The assertion that people are driven only by the desire to earn more is wrong. Of course, an employee will be more diligent in the expectation of a decent reward. And yet, a person should not work solely for the sake of earning money, since this makes him a faceless executor of the employer's will.
Accordingly, motivation is divided into two types:
material;
non-material - social and psychological.
One might think that a simple salary increase would be enough to stimulate worker productivity.
In reality, everything is job seekers database different: each person is unique and needs an individual approach based on the use of internal incentives to which he will respond. The task of HR managers is to determine the specific character traits of the candidate already when meeting him. Common methods, such as the Gerchikov test, can help with this, allowing you to classify a person into one of two categories by type of motivation:
achievement-oriented: they expect to receive higher pay as the amount of work they do increases;
Failure avoiders: those who fear reprimands or penalties.
It is worth noting that the Gerchikov test is based on the theory formulated in the middle of the last century by the American psychologist David McClelland. The idea was to consider three groups of needs - success, power and involvement. At the same time, two forms of motivation were indicated: focus on achievement and the desire to avoid mistakes due to fear of punishment.
Material motivation
This type of personnel motivation is more complex than you might initially think. Incompetent managers often provide such incentives only in the form of promotions, bonuses and fines. It should be borne in mind that material incentives can be much more diverse. Among them, the most frequently used are:
Monetary reward . Nothing motivates to work more than fair pay. Currently, the international practice has established a method of defining KPI (Key Performance Indicator) indicators, which provide an accurate assessment of the results of an employee or department. Only on the basis of objective data can one make unmistakable conclusions regarding the success of achievements. At the same time, an individual list of tasks set before him is formed for each employee, for the fulfillment of which he must do everything possible.
The remuneration includes salary, salary supplements, percentage of sales, bonuses and premiums, awards for success in a competition, etc. For example, if the size of the bonus depends on the number of attracted clients or concluded deals, then the employee will strive to show higher results to increase income.
Non-monetary motivation . It is also based on material benefits, but of a slightly different nature. For example, the most successful employees can be provided with individual service, discounts on products, free trips. In large enterprises, training at the expense of the organization has proven itself well. In this case, the employee, thanks to new knowledge, brings more benefit and at the same time shows greater loyalty to the company that paid for his training.
Fines . Despite the possible risks, this method of influencing personnel often has to be resorted to. Establishing a system of fines ensures a high level of discipline in the organization, therefore, when hiring, familiarization with the internal regulations is mandatory, warning about the consequences of non-compliance.
Usually, penalties are an extreme measure in case of disruption of the work process, neglect of official duties or failure to fulfill the plan. In addition, punishment of one employee often motivates his colleagues to work more actively.
The difficulties are related to the fact that soon employees begin to view material incentives not as a component of the personnel motivation system, but as part of the standard salary. Gradually, people will stop working with full dedication to