Motivation of employees and their types

In the age of high technology, the requirements for methods that allow the effective management of personnel are presented differently than, say, even in the 90s of the last century. This is due, first of all, to the increased level of education, as well as to the higher social expectations of the employees themselves. The paramount task of any HR manager today is motivating employees to achieve the objectives of the company.

For the successful operation of the organization these days there are not enough executive employees, it is necessary that they strive to achieve self-realization as much as possible, be organized and initiative, and, of course, responsible. The maximum return, as you know, can be expected only if the person has the opportunity to realize and reveal their qualities in this company. It is almost impossible to awaken such interest with the help of outdated methods of control and material incentives.

In order to understand what should be an effective system of employee motivation, you need to turn to the very notion of motivation. As you know, it implies a motivation for action in order to achieve the goals of the enterprise or personal goals. From the point of view of psychologists, there are two types of motivation: external and internal. The latter is directly related to the content of the activity itself, with interest in the final result, with awareness of one's own importance, as well as the ability to develop abilities, improve skills. External motivation of employees includes social guarantees, pay, incentives (or punishments) and prospects for advancement on the career ladder. The most effective system is recognized that combines these methods.

In addition, in the current economic situation, it is difficult to orient employees to a creative campaign to fulfill their duties with the help of only material incentives. The more attention of HR-managers is attracted by the non-material motivation of employees.

Material incentives are known to include direct and indirect factors. To direct carry:

• Piecework or time-based pay ;
• Participation in the company's income;
• Payment of training;
• Bonus.

Indirect consider, for example, the provision of benefits for travel in transport, benefits for housing, catering and recreation and much more.

Non-material motivation of employees is a powerful lever to increase the attractiveness of work in a particular company. It implies:

• Organization of a flexible work schedule;
• Staff development;
• Granting the right of an advisory vote in the discussion of specific goals and decision-making by the leadership;
• Opportunities for building a career.

Unfortunately, many top managers still believe that the main lever of motivation is material methods (or envelopes). However, practice shows that the vast majority of people include in the concept of remuneration for work, other than adequate payment, its quality organization, as well as the achievement of results. In other words, the motivation of non-material employees sometimes allows them to increase their loyalty more significantly.

It is always necessary to take into account the desire of a person to raise his own social status, authority. Therefore, the corporate code should be aimed primarily at ensuring that each employee is aware of the goals (creative, creative, productive), and most importantly, felt his involvement in the common cause. Some elements of corporate ethics, for example, the use of the company's logo in the manufacture of signs, souvenirs, stationery and other products, can help in this. As for the development and training of personnel, for the vast majority of large companies to date, this has become the norm.

And in conclusion I want to note that the motivation of employees is not an easy task, and requires a creative approach. This topic was actively discussed about 5 years ago. Now there are a lot of courses and seminars, teaching to develop corporate ethics, to synchronize the goals of the company and employees. It's no secret that today's HR managers in the struggle for professionals often have to compete at the level of emotions, sensations, other intangible values. And this requires a complex methodological work in order to study the characteristics of specific employees, their worldview and life values, in order to maximally correlate them with the values of the company. This is the only way to approach the competent formation of a corporate culture.