МОТИВАЦІЯ ЯК ОСНОВА ПІДВИЩЕННЯ КАДРОВОГО ПОТЕНЦІАЛУ

Abstract

Based on the analysis of scientific literature, the article examines the theoretical foundations of the motivation of workers. The terminology of motivation is clarified. The classification of motivation factors according to the directions of influence on direct and indirect was determined. The structure of the factors of direct influence and their division into material and non-material incentives has been established. A study of the current motivational model at the private enterprise "Husiatyn furniture factory "Elegant", built on the basis of employees' work experience, was conducted. and the implementation of an improved motivational system is proposed. In addition to seniority, it is proposed to include two more components in the employee motivation system – bonuses for the effective use of the working time fund (taking into account the time norms for the production of a unit of furniture products) and for the accuracy of the production of a model range of products. An evaluation of the effectiveness of the proposed motivational system was carried out, salary calculations were carried out for two groups of employees with different years of work under the existing and proposed motivational systems. The methods of non-financial motivation of the staff of the investigated furniture factory were considered and proposed, in particular: holding motivational meetings, providing opportunities for professional growth, improving the comfort of working conditions, congratulating on significant dates, conducting events to increase and support team spirit, implementing a flexible work schedule for certain categories of employees, providing discounts on factory products. Separate measures have been proposed to improve the effectiveness of non-financial employee incentives, in particular, to waive fines in favor of introducing flexible work schedules and to offer measures to improve the qualifications of production workers. Considered a proposal for an additional day off for the best production workers. It has been proven that the majority of managers are convinced of the effectiveness of only monetary rewards, but experienced HR managers are convinced that the greatest return can be obtained only if there is a successful combination of material and non-material motivation. It is justified that it is appropriate for management personnel to create such conditions at workplaces for their subordinates so that they do not have to resort to fines.