Nowadays, new economic mechanisms are being formed that are oriented towards a market economy. Industrial enterprises work, taking into account the requirements and laws of the market, master new areas of economic behavior, adapt all production activities to a constantly changing situation.
Along with this, the employee's contribution to the final result is increasing. That is why one of the main tasks of enterprises with various forms of ownership is the search for an effective way of labor management that ensures maximum activation of the human factor. Motivation of work is a decisive causative factor of effective functioning, and if it is simpler, it is a process of incentive to work.
Any manager who wants to receive returns 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 received a salary, he should be content with this. There is completely no motivation for the staff to work . If he refers to his work “through the sleeves” or does not perform official duties, he may be dismissed. It turns out that he has incentives. This, of course, is a primitive presentation of the situation.
More V.I. Lenin at the dawn of Soviet power noted that along with internal incentives, material or external should take place. This is a good motivation and stimulation of labor activity. External rewards include payment, while internal rewards include praise, promotion, bonuses, etc. Intrinsic motivation is considered more progressive because it is based on the need for respect and self-realization.
In Soviet times, the motivation for work was very weak, the promotion of labor was scanty. Certificates of honor in the complete absence of arrangement of life and life could not be an adequate encouragement.
Modern management involves the creation of such conditions, where the potential of employees will be used in the best way. Its main task is to achieve employee interest in work, which allows to achieve the greatest efficiency of its work.
Work motivation currently has problems with the reward system worldwide. For example, American and Japanese reward systems are quite different. Using Japanese companies as an example, we can make a definite conclusion. The motivation for the work of Japanese workers is due to the lifetime guaranteed provision of their work, while the American system does not provide for this. With a frequency of 1.5-2 years, Japanese firms rotate their workers, develop them comprehensively, and provide them with new horizons. In technological innovations, the Japanese see success and prosperity. Lifetime hiring is a great motivation and stimulation of work.
The situation with the Americans is different, with a decline in production , workers are the first to fall under the reduction, so technological innovation for them is, above all, a threat to themselves and their colleagues. In addition, they receive their remuneration for hours worked, and not for the final result.
One of the key factors ensuring the success of any enterprise is the desire and willingness of the individual to do their job. Therefore, it is very important to know what motivation of the personnel’s labor activity is the basis of his actions, what external and internal motive forces drive him.
The deepest source that encourages motivation is the need to maintain the life of the body, the development of the individual or social group. There are material needs: biological and physical, security of existence, relaxation. Spiritual - knowledge, culture, science, art, religion. Social - communication, self-esteem, freedom, creativity, etc.