Improving the system of non-material motivation systemˈ
Content: text (32 symbols)
Uploaded: 17.05.2019
Positive responses: 0
Negative responses: 0
Sold: 0
Refunds: 0
$9.54
CONTENT
INTRODUCTION …………………………………………………………………………………… ..5
1 THEORETICAL BASES OF PERSONNEL MOTIVATION ………………… .7
1.1 the Concept of motivation in personnel management ……………………………… 7
1.2 Basic theories of motivation ………………………………………………… .10
1.3 Ways to improve staff motivation ………………………………… .20
1.4 The system of material and non-material motivation …………………… ..23
1.5 Instruments of non-material motivation ………………………………… ... 25
1.6 Foreign experience of non-material motivation of staff .....................38
2 DESCRIPTION OF THE OBJECT OF RESEARCH ………………………………………… ... 43
2.1 General characteristics of the organization ……………………………………… .... 43
2.2 Organizational structure of management …………………………………… 51
2.3 Main performance indicators of MBLPU GKB No. 29 ………………… ..56
2.4 Indicators characterizing the staff of MBLPU GKB № 29 …… 61
3 ANALYTICAL PART ………………………………………………………………… ... 68
3.1 Analysis of the existing system of non-material motivation of medical personnel of MBLPU GKB No. 29 ………………………………………………… .68
3.2 Survey of the satisfaction of medical personnel of MBLPU GKB No. 29 with the existing system of non-material motivation .....................76
4 PROJECT PART …………………………………………………………………… .79
4.1 Development of a draft regulation on the non-material motivation of workers of the MBLPU GKB No. 29 …………………………………………………………… .... 79
CONCLUSION ……………………………………………………………………………… .83
LIST OF USED LITERATURE …………………………………… ..84
ANNEXES ……………………………………………………………………………… .87
INTRODUCTION …………………………………………………………………………………… ..5
1 THEORETICAL BASES OF PERSONNEL MOTIVATION ………………… .7
1.1 the Concept of motivation in personnel management ……………………………… 7
1.2 Basic theories of motivation ………………………………………………… .10
1.3 Ways to improve staff motivation ………………………………… .20
1.4 The system of material and non-material motivation …………………… ..23
1.5 Instruments of non-material motivation ………………………………… ... 25
1.6 Foreign experience of non-material motivation of staff .....................38
2 DESCRIPTION OF THE OBJECT OF RESEARCH ………………………………………… ... 43
2.1 General characteristics of the organization ……………………………………… .... 43
2.2 Organizational structure of management …………………………………… 51
2.3 Main performance indicators of MBLPU GKB No. 29 ………………… ..56
2.4 Indicators characterizing the staff of MBLPU GKB № 29 …… 61
3 ANALYTICAL PART ………………………………………………………………… ... 68
3.1 Analysis of the existing system of non-material motivation of medical personnel of MBLPU GKB No. 29 ………………………………………………… .68
3.2 Survey of the satisfaction of medical personnel of MBLPU GKB No. 29 with the existing system of non-material motivation .....................76
4 PROJECT PART …………………………………………………………………… .79
4.1 Development of a draft regulation on the non-material motivation of workers of the MBLPU GKB No. 29 …………………………………………………………… .... 79
CONCLUSION ……………………………………………………………………………… .83
LIST OF USED LITERATURE …………………………………… ..84
ANNEXES ……………………………………………………………………………… .87
TEXT EXAMPLES:
Explanatory note 109 pages., 7 images., 9 tables., 29 sources, 6 primes.
For the first time the word "motivation" was used by Schopenhauer in the article "The Four Principles of Sufficient Reason." Then this term was firmly entered into the theory and practice of management to explain the reasons for human behavior.
First of all, a person seeks to satisfy the most important need. As soon as he manages to satisfy this need, it temporarily ceases to be a driving motive (Figure 1).
Figure 1 - Maslow´s Pyramid
And now we will try to answer the question - how to use Maslow’s theory in management?
Factors causing dissatisfaction with work were associated with lack of work and external conditions. With these factors it is easy to associate unpleasant relationships that must be avoided. Hygienic factors keep the employee from frustration and, therefore, impede his psychological breakdown. These are: management style, management doctrine of the company, salary, working conditions, interpersonal relations, social status of the employee, guarantee of job retention, personal life style.
The motivating corporate culture of the company is primarily expressed in its carriers: it must reflect the true values of the company and be supported by the management. Despite the simplicity of this thesis, not all companies have a good corporate culture, working to motivate employees.
Information is the most important element in the management of staff motivation. If the employees of the organization are poorly informed about matters of paramount importance for them, this dramatically reduces their willingness to work with high returns. The need to be informed, to overcome a state of uncertainty, ambiguity regarding the most significant issues, is one of the basic ones. Information is designed to solve the following major tasks:
- reducing the level of tension in the team;
- increasing job satisfaction in the organization;
- increase employee confidence in the organization;
2.3 Main indicators of activity of MBLPU GKB No. 29
In 2012, 17,441 people were treated, 7,428 operations were performed, including 4,626 emergency ones. 9190 endoscopic studies and manipulations were performed, 51.3% of which are therapeutic and complex diagnostic. Operational activity in the surgical departments was 62.97%. In 2012, the number of visits to the outpatient service was 984536. 2550196 laboratory diagnostic studies were conducted.
The main factor in business is creativity, ”Sony’s leader A. Morita claimed 30 years ago. In today´s dynamic and hypercompetitive economy, business development increasingly depends on creative ideas that promote more efficient use of resources, expanding production opportunities, creating new and improving existing products and their effective promotion.
Note: Thesis in the format: DOCX - Microsoft Office Word - 109 pages of text
Explanatory note 109 pages., 7 images., 9 tables., 29 sources, 6 primes.
For the first time the word "motivation" was used by Schopenhauer in the article "The Four Principles of Sufficient Reason." Then this term was firmly entered into the theory and practice of management to explain the reasons for human behavior.
First of all, a person seeks to satisfy the most important need. As soon as he manages to satisfy this need, it temporarily ceases to be a driving motive (Figure 1).
Figure 1 - Maslow´s Pyramid
And now we will try to answer the question - how to use Maslow’s theory in management?
Factors causing dissatisfaction with work were associated with lack of work and external conditions. With these factors it is easy to associate unpleasant relationships that must be avoided. Hygienic factors keep the employee from frustration and, therefore, impede his psychological breakdown. These are: management style, management doctrine of the company, salary, working conditions, interpersonal relations, social status of the employee, guarantee of job retention, personal life style.
The motivating corporate culture of the company is primarily expressed in its carriers: it must reflect the true values of the company and be supported by the management. Despite the simplicity of this thesis, not all companies have a good corporate culture, working to motivate employees.
Information is the most important element in the management of staff motivation. If the employees of the organization are poorly informed about matters of paramount importance for them, this dramatically reduces their willingness to work with high returns. The need to be informed, to overcome a state of uncertainty, ambiguity regarding the most significant issues, is one of the basic ones. Information is designed to solve the following major tasks:
- reducing the level of tension in the team;
- increasing job satisfaction in the organization;
- increase employee confidence in the organization;
2.3 Main indicators of activity of MBLPU GKB No. 29
In 2012, 17,441 people were treated, 7,428 operations were performed, including 4,626 emergency ones. 9190 endoscopic studies and manipulations were performed, 51.3% of which are therapeutic and complex diagnostic. Operational activity in the surgical departments was 62.97%. In 2012, the number of visits to the outpatient service was 984536. 2550196 laboratory diagnostic studies were conducted.
The main factor in business is creativity, ”Sony’s leader A. Morita claimed 30 years ago. In today´s dynamic and hypercompetitive economy, business development increasingly depends on creative ideas that promote more efficient use of resources, expanding production opportunities, creating new and improving existing products and their effective promotion.
Note: Thesis in the format: DOCX - Microsoft Office Word - 109 pages of text
No feedback yet