BALANCED MECHANISM OF PERSONNEL INCENTIVES

In present-day market economies human resource plays a particularly important role, organizing the interaction of all the rest types of resources. Accordingly, to increase the efficiency of human resource development in market economies it is possible to select three main incentive levels: professional and labour spheres of activity of the person, realization of social norms and values, motivation of the broad circle of alternatives. To choose the right facilities to motivations the leader must use the methodology of intensive development of economy, which expects constant use of innovation approach to personnel management, directed at increasing of efficiency of the functioning of the enterprise as a whole. However, introducing of the new is always connected with resistance, naturally occurring with personnel, since it often requires drastic changes of the established economic relations, aims and tasks, which were earlier executed without a certain creative approach. Hence, in some organizations the system of motivations changes once in a quarter or once in 6 months using a system of balanced values. Any type of "balances" itself cannot solve the problem. Moreover, a completely balanced system of financial incentives is unattainable. One can try to approach the ideal by methods of motivational balance. The idea of motivational balance is that each worker knows what he/she is working for, and that is what stimulates him/her. The methodological base of motivational balance is grounded on the following principles: objectivity, predictability, adequacy, timeliness, significance and fairness. At present different balanced methods are usedfor the purpose of motivation. They are based on different factors connected with estimation of the achievement of enterprises' activity final result as a whole, as well as results of separate groups and separate workers. In turn, market circumstances require a new approach to personnel incentives, based on economic estimation of personnel's activity calculated using the data of operational, managerial, accounting and reporting sectors by the criterion of real economic effect or damage estimated in roubles for a separate worker, a group or an enterprise as a whole. However, the main action at present, in our opinion, is stabilization of the position of a company in the market by means of producing competitive merchandise with additional professional personnel and using the available effective human resource. This is an inexpensive trend in employee motivation, which comprises the following methods of the economic approach: motivation by entertainment, motivation by art, interest, personnel shifts, achievements recognition. After all the principal decisions are made on optimisation of the balanced mechanism of motivation, it is possible to begin redesigning organizations' systems of stimulation. The incremental scheme of this process has three stages: definition of the system "as it is", design of the target model "as it should be", modelling and adjusting the new system of motivation. Redesign and adjustment of the new system of motivation is a constant cyclic process of a planned, rather than emergency character.

Keywords

Authors

References