Doctor of Science Dimitrov ².
«Prof. D-r. Assen Zlatarov» University
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.
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 and ensuring 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 of workers and heads |
Developed the concept of "administration science", creation of accurate subordination
in labor collectives. |
|
School of human
relations (neoclassical) (1930–1950) |
||
|
E.
Mayo |
Manifestation of attention to people exerts
considerably a greater influence on labor productivity than the previous
methods of management which were directed to achievement of material benefits. |
Allocated moral and psychological factors which exert impact
on labor activity of workers. |
|
School of behavioural sciences ( 1950 – to present): |
||
|
A.Maslow |
People are motivated for search of
the personal purposes that does their life
significant and intelligent. |
Offered the universal theory of hierarchy
of requirements. |
|
D. McClelland |
Having estimated degree of expressiveness of the corresponding
motive in society, it is
possible to predict a tendency to economic growth
with big reliability. |
Offered the theory of the acquired
requirements in which allocated 3 groups of requirements. |
|
D.
McGregor |
On production it is necessary to create conditions
for increase in motivation of workers which
meet not only their physiological,
social needs, but also personal. |
Developed the theory of "partnership" in which divided
workers on a priority of ekstrinsive or intrinsive motivation
(the theory of "X" - the theory "At" - by methods of
permission and encouragement is based on methods
of coercion and threat). |
|
W.
Ouchi |
Vision in the individual only the worker does
not give the chance to
operate him effectively. |
Developed the theory of "Z" in which marked out the importance of creation of
collectives. |
|
If the head does not create
a condition for self-expression, self-affirmation of the worker
at the enterprise, the improvements
of conditions and compensation will not motivate
him to
work. |
Developed the two-factor theory based on use of
two groups of factors of
motivation: 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 which
influences on
motivation of the person. |
Developed the theory of justice, the
quantum merit for work leads
to increase in labor 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
of personnel 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 which depend 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
3. Taylor F. W. The Principles of Scientific
Management, Harper & Brothers. – New York, 1911.