Transformation and structure analysis of labor motivation of organization personnel

A distinctive feature of the present stage of personnel policy is an essential increase of the importance of labor motivation in personnel management confirmed by the results of the transformation analysis of the leading industrial enterprises of Altai Krai (February 2014). To measure the "depth of transformations" a three-level scale with the corresponding score assessment was used: 1) a minor change (1 point); 2) a notable, but not cardinal change (2 points); 3) a change transformation (3 points). Realization of the offered approach was based on differentiation of three zones of changes: 1) a zone of fluctuations (up to 1.5 points); 2) a transitional zone (from 1.6 to 2.5 points); 3) a zone of transformations (from 2.6 to 3.0 points). By empirical way a considerable increase of the importance (2.8 points) of the only component of personnel policy, a policy in the field of motivation and performance appraisal that caused the need for monitoring of structural shifts of labor motivation of the personnel, was fixed. For the implementation of the noted, original methodical tools assuming consecutive performance of six stages were offered. Its information basis is formed by materials of the target questionnaire of employees of the analyzed enterprises; the conceptual by the idea of the use of a three-dimensional Likert scale. By means of these tools it is possible not only to carry out complex (absolute and relative) diagnostics of labor motivation of the organization, but also to estimate the contribution of each parameter to a change for the analyzed period of the employees' level of labor motivation. The methodological tools of monitoring of structural shifts of labor motivation successfully passed approbation on the example of the personnel of the innovative organizations of Biysk of Altai Krai. It was established that the greatest contribution to an increase in the level of labor motivation by 4.30 % (from 0.814 to 0.849 per unit) was made by four motives: awarding of the personnel by results of innovative activity (+0.86 %); worthy level of compensation (+0.74 %); creative nature of work (+0.74 %); fair level of compensation (+0.73 %). Respectively, the smallest contribution was made by three motives: development of corporate culture (+0.12 %); possibility of professional growth (-0.25 %); possibility of retraining at the expense of the enterprise (+0.25 %). It seems obvious that two interconnected circumstances: unconditional relevance of the described perspective, on the one hand, and standard character of the methodological tools offered for monitoring of structural shifts of labor motivation, on the other hand, prove legitimacy of its replication in profile editions.

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