Motivations of middle managers table. Managers of top, middle and lower levels: basic competencies and specifics of activity. Education and development
A personnel assessment system is rather a set of several instrumental systems that are strongly associated with three functions of personnel management:
Selection and placement of personnel
Motivation, compensation and benefits
Education and development
Assessment always implies the presence of evaluation criteria (scales, competencies, KPIs) and an ideal “portrait” of the employee, described in terms of the criteria. From the point of view of building a system, we can distinguish four objects of assessment (what we evaluate) and four groups of assessment methods on which the organization of the assessment process depends:
Objects of assessment:
Psychological characteristics of personality
Employee knowledge, skills and abilities
Behavior (values, attitudes, opinions)
Labor efficiency
The main personnel situations in which personnel assessment is necessary:
assessment of a candidate not working in the organization applying for a vacant managerial position,
current periodic evaluation of management employees,
assessment of an organization employee applying for a vacant managerial position.
2. Methodology for assessing the training and development of middle managers based on competencies.
Today, organizations that pay special attention to staff training and development are becoming leaders in their industries.
Middle managers act and make decisions at the operational-tactical level, while top managers primarily influence strategy. And naturally, replacing a person at the strategic level is much more difficult. This is the basis of the key difference for the purposes of assessing development and learning. When talking about more complete use of the resources of top managers, they first of all talk about the use of assessment to form management teams for specific projects.
Table 2.1
Differences between the assessment of middle managers and top managers
|
MIDDLE MANAGERS |
TOP MANAGERS |
|
|
Objectives of the assessment |
Formation of personnel reserve. Assessment for compliance with the level according to the competency model. Identification of development zones. Drawing up individual development plans. Formation of a training plan. Determination of teaching methods. |
Creation of an individual development program for a top manager. Assisting the head of the company in more efficient use of the resources of his top managers. |
|
Basic assessment techniques |
Assessment Center 360 score. Professional testing. Competency-based assessment. |
Individual in-depth interview (individual assessment). Assessment - center |
2.1 Methodology for assessing a middle manager using the example of a recruitment manager in a recruitment agency.
Stage 1 – Study and analysis of the functionality of the position
Stage 2 – Determination of significant competencies
Stage 3 – Determining the optimal method for scaling competencies (the required level of their development)
Stage 4 – Developing an ideal job profile
Stage 5 – Level description of competencies
Stage 6 – Development, selection, adaptation of competency assessment methods
Stage 7 – Conducting an assessment, drawing up a real profile
Stage 8 – Drawing up a development plan
Stage 1 - Study and analysis of the functionality of the position
Position: Recruitment Manager at a recruitment agency
Responsibilities:
Recruitment of middle and senior level personnel;
Using various sources of searching for applicants:
Recruitment of personnel from the external labor market;
Mastery of various search options: passive, semi-active, direct;
Working with the Internet (posting vacancies, searching for resumes, working with paid sites), monitoring the effectiveness of sites;
Conducting initial telephone interviews;
Conducting interviews with applicants, determining the degree of professional suitability of a person (using professional tests, role-playing games, case method, asking for recommendations);
Testing candidates (using a series of personality tests);
Successful selection of personnel in the regions of Russia;
Work with employers (withdrawing applications, negotiating candidates, attending interviews in companies);
Studying the labor market in order to determine possible sources of personnel;
Induction of new employees;
Active participation in the internal processes of the company;
Reporting, database maintenance.
Stage 2 – Determination of significant competencies
The development and implementation of a competency model has long been an integral part of performance management for many multinational companies and, at the same time, a relevant and fashionable topic for Russian business. Our research allowed us to draw up an average portrait of a successful manager in the Russian market and compare it with a successful manager in the West.
This study lasted 9 months and 40 leading Russian and Western companies took part in it. As part of the study, 141 interviews were conducted with top managers and successful middle managers in Russia.
Based on the results of the study, a standard competency model for middle managers “20 Facets” was developed, which consists of 20 competencies that are important for the successful work of managers in Russia. All competencies are divided into 5 groups: management skills, decision-making skills, motivation, individual traits and interpersonal skills.
Figure 2.1.1
Stage 3 – Determining the optimal method for scaling competencies (the required level of their development)
Stage 4 – Developing an ideal job profile
In HR practice, the term “competency profile” is often used. It means not just a list of necessary competencies, but also the required level of development of each of them. For different positions, the levels of development of the same corporately significant competencies may be different. Accordingly, the profiles of different positions will vary. The ideal job profile is usually depicted in the form of a diagram. Real data on the degree of development of each of these competencies in a particular person is depicted on the same diagram, which allows you to see the “gaps” between what is required and what is available.
(This is a fashionable word: “competence”. What is needed so that it is not an empty phrase? Elena Ksenofontova, Top-Management Consult Group of Companies, Leading Consultant)
D 
Diagram 2.1.1
Stage 5 – Level description of competencies
1. Decision making skills
Interpersonal skills
2. Motivation
3. Personality traits
4. Management skills
Stage 6 – Development, selection, adaptation of competency assessment methods
|
Competencies |
||
|
Management skills |
Professional testing |
|
|
Decision Making Skills |
Assessment center |
|
|
Motivation |
MMP method |
|
|
Personality Traits |
Individual in-depth interview (individual assessment) |
|
|
Interpersonal skills |
360 degree method |
Table 2.1.1
|
Individual in-depth interview (individual assessment) |
Group assessment: Assessment Center |
|
|
Definition |
comprehensive assessment of the professional and personal skills of a top manager using a long-term in-depth interview on key events in life. |
comprehensive assessment that ensures maximum objectivity by observing actual manifestations of certain behavioral indicators of competencies in simulated work situations |
|
In what cases is it used |
in cases where each top manager requires an individual approach and team work is impossible |
in cases of a close-knit team of top managers |
|
Technology |
biographical in-depth interview |
role-playing games, cases, tests, etc. |
|
Duration |
from 4 to 6 hours |
from 8 hours to 2 days |
|
Defining Assessment Objectives Interview design Conducting interviews Data analysis and report preparation Individual feedback |
Defining Assessment Objectives Presentation of the project to top managers and involvement of top managers in the design of ideal profiles Drawing up evaluation criteria (ideal profiles) Design of assessment procedures Conducting an assessment center Data analysis and reporting Individual feedback to all assessment center participants |
|
|
Peculiarities |
When using this method, a rather complex and lengthy preparatory stage is required. It is important to analyze the assessee's resume in detail. The analysis involves events that occurred in the life of the person being assessed over a long period of time, sometimes starting from childhood and ending with the period of work in the position held. The interviewer focuses on achievements and failures, decision-making style, motivation and many other points. |
Few companies request an assessment using an in-depth interview method. This is due to the fact that there are very few professional consultants who are fully proficient in this method. The in-depth interview method, in contrast to the usual competency interview, is significantly closer to professional psychological methods, such as psychoanalysis. |
|
When working with top managers, feedback is developmental in nature and, according to the experience of colleagues, is longer than in the case of middle managers - on average, a feedback session lasts 3-4 hours per participant. |
It is impossible to fit the assessment procedure into the planned 8 hours. Typically, assessing tops takes at least 10 hours (for a group of 6-10 people). Criteria (on a five-point scale) Quality of work 4. Accuracy and accuracy are above expected levels, errors are very rare, follows instructions well, requires little assistance from supervisor. 3. The quality of work meets the requirements. 2. Sometimes he is careless, there are mistakes, sometimes you have to check his work. 1. Low quality of work, constant errors, constant checks and corrections are required. Scope of work (quantity) The work is being carried out as planned. 5. Very fast and energetic employee. Constantly, with enviable ease, does more than is expected of him. 4. Works quickly. Often completes more work than planned. 3. Works stably. Meets planned targets. 2. Works slowly. Needs customization. 1. Works slowly, wastes a lot of time, fails to cope with the planned amount of work. Attendance at work (discipline) During working hours he is busy with work. Rare absences for a valid reason, agreed in advance. 5. Extremely reliable. Always at work and on time. 4. Reliable. Rarely absent, if absent, then for a good reason. Always informs in advance about the absence of the manager and colleagues. 3. There are excused absences from work that do not have serious negative consequences on the job. He warns you about his absence in advance. 2. Unreliable. Not always punctual. Sometimes he forgets to notify about his absence in a timely manner. 1. Often absent or late. Extremely unreliable. No one is notified of absence in a timely manner. Loyalty to the organization (department) Respectful attitude towards the organization. 5. Knows the organization very well and is committed to it. Always puts the interests of the organization above his own. Even if things are not going well, he never allows himself to speak badly about the organization. Speaks positively and enthusiastically about the company, management, and colleagues both at work and outside of it. He is sincerely proud of his organization. 4. Positively perceives the organization and himself in the organization. Does not allow himself unconstructive criticism or grumbling. I'm happy to work for the company. 1. Has an extremely negative attitude towards the organization. |
|
|
Pursues his personal goals. Criticizes the company and colleagues both at work and outside of it. |
Indicators Objective indicators 1. The cost of a specialist who has passed the assessment procedure and is included in the personnel reserve can be calculated as follows: Csp = Costs of conducting a central assessment/number of specialists enrolled in the personnel reserve. 2.% of employees enrolled in the personnel reserve TFR = Total number of employees who passed the assessment procedure / number of specialists enrolled in the personnel reserve * 100% 3.Level of satisfaction with the personnel assessment procedure 4. % of employees who require training TS = Total number of employees assessed/number of employees requiring training* 100%
Subjective indicators (yes/no) employee job satisfaction; the presence or absence of professional, business and personal qualities necessary in the process of professional activity; potential (growth reserve) that each employee has (assessment of the company’s personnel potential by experts); efficiency/congruence of using the potential of employees in the company; Evaluating and developing improvement activities systems management company staff on P Coursework >> Management In improving the efficiency of use company staff personnel basis development of methodology estimates systems efficiency staff For | |
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Pogrebnaya E.V. Motivation system for middle managers and top managers (using the example of a construction company) // Leadership and management. - 2016. - T. 3. - No. 2. - P. 113-120. - doi: 10.18334/^.3.2.35377
Publication language: Russian
Leadership and Management, 2016, Volume 3, Issue 2
The Incentive System for Middle and Top Managers (Case Study of a Construction Company)
1 Siberian Federal University, Krasnoyarsk, Russian Federation
The article provides an overview of ways to stimulate middle and top managers. Using the example of a construction company, the analysis of the incentive system for managers was carried out, and the measures to improve the company's incentive system were proposed based on the analysis results.
questionnaire, motivation, top managers, managers, stimulation, incentive system, survey
Pogrebnaya, E.V. (2016). The Incentive System for Middle and Top Managers (Case Study of a Construction Company). Leadership and Management, 3(2), 113-120. doi: 10.18334/lim.3.2.35377
JEL: L74, M12, M52 Original Research Language: Russian
© Pogrebnaya E.V. / Publication: Creative Economy Publishers This work is licensed under a Creative Commons BY-NC-ND 3.0
H For correspondence: [email protected]
One of the most pressing HR management problems faced by modern organizations is the problem of employee engagement
Over 60% managers are not satisfied with the existing ways and means of stimulation
The main drawbacks of the existing incentive system are unfair assessment of employees" performance and a non-transparent incentive system
67% of respondents would like to assess their performance according to the KPI system
Leadership and Management, 2016, Volume 3, Issue 2
Motivation system for middle managers and top managers (using the example of a construction company)
Ekaterina Pogrebnaya1
1 Siberian Federal University, Krasnoyarsk, Russia
ANNOTATION_
The article is devoted to a review of ways to stimulate middle managers and top managers. Using the example of a construction company, a study was conducted to analyze the motivation system for managers, based on the results of which measures were proposed to improve the incentive system in the company.
KEYWORDS_
questionnaire, motivation, top managers, executives, incentives, motivation system, survey
FOR QUOTE:_
Pogrebnaya E.V. Motivation system for middle managers and top managers (using the example of a construction company) // Leadership and management. - 2016. - T. 3. - No. 2. - P. 113-120. - Juice 10.18334/!1t.3.2.35377
JEL: L74, M12, M52 Publication language: Russian
© Pogrebnaya E.V. / Publication: Creative Economy Publishing House The article is distributed under the Creative Commons BY-NC-ND 3.0 license
For contact: [email protected]
One of the most pressing problems of personnel management in modern organizations is the problem of personnel motivation
More than 6% of managers are dissatisfied with existing methods and means of incentives
The main problems of the current motivation system are unfair assessment of labor results and an opaque incentive system
67% of respondents responded that they would like to evaluate the results of their work activities according to the indicators of the KR system1
Pogrebnaya Ekaterina Viktorovna, Siberian Federal University, Krasnoyarsk ( [email protected])
One of the most pressing problems of personnel management in modern organizations is the problem of personnel motivation.
As we all know, work motivation can include material and non-material methods and means of incentives. In our opinion, the most “correct” is the division of types of stimulation A.Ya. Kibanov, he distinguishes between material monetary, material non-monetary and non-material incentives.
The concept of material incentives for labor includes all types of monetary payments that are used in the organization and all forms of material non-monetary incentives.
Today, in Russian and foreign practice, various types of direct and indirect material payments are used: wages, various types of bonuses, bonuses, profit sharing, additional payments, deferred payments and others.
Along with material monetary incentives, incentives are used that represent material value, but in real terms are presented in the form of special benefits and compensation - the so-called social package.
The material incentive system is complemented by non-material incentives (birthday greetings, “honor board”, career chart, personnel adaptation system, inclusion of employees in the decision-making process, praise, etc.).
One of the largest sectors of the Russian economy is construction. The importance of the effective functioning of this industry cannot be overstated.
Using the example of a construction company in Krasnoyarsk, a study was conducted to analyze the existing system of motivation for managers for the further development of measures to improve it.
The main product of the company in question is multi-storey residential buildings, as well as commercial buildings.
Today, the company's motivation system for middle and senior managers includes the following elements: material incentives: bonus program for managers (based on work results), annual bonuses for the best employees on a professional holiday, social package (official communications, transportation), training for company account, additional bonuses (the right to receive an apartment).
Non-material incentives: congratulations to the “best” employees on holidays (New Year, Builder’s Day, Company Day), birthday greetings, participation in various competitions.
To study the attitude of managers to the current motivation system in the company, a survey was conducted among senior and middle managers using a questionnaire developed by the authors. In order to increase the reliability of the answers, the survey was anonymous.
Respondents were asked to evaluate the existing motivation system in the company, note the most motivating factors for themselves, and also answer open questions related to motivation.
36 respondents participated in the survey: 16 of them occupy top positions, 20 are middle managers. It is worth noting that 53% of respondents have been working for the company for more than 3 years.
As the results of the study showed, only 47.2% of respondents were completely satisfied with their work. According to the results, 33% of respondents believe that the company does not provide all the necessary conditions for effective work, while almost 64% of managers consider the incentive system in the company to be unfair.
Next, respondents were asked to choose the most motivating factors for themselves. Based on the results of the survey, we compiled a table reflecting the hierarchy of motivating factors for middle and senior managers.
Table 1
Hierarchy of motivating factors
1 Interesting professional tasks 83.3
2 Company reliability 80.6
3 Fair assessment of labor results 77.8
4 Training opportunity (trainings, courses, ...) 75.0
5 Transparent bonus system 72.2
6 High status in the company 69.4
7 Social package (transport, communications, voluntary health insurance, ...) 63.9
8 Positive image of the company 61.1
9 High share of bonuses in wages 55.6
10 Possibility of self-realization 52.8
11 Additional bonuses and benefits (right to an apartment) 52.8
12 Confidence in the future 50.0
13 Equipped workplace 47.7
14 High salary 44.4
15 Good team, friendly relations with colleagues 44.4
16 Convenient operating schedule 41.7
17 Loyalty on the part of the company’s founders 41.7
18 Opportunity to use your creativity, freedom and independence 36.1
19 Joint activities outside the scope of work 30.6
20 Souvenirs, public recognition as the best employee, victory in competitions 15.9
Thus, according to the results of the survey, the company’s managers are not satisfied with the presence and effect of the following factors presented in Table 2.
table 2
Factors that most dissatisfy managers
No. Motivating factor % of respondents
1 Fair assessment of labor results 69.4
2 Transparent bonus system 63.9
3 Social package (transport, communications, voluntary health insurance, ...) 58.3
4 Additional bonuses and benefits 52.8
5 Training opportunity (trainings, courses, ...) 44.4
It is worth noting that most of these factors are strong motivators for company leaders.
The survey results also showed that more than 60% of managers are dissatisfied with the existing methods and means of incentives, which means that the motivation system for top and middle management requires improvement. In addition, the greatest dissatisfaction is associated with methods of material incentives.
A fairly large number of managers believe that the main problems of the current motivation system are unfair assessment of labor results and an opaque incentive system. Therefore, it is initially necessary to check this area (analyze the necessary documents, the process of assessing work results, the criteria by which the assessment is carried out, etc.). And only then take action to improve the material incentive system.
The survey results also showed that more than half of the managers are not satisfied with the existing social package. Today
it includes corporate communications and the ability to use company transport. But this factor was noted by almost 64% of managers as one of the most motivating. Therefore, it is definitely worth reviewing this block and, if possible, including additional services, for example, voluntary health insurance, which is very popular in many companies.
To summarize, according to the results of a survey of middle and senior managers, the company's motivation system requires improvement, because more than half of managers are currently not satisfied with existing methods of material incentives. In addition, answering open-ended questions in the survey, 67% of respondents responded that they would like to evaluate the results of their work activities based on the indicators of the KPI system.
Key Performance Indicators (KPI) are performance indicators that help an organization achieve strategic and tactical (operational) goals.
When developing a KPI system for managers, it is best to optimally combine general and personal indicators. General indicators are the result of the work of the structural unit managed by a person. General indicators clearly show teamwork as a whole, as well as the degree of interest of the manager in achieving the final result. Personal indicators are completed individual tasks and achievements.
Thus, the development and implementation of a KPI system in a given company will make it possible to show and objectively evaluate the work of each manager, thereby improving the financial incentive systems. Of course, the system will only work if the KPI indicator system is built competently and professionally.
SOURCES:
1. Motivation and stimulation of work activity: Textbook / A.Ya. Kibanov, I.A.
Batkaeva, E.A. Mitrofanova [and others]. - M.: INFRA-M, 2010. - 525 p.
2. Panov M.M. Performance assessment and company management system based on KPI. -
M.: INFRA-M, 2013. - 255 p.
3. Kostenkova T. KPI for the manager [Electronic resource] // Delovoymir.biz. - 2012. -
1The article discusses issues of motivation for work activity in modern organizational conditions. The authors identified the leading motives in the structure of work motivation of top and middle managers of construction organizations. Effective forms of employee incentives have been identified. A methodological toolkit is proposed that allows for a comprehensive diagnosis of employee motivation and incentive system. Based on the results of the study, a basic motivational profile of an organization’s employee was compiled and analyzed, which makes it possible to develop a system of effective forms and methods of stimulating the work of personnel in order to increase the interest of employees in the results of their work, as well as satisfy their spiritual and material needs. The work presents training to increase the labor motivation of top and middle managers of the organization.
senior and middle manager
labor incentives
motivational profile
work motivation
1. Antonets A.V. Organization, planning and management of organization activities / A.V. Antonets. – Kyiv: Vyshcha School, 2007. – 251 p.
2. Dyatlov V.A. Personnel management / V.A. Dyatlov. – M.: Delo, 1998. – 443 p.
3. Egorshin A.P. Motivation for work: Textbook / A.P. Dyatlov. – N. Novgorod: NIMB, 2003. – 320 p.
4. Kartashova L.V. Organizational behavior: Textbook / L.V. Kartashova, T.V. Nikonova, T.O. Solomanidina. – M.:INFRA-M, 2004. – 154 p.
5. Kosharny A.V. Technologies for managing innovative processes: textbook / A.V. Kosharny, E.A. Kosharny, N.A. Petriy, V.B. Tarabaeva. – Belgorod: BelSU Publishing House, 2011. – 279 p.
6. Mordovin S.K. Human resource management: 17-module program for managers / S.K. Mordovin. – M.: INFRA-M, 2000. – 105 p.
7. Sidorenko E.V. Motivational training / E.V. Sidorenko. – St. Petersburg: Rech, 2001. – 229 p.
In the conditions of modern economic relations, the motivation of the work activity of employees of organizations occupies the most important place in personnel management, since it is the direct cause of their work activity. Mobilizing employees to actively, proactively and efficiently perform their duties is essentially the main task of management. Due to changes in the content of work in the conditions of scientific and technological progress, widespread automation and informatization of production activities, in conditions of increasing the level of professional education and social expectations of employees, the importance of motivation in personnel management has increased even more; The content of this type of management activity has expanded significantly and become more complex.
The purpose of the study is to identify the features of motivation and incentive systems for personnel in modern organizational conditions.
The study was carried out in construction companies in Belgorod - SU-31 LLC, Montazhspetsstroy LLC, AVERS LLC "Construction Company" of the Belgorod region. The sample size consisted of 115 senior and middle managers aged 26-38 years.
There are various approaches to understanding the forms and methods of personnel motivation. However, all authors are unanimous in the opinion that labor productivity directly depends on the effectiveness of the system of motivation and incentives for personnel.
As you know, motivation is the process of connecting the goals of the organization and the goals of the employee to most fully satisfy the needs of both; it is a system of various ways of influencing personnel to achieve the intended goals of both the employee and the organization.
According to M.Kh. Meskona, motivation is the process of motivating oneself and others to act in order to achieve personal and organizational goals. The employee is motivated, which means he is interested, i.e. conditions have been created under which, by solving the general goals of the institution, the employee thereby satisfies his personal needs, consciously choosing one or another type of work behavior.
Labor motivation is the employee’s desire to satisfy his immediate needs (obtain certain benefits) through work activities aimed at achieving the goals of the organization. Labor motivation is the most important factor in the effectiveness of the work performed and forms the basis of the employee’s labor potential.
It is quite easy to identify which needs are leading in the motivational process of a particular employee in certain specific environmental conditions. The most important factor is also the constant transformation of the motivational process, the nature of which depends on what needs initiate it at a particular point in time. It is obvious that even with the utmost clarity of the motivational structure of the individual, i.e. systems of motives for his actions, completely unforeseen changes in the behavior of an individual and his unpredictable reaction to motivating influences are possible. Another important factor is the difference in the motivational structures of different people, the unequal degree of influence of the same motives on them, the different degree of dependence of the action of some motives on others.
For our research, the concept of the “motivational profile” of an employee, which was developed by S. Ritchie and P. Martin, is of great interest. Determining a motivational profile involves identifying the relevance for an individual of each of the twelve motivational factors (needs): the need for high wages and material rewards for quality work done; the desire to have a job with a good set of benefits and allowances; the need for good working conditions and a comfortable environment; the need for a clear structuring of work activity, the presence of feedback between the employee and the manager and information that allows one to judge the results of the work done, the need to reduce the level of uncertainty and establish clear rules and directives for the performance of work; the need for social contacts: communication with a wide range of people, a slight degree of trust, a variety of connections with colleagues, partners and clients; the need to build and maintain long-term, stable relationships, which requires a significant degree of closeness and trust; the need to gain recognition from other people, to have others highly appreciate the merits, achievements and successes of the individual; the need to set bold, difficult-to-achieve goals for yourself and achieve them; the need for influence and power, the desire to lead other employees; the need for variety, change and stimulation of work activity, the desire to avoid routine; the need to be a creative, analytical, thinking worker, open to new ideas; the need for self-improvement, growth and development as an individual; the need for interesting, socially useful work.
The study of the theoretical foundations of the motivational and stimulating component of the work activity of organizational personnel shows that the path to effective management of a person’s work activity lies through understanding his motivation. Only by knowing what motivates an individual, what motivates him to act, what motives underlie his actions, can one try to analyze an effective system of forms and methods of managing him. To do this, it is necessary to know how certain motives arise or are caused, how and in what ways they can be put into action, how people are motivated in their work activities.
Today there are a colossal number of ways to influence the motivation of a particular person, and this range is constantly growing.
It is impossible to accurately determine in detail how the mechanisms of motivation and stimulation of work activity operate, what strength the motivating factor should be and when it will work, what will be the consequences of using certain stimulation methods. With all the numerous ways in which you can motivate employees of various organizations, the manager must choose how to stimulate each employee. It seems that if a representative of the management level is able to competently select a system of incentives and motivation, then he will have the opportunity to coordinate the efforts of his staff and jointly realize the potential capabilities of the team for the benefit of the prosperity of his organization.
As part of the study, we analyzed the motivational structure of the personality of managers. Results of diagnosing the motivational structure of personality using the method
V.E. Milman show the dominance of the comfort motive among 80% of senior managers and 68% of middle managers, as well as the dominance of the social utility motive in 93% and 82%, respectively. Among senior managers, the motives of comfort dominate - 94%, general activity - 98%; at the same time, among middle managers these motives are less pronounced - 54% and 56%, respectively.
The results of the study show the importance for middle managers of the motive of communication - 98% and creative activity - 74%, for senior managers they are expressed insignificantly - 6% and 19%, respectively. At the same time, both groups of managers have a predominant “work” orientation.
By diagnosing multimotivational tendencies in the “I”-concept of personality of managers using the methodology of S.M. Petrov, the majority of managers revealed a predominance of tendencies of material, optimistic, labor motivation and gubristic motivation as a desire for superiority, an average degree of expression of tendencies of motivation of striving for excellence, active overcoming difficulties, avoiding troubles, altruistic motivation. At the same time, top-level managers have pronounced tendencies of hedonic, egocentric motivation and individualization motivation, while middle-level managers have a communicative, motivation for a positive attitude towards people. At the same time, senior managers do not have normative and moral motivations, and middle managers have insignificant motivations.
The results of diagnosing motivation for success and fear of failure showed very high motivation for success of the majority of senior managers (96%) and high hope for success of middle managers (84%).
Analysis of the results of diagnosing the activity of the motivational structure of managers using the method “Study of the activity of the motivational structure of K. Zamfir” indicates the dominance of internal motivation and the average degree of expression of external positive motivation. At the same time, among senior managers, external negative motivation predominates along with internal motivation, while among middle managers it is minimal.
Comparing the severity of different types of motivation among managers of both groups, it should be noted that middle managers have an optimal motivational complex, while senior managers have a worse attitude towards the activities performed and a lower incentive power of the motivational complex.
The results we obtained as a result of diagnostics using the “Paired comparisons to study the structure of work motivation (A.V. Kosharny)” method allow us to specify the expression of motives that are significant for our study among managers.
Among senior managers, the motives of autonomy (94%), self-efficacy (76%), less interest in work (84%), and security (69%) are clearly expressed, and the motive of affiliation is practically not expressed in 93%.
Among middle managers, the motives of maintaining a job (97%), interest in work (75%), self-efficacy (76%), affiliation (85%) are clearly expressed, the motives of autonomy are slightly expressed (94%), and the motive of safety is 73%. not expressed.
The data obtained during the diagnostic “Study of the motivational profile of an individual” (S. Ritchie and P. Martin) allowed us to build an individual motivational profile of top and middle managers (Fig. 1).
Rice. 1. Individual motivational profile of managers
Senior managers have approximately equal proportions of the needs for reward, work structure, recognition, achievement, power and influence, the desire to lead others, variety, change and stimulation, the desire to avoid routine, self-improvement and the need for interesting, socially useful work. The need for good working conditions and a comfortable environment is slightly less manifested, and the need for social contacts and relationships is manifested least of all.
Middle managers have clearly expressed needs for work structuring, social contacts, achievement, interesting and socially useful work, below are the needs for power and influence, the desire to lead others, variety, change and stimulation, self-improvement, the desire to avoid routine, and the needs for remuneration, working conditions are the least visible.
Data obtained during a staff survey using a modified methodology “Methods of stimulating the work of personnel in an organization” (A.Ya. Kibanov, I.A. Batkaeva, E.A. Mitrofanova) indicate the presence in the organization of the following forms and methods of incentives: wages pay (nominal), real wage provision, bonuses, profit sharing, equity participation, leisure time incentives, labor or organizational incentives, incentives that regulate employee behavior based on expressions of social recognition, payment of travel expenses or service by own transport, sales goods produced by the organization or received through barter, scholarship programs and personnel training programs, housing construction programs, temporary disability payment programs, loan associations.
Most middle managers identified such forms of incentives as the remuneration system, payment of transportation costs, attitude in the team, associations for obtaining loans, and sales of company goods.
Analysis of the research results led us to the need to develop training as an effective method of increasing staff motivation, taking into account the company's incentive system. The concept of motivational training is based on the idea of E.V. Sidorenko that training should be motivating. After the training, its participants should not only be able to use what they received in the training, but also strive to use new knowledge and new experience.
Main areas of work with personnel within the training:
1) self-knowledge, monitoring of managers’ own current motivation;
2) developing the ability of managers to determine the motivation of company employees;
3) development of an algorithm for planning motivational activities taking into account objective and subjective factors;
4) developing mechanisms for controlling one’s emotional state and behavior in difficult situations.
Based on the foregoing, it becomes clear that the path to effective management of employees’ work activities in modern organizational conditions lies through understanding their motivation and adequate stimulation of work. At the same time, there are significant differences in the motivational structure of top and middle managers of enterprises. This must be taken into account when developing a labor incentive system in specific production conditions. The use of motivational training is an effective means of increasing employee motivation.
Reviewers:
Poddubny N.V., Doctor of Philosophy, Candidate of Psychology, Professor of the Department of Social Work and Psychology, ANO VPO "Belgorod University of Cooperation, Economics and Law", Belgorod;
Shapovalova I.S., Doctor of Social Sciences, Professor, Head. Department of Sociology and Organization of Work with Youth, Belgorod State National Research University, Belgorod.
Bibliographic link
Kulikova O.V., Bubnova O.V. FEATURES OF MOTIVATION OF TOP AND MIDDLE MANAGERS IN MODERN ORGANIZATIONAL CONDITIONS // Modern problems of science and education. – 2015. – No. 1-1.;URL: http://science-education.ru/ru/article/view?id=17809 (access date: 12/23/2019). We bring to your attention magazines published by the publishing house "Academy of Natural Sciences"
Management (Peter F. Drucker) is a special kind of activity that turns a disorganized crowd into an effective, focused and productive group.
MANAGEMENT (Mescon, Albert, Khedouri) is the process of planning, organizing, motivating and controlling necessary to formulate and achieve the goals of the organization.
MANAGEMENT LEVELS
All managers play certain roles and perform certain functions. But this does not mean that a large number of managers in a large company are busy doing the same job. Organizations large enough to provide clear divisions between the work of managers and non-managers usually have such a large volume of management work that this too must be separated.
In a large organization, all management is strictly divided horizontally and vertically. Horizontally, specific managers are placed at the head of individual departments. Top managers coordinate the work of managers below them until they descend to the level of a manager who coordinates the work of non-managerial personnel, i.e. workers who physically produce products or provide services. This vertical division of labor forms levels of management.
The number of control levels may vary. Many levels do not yet determine the effectiveness of management. The number of levels is sometimes determined by the size of the organization and the volume of management work. Sometimes this is a historically established structure.
Regardless of the number of management levels, all managers are divided into three categories based on the functions they perform in the organization:
- lower level managers,
- middle managers,
- senior managers.
It is usually possible to determine in an organization where one manager stands relative to others. This is done through the job title. However, the job title is not a reliable indicator of the true level of a given manager in the system. This observation is especially true when we compare the positions of managers in different organizations. For example: in some companies, salespeople are called regional or territorial sales managers, although they do not manage anyone but themselves.
There is a parallel division of leaders into three levels, introduced by the American sociologist Talcott Parsons:
- technical level – corresponds to the grassroots level,
- managerial level – corresponds to the middle management level,
- institutional level – corresponds to the level of senior management.
The shape of the pyramid shows that at each subsequent level of management there are fewer people than at the previous one.
LOW-LEVEL MANAGERS
Subordinate managers, also called first-line managers or operations managers, are the organizational level directly above workers and other non-managerial employees. JUNIOR MANAGERS are mainly responsible for the implementation of production tasks to continuously provide direct information about the correctness of these tasks. Managers at this level are often responsible for the direct use of resources allocated to them, such as raw materials and equipment. Typical job titles at this level are foreman, shift foreman, sergeant, department head, head nurse, and head of the management department at a business school. Most managers in general are lower-level managers. Most managers begin their management careers in this capacity. Research shows that the job of a line manager is stressful and action-packed. It is characterized by frequent breaks and transitions from one task to another. The tasks themselves are potentially short: one study found that the average time a master spent on a task was 48 seconds. The time period for implementing the decisions made by the master is also short.
MIDDLE MANAGERS
The work of junior managers is coordinated and controlled by middle managers. Over the past decades, middle management has grown significantly both in size and in importance. In a large organization there may be so many middle managers that it becomes necessary to separate this group. And if such a division occurs, then two levels arise, the first of which is called the upper level of middle management, the second - the lower. Thus, four main levels of management are formed: highest, upper middle, lower middle and grassroots. Typical middle management positions include department manager (in business), regional or national sales manager, and branch director.
The nature of a line manager's job varies significantly from organization to organization and even within the same organization. Some organizations give their line managers more responsibility, making their work somewhat similar to that of senior managers. In many organizations, line managers are an integral part of the decision-making process. They identify problems, initiate discussions, recommend actions, and develop innovative, creative proposals.
A middle manager often heads a large division or department in an organization. The nature of his work is determined to a greater extent by the content of the work of the unit than of the organization as a whole. In general, however, middle managers act as a buffer between senior and lower-level managers. They capture information for decisions made by senior managers and transmit these decisions, usually after transforming them in a technologically convenient form, in the form of specifications and specific tasks to lower-level line managers. Although there are variations, most communication among middle managers takes place in the form of conversations with other middle and lower managers.
SENIOR MANAGERS
The highest organizational level - senior management - is much smaller than others. Even the largest organizations have only a few senior executives. Typical positions of senior executives in business are Chairman of the Board, President, and Vice President of a corporation. In the army they can be compared with generals, among statesmen - with ministers, and in a university - with rectors.
They are responsible for making critical decisions for the organization as a whole or for a major part of the organization. Strong senior leaders imprint their personality on the entire image of the company. Successful senior executives in large organizations are highly valued and well paid.
The main reason for the intense pace and enormous volume of work is the fact that the work of a senior manager does not have a clear end. Unlike a sales agent who must make a certain number of phone calls, or a factory worker who must meet a production quota, there is no point in the enterprise as a whole, short of a complete shutdown, when the job can be considered complete. Therefore, a senior manager cannot be sure that he (or she) has successfully completed his activities. As action continues and the external environment continues to change, there is always a risk of failure. A surgeon may finish an operation and consider his task completed, but a senior manager always feels that he needs to do something more, more, further. A work week of 60 to 80 hours is not uncommon for him.
Quite often, representatives of different companies turn to me asking me to help them figure out why, having built their structure, hired superstars for director positions, introduced a new motivation system, etc., they are still faced with a kind of stagnation, with a lack of breakthrough. And here, traditionally, the conversation turns to the problems of middle and lower levels of management. After all, they are the ones who actually determine the effectiveness of any company, often without sufficient managerial competence.
Everyone needs only leaders! And this is the problem or, if you like, the paradox. After all, what is the difference between a leader and a manager? At leadership trainings they will clearly explain to us what a manager knows, How to do the right thing, and the leader knows What must be done correctly to achieve the desired result. A leader is able to ignite and lead. But a manager (a common opinion) does not need to be able to do this. At manager development trainings, they always explain how to become a leader, how to think like a leader, and how to behave like a leader. How to plan, build, delegate... And then the line manager “prepared” in this way comes to his department and is faced with a completely different reality. They plan without it, develop strategies without it, create motivation systems without it. And his share falls to daily work with employees, solving many constantly arising problems. Turnover. Which, by the way, during the training they were encouraged not to do, but to do only “important” and preferably “not urgent.”
I once conducted training for shop managers at one of the enterprises, where they took the issues of strategy, planning, and implementation of advanced management technologies very seriously. The conversation was about the tasks of the manager, his key functions, strategic goals, etc. Without disputing the importance of a correctly formulated mission, I asked one of the seminar participants: “How is the company’s mission implemented in your workshop?” The answer didn’t surprise me, but it made the CEO think a lot: “What does the company’s mission have to do with my shop?”
Most companies involved in training managers declare that they have training courses for mid-level managers. But when you compare the content of training programs for top managers, middle and lower management managers, you will not find any difference. Perhaps the word “strategic” will be added for top managers. This leads to the fact that good specialists, being appointed to leadership positions, do not have the slightest idea about managing people, and therefore cannot cope with the new role. What they take away from these trainings is only a sense of the significance of their leadership role, rather than an understanding of the daily tasks that a manager faces.
Here are tips on how to properly structure training for middle management:
- Look for candidates with leadership talent, good organizational skills, and a developed sense of responsibility, rather than nominating good (experienced) specialists or simply “convenient” people.
- To form in candidates an understanding that management is a profession that they will have to study if they agree to become managers for the rest of their lives.
- Understand that training alone, even the best, will not solve the problem of training a newly appointed leader. What is needed is a management training program designed around the key roles and challenges facing these individuals and the company as a whole, rather than on the fundamental and general principles of leadership and management.
- Choose the right coach. A trainer who understands the company’s objectives and is ready to adapt (and sometimes even develop new) his programs to suit them. When working with lower- and middle-level managers, a business coach must have successful management experience, since at this level it is not theoretical knowledge that is important, but practical techniques for working with employees.
- The company's top management should be involved in the learning process. Involved both at the stage of program development, based on the strategic objectives of the company, and then during the training process, in order to help the “students” to some extent, showing by example how to act in a given situation. But it is by showing them, without replacing them, without imposing your views, by shaping the novice manager’s own management style, which is convenient and brings the necessary results.