given in the key (the first digit
before the hyphen means the row number, the second digit after the
hyphen is the column number in which the desired word is located. For
example, 1/2 means that the word that received 1 point is located in the
first line in the second column — “vigilant”). Other selections do not
receive points.
KEY TO COUNTING.
1/2; 2/1; 2/2; 3/1; 3/3; 4/3; 5/2; 6/3; 7/2; 7/3; 8/3; 9/1; 9/2; 10/2; 11/1;
11/2; 12/1; 12/3; 13/2; 13/3; 14/1; 15/1; 16/2; 16/3; 17/3; 18/1; 19/1; 19/2;
20/1; 20/2; 21/1; 22/1; 23/1; 23/3; 24/1; 24/2; 25/1; 26/2; 27/3; 28/1; 28/2;
29/1; 29/3; 30/2.
RESULT.
The higher the sum of points, the higher the level of motivation to
avoid failures and protect yourself.
• from 2 to 10 points: low motivation;
• from 11 to 16 points: average level of motivation;
• from 17 to 20 points: high level of motivation;
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• over 20 points: too high level of motivation to avoid and protect
yourself from failures.
ANALYSIS OF THE RESULT.
The result is analyzed together with the “Motivation for Success” and
“Willingness to Risk” tests.
Research by D. McClelland has shown that people with a high level
of protection, i.e. people who are afraid of accidents are more likely to get
into such troubles than those who are highly motivated to succeed.
Research has also shown that people who are afraid of failure (high
level of protection) prefer small or, conversely, excessively large risks,
where failure does not threaten prestige. The German scientist F. Burkard
argues that the attitude towards protective behavior at work depends on
three factors:
• degree of perceived risk;
• prevailing motivation;
• experience of failures at work.
Two circumstances reinforce the attitude toward defensive behavior:
• when it is possible to obtain the desired result without risk;
• when risky behavior leads to an accident. Achieving a safe result
with risky behavior, on the contrary, weakens the protective attitude, i.e.
motivation to avoid failure.
2. T. EHLERS’ PERSONALITY DIAGNOSTICS METHOD
FOR MOTIVATION TO SUCCESS
T. Ehlers’ personality diagnostic method for motivation to succeed is
used in conjunction with T. Ehlers’ personality diagnostic method for
motivation to avoid failure and Schubert’s method for diagnosing the
degree of risk readiness.
You will be asked 41 questions, answer “YES” or “NO” to each of
them.
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1. When there is a choice between two options, it is better to make it
quickly than to postpone it for a certain time.
2. I get irritated easily when I notice that I cannot complete a task
100 % of the time.
3. When I work, it looks like I'm putting everything on the line.
4. When a problematic situation arises, I am most often one of the
last to make a decision.
5. When I have nothing to do for two days in a row, I lose peace.
6. Some days my performance is below average.
7. I am stricter towards myself than towards others.
8. I am more friendly than others.
9. When I refuse a difficult task, I then judge myself harshly because
I know that I would have been successful at it.
10. During work, I need short rest breaks.
11. Diligence is not my main trait.
12. My achievements in work are not always the same.
13. I am more attracted to other work than the one I am busy with.
14. Blame stimulates me more than praise.
15. I know that my colleagues consider me a smart person.
16. Obstacles make my decisions harder.
17. I am easily aroused by ambition.
18. When I work without inspiration, it is usually noticeable.
19. When doing my work, I do not count on the help of others.
20. Sometimes I put off what I should have done now.
21. You need to rely only on yourself.
22. There are few things in life more important than money.
23. Whenever I have to complete an important task, I don’t think
about anything else.
24. I am less ambitious than many others.
25. At the end of my vacation, I am usually happy that I will soon go
back to work.
26. When I am inclined to work, I do it better and more qualified
than others.
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27. It is easier and easier for me to communicate with people who
can work hard.
28. When I have nothing to do, I feel uneasy.
29. I have to do responsible work more often than others.
30. When I have to make a decision, I try to do it as best as possible.
31. My friends sometimes think I'm lazy.
32. My success to some extent depends on my colleagues.
33. It makes no sense to oppose the will of the leader.
34. Sometimes you don’t know what work you will have to do.
35. When things don't go well, I get impatient.
36. I usually pay little attention to my achievements.
37. When I work with others, my work produces greater results than
the work of others.
38. I don’t finish a lot of things that I undertake.
39. I envy people who are not overworked.
40. I do not envy those who strive for power and position.
41. When I am sure that I am on the right path, I go to extreme
measures to prove that I am right.
KEY.
You received 1 point for answering “YES” to the following
questions: 2, 3, 4, 5, 7, 8, 9, 10, 14, 15, 16, 17, 21, 22, 25, 26, 27, 28, 29,
30, 32, 37, 41. You also received 1 point for answering “NO” to questions
6, 13, 18, 20, 24, 31, 36, 38, 39.
Answers to questions 1, 11, 12, 19, 23, 33, 34, 35, 40 are not taken
into account. Calculate the total points scored.
RESULT.
• from 1 to 10 points: low motivation for success;
• from 11 to 16 points: average level of motivation;
• from 17 to 20 points: moderately high level of motivation;
• over 21 points: too high level of motivation for success.
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ANALYSIS OF THE RESULT.
The result of the “Motivation to Success” test should be analyzed
together with the results of the following two tests: the “Motivation to
Avoid Failure” test and the “Risk Willingness” test.
Research has shown that people who are moderately highly success
oriented prefer a moderate level of risk. Those who are afraid of failure
prefer a small or, conversely, too high level of risk. The higher a person’s
motivation for achieving a goal, the lower the willingness to take risks. At
the same time, motivation for success also affects hope for success: with
strong motivation for success, hopes for success are usually more modest
than with weak motivation for success.
In addition, people who are motivated to succeed and have high
hopes for it tend to avoid high risks.
Those who are highly motivated to succeed and have a high
willingness to take risks have fewer accidents than those who have a high
willingness to take risks but are highly motivated to avoid failure
(protection). Conversely, when a person has a high motivation to avoid
failure (defense), this interferes with the motive for success — achieving
the goal.
3. DIAGNOSTIC METHOD FOR THE DEGREE
OF RISK READINESS BY A. SCHUBERT
A method for diagnosing the degree of risk readiness was developed
by A.M. Schubert and is aimed at studying a person’s readiness
(inclination) to take risks in certain situations.
Instructions: Assess your level of readiness to take the actions you
are asked about. When answering each of the 25 questions, assign the
appropriate point according to the following scheme:
• 2 points — completely agree, complete “YES”;
• 1 point — more “YES” than “NO”;
• 0 points — neither “YES” nor “NO”, something in between;
• –1 point — more “NO” than “YES”;
• –2 points — complete “NO”.
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