Muhammad al-khorazmi tashkent university of information technologies

"Motive-goal" vector. Motives are divided into internal and external types according to the results of the activities that satisfy them. For example, the material motive is external, it is satisfied with material goods. The motive of self-realization is internal, it is satisfied with individual self-realization, understanding the achieved result as the realization of one's plans, abilities, profession.
Thus, satisfaction with external motives, real objects, material values, external evaluations, position in society, power includes the following:

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  Motivation to achieve success;
  
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  Material;
  
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  Social position, reputation, recognition;
  
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    Responsibility to others;
    
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  Avoid failure;
  
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    Competitive;
    
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    Power, dominance over others.
    

To internal motives The feeling of satisfaction from the internal psychological results of activity: feelings (sense of success, fulfilled duty), self-esteem, adherence to their certain values, experience of intellectual and creative achievements - includes:

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  The motive of self-realization;
  
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  Professional;
  
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  Self-esteem and respect;
  
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  Independence.
  

Therefore, based on the leading motives of professional activity, it is possible to build a typology of manager efficiency. Those capable of high performance are those whose motives are adequate to the content and results of management activities and who are satisfied with the work process and results, including external evaluation. Possible options for motivation efficiency are presented in the table. 2. The most effective work according to this criterion tends to be those who have adequate internal motivation as leaders. As can be seen from the table, only the motive of self-realization is relevant if the relevant abilities are available. Adequate external motivation is the second most effective. There are more such motives: achieving success, material, etc. It is clear that the least effective activity occurs with inadequate motivation.

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  Motivational aspects are becoming increasingly important in modern management.
  
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  Companies use both financial and non-financial compensation methods to motivate employees
  
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  A significant role is given to motivational methods that have nothing to do with material incentives
  

The problem of motivation and encouragement has its own history in our country. During the USSR, starting with the famous NOT, experiments in this field were constantly conducted, and the experience of leading teams was sought to be increased throughout the country. Western and American classics - Maslow, Herzberg, Argiris, McGregor, etc. were constantly analyzed in the late 70s and early 80s. in the last century, much attention was paid to the analysis of the system of human relations, the human factor, especially the experience of General Motors, IBM, Japan's "quality circles". In the second half of the 80s - the beginning of the 90s. Articles focused on analyzing the concept of ESOP - Employee Stock Ownership Plan. However, in the last 10-12 years, there has been almost complete silence in the theory and practice of labor incentives and incentives. Native labor sociology, and especially the once flourishing industrial sociology, has virtually disappeared.
Currently, along with the processes of economic growth and relative stabilization in the Russian economy, significant changes have taken place in this area. State, private, corporate enterprises in practice felt that the development and success of market relations was impossible without integration into the "global feverish effort" to find new modern forms of labor promotion and stimulation. At the same time, in many Western European countries and the United States, motivational aspects of personnel management are of great importance in companies and firms, and these methods and experience of motivation can be successfully transferred to Russian soil.
To resolve the correspondence between the performance of the employee and the amount of salary he receives, the system "Payment for performance" (hereinafter for convenience - PFP) is used. PFP refers to the use of any payment method in which the wages received by an employee depend on individual and group differences in performance. This is clearly expressed in the flexible wage system, the variable wage system, the "fat cat" system. According to the 1999 Hewitt Associates 23rd Annual Payroll Study, over the past six years, the percentage of funds that companies have devoted to PFP programs has increased by 50 percent.
The advantages of PFP are clear. A close relationship between the salary received by the employee and the efficiency of his work brings dividends to both the employee and the company. A typical PFP program has been reported to increase organizational productivity by 5% to 49% and employee turnover by 3% to 29%. An employee will have the opportunity to earn more money provided they perform well, as well as the criteria for evaluating their performance. The company gets motivated employees: people work harder to earn more money, and those who can't stand the competition are replaced by new employees with a suitable philosophy.