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6. Motivation of work and inconsistency or poor quality of the organization of services, from the activity of which depends on the stability of the flow of production processes, directly linked. Accounting for them is required when choosing the forms, methods and means of interaction of the head with subordinates 19, с. 181-182.

In general, in order to motivate the system to work effectively, it must arouse workers inner feelings:

1) interest in the outcomes of their work;

2) job satisfaction;

3) the commitment of the organization, its goals, interests, missions.

Thus, our theoretical study of motivation in the organization, which has allowed to allocate the following principles of effective motivation, which was shown by Vestluzskih :

compliance with the objectives of remuneration and motivation system of the enterprise goals;

– integrating motivational factors, expectations and needs of employees;

– eliminating demotivating factors;

– transparency and clarity of the remuneration system;

– fair of a pay system;

– employee benefits both for the individual and for the collective results;

– timely of a payment remuneration;

– the complexity of the incentive system, which should include both tangible and intangible rewards;

– monitoring of local market wages, competitive salaries;

– involvement of staff in making changes;

– registration phase of the enterprise life cycle;

– conformity of the system of compensation of corporate culture;

– relationship with Employment brand – brand companies on the labor market7, с. 35-36.

Thus, in concluding this section, we can conclude that today the motivation of the staff is a multifactorial concept and its manifestations is very multidimensional. But it is currently experiencing a backlog of modern theoretical ideas about the nature of the motivational factors affecting the formation of the subject of internal driving forces work, their real practical manifestation in the practice of various organizations working in various sectors of the economy.

The efficiency of the modern system of motivation of the organization personnel is also highly dependent on the state and its external environment, and especially - the real current situation on the labor market in a particular sector of the economy in a particular region. Therefore, an effective system of motivation of personnel of the organization must be built by all means, taking into account its complex and mobile external environment and, if necessary, to change according to the changing external environment.

In general, the effectiveness of motivational activities in an organization is achieved by providing the control subsystem maximize the level of organization and management, as well as encouraging staff to self-development for the realization of further professional growth.

ПРИЛОЖЕНИЕ 2

Основные факторы, повышающие и снижающие мотивацию

Приложение 3

Проблемы нематериальной мотивации персонала гипермаркета «Самбери» ООО «Невада-Восток» и пути их решения

Приложение 4

Вопросник «Общая оценка удовлетворенности»

Тест «Удовлетворенность работой» – это обычный тест, применяемый при изучении факторов влияющих на мотивацию и позволяющий выявить параметры, удовлетворяющие или не удовлетворяющие сотрудников организации условиями работы, организацией руководства и отношениями в рабочем коллективе.

Тест содержит 14 утверждений, каждое утверждение может быть оценено от одного до пяти баллов. При оценке удовлетворенности работой трудового коллектива, используются средние величины показателей. При этом оценка результатов производится по следующей шкале:

• 15-20 баллов – вполне удовлетворены работой;

• 21-32 балла – удовлетворены;

• 33-44 балла – не вполне удовлетворены;

• 45-60 баллов – не удовлетворены;

• свыше 60 баллов – крайне не удовлетворены.

Испытуемым предлагалась сделать свой выбор по каждому из этих утверждений, отметив соответствующую цифру:

1 – вполне удовлетворен;

2 – удовлетворен;

3 – не вполне удовлетворен;

4 – не удовлетворен;

5 – крайне не удовлетворен.

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