Methodological approaches to the formation of personnel motivation
Problem of motivation of the personnel as an object of research of many generations of scientists-economists. Fundamental developments of the concept of motivation in the work of economists Weber, Vrum, Hertzberg, Emerson, Maslow, Porter, Smith, Taylor.
| Рубрика | Менеджмент и трудовые отношения |
| Вид | реферат |
| Язык | английский |
| Дата добавления | 13.08.2017 |
| Размер файла | 16,6 K |
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METHODOLOGICAL APPROACHES TO THE FORMATION OF PERSONNEL MOTIVATION
Motivation refers to the problems to which is paid much attention in the international community. In most cases, the enterprises only use economic incentives, but non-material incentives are not used at all [1; 2].
The problem of motivation of personnel was and remains an object of research of many generations of scientists-economists. Fundamental developments of a concept of motivation are reflected in works of such economists as M. Weber, V. Vroom, F. Herzberg, H. Emerson, A. Maslow, L. Porter, A. Smith, F. Taylor, H. Fayol and others.
It is important to investigate evolution of studying of various elements of system of motivation of workers for understanding of what special approaches to human resource management and motivation were used during the different historical periods (Table 1).
The examined theories of classics help to realize requirements, motives and factors which move personnel.
motivation personnel economist
Table 1. Methodological approaches to the formation of personnel motivation
|
Representatives |
Essence of idea |
Methodological meaning |
|
|
1 |
2 |
3 |
|
|
Systems approach |
|||
|
Scientific management school (1885-1928) |
|||
|
F. Taylor |
The main tasks at management of company: receiving the maximum profit andensuring welfare of his workers. |
Allocated objective factors: work incentives (economic) and disciplinary actions. Offered system of bonus compensation. |
|
|
Classical school of management (1920-1950) |
|||
|
H. Fayol |
Ways of work incentives have to promote the greatest possible satisfaction ofworkers and heads |
Developed the concept of "administration science", creation of accuratesubordination in labor collectives. |
|
|
School of human relations (neoclassical) (1930-1950) |
|||
|
E. Mayo |
Manifestation of attention to people exerts considerably a greater influence onlabor productivity than the previous methods of management which were directedto achievement of material benefits. |
Allocated moral and psychological factors which exert impact on labor activityof workers. |
|
|
School of behavioural sciences ( 1950 - to present): |
|||
|
A.Maslow |
People are motivated for search of the personal purposes that does their lifesignificant and intelligent. |
Offered the universal theory of hierarchy of requirements. |
|
|
D. McClelland |
Having estimated degree of expressiveness of the corresponding motive insociety, it is possible to predict a tendency to economic growth with bigreliability. |
Offered the theory of the acquired requirements in which allocated 3 groups ofrequirements. |
|
|
D. McGregor |
On production it is necessary to create conditions for increase in motivation ofworkers which meet not only their physiological, social needs, but also personal. |
Developed the theory of "partnership" in which divided workers on a priority ofekstrinsive or intrinsive motivation (the theory of "X" - the theory "At" - bymethods of permission and encouragement is based on methods of coercion andthreat). |
|
|
W. Ouchi |
Vision in the individual only the worker does not give the chance to operate himeffectively. |
Developed the theory of "Z" in which marked out the importance of creation ofcollectives. |
|
|
F. Herzberg |
If the head does not create a condition for self-expression, self-affirmation of theworker at the enterprise, the improvements of conditions and compensation willnot motivate him to work. |
Developed the two-factor theory based on use of two groups of factors ofmotivation: internal and external. |
|
|
Process approach |
|||
|
Quantitative school (school of strategic management) (1950 - to present) |
|||
|
S. Adams |
The person needs society and society generates a concept of justice whichinfluences on motivation of the person. |
Developed the theory of justice, the quantum merit for work leads to increase inlabor productivity of personnel. |
|
|
V. Vroom |
Force of the inducing motive increases if expectations are high |
Developed the theory of expectations according to which the motivation ofpersonnel is defined by remuneration |
|
|
L. Porter, E. Lawler |
The strong motivation is observed at high expectations of the worker |
Developed model of motivation in which allocated internal remunerations whichdepend on result and external remunerations which the organization gives.Accordingly, the justice of these awards influences on labor activity of personnel |
Source-own researches.
Each of them contains recommendations which have practical value and can be used in management of employees. Each of the offered approaches has the right for existence, the conceptual bases, tools on studying of motivation of personnel. They do not deny, and on the contrary, complement each other.
The research of structure and the nature of motives of labor, the requirements which are in their basis, interests which workers realize in the course of work is a basis of creation of effective remedies and methods of stimulation and motivation of labor behavior and promotes achievement of high labor productivity level of personnel of the enterprises [3].
The list of references
1. Michael H. Mescon, Michael Albert, Franklin Khedouri Harper & Row, 1988. - P. 777.
2. Caffrey K., Chinn M., Veal M., Kay M. Biomass supply chain management in North Carolina (part 2): biomass feedstock logistical optimization. - AIMS Energy. - 2015. - Vol. 4. - No. 2. - Р. 280-299.
3. Taylor F. W. The Principles of Scientific Management, Harper & Brothers. - New York, 1911.
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