Work motivation structure at the business stability stage

This article is devoted to the study of work motivation structure of employees of stable commercial organizations. 50 employees of two companies from Nizhny Novgorod took part in the empirical part of the research. The organizations were selected by the results of the questioning, which allowed estimating the stage of business development. To diagnose the work motivation the author used the method of a situational interview. Statistical processing of the situational interview results was carried out by means of descriptive statistics methods, cross-tables 2x2 and non-parametric Mann-Whitney test. The results of the conducted research are the following. I. The personnel of stable organizations use conservative strategy of employment, preferring to work at stages of intensive growth and business stability. Their employment in the forming organizations is less probable. The majority of the staff of stable organizations isn't ready to work at a declining business stage. 2. Twelve factors are revealed in the general structure of positive work motivation of employees of the stabilized organizations: stable and secure work; career growth; high salary or its growth; professional growth; self-realization; achievements; organizational status; readiness to help the organization; opportunity to stand at the origins of business; good team; belonging to the working group and novelty. The personnel of stable organizations may refuse to work in the following cases: work is unstable and insecure; they have fear of dismissal; financial rewards are low; work is hard; career growth is complicated; staff turnover; lack of novelty. The needs for stable and secure work and career growth prevail in the general structure of positive motivation of stable organizations employees. The unstable and insecure work is the most significant negative factor of the general motivational structure of the tested group. 3. The motivational structure, which influences work at the stable business stage directly, includes only positive motives: stable and secure work; career growth; high salary; organizational status; good team; professional growth. The indicated motives are subdivided into three groups depending on the level of their influence at work. The first and the most important group is formed by the only motive - stable and secure work. The second one is formed by two motives; these are career growth and high salary. In the third and the least important group of motives there are organizational status; good team and professional growth. 4. The external factors which are outside the job and determined by requirements for safety, love and affection, recognition and respect put together the motivational base at the stable business stage. If the external motivation prevails for stable organizations employees, it prevents them from high job satisfaction, professional development and requires active usage of quantitative indices of accessing work. 5. The structure of positive motives and the level of their presence at different stages of business development for the employees of stable organizations don’t differ significantly, not being identical though. Full coincidence (absence of negative motives) occurs at the stages of business stability and intensive growth. The structures of negative motives at the stages of stability and business formation don’t differ significantly while they aren't identical. The negative factors at stability and declining business stages have very significant differences.

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