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O.V. Klimovets, Doctor of Economics, Professor, First Vice Rector of the Academy of Marketing and social information technology-IMSIT, K.V. Fundy, Graduate student, college teacher of the Academy of Marketing and social information technology-IMSIT, Krasnodar, Russia, [email protected], [email protected]
ANALYSIS OF SYSTEM DEVELOPMENT STAFF MOTIVATION HOTELS
The problem of personnel in the field of socio-cultural service and tourism today is recognized at all levels, from the heads of the organizations to a higher level industry executives. This is due to the realization that the economic performance of the organization depends on the quality of service that is determined by the level of professional competence, qualifications of staff. Many business leaders socio-cultural service and tourism are trying to use the management experience of other sectors of the economy. But for the tourism and hospitality characterized by specific features which make it difficult to use management techniques, successfully operating in other industries.
Theories of motivation can be divided into three main groups: the theory of material gain, the theory and the theory of knowledge needs. Reward — it's not just wages, although the latter is the most significant part of the remuneration, so organizations need to try to balance between the components of remuneration. In recent years, was seen a significant shift from compensation of employees in accordance with the position and length of service to be paid on the basis of achievements and competencies. The salary structure is based on the use of a systematic approach, which displaces the traditional patterns ofperformance.
Key words: Motivation, staff, needs, reward, theory of needs, components of remuneration, theories of motivation, the reward system.
Theories of motivation can be divided into three main groups: the theory of material gain, the theory and the theory of knowledge needs.
Theory of material benefit appeared in the early 20th century. And based on the conviction that the only benefit derived from work — it's tangible assets.
The disadvantage of this theory is a complete disregard of personal and social needs of the worker, intellectual development and expectations. Subordinated workers are difficult to motivate and often take action to avoid the strict control. Higher incidence of group events (strikes, requirements, etc.) and frequent illnesses and absenteeism are direct consequences of the application of the theory of material gain1.
Theory of Needs, by contrast, emphasizes the fact that in the absence of stress is created to meet the needs and there is an imbalance that leads to the desire of the individual
to achieve their goals. In 1954, Maslow's hierarchy of needs made (Figure 1), ranging from basic needs (food, shelter) to higher-order needs (social needs, self-esteem, self-actualization).
Higher order needs are motivating when basic needs are satisfied. According to this theory to obtain the material means for work is considered as the need of a lower category, which is rarely a motive, though meant that the basic salary should be high enough to provide employees the tools needed to meet their basic needs. Controversial is the view that transparent job benefits such as company car, can satisfy the need for self-assessment or incentive programs that help meet the need for "love" at the expense of teamwork and mutual respect.
Epistemology argue that employees are considering the situation and draw conclusions about how they can benefit from specific actions. The leading theory in this group of theo-
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ries is the theory of expectations developed Vroom (1964). According to this theory, motivation is the product of three variables:
1. Instruments to which the self-esteem of the worker and his ability to achieve goals.
2. Expectations that involve the degree of certainty that the achievement of the objectives followed by another action, namely reward.
3. Valence, ie the degree of value they expect remuneration.
Vroom believed that workers react to attempts to motivate them is individual, depending on the position. They may not need extra pay or they can not be considered a specific type of reward valuable to them. They can not trust the organization in choosing rewards or they can simply be considered unattainable goals and objectives. Any of these expectations can reduce motivation or does neutralize it. Employers need to understand that incentive schemes do not work with all staff that when thinking up rewards careful approach is needed that can provide the expected value, that both in goal setting and in the distribution of awards must adhere to the principles of honesty and trust.
Unified conclusions regarding motivation is difficult to achieve. No doubt, in many cases for many people motivating factor is money, but this is not always true, and not for everyone. Creates more uncertainty the fact that money is the motivating factor to a certain level, but on different people it affects quite differently.
For this reason, the issue of remuneration in practice remains a matter of conflicting strategies. Most private enterprises use the approach of setting goals and expectations and try to motivate their employees through the payment system, which is based on the achievement of certain goals. In the public sector, most of all, money is considered only at the level of theory and meet the needs of a large emphasis on the moral satisfaction from the work2.
Remuneration consists of many components, which are listed in Figure 2.
To direct remuneration include the following components:
Basic salary based on hourly rates or on a weekly / monthly wage, which is issued guaranteed.
— reward for performance, the size of which depends on the results of the employee, group or organization as a whole.
— This component is important to obtain new skills and competences.
— benefits that involve a variety of "additional benefits" from the official car, private health insurance and the possibility of share ownership enterprise to pay the hospital, pensions and vacations. Many of them are fixed and now a lot of talk about the uniform distribution of benefits within the organization that would be preferable to use different schemes for different groups of employees.
Remuneration for services, which is a special reward for reaching
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Total remuneration
The direct remuneration
The indirect remuneration
Fee associatec
with the effectiveness
The Commission
Stimulus packages
Payment-on the basis of skills
Payment based on a competenc
Remuneration The basic Remuneration privileges Career Security Satisfaction Cultural Personal
for performance wage for merits advancement from work satisfaction of growth
The fixed
An
incommutably
Figure 2. Components of remuneration
— employees, is less common and is usually associated with a level of performance of their duties, but often issued separately and often has a non-cash form.
By indirect remuneration includes the following components:
Job satisfaction, that is moral satisfaction from performing their job duties.
— Cultural satisfaction that workers receive from communicating with colleagues and work in the organization or department.
— Security, which seems less obvious, is still observed in somes
— Career opportunities and ways in which this growth can be achieved.
Reward — it's not just wages, although the latter is the most significant part of the remuneration, so organizations need to try to balance between the components of remuneration. For example, there are organizations where financial reward is high and based on overall performance, but it is very difficult to retain employees for the long term, as many feel insecure because of the instability and pressure created by this form of payment. In other organizations, practicing effective performance of their duties staff, but it does not use incentive programs and special material rewards. They focus on indirect remuneration.
The main part of any employee remuneration is base salary. According to Franz Pauls (Frans Poels): «To manage differences in (basic) salary so that they ensure that the goals of the organization and brought a fair remu-
neration to employees, requires a systematic approach."
For individual employees confidence in equity compensation is based on three main factors. First, it is an objective value, which, in their opinion, consistent with the nature of work and the nature of its execution on their part; secondly - the perception of how their work relates to work in other positions, particularly the work of those colleagues with whom they are familiar, in the third — as the level of their wages correlated with the perception of "market value" of this type.
In smaller organizations, wage structure is determined independently of the enterprise head: he is familiar with each employee and determine the size of the base salary on an individual basis. Chapter enterprise will comply named F. Paulsen, and fit on one sheet of paper. However, if the number of employees in the company reaches 60-80 people, it is much harder to do. Head of Business will see that comparison of individual employees, the level of performance and market value of such work — a complex process. Moreover, if there were errors, they would entail additional costs. If the salary increase greatly, it will continue to be very difficult to reduce its amount (definitely no complaints), and if the amount of the salary is not increased, workers may decide to look for work elsewhere. If the number of employees in the organization reaches 150200 people, it is the sum of salary planning becomes almost impossible.
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Thus, there are two ways to determine the amount of salary. Assessment of the work is aimed at to the salary the employee was fair and objectively established compared with the salaries of other employees of the organization and monitoring of the market allows you to set the appropriate amount of salary, focusing on the market value of such employees1. Once in respect of both methods was done preliminary work are ready to generate salary, the amount of which would meet the expectations and enterprise and employee expectations.
Striving for specific benefits may take many forms. Reward structure can be installed on top of market rates at all levels of the organization to attract the best people. On the one hand, labor cost becomes the largest item of expenditure, on the other hand costs are offset by the benefits of the use of the labor of those who achieve the best results. With this strategy, workers usually remain with the company for a long time, thereby reducing the costs of recruiting new staff. And finally, schemes aimed at a group of employees, for example, separating the resulting benefits, promotes awareness among professionals of the objectives sought
by the organization and related careful attitude to work and involvement in the process to help groups work together to achieve these goals and benefit the organization, its customers and employees.
Globalization of the market and the tightening of the conditions of competition leads to the fact that organizations can not rely solely on the way the staff worked before or for purposes that employees pose themselves. The share of wages subject to the restrictions (fee, which depends on the progress of an individual employee or a group) increased compared to the proportion of payment that is calculated automatically. This payment system is introduced to all employees "shared risk" company.
In connection with the growing demands of flexibility have been introduced to reward those employees who are expanding their range of skills and competencies.
Reward system can also be used to encourage the acquisition of new skills.
As part of a centrally organized process, before payment decisions taken at the level of management of the company, but the need to respond to local conditions has led to the fact
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that the role of decision-making is given and the individual departments. Now increasingly making this process one step further — the right to make such decisions available to managers in the field, as part of the empowerment of the field. Then managers need to justify their decisions in light of the limitations of funds, performance units and market indicators.
Are increasingly talking about, especially in the industrial organizations that need to support the initiative and raise the level of skills and competence of its employees. Encourage employees to study the peculiarities of all positions within their workgroup or receiving equipment service skills become an integral part of improving productivity and quality. Sometimes takes the form of promotion of remuneration based on skills, where getting a certain set of skills allows the employee to earn more. Remuneration based on competence is very similar to the above scheme is that employees are encouraged to develop a set of competencies, which after the acquisition employee can expect an increase in remuneration.
The final stage of the development strategy of rewards — the choice kinds of compensations to be paid to employees. Total compensation is high and amounts to 20% of total earnings employee. Combination of different types of rewards are rarely ordered, as compiled without a strategic framework or direction. Often the introduction of remuneration or the addition of new types of rewards associated with the need to maintain competitiveness. Subsequently remuneration rarely overturned, although cases of cancellation took place, and most cases of remuneration offered any compensation. Rewards can be divided into three main groups:
1. Advantages ensure personal safety. This group of awards focused on welfare. Such awards are aimed at helping employees in matters related to health and health care. Sick pay, life insurance, health insurance schemes with long-term disability benefits and payment of pensions - all of these measures relate to awards of this group. Employers use these schemes in order to emphasize that they are generous and care about the welfare of employees.
2. Advantages associated with the position. Many employees receive a variety of additional benefits. The most common may be the official car.
3. Advantages aimed at supporting families. These advantages are obtained more widespread, to ensure the needs of workers in child-care. Nursery, vouchers for payment kindergartens, providing family leave, leave to care for a child, as well as the organization of working hours to the needs of the employee are a great help for those who find it difficult to combine their duties at home and at work.
Thus, based on the examination of the theoretical foundations of motivation, you can draw the following conclusions:
The reward system should be in line with corporate strategy to ensure employee motivation in achieving goals and acquire the necessary skills, competencies and working styles of behavior.
In recent years, was seen a significant shift from compensation of employees in accordance with the position and length of service to be paid on the basis of achievements and competencies.
The salary structure is based on the use of a systematic approach, which displaces the traditional patterns of performance.
There are a variety of payment of remuneration for performance.
Most applicable in the practice of a system based on performance, is considered controversial.
Payment systems should be fair, objective and justify costs.
Rewards constitute a substantial part of the total remuneration and perform various functions, including personal safety and help in maintaining the balance between family and work.
References
1. Klimovets O.V., Fandii K.V. Kontseptual'nye osnovy sovershenstvovaniia kadrovogo potentsiala industrii turizma i gostepriimstva [Conceptual Foundations Improving human potential of the tourism and hospitality]. Voprosy novoi ekonomiki — Questions of the new economy, 2013, no. 3 (27), pp. 40-46.
2. Klimovets O.V., Fandii K.V. Formirovanie upravlencheskoi strategii v sfere rossiiskogo turizma i gostepriimstva [Formation of management strategy in the Russian tourism and hospitality]. Ekonomicheskie nauki — Economic Sciences, 2013, no. 102, pp. 104-109.
АНАЛИЗ РАЗВИТИЯ СИСТЕМЫ МОТИВАЦИИ ПЕРСОНАЛА ОТЕЛЕЙ
О.В. Климовец, доктор экон. наук, профессор, первый проректор,
К.В. Фандий, аспирант, Академия маркетинга и социально-информационных технологий, г. Краснодар, Россия, [email protected], [email protected]
Проблема кадрового состава в сфере социально-культурного сервиса и туризма сегодня осознается на всех уровнях: от руководителей организаций до высшего уровня руководителей отрасли. Это объясняется пониманием того, что экономическая эффективность организации напрямую зависит от качества обслуживания, которое определяется уровнем профессиональной компетентности, квалифицированности персонала. Многие руководители предприятий социально-культурного сервиса и туризма пытаются использовать опыт управления других отраслей экономики. Но для сферы туризма и гостеприимства характерны специфические черты, которые затрудняют применение управленческих технологий, успешно действующих в других отраслях. В данной статье проведен анализ разработки систем мотивации персонала отелей.
Теории мотивации можно поделить на три основные группы: теории материальной выгоды, теории потребностей и теории познания. Единых выводов относительно мотивации достичь трудно. Без сомнения, во многих случаях для людей мотивирующим фактором являются деньги, однако это справедливо не всегда и не для всех. Еще больше неопределенности создает тот факт, что деньги являются мотивирующим фактором до определенного уровня, однако на разных людей это влияет совершенно по-разному. Вознаграждение — это не только заработная плата, хотя последняя составляет наиболее значимую часть вознаграждения, поэтому организациям необходимо стремиться к балансу между составляющими вознаграждения. В последние годы был замечен значительный переход от оплаты труда работников в соответствии с должностью и выслугой лет к оплате на основе достижений и компетенций. Структура заработной платы основывается на использовании системного подхода, который вытесняет традиционные схемы оценки работы.
Ключевые слова: мотивация, персонал, потребности, вознаграждение, теория потребностей, теории мотивации, составляющие вознаграждения, система вознаграждения.
