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Файл:Motivation of labor activity. Study aid
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1. Would you exceed the speed limit to quickly provide necessary
medical care to a seriously ill person?
2. Would you agree to participate in a dangerous and lengthy
expedition for the sake of good money?
3. Would you stand in the way of a dangerous burglar escaping?
4. Could you ride on the running board of a boxcar at speeds over
100 km/h?
5. Can you work normally the next day after a sleepless night?
6. Would you be the first to cross a very cold river?
7. Would you lend a large amount of money to a friend, not being
entirely sure that he would be able to return it to you?
8. Would you and your handler enter a cage with lions if he assured
you that it was safe?
9. Could you, under outside guidance, climb a high factory chimney?
10. Could you sail a sailboat without training?
11. Would you risk grabbing a running horse by the bridle?
12. Could you ride a bike after 10 glasses of beer?
13. Could you make a parachute jump?
14. If necessary, could you travel from Tallinn to Moscow without a
ticket?
15. Could you go on a road trip if someone you know who was
recently in a serious traffic accident was driving?
16. Could you jump from a 10-meter height onto a fire brigade tent?
17. Could you, in order to get rid of a protracted illness with bed rest,
undergo a life-threatening operation?
18. Could you jump off the running board of a freight car moving at
a speed of 50 km/h?
19. Could you, as an exception, ride with seven other people in an
elevator designed for only six people?
20. Could you cross a busy street intersection blindfolded for a large
monetary reward?
21. Would you take on a life-threatening job if it paid well?
22. Could you calculate percentages after 10 glasses of vodka?
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23. Could you, at the direction of your boss, take on a high-voltage
wire if he assured you that the wire was de-energized?
24. Could you, after some preliminary explanations, fly a helicopter?
25. Could you, having tickets, but without money and food, get from
Moscow to Khabarovsk?
KEY.
Calculate your total points according to the instructions.
The overall test score is given on a continuous scale as deviation
from the mean. Positive answers indicate an appetite for risk. Test values:
from –50 to +50 points.
RESULT.
• less than –30 points: too careful;
• from –10 to +10 points: average values;
• over +20 points: prone to risk.
High willingness to take risks is accompanied by low motivation to
avoid failures (protection). Willingness to take risks is significantly related
to the number of mistakes made.
The research also yielded the following results:
• with age, the willingness to take risks decreases;
• more experienced workers have a lower risk tolerance than
inexperienced workers;
• in women, the willingness to take risks is realized under more
certain conditions than in men;
• military commanders and business managers have a higher risk
tolerance than students;
• with increasing rejection of the individual, in a situation of internal
conflict, the willingness to take risks increases;
• in a group environment, willingness to take risks is stronger than
when acting alone, and depends on group expectations.
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SPECIFIC SITUATIONS
Situation 1.
One of your subordinates, A. Kitov, constantly proposes incredible
projects that are clearly impossible to implement under these conditions.
His colleagues in the department treat him with irony and consider him a
great “dreamer.”
Do you think this subordinate should be motivated?
Situation 2.
The company has developed a new product and is going to release it.
To get ahead of competitors when entering the market, it is forced to work
in two shifts.
What are your actions as a business leader?
Situation 3.
You are the head of the enterprise, S. Mishin. At the lighting, one of
those present, chief engineer Kostin, spoke out against your proposal to
stimulate staff, citing his point of view as caring for the interests of the
team. In your heart you respect this person and consider him a good
worker. Assess this situation from the position of a manager and chief
engineer.
Situation 4.
A worker came to you with a request to let him go from work for the
day. You are asking about the goal. It turns out that he wants to use this
day to look for another job. His departure will deprive your site of a much
needed and qualified specialist.
How would you respond to the worker's request?
Situation 5.
You are the head of the HR department. Together with two
assistants, you developed an onboarding program for young employees.
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(This year, 10 young employees came. In total, the company employs 100
people.) The main thing about it is that rented housing is paid for. This led
to the fact that the rest of the company's employees, who were not young
employees, were unhappy with this and began to demand payment for
housing.
Analyze this situation.
Situation 6.
You work in the sales department. You are offered to work two shifts
and promised a good bonus. Would you agree to a second shift? Justify
your answer.
Situation 7.
You are the head of the “Vympel” company. (Team of 24 people.
You distribute products of perfume companies.) In your company, young
employees who recently came to work with you, very often quit. They
haven't worked for more than three months.
What are your actions in a specific situation?
Situation 8.
During a period of crisis for your company, the manager asked you
to give 1/3 of your salary to the development of the company, otherwise it
will go bankrupt. Once difficult times pass, all investments will be
returned to employees.
Analyze the current situation.
Situation 9.
At the end of the year, due to the crisis, there was no money available
for the bonus you expected to pay to your employees. The bonus was
planned for 20 people with an average of 10 thousand rubles. You only
have 20 thousand left instead of 200 thousand rubles.
How should you deal with this situation?
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Situation 10.
You work at the “Magnit” company. The company is preparing to
clean the premises and territory. Your manager decided to save money and
involved all employees in cleaning the territory and premises, justifying
this as a cleanup day. Each employee needs to come to clean the company
on two Saturdays.
There are 10 people in the company, three have small children, three
were released for health reasons, and you and three other employees must
replace them, working on Sunday.
What will you do?
Situation 11.
The head of the “Ogonyok” company stays at work for a couple of
hours every day and wants you, as his deputy, to stay too.
What are your actions in this situation?
Situation 12.
You are working on a probationary period. The manager gives you
his job, citing the fact that more experience will be gained. This results in
you working 12 hours every day, and after the end of the probationary
period nothing has changed in your work.
What will you do in this situation?
Situation 13.
You are the head of the “Plato” company. Currently, your company
does not have the opportunity to reward an employee with money. But the
employee deserved encouragement: he brought the company a good order,
which helped avoid mass layoffs of employees.
How will you act as a leader?
Situation 14.
You are the director of the “Mayachok” company. You have
20 people under your command. After a successful year of work, three
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employees, those who are considered the foundation of the company, came
to you as the director of the company and asked to double their salaries,
citing the fact that they brought the lion’s share of the company’s profit.
How will you deal with employees?
Situation 15.
You run the “Niko” company. You have excellent specialists on your
team, but they are going to quit because you cannot increase the salaries of
your employees. In this situation, there is no possibility of increasing
wages; orders have decreased.
How to retain employees in a company?
Situation 16.
Based on the results of the year’s work, the “West” company
allocated 600 thousand rubles for material incentives for the team of
adjusters. There are 6 people in the brigade, the foreman distributed the
funds equally (100 thousand rubles for each), which caused great
dissatisfaction among the workers and a conflict situation in the brigade.
The following is a description of the team members:
a) the youngest employee, 21 years old. Single, enjoys swimming.
Haven't decided on a career yet. Chose profession by chance. He tries to
simply complete the work he receives, lacks initiative, and the assessment
of the work is average. Spends free time in the pool;
b) young worker, 26 years old. He works with great desire. Family,
small child. The motives for a successful career and achieving goals are
very strong. He is proactive, fully devotes himself to his work, and his
work evaluation is high. He has a great desire to learn, improve his skills
and become the head of a company. Plays tennis;
c) worker, 35 years old. Works by calling (working dynasty). Family,
two small children. The motives for a successful career and achieving
goals are strong. Spends most of his time at work. The work is highly
rated. His goal is to become a leader, and in the near future — a foreman.
Enjoys tourism;
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d) worker, 45 years old. Family, two student children. Works
consistently well, the work is highly rated. He treats moral incentives
calmly, just like his career. The advantage is given to financial incentives,
as it pays for the education of children and the treatment of parents.
Spends his free time at the dacha;
e) foreman, 49 years old. He is vain, dissatisfied with his career, and
considers the position of foreman not commensurate with his abilities.
Actively participates in the social life of the enterprise. It takes a lot of
time, so the results are average. Divorced, no children, not experiencing
any particular financial difficulties. Enjoys traveling;
f) elderly worker (2 years before retirement). Extensive professional
experience, knowledge, skills, decreasing physical activity. Indispensable
for counseling in difficult situations, but physically he cannot always cope
with their solution. Children, grandchildren, retired wife. The main task of
the employee is to calmly work until retirement. Performance indicators
are average. Is a mentor to the youngest employee. He is interested in
literature.
How would you distribute monetary compensation to staff?
Situation 17.
Development of methods and approaches to motivating employees in
market conditions.
The purpose of independent work: to promote the acquisition of
theoretical knowledge in the field of development of methods and
approaches to motivating employees in market conditions.
Situation 18. “Player and manager.”
Vasily Petrovich is the director and owner of a small company
selling household appliances. 44 years old, recieved higher technical
education, married, has two children. According to some reports, he
spends all his free time in the casino. He entrusts many management
functions to his deputy, Alexander Alexandrovich, a young ambitious
manager who revels in his high status in the organization. Alexander
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Alexandrovich is very active and constantly invents and implements
various methods of personnel management (self-reports, certification,
potential assessment, rotation, changes in remuneration systems, attentive
observers calculated that he conducts at least two such events per month),
as a result of which dissatisfaction is brewing among the staff, there is a
decline in discipline, absenteeism has become more frequent. Two of the
most energetic employees recently moved to work for a rival firm and took
away their client base. Sales are falling, and significantly reduced profits
are spent on bonuses for the director and deputy director. The company is
on the verge of bankruptcy.
The director’s daughter Marina, who graduated from a management
university and did pre-graduate internship in her father’s company, after
numerous requests and warnings on her part about possible problems in
the company, finally received permission from her father to join the
company’s staff as a second deputy with a relatively small salary. Her
father allowed her to carry out transformations in the company, giving her
carte blanche for 6 months: if during this period Marina fails to return the
company to the level of profit of the previous year, then her father will
refuse her services; if possible, he will hire her as a deputy instead of
Alexander Alexandrovich.
After analyzing the situation, answer the following questions:
1. What motives for organizational activity dominate Vasily
Petrovich? In what directions does his struggle of motives unfold? Which
motives of his managerial activity should be strengthened and which
should be minimized?
2. What motives for organizational activity dominate Alexander
Alexandrovich?
3. How can you characterize the business relationship between the
director and deputy director of the company?
4. How can you assess Marina’s desire to change the company? What
motives does she have?
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5. What measures would you take if you were Marina? What
motives, in your opinion, should lead her to successful results? What
motives are appropriate to repress or reformulate?
6. Which of the participants in the situation and how do you
recommend updating self-motivation to change organizational activities in
order to increase its success and effectiveness for the organization?
Based on the results of the collective discussion, clearly formulate
generalized answers to each question.
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EXERCISES
Exercise 1. “Motives and incentives.”
Goal: to develop skills in dialectical analysis of the motives and
incentives of organizational behavior.
Exercise.
Arrange the following characteristics along the lines of the matrix of
comparative analysis of motives and incentives corresponding to various
criteria: administrative, external, internal, hierarchical, individual, direct,
general, objective, indirect, primary, motivation, coercion, derivative,
social, subjective, private (tab. 6).
Table 6
Comparative analysis of motives and incentives for behavior
№
Criteria
Motives
Incentives
1
Nature of occurrence
2
Formation order
3
Basics of formation
4
Construction structure
5
Methods of application
6
Action form
7
The essence of action
8
Tools
Exercise 2. “Matching motives and incentives.”
Goal: to consolidate the understanding of the correspondence
between the motives and incentives of organizational behavior.
Exercise.
1. List and rank the incentives to work known to you by degree of
effectiveness by filling out the corresponding column in the tab. 7.
2. Give the motives that the selected incentives are aimed at by
filling out the second column of the tab. 7.
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