Motivation of labor activity

Nowadays, new management mechanisms are being formed, which are oriented towards a market economy. Industrial enterprises work, taking into account the requirements and laws of the market, master new directions of economic behavior, adapt all production activities to an ever-changing situation.

Along with this, the employee's contribution to the final result increases. That is why one of the main tasks of enterprises with different forms of ownership is the search for an effective method of labor management, which ensures the maximum activation of the human factor. Motivation of labor activity is the decisive causative factor of effective functioning, and if it is easier, it is a process of motivation to work.

Any manager wishing to receive a return from his employees in the form of a greater effect should not forget about the incentives for his subordinates. It is widely believed that if an employee receives a salary, he should be content with this. There is no motivation for the work activity of the staff. If he refers to his work "on his sleeve" or does not perform official duties, he may be dismissed. It turns out that he has incentives. This, of course, is a primitive statement of the situation.

Another VI. At the dawn of Soviet power, Lenin noted that, along with internal incentives, there must be material or external. This is a good motivation and stimulation of work. External incentives include payment, while internal incentives include praise, promotion, bonuses, etc. Internal motivation is considered more progressive, because it is based on the need for respect and self-realization.

During the Soviet era, the motivation for labor was very weak, the promotion of labor was scanty. Honorary diplomas in the complete absence of the arrangement of life and life could not be an adequate encouragement.

Modern management implies the creation of such conditions, where the potential of employees will be used in the best possible way. Its main task is to achieve the employees' interest in labor, which makes it possible to achieve the greatest efficiency of its work.

Motivation for work currently has problems with the promotion system around the world. For example, the American and Japanese reward systems are quite different. On an example of the Japanese companies it is possible to draw an unequivocal conclusion. The motivation of Japanese workers' labor activity is conditioned by the life-long guaranteed provision of their work, whereas the American system does not provide for this. With a periodicity of 1.5-2 years, Japanese firms rotate their employees, develop them comprehensively, provide them with new horizons. In technical innovations, the Japanese see success and prosperity. Lifetime employment is an excellent motivation and stimulation of work.

The Americans are different, with the decline in production , workers are the first to fall under the cut, so technological innovations for them are, first of all, a threat to themselves and their colleagues. In addition, they receive their reward for hours worked, and not for the final result.

One of the key factors ensuring the success of the operation of any enterprise is the desire and readiness of the individual to perform their work. Therefore it is very important to know what motivation of labor activity of the personnel is the basis of his actions, what external and internal motive forces he is driving.

A deep source motivating to motivation is the need to maintain the vital activity of the organism, the development of the personality or social group. Needs are material: biological and physical, safety of existence, rest. Spiritual - knowledge, culture, science, art, religion. Social - communication, self-esteem, freedom, creativity, etc.