The system of motivation of civil servants. Motivation of state civil servants: problems and solutions

The basis of any modern organization, of course, is people, since it is people who ensure the effective use of any type of resources available to the organization and determine its economic indicators and competitiveness. The management of an organization can develop plans and strategies, find optimal structures and create effective systems for transmitting and processing information, install the most modern equipment in the organization and use the most modern technologies, but all this will be nullified if the members of the organization do not effectively perform their job responsibilities , strive through their work to contribute to the achievement of goals and tasks facing the organization.

The path to effective management of a person lies through understanding his motivation. Only by knowing what motivates a person, what motivates him to act, what motives underlie his actions, can we try to develop an effective system of forms and methods of managing a person. To do this, it is necessary to know how certain motives arise or are caused, how and in what ways motives can be put into action.

In the most general form, a person’s motivation for activity is understood as a set of driving forces motivating a person to perform certain actions. These forces are located outside and inside a person and force him to consciously or unconsciously perform certain actions. Moreover, the connection between individual forces and human actions is mediated by a very complex system of interactions, as a result of which different people can react completely differently to the same influences from the same forces. Moreover, a person’s behavior and the actions he takes, in turn, can also influence his reaction to influences, as a result of which both the degree of influence of the influence and the direction of behavior caused by this influence can change.

Like any employees, civil servants also pursue their goals when performing public service, which should be taken into account in personnel policies when motivating them.

The labor sector of the public service has a number of specific features:
- in its content, the labor activity of civil servants is aimed at realizing national interests, at the comprehensive strengthening and development of the social and state system;

High degree of responsibility of officials for decisions made, their implementation, results and consequences;

Strict regulatory regulation of management and labor discipline;
- using intellectual and creative potential to solve management problems. At the same time, the level of remuneration for civil servants is significantly lower than in commercial structures, and additional social guarantees do not fully compensate for the complexity and significance of their activities.

To stabilize the personnel of the civil service, a comprehensive system of personnel motivation is necessary. The personnel motivation system must be built on the basis of an analysis of the needs of civil servants, it must be flexible, take into account professional, age characteristics employees. Each employee must know what is rewarded or punished for in the organization; for this, clear criteria for assessing the work of personnel are needed. Various changes in the organization, its growth, reorganization require adaptation of the motivation system taking into account changing factors. Material forms of motivation are the most commonly used incentive, but their use is not always possible in the public service due to limited budget size.

Legislation imposes certain restrictions on the possibility of civil servants receiving other income in addition to their main place of work, therefore, salary is the main means of material support and stimulation of professional official activities. Currently, a remuneration system is used that does not correspond well to economic management methods, does not make the results of a civil servant’s work dependent on the overall socio-economic development of the country (region), and does not stimulate the civil servant to conscious, purposeful performance job responsibilities, does not allow to financially provide and protect the employee, to interest and attract qualified personnel to the civil service. This is precisely one of the reasons why employees deliberately underuse their physical and intellectual abilities.

The size of the salary of a state civil servant depends on the level of the position held, qualifications, length of service, but does not depend on the actual results of his activities, on the general socio-economic development of the country (region), and allows equal remuneration for unequal work, that is, injustice. The existing bonus system in the civil service requires a comprehensive review. The wage fund of a government agency provides for bonus payments, specific gravity which are relatively small (2 salaries per year) in the structure of the salary of state civil servants and which are used only as a means of increasing wages.
Such a remuneration system reduces the stimulating role of wages and is one of the serious factors of demotivation, which has a key impact on the loyalty of civil servants.

The problem of labor motivation in the civil service comes down to the fact that the salaries of civil servants are negligible and strictly regulated. In this situation, one of possible ways Non-monetary methods are used to increase the motivation of civil servants.

Simple words of gratitude;

Congratulating employees on their birthday and presenting gifts;

Organization of various educational processes, sports competitions, corporate events, taking into account the wishes of the staff;

Official congratulations to the employee on increasing his government service for another year;

Competently organized professional adaptation of new specialists;

Awarding various certificates;

Awarding titles (for example, “Best Employee of the Year”);

Placing photographs of the best employees on the honor board;

Presentation of memorable souvenirs, valuable gifts, etc.

The factor of “transparency” of a government agency plays a significant role in increasing the efficiency of work. The more fully informed specialists are about the state of affairs in it, the better they are familiar with the main goals, the more dedication, as practice shows, they perform the duties assigned to them.

Legislation enshrinesbasic state guarantees for civil servants (Article 52 Federal Law No. 79-FZ of July 27, 2004), some of which have not yet been implemented, for example, a special federal law on health insurance for civil servants has not been adopted.

At the same time, I think it is necessary to provide a number of additional guarantees:

Medical insurance for government employees and members of their families;

Providing vouchers for sanatorium and spa treatment;

Payment of the cost of travel to and from the place of rest for a civil servant and members of his family.

An additional method of creating motivation for a civil servant is professional growth. Personnel services make poor use of career planning as a factor in motivating civil servants. Many officials do not know the prospects for their careers. This is explained, firstly, by shortcomings in working with personnel reserves, secondly, by the discrepancy between assessments and ideas of the civil servant and the government body about the potential capabilities of employees and, finally, paradoxically, innovations in the civil service. If, as a result of elections, a new leader comes to a government body, he, as a rule, brings his team and makes adjustments to the structure and personnel of the apparatus. And then the hopes of many civil servants for promotion remain unrealized. In this regard, the problem of objective assessment becomes particularly relevant. professional activity employees.

To summarize what has been said, we can conclude that in the field of public service it is impossible to talk about material motivation, thus, non-monetary methods: professional growth, additional guarantees and compensation, social benefits- become the most significant motivating factors.

Bibliographic description:

Nesterova I.A. Motivation of civil servants [Electronic resource] // Educational encyclopedia website

Motivation in the public service is designed to stimulate employees to self-improvement and productive work.

The concept of motivation in personnel management

Public service requires great responsibility and dedication from employees. Motivating employees allows you to increase the efficiency of their work. Studying motivation techniques in the public service is necessary to overcome problems in the provision of public services.

The problem of motivation worries all employers. This does not depend on the type of organization and its goals. Particular attention is paid to the problem of motivation in management and the science of personnel management. Within government controlled In my opinion, it is not necessary to delve into the system of approaches and interpretations of motivation as a term. Motivation- This is an internal behavior that encourages an individual to take some action.

In personnel management, motivation is often associated with Abraham Maslow's position that the pyramid of needs is the basis of activity. All needs are arranged depending on their importance for the individual. The pyramid of needs is shown in the figure below.

Maslow's pyramid of needs

Staff motivation– this is the ability to influence and manipulate employees through various material and non-material methods in order to increase labor productivity.

Motivation associated with the term "stimulation". Very often, researchers equate two words, qualifying them as synonyms. In its turn stimulation- This is an external motivation to work. Among the external incentives to work, material and moral incentives for work are distinguished.

Stimulation- external motivation to work.

Among the external incentives to work, material and moral incentives for work are distinguished.

Motivation has a number of functions. They are presented in the figure.

Each of motivation functions is aimed at increasing the employee’s interest in his direct responsibilities.

Motivation can be material or non-material. According to statistics, material motivation is considered more effective. It all depends on the organization and employees.

Material incentives can be expressed in monetary form (wages, bonuses, etc.) and non-monetary (vacations for vacation and treatment, priority in the provision of housing, rights to purchase scarce goods, subsidies to enterprises for food for workers, maintenance of children in kindergartens, pioneer camps, etc.).

Material motivation in non-monetary form is associated both with the creation of conditions for high-quality reproduction of the labor force, and with the functioning of the employee in production, i.e. with the organization of labor, improving sanitary and hygienic conditions for work, which indirectly increase the labor activity of workers. Material motivation in non-monetary form largely plays the role of social incentives, allowing workers to assert themselves in production, providing social guarantees to the workforce in creating acceptable living conditions for workers in an organization or institution.

Civil service in the Russian Federation

Civil service in the Russian Federation is regulated by the Federal Law of the Russian Federation dated July 27, 2004 N 79-FZ “On State Civil Service” and norms Labor Code of the Russian Federation and the Federal Law "On the public service system of the Russian Federation" dated May 27, 2003 N 58-FZ.

Under public service It is generally accepted to understand the practical and professional participation of citizens in the implementation of the goals and functions of the state through the performance of public positions established in government bodies. The key interpretation of the civil service should be considered the definition presented in the Federal Law of the Russian Federation No. 79-FZ.

Civil Service of the Russian Federation– professional official activities of citizens of the Russian Federation to ensure the execution of powers:

• Russian Federation;
• federal bodies state power... subjects of the Russian Federation;
• government bodies of the constituent entities of the Russian Federation... persons holding government positions in the Russian Federation;
• persons holding government positions in constituent entities of the Russian Federation.

The civil service is closely related to the state's personnel policy and the motivation of employees.

Features of motivation in the civil service

Civil service endowed with specific features that make the work responsible and require serious dedication. Features of the work of civil servants are presented in the figure below.

Features of the work of civil servants

Civil service has both standard system motivational methods, and a special set of motivational methods that allow you to cross out the disadvantages of working in the public service. The most commonly used standard forms of motivation, which perform the following functions:

• orienting, targeting the employee at a certain behavior option;
• meaning-forming, reflecting the meaning of the employee’s behavior;
• mediating, caused by the result of the influence on the employee’s behavior of both internal and external incentives, which is reflected in the motive;
• mobilizing, consisting in the fact that the motive “forces” the employee to “get together” and concentrate in order to perform activities that are important to him;
• acquittal, reflecting in the motive of behavior the employee’s attitude to a generally accepted and established pattern of behavior, one or another social norm.

An important role in the system of motivation of civil servants is played by wages and various bonuses. In this regard, we will separately consider principles of remuneration for civil servants.

First of all, remuneration is based on differentiation of the level of remuneration of civil servants. It is designed to be carried out depending on a number of indicators such as:

1. quality of work,
2. the magnitude and effectiveness of labor contribution,
3. working conditions,
4. natural and climatic conditions,
5. other features of the professional work of state civil servants.

For motivation purposes, the state is called upon to increase the level of remuneration of civil servants in connection with the increased efficiency of functioning and development of subordinate spheres and sectors of the economy.

Carry out systematic indexation of the level of remuneration of civil servants in connection with inflationary price increases.

In the civil service, there is a combination of independence of government bodies with state regulation of wages within the competence of the state established by law.

The state is obliged to comply with the norms of social justice when distributing the wage fund, equal pay for equal work. Currently, systematic state regulation of the level of remuneration of civil servants is being implemented in comparison with the level of remuneration in the private sector of the economy.

The state undertakes to systematically index the level of remuneration of civil servants in accordance with changes in the cost of living indicators.

Currently, bonuses for special conditions of public service, length of service are actively practiced; bonuses for hard and complex work are awarded on the salary. In cases established by the legislation of the Russian Federation, a regional coefficient (coefficient) is established for the official salary of a civil servant.

Labor productivity of government employees executive power depends on the effectiveness of the applied motives and incentives for their professional work activities. The system of labor incentives for these workers should be formed on the basis of a set of certain principles.

Non-material motivation of civil servants very important for increasing productivity. Civil service is a very responsible job. People who work in the civil service strive to maintain self-respect and high self-esteem. Praise and highlighting of certain merits have a great response. It is advisable to compare the employee’s results with his previous successes and reward him for his real efforts, which made it possible to ensure success with praise, a certificate, and a badge of distinction. However, it should be remembered that unpredictable rewards are more effective than expected and predicted ones. People quickly get used to the existing incentive system.

If reinforcement becomes expected, it quickly loses its motivating power.

Feature motivation of employees in the public service can be considered the need for rewards for collective results. This is more effective for the civil service as a whole.

Good results are achieved by posting articles and photographs of individual achievements of particularly distinguished employees. A place of honor on the honor board will emphasize the importance of the employee not only for the government agency, but also for the state.

Management of motivation of civil servants

The organization of labor relations in the field of public civil service has certain specifics, both in managerial and substantive aspects, since it is focused on observing national interests on the scale of administrative-territorial affiliation.

Factors in organizing the work of state civil servants:

• the activities of civil servants presuppose compliance with national interests, a focus on maintaining and developing the social and state structure;
• a high degree of responsibility of civil servants, who are officials, officials, for the implementation, results and consequences of the decisions they make within the framework of the exercise of their powers;
• labor discipline and organizational and managerial activities in the public service are characterized by strict regulation and normative requirements, violations of which are not allowed;
• solving individual problems facing employees is associated with the practice of widespread use of intellectual and creative potential and its free interpretation within the framework of the assigned tasks.

Government civil servants are assigned more responsibility and are subject to greater demands than employees of similar levels in commercial, manufacturing and industrial organizations. However, the level of remuneration for civil servants is lower than in commercial structures. Additional social benefits and the guarantees provided, in comparison with commercial, production and industrial organizations, also cannot fully compensate for the high level of overall complexity of the work of employees. At the same time, the importance of the work of state civil servants indicates the need to reassess approaches to material and non-material remuneration for work in relation to state civil servants.

The system of labor incentives for state civil servants includes a complex set of material and non-material incentives, which is designed to ensure the effectiveness of their work through the influence of a combination of methods of coercion, reward and motivation.

The relationship between management methods and types of motivation in the public service

Administrative management methods concentrated in the field of coercive methods are associated, first of all, with motivation management and are most effective in the conditions of bureaucratic management structures. Motivation of civil servants is associated with the complexity of managing this process:

• the insufficient salary of state civil servants affects;
• monetary remuneration of civil servants does not have a pronounced dependence on the actual results of their work, as well as the level of inflation and the cost of living in the regions.

These are the fundamental determinants that determine the complexity of managing the motivation of public civil servants.

On the other hand, there is no mechanism for career growth, i.e. regulated and formalized dependence of job promotion depending on the level of qualifications of state civil servants, education and work experience.

The use of methods of economic influence on the motivation of state civil servants is complicated by the existence of differentiation in the amounts of monetary remuneration of employees of executive authorities and local government in the constituent entities of the Russian Federation. This also does not help to increase the motivation of state civil servants and their interest in work using methods of influence characteristic of public authorities.

However, the stimulating nature of the social package for state civil servants should be especially emphasized. Firstly, the need for security is satisfied, and secondly, certain attitudes are formed related to the perception of importance, respect and recognition of the employee’s merits to the public authority. As a result, there is an increasing tendency among government civil servants to be loyal to the conditions and standards of activity postulated in the regulatory documents of government bodies. The direct consequence is the formation and maintenance of motivation of state civil servants at an acceptable level.

However, the provided social guarantees do not allow us to say that they fully satisfy the existing needs of state civil servants. Of course, in this case we mean real and objective needs.

Existing social guarantees can be divided into basic (health insurance, pensions, life insurance) and additional (interest-free mortgages, sports and cultural activities, free use of the institution’s canteen). At the same time, basic social guarantees should be available to all employees, and additional ones - only to employees with a certain length of service. Considering the formalized approach and the possibility of regulation this process V government institutions, it is even possible to provide step-by-step provision of additional social guarantees, gradually increasing the social package of a civil servant over time. In addition, the social package and the guarantees provided within it may additionally depend on the performance of his work.

Organizational, managerial and socio-psychological methods form a group of incentive methods that determine the increase in motivation of state civil servants. In this regard, career development is an important factor in increasing the motivation of state civil servants. This helps to satisfy both material and social needs, and also affects status satisfaction with the work performed. Professional development is the totality of all the conditions that determine the development of a civil servant and his achievement of the status of a professional. In accordance with this, the awareness of civil servants regarding their further career development, as well as the presence of an individual approach to job promotion, is a significant factor in the growth of motivation and interest in work. On a national scale, it seems appropriate to create structured databases with information on the promotion of personnel in the public service. At the federal and regional level, public civil servants can have appropriate access to information regarding their past and current careers, as well as prospects for future job development.

This approach seems reasonable and objective when the increase in the efficiency of professional and official activities of state civil servants is achieved through a rational combination of motives and incentives for work.

In this regard, it would be appropriate to mention that, according to Article 50 of the Federal Law of July 27, 2004 No. 79-FZ “On the State Civil Service of the Russian Federation,” labor incentives for state civil servants include: official monthly salary in accordance with the position they replace civil service position, monthly salary for class rank and additional payments.

In accordance with the considered aspects of the specifics of labor motivation in the state civil service, the following conditions can be identified for the effective implementation of measures to increase the labor motivation of state civil servants in the long term:

1. Systematic formation of the personnel potential of civil service bodies from competent employees and processual ensuring of their loyalty to the state, acting as an employer.
2. Targeted provision of government bodies with the necessary personnel, financial, information, technical and material resources;
3. General modernization of administrative and organizational processes on an object-oriented basis, instead of the predominance of a subject-oriented approach.

Foreign experience in motivating civil servants

Issues of labor motivation for state civil servants are relevant not only for Russia, but also for a number of other countries, since the low level of motivation of state civil servants is a common obstacle to creating effective mechanisms for stimulating the work of personnel in government agencies around the world. Despite the difficulties in the processes of motivating public civil servants, world experience has made it possible to develop various methodological approaches to these processes, as well as several points of view directly on the implementation of measures in the field of labor motivation in the public service.

A study of foreign incentive experience shows that the most promising direction in this area is the focus on increasing the level of professionalism, qualifications, general and special competence of state civil servants. This approach is typical for most European countries, as well as the USA, Japan and China. At the same time, in countries with a developed public and economic infrastructure, as well as a stable government system, the level of monetary remuneration of government civil servants correlates with the average level of wages of employees of private sector enterprises occupying positions of a similar and comparable level.

For example, in China A 15-bit tariff scale is used to provide an effective mechanism for stimulating the motivation of state civil servants. In this case, each category corresponds to ten coefficients that increase the base rate of this category. The table shows an example of a tariff scale used in Chinese practice, in which the grades are based on fixed salaries, and with an increase in the level of the coefficient, the real monetary remuneration increases.

Chinese 15-bit tariff scale based on fixed salaries

For example, an employee of the 10th category of the 4th level receives a little more than 39 fixed salaries, which approximately corresponds to 43 thousand US dollars per year. This category belongs to employees who occupy relatively high positions with increased responsibility. An increasing factor is assigned for the level of qualifications and work efficiency based on certification results. Fixed salaries are periodically recalculated, which maintains the average level of monetary remuneration of civil servants at the proper level.

A similar approach is provided for in the American tariff schedule, where the range of initial and final rates within each category is slightly more than 30%. But in USA rank rates are indicated in monetary terms. Given the excessive development of the bureaucratic system, rates are recalculated after quite long periods of time. As a result, the United States is characterized by some lag in the growth rate of monetary remuneration of government employees from the growth rate of wages in the private sector of the economy. A wide range of social guarantees provided to civil servants almost completely neutralizes this fact.

IN Japanese system Incentives for civil servants, in addition to social guarantees, are provided in two directions: payments in the form of benefits and payments in the form of non-production bonuses. Payments are made in the form of transport, family, regional benefits, as well as in the form of benefits for special working conditions, benefits for housekeeping and other forms. Non-production bonuses are formed in the form of bonuses based on the performance of civil servants. In addition, once a year an analysis of the level of pay for civil servants of all ranks is carried out and compared with the level of wages in the private sector of the economy; based on the results obtained, a decision is made on the level of increase in salaries for civil servants of all ranks.

IN Germany the practice of family allowances and ethical principles of stimulating the work of civil servants is used. This system uses two scales within the framework of the motivation system for civil servants. A single scale A includes incentive payments for all civil servants and military personnel, with the exception of senior positions, positions and appointments, which are included in a single scale B. This approach has the following main advantages: reducing inequality in the distribution of remuneration between certain categories of civil servants, increasing solidarity mood among civil servants, which as a result leads to a centralized and consistent implementation of the labor motivation policy for civil servants at all levels, and also does not allow for the possibility of luring employees from one sphere to another, and also makes it unattractive for them to move to work in the private sector of the economy .

Swiss system motivation of civil servants is based on a balanced system of social benefits, payments, allowances and bonuses, equally stimulating an increase in the efficiency of their work. The calculation is carried out based on the ratio 5:3:1:1 - priority is given to social benefits, constituting half of all incentive payments to civil servants, social payments make up about a third of all payments, and benefits and bonuses are given the smallest share in the payment structure. Thus, the principle of targeted spending of incentive payments is observed, which does not allow the predominance of non-production bonuses.

French system motivation of civil servants is based on a single salary scale, in which three subscales are distinguished. Positions held on the main scale are determined by the equivalent level of education of the employee and the duties performed by him. At the same time, the main scale does not take into account the scope of the civil servant’s labor and the sector of his activities. Three subscales are responsible for this. Subscale A includes all managers and civil servants holding high positions and positions. Subscale B covers all professionals, and subscale C is intended for workers with low levels of qualifications and/or duties.

Great Britain It is distinguished by a decentralized system of stimulation and motivation of civil servants. In the UK, there is a developed practice where the head of a government agency is responsible for all issues regarding personnel policy, and the level of monetary remuneration and incentive payments depends to a large extent on the application of the civil servant’s work and the sector of his activities. Thus, the leadership of government agencies independently plans the expenditure of budget funds to implement measures to stimulate the work of civil servants.

Similar practices are applied in Australia, where personnel policy in relation to civil servants is based on general legislation in relation to employees of organizations in any sphere, both public and commercial, industrial, production, etc. In accordance with this, a standard employment contract is concluded with civil servants, which regulates both the level of monetary remuneration and the amount of social benefits. The management of government institutions implements incentive measures at their own discretion based on the resources at their disposal. The degree to which the interests of civil servants, like any other employees from the private sector of the economy, are respected is assessed by the Industrial Relations Commission. On the one hand, this approach ensures equal rights for civil servants and workers in traditional sectors of the economy. However, the financial situation of civil servants in Australia is often less favorable compared to commercial workers occupying similar positions.

Thus, the following conclusions can be drawn:

1. Centralized systems for motivating and stimulating the work of civil servants are typical for countries where a directive system is practiced, and heads of government agencies do not have the opportunity to independently determine the size of employee salaries and incentive payments. Such countries include Germany, Switzerland, France, and China.
2. De centralized systems motivation and stimulation of the work of civil servants are typical for countries where executive authorities and government agencies have absolute decision-making capabilities regarding the amount of monetary remuneration and incentive payments for their employees. Such countries include, first of all, Great Britain and Australia.
3. Mixed systems of motivation and stimulation of the work of civil servants are typical for countries where, to one degree or another, the heads of government agencies have a certain freedom in carrying out measures to stimulate the work of civil servants and increase their motivation, while being subject to existing national norms. The USA and Japan are examples of this approach.

It can also be noted that centralized systems are developed in Spain, Portugal, India, Arab countries, Brazil, Argentina, South Africa and a number of other countries. Mixed systems are most widespread in the world and are also practiced in Italy, the Netherlands, Canada, Sweden, Finland, Denmark, Ireland and a number of other countries. Decentralized systems are an exception rather than a separate methodology for building systems of motivation and stimulation of the work of civil servants, since outside the UK and Australia, such an approach is, in fact, not used.

Separately, it should be noted that in a number of countries, specific details and amounts of remuneration can be set by the president of the country, as, for example, in Botswana, or by the prime minister, as is the case in the Dominican Republic. In Ecuador, it is practiced to organize a special commission for these purposes. Also in Sri Lanka, the Ministry of Finance determines the upper and lower limits of cash remuneration and incentive payments for government employees, and the specific amount of salary and payments within these limits is established by the immediate head of each government agency.

Overall, in modern practice There was an incorrect idea about the low importance of an individual civil servant. However, it is at this level that violations of responsibility occur, including disciplinary ones, as well as violations of execution and control over the implementation of decisions made. Combined with insufficient attention paid to stimulating and motivating the work of state civil servants, this often forces a person vested with power to act in his own interests, forgetting about the goals of a state organization, institution, as well as the needs of a district, region, or country. Insufficient motivation pushes state civil servants to violate ethical standards and legislation of the Russian Federation, stimulates a negligent attitude towards their duties and significantly reduces the effectiveness of the state civil service as a whole.

Analysis of the motivation of civil servants

A small survey was conducted to identify factors motivating civil servants. The survey involved government civil servants who have been working for at least 2 years. During the study, employees from the leading, senior and junior groups were surveyed. The leading group is heads of departments (advisers of the state civil service), senior group positions - these are the main and leading specialist experts and junior group– specialists. Number of respondents: 28 people.

The interview was conducted individually with each employee. The average duration of one interview was 20 minutes. The survey was conducted in November 2018.

All the results obtained are summarized in a table and divided into categories. Since all three categories have the same problems, for convenience and clarity everything was reduced to a single result.

Incentives for civil servants to work

Stability
Guarantee of permanent work
Prestige of the profession, motives for serving the state
Social guarantees (pension, medical care)
The need for the necessary connections, communication, acquiring new contacts
Interesting job
Decent salary
Career
Possibility of self-realization
Good microclimate in the team
Relatives' opinion
Receive free advanced training
There were no other offers
I work by passion
Fear of changing jobs
Random selection
Other (specify):

Correlation of motivations of civil servants to work based on the results of interviews

According to the interview results, the dominant motives are the following:

1. Stability
2. Guarantees of permanent work
3. Social guarantees
4. Good microclimate in the team.

Receiving free advanced training and enthusiasm (I work according to my calling) have the least impact on the level of motivation of civil servants. It is very important to note that 10 out of 28 respondents identified a good microclimate in the team as a motive.

What do you think state civil servants lack in work motivation?

Criteria	Group of state civil service positions
The need to establish wages based on labor results
Introduction of additional leave for women with preschool children
Introducing flexible working hours for some positions
Incentivizing labor for interchangeability
Incentivizing work for individual merits
Lacks:
simple words of gratitude
organization of various educational processes
organizing sports and cultural events
organization of corporate events
official congratulations to the employee(s)
competently organized professional adaptation of employees
corporate newspaper
honor boards
dining room
good working conditions
office equipment and/or components
corporate transport

The majority of civil servants surveyed believe that it is necessary to establish the dependence of wages on labor results. This will maximize labor efficiency. In addition, many respondents emphasized the need to develop additional incentives for interchangeability and individual merit. One of the important aspects of work motivation is the organization of a canteen.

At the same time, state civil servants lack such methods of non-material stimulation of work as simple gratitude and the organization of cultural and leisure events.

Analysis of motivation factors for civil servants

Some motivation factors exist formally (reward system, social benefits, professional development), but are not implemented in practice or are not available to the vast majority of civil servants.

The structure of motivation for the professional activities of state civil servants is formed under the influence of a number of factors: socio-demographic, professional and qualification, socio-psychological and individual-personal.

A total of 12 factors motivating the work of civil servants have been identified.

Factors motivating the work of civil servants

		A priority
	Interesting content of the work being performed
	High level of remuneration
	Legal guarantees of employment
	Level of social protection
	The desire to realize oneself in management
	Opportunity for promotion
	Gaining professional experience
	Intermediate stage
	Opportunity to establish business contacts
	Opportunity to improve your qualifications

The most significant factors motivating the work of civil servants are gaining professional experience, interesting content of the work performed and the opportunity for promotion and career growth. Complementary factors are concentrated in the area of ​​legal guarantees of employment, stability and confidence in the future. Significant factors motivating the work of civil servants are in the field of application of administrative management methods, and complementary factors are in the field of organizational, managerial and socio-psychological methods. Materially significant factors motivating the work of civil servants, such as wages, social guarantees, etc., are concentrated in the field of economic management methods.

In modern conditions and within the framework of current legislation, there are quite wide opportunities for the use of administrative and managerial methods of influencing the motivation of civil servants and non-material incentives. At the same time, the system of material incentives for civil servants is predetermined within the framework of the laws governing the civil service, and the salary has a strict structure.

The structure of the salary of civil servants according to the law "On the State Civil Service of the Russian Federation"

Therefore, the lack of objective opportunities for the formation of incentive systems for each civil servant individually at this stage is due to the insufficient degree of development of both information, analytical and logistical support, and the lack of legislative norms aimed at motivating civil servants that can be used by managers government agencies at their own discretion. There is also no financial support mechanism for the development and implementation of individually oriented motivation plans in government agencies.

Improving the system of monetary and material incentives for the work of state civil servants can be achieved by increasing the role of components incentive payments and the mechanism for their calculation. For example, it is necessary to increase the compensating function of two components of the salary of civil servants: a salary bonus for working with information constituting state secrets, and a bonus for length of service. It is also necessary to reconsider the mechanism of monthly monetary incentives and awarding bonuses for the completion of particularly important and complex tasks by combining them with an assessment of the performance of a particular civil servant.

Based on the results of the analysis of labor motivation factors for civil servants, priority determinants have been identified that will make it possible to implement measures to increase their motivation. These factors are determined by the possibility of using available administrative and managerial resources. These factors include the following:

1. Opportunity for promotion.
2. Gaining professional experience.
3. Interesting content of the work being performed.

The secondary determinants of motivation of civil servants include the following aspects:

1. Legal guarantees of employment
2. Stability and confidence in the future

conclusions

In Russia, the problem of labor in the state civil service is acute. The civil service needs serious changes in order to increase labor efficiency and increase the loyalty of the population to government institutions.

As a key area of ​​public administration, the civil service has a number of distinctive features that determine its uniqueness and significance. However, it remains one of the least motivated activities.

In Russia and other developed countries, there is significant interest in the practical aspects of labor motivation systems for civil servants and the formation of incentive payments, as evidenced by the number of studies on this topic. The problem of adequate stimulation of the work of state civil servants in relation to the realities of national economic systems attracts the greatest attention. However, at the moment there is no unified approach to building effective motivation systems for civil servants. For Russia, it is important to build a mixed system of labor motivation for civil servants.

Literature

1. Isachenko I.I., O.I. Elizarova, E.A. Kondrus, I.S. Mashinskaya Human Resource Management - M.: Moscow State Unitary Enterprise named after Ivan Fedorov, 2016
2. Stolyarova V.A. Motivation and stimulation of professional performance of state civil servants. – M.: Financial University, 2015
3. Federal Law of the Russian Federation dated July 27, 2004 N 79-FZ "On the State Civil Service"
4. Melnikov V.P. Domestic experience in personnel management of the state civil service. – M.: publishing house RAGS, 2009.
5. Petrovskaya A.P. Personnel potential of the civil service - M.: NIMFA Plus, 2011.
6. Chernova E.B. Increasing the labor motivation of civil servants // Personnel officer. – 2009. – No. 4.

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Introduction

Many Russian state-owned enterprises today are faced with a serious problem - the lack of an effective management system. Old Soviet enterprises under central planning National economy did not need to develop a reaction to changes in the conditions of economic activity and, accordingly, to create open systems management. As a result, under the pressure of external and internal changes, enterprises lose control and suffer financial losses. Alekseev N. Evolution of enterprise management systems // Problems of theory and practice of management, 1999, No. 2. P. 45

This situation is observed in the public sector. When it comes to government management structures, these losses increase hundreds of times due to the dependence of individual enterprises on central departments and administrations.

Public administration involves enormous material and human risks. These are, first of all, high costs, the danger of infringing on public welfare, and, caused by the latter, the low reputation of officials and the state as a whole in the eyes of the public.

If you look even deeper, you can see behind the high walls of state management structures an individual person, whose mistake, or premeditated illegal action (or inaction) can cause great complications in many subordinate organizations.

This situation can be created as a result of individual civil servants not realizing the whole picture and the lack of professional knowledge. Schmidt G. Public service on the eve of the 21st century: risks, chances, conditions. // Materials of the International Scientific Conference “Management Science on the Threshold of the 21st Century”. State Academy management of it. S. Ordzhonikidze. November 3-5, 1997. at all levels of the government apparatus.

The idea for writing this work was a real situation in one of the commercial companies. Its employees had solid potential, but were almost idle, doing insignificant work, while receiving correspondingly small wages. Logically, this was an extremely irrational use of human resources, because the team had great potential and easily adapted to changing conditions. The situation was corrected after the company's management paid due attention to this.

Let's look at the described situation from a different angle.

If a commercial company could afford such irrational use of human resources, then what might the situation be like in government agencies? After all, not a single civil servant depends almost on sales volumes, product range, number of clients and the quality of their service.

What experience did the author gain from the situation described? In the process of practical work, it was found that there is quite a lot of literature on the motivation of work of employees of commercial firms, and this issue has been comprehensively considered by Russian and foreign researchers.

After this, the author decided to transfer the experience gained to the basis of public administration, but was faced with the following problem: there is almost no literature on the motivation to work of civil servants of the Russian Federation. In other words, the author did not find a single article completely devoted to this topic either in the library collection, or in periodicals, or on the Internet.

A lot of questions arise: isn’t the inattention of scientists to the problem of motivation for work of civil servants an indicator of its unresolved nature on a national scale? Is it not this inattention that gives rise to corruption in government agencies, which journalists love to talk about? Is this where the connivance towards environmental problems, stagnation in the production sector, economic instability, and oblivion come from? fundamental science? Who should monitor the notorious “brain drain” abroad? Why is it more profitable for businessmen in our country to sell exhaustible natural resources abroad than to invest money in science, education, and culture? Why are educated experienced specialists Do they often leave government agencies for commerce?

It is quite obvious, and does not require proof, that the motives of behavior of people occupying key positions in management government agencies, depends on many, many factors in different areas social and economic life of the country and regions.

And one more fact will not entail heated discussions: the current economic and social situation in the country is extremely unsatisfactory, and this is confirmed by pickets at the doors of the administrations of governors and mayors, strikes of teachers, miners and metro construction workers, interruptions in the supply of coal and electricity, and ever increasing government loans from foreign currency funds.

We have been observing this situation for quite a long time. Consequently, there are forces that are satisfied with this situation. But in order to change the situation in the country, it is necessary first of all to change the motivation of government officials.

Based on this, the author sets the goal of this work to clearly show the problems and prospects for improving labor motivation in the public service system of the Administration of the Sverdlovsk Region, which is considered as the object of research.

In modern Russian society there was an idea of ​​the insignificance of an individual civil servant. But it is at this level that violations of the principle of incentives, responsibility and discipline, clear execution of decisions made, strict control and sanctions, corporate ethics occur, and this often forces a person vested with power to act in his own interests, forgetting about the goals of the organization, the needs of the region, the country .

During the Soviet era, the function of unification, and, in a sense, control, was performed by ideology. Today the ideological factor is rejected, but in vain. After all, with its help, the super-tasks of a separate management structure were formulated and set, and the “inner spirit” of the organization was conveyed.

Solving problems must come through the search for a correct understanding of the basic principles of motivation of civil servants. This can be done by comparing the civil service with other successful industries.

For example, the nature of entrepreneurship and commerce is the desire to “make money,” and all people who do business should be oriented towards this meaning. Speaking scientific language, the meaning of business as an activity is to make a profit.

Manufacturing organizations are equally focused on production: to produce a lot, with high quality and efficiency. But at the same time, there is something that distinguishes them from each other and that the organizations themselves, in some cases, seek to emphasize. So, in the production of cars, VOLVO strives to make the safest cars for those who value this quality, Mercedes - the most classic and reliable, and AZLK - simply makes cars. And it seems that this last plant never set itself the task of defining the mission of its enterprise, making “just” cars for “just a Soviet person.” Emelyanov E., Povarnitsyna S. Your mission. M., 1998. P.13

If the purpose of business and commerce is to “make money”, and production is to produce a lot and of high quality, then what is the point of public service? Moving up the proverbial “stairs”? Social guarantees? Money? Altruism? Patriotism? What is the meaning behind the phrase: “I am a civil servant”? What brings people to government bodies? What needs to be done to ensure that SGs constantly grow professionally and personally, and the impact of their activities increases? And, finally, how to avoid cases of direct use by officials of the rights associated with their position for the purpose of personal enrichment?

To answer these questions, the author considers it necessary to resolve the following tasks: consider the psychological aspects of a person’s motivation to work, show what are the features of motivation of civil servants, what are the specifics of their work and what are the problems of motivation

In addition to temporary relevance, the topic of motivation and incentives and motivation in management attracted the author with its depth. In essence, any motivation is a search for certain common points of contact that allow both parties to the labor act (employer and employee, manager and subordinate) to find a mutually beneficial compromise.

Scientificconceptmotivation. Relationshipconceptsmotivation:« target» , « motives» And« incentives» , « potrebness»

The first prerequisite for any activity is a subject with needs. The presence of needs in a subject is the same fundamental condition of his existence as metabolism. Actually, these are different expressions of the same thing.

In its primary biological forms, need is a state of the organism that expresses its objective need for a supplement that lies outside of it. Leontyev A. N. Needs, motives and emotions. M., 1971, P.13 What exactly are the needs, what kind of person is he, in what environment does he find himself and what ways of satisfying them does he see, can only be understood from a specific situation, having examined it comprehensively.

A person carries out certain actions in accordance with the pressure on him from a combination of internal and external forces in relation to him. The combination of these forces, called motivation, causes different reactions in people. Therefore, many domestic and foreign scientists come to the conclusion that it is impossible to unambiguously describe the process of motivation.

Motivation human behavior is the object of study of a number of sciences: sociology, psychology, social psychology, management and a number of others. In psychology, a motive or a system of motives act as the most important factors that actualize an individual’s behavior in a particular social situation, giving it a personally significant meaning and a certain direction. In this regard, motivation is considered as a specific type of mental regulation, the subjective determination of human behavior, which determines its direction, stability and algorithm, contributes to the formation of a conscious decision about the nature, methods and form of its implementation. Verkhovin V.I. Social regulation of labor behavior and production organization. M., Moscow State University, 1991. P.36

Labor is a basic form of activity, and not one type of activity along with others. Therefore, the main aspects of the motivation of human behavior have a more or less pronounced labor orientation. These are motives of a more stable nature, fundamental motives, lines of a person’s life that fundamentally determine the vector of his behavior in the long term. They are the rationale, a kind of foundation, for a whole complex of motives for situational behavior, which are formed discretely within a positively short period of time. Verkhovin V.I. Social regulation of labor behavior and production organization. M., Moscow State University, 1991. P.45

Based on empirical research, several concepts have been developed that describe factors influencing motivation and the content of the motivation process. Theories of motivation in management are usually divided into two large groups: on procedural theories, and on substantive ones. We will talk about them below.

Reviewmeaningfultheoriesmotivation

When laying the foundations of the modern concept of motivation, the works of Abraham Maslow, Frederick Herzberg and David McClelland were of greatest importance; in addition, the author considers it necessary to consider one of the modern theories of motivation, formulated by Clayton Alderfer.

Leaders have always recognized the need to encourage people to work for the organization. However, they believed that simply material rewards were enough for this.

At the beginning of the century, there was a persistent misconception that money and only money always motivates a person to work harder.

Leaders translate their decisions into action by putting into practice the basic principles of motivation. In this context, i.e. In terms of management, the following definition can be given:

Motivation is the process of motivating oneself and others to act to achieve personal organizational goals. Meskon M.H. Fundamentals of management. M. 1992. P. 359

HierarchyneedsByMaslow

One of the first behaviorists Behaviorism (from English behavior - behavior) is one of the trends in American psychology that arose at the beginning of the twentieth century. who considers the subject of psychology to be behavior rather than consciousness or thinking. From whose work leaders learned about the complexity of human needs and their impact on motivation was Abraham Maslow.

When Maslow created his theory of motivation in the 1940s, he recognized that people have many different needs, but also believed that these needs could be divided into five main categories.

Physiological needs are essential for survival. These include needs for food, water, shelter, rest and sexual needs. Satisfying this need most often occurs through the creation of easily accessible food systems.

Safety and security needs for the future include the need for protection from physical and psychological dangers and confidence that physiological needs physiological needs will be met in the future (purchase insurance policy or looking for a good job with good views on retire).

Social needs, sometimes called affiliation needs, are a concept that includes a feeling of belonging to something or someone, a feeling of being accepted by others, feelings of social interaction, affection and support. The relevance of this need fades into the background if the organization has simple ways to create informal groups.

Esteem needs include the needs for self-esteem, personal achievement, competence, respect from others, and recognition. The assignment of ranks or titles satisfies this need.

Self-expression needs - the need to realize one’s potential and grow as an individual. To meet this need, providing creative work is almost always regarded positively by subordinates. Meskon M.H. Fundamentals of management. M. 1992. P. 366.

MotivationAndhierarchyneeds

According to Maslow's theory, at any given moment in time a person will strive to satisfy the need that is more important or strong for him. When the most powerful needs are satisfied, the needs that follow them in the hierarchy arise and demand satisfaction. When these needs are satisfied, there is a transition to the next step in the ladder of factors that determine human behavior. Quoted from: Meskon M.Kh. Fundamentals of management. M. 1992. P. 366

Since with the development of a person as an individual, his potential capabilities expand, the need for self-expression can never be satisfied. Therefore, the process of motivating behavior through needs is endless.

A person experiencing hunger will first strive to find food and only after eating will he try to build a shelter. Living in comfort and security, a person will first be motivated to activity by the need for social contacts, and then will begin to actively strive for respect from others. Only after a person feels inner satisfaction and respect from others will his needs begin to grow in accordance with his potential. But if the situation changes radically, then the most important needs may change dramatically.

In order for the next, higher level of the hierarchy of needs to begin to influence human behavior, it is not necessary to satisfy the need of the lower level completely. Thus, hierarchical levels are not discrete steps. For example, people typically begin to seek their place in a community long before their security needs are met or their physical needs are fully satisfied. In other words, although at the moment one of the needs may dominate, human activity is not stimulated only by it. Meskon M.H. Fundamentals of management. M. 1992. P. 367

UsagetheoriesMaslowVmanagement

Maslow's theory has made extremely important contributions to the understanding of what underlies people's desire to work. Leaders of various organizations began to understand that people's motivation is determined by a wide range of their needs. In order to motivate a particular person, a leader must ensure that his or her most important needs are met through a course of action that contributes to the achievement of the goals of the entire organization. Not so long ago, managers could motivate subordinates almost only economically, since people's behavior was determined mainly by their needs at lower levels. Today the situation has changed. Thanks to high earnings and social benefits, even people at the lower levels of the organizational hierarchy are relatively high in Maslow's hierarchy. Meskon M.H. Fundamentals of management. M. 1992. P. 368

In our society, physiological and safety needs play a relatively minor role for most people. Only the truly disenfranchised and poorest sections of the population are guided by these lower-level needs. This leads to the obvious conclusion for control systems theorists that the needs of higher levels can serve as better motivating factors than the needs of lower levels. Quoted from: Meskon M.Kh. Fundamentals of management. M. 1992. P. 368

It is necessary to carefully observe subordinates in order to decide what active needs drive them. Since these needs change over time, you cannot expect that motivation that works once will work effectively all the time.

CriticismtheoriesMaslowforeignscientists

Although it would seem that Maslow’s theory of human needs gave managers very useful descriptions motivation process, subsequent experimental studies have not fully confirmed it. Of course, in principle, people can be classified into one or another fairly broad category, characterized by some need of a higher or lower level, but, as already mentioned, a clear five-level hierarchical structure simply does not exist. The concept of the most important needs has also not received full confirmation, i.e. satisfaction of any one of the needs does not automatically lead to the involvement of the needs of the next level as motivation factors. Meskon M.H. Fundamentals of management. M. 1992. P. 368 This rigid structure of Maslow is not applicable to all people. The heterogeneity of the human environment, psychological characteristics, complexes, differences in origin, upbringing, and life experiences, as already mentioned, have a strong influence on the results of applying one or another theoretical concept of motivation. In any organization, a lot of “surprises” and unexpected situations are “prepared” for management personnel, which is called nothing more than an element of chance.

This is the main criticism of Maslow's theory. Some researchers somewhat complicate Maslow's flat structure and introduce the structure of individual needs - preferences that a person forms based on his past experience. Thus, one person may be most interested in self-expression, while the behavior of another, seemingly similar to him and working in the same way, will be primarily determined by the need for recognition, social needs and the need for security.

Therefore, the manager must know what a particular employee prefers in the reward system, and what makes someone refuse collaboration with others. Different people like different things, and if a leader wants to effectively motivate his subordinates, he must be sensitive to their individual needs. Grachev M.V. Labor management. M., 1990. P.65

TheoryERGAlderfera Vikhansky O.L. Naumov A.I. Management: person, strategy, organization, process. M., 1996. P.112

Alderfer's theory reflects recent findings in the study of motivation theory. Knowledge of this theory is useful for management practice, as it opens up prospects for finding effective forms of motivation and creating conditions to satisfy higher-level needs.

Just like Maslow, Clayton Alderfer bases his theory on the fact that human needs can be combined into separate groups. However, unlike Maslow's hierarchy of needs theory, he believes that there are three such groups, and they correspond to the needs groups of Maslow's theory:

need for existence (security, physiology);

need for connection (involvement, belonging, security);

need for growth (self-expression, involvement).

Alderfer calls the movement upward through the levels of needs the process of satisfaction, and the process of movement downward the process of frustration.

These three groups of needs, just like in Maslow’s theory, are located hierarchically, but the difference is that the movement goes in both directions, and not sequentially from bottom to top, as in Maslow. At the same time, Alderfer believes that in case of unsatisfaction of a need at a higher level, the degree of action of a need at a lower level increases, which shifts a person’s attention to this level. For example, if a person was unable to satisfy the need for growth, or the organization does not have sufficient capabilities to satisfy this need, his need for communication will again “turn on” (the process of regression begins from the upper level of needs to the lower), and he can switch to need for communication. And in this case, the organization will be able to provide him with opportunities to satisfy this need, thereby increasing its potential for motivating this person.

According to Alderfer's theory, the hierarchy of needs reflects an ascent from more specific to less specific needs. He believes that every time a need is not satisfied, a switch to a more specific need occurs.

TheoryacquiredneedsDavidMcClelland

Another motivational need that gave primary emphasis to higher-level needs was David McClelland's theory. He believed that people have three needs: power, success and belonging. At the same time, McClelland views these needs as acquired under the influence of life circumstances, experience and training. Vikhansky O.L. Naumov A.I. Management: person, strategy, organization, process. M., 1996. P.113

Need for power

Expressed as a desire to influence other people. Within Maslow's hierarchical structure, the need for power falls somewhere between the needs for esteem and self-expression. People with a need for power most often show themselves as outspoken and energetic people who are not afraid of confrontation and strive to defend their original positions. They are often good speakers and require increased attention from others. Management very often attracts people with a need for power, since it provides many opportunities to express and realize it.

People with a need for power are not necessarily power-hungry careerists in the negative and most commonly used meaning of these words. They have no inclination towards adventurism or tyranny, and the main one is the need to demonstrate their influence. Such people must be prepared in advance to occupy senior management positions. Personal influence can be the basis of leadership only in very small groups. If a person wants to become the leader of a large team, he must use much more subtle and socialized forms to manifest his influence. A positive or socialized image of a leader’s power should be manifested in his interest in the goals of the entire team, in helping the team formulate goals, in taking the initiative to provide members of the led team with ways and means of achieving goals, in developing among team members self-confidence and competence , which allows them to work efficiently. Meskon M.H. Fundamentals of management. M. 1992. P. 359

Need for success

In relation to Maslow's hierarchy of needs, the need for success falls somewhere between the need for esteem and the need for self-expression. This need is satisfied not by proclaiming the success of this person, which only confirms his status, but by the process of bringing the work to a successful completion.

People with a high need for success take moderate risks, like situations in which they can take personal responsibility for finding a solution to a problem, and want concrete rewards for the results they achieve.

It doesn’t matter how strongly developed such a person’s need for success is. He may never succeed if he does not have the opportunity to do so, if his organization does not give him a sufficient degree of initiative and does not reward him for what he does. Meskon M.H. Fundamentals of management. M. 1992. P. 370

Thus, to motivate people with a need for success, you need to set them tasks with a moderate degree of risk or possibility of failure, delegate them sufficient authority to unleash initiative in solving the tasks, and regularly and specifically reward them in accordance with the results achieved.

MotivationonbasisneedsVinvolvement

People with a developed need for belonging are interested in the company of acquaintances, establishing friendly relationships, and helping others. Such people will be attracted to jobs that provide them with extensive opportunities for social interaction. Their leaders must maintain an atmosphere that does not limit interpersonal relationships and contacts. A leader can also ensure that their needs are met by spending more time with them and periodically bringing them together as a separate group. Right there. P.371

Two-factortheoryHerzberg Meskon M.H. Fundamentals of management. M. 1992. P. 370

In the second half of the 50s, F. Herzberg developed another model of motivation based on needs. He interviewed 200 engineers and office workers at one large company. The questions were:

1) Describe a time when you feel especially good after completing your work duties?

2) When do you feel especially bad?

The responses received were divided into two broad categories, which were called “hygiene factors” and “motivation”.

Hygiene factors (related to the environment in which work is carried out):

Company and administration policy

Working conditions

Earnings

Interpersonal relationships with superiors, colleagues, subordinates

Degree of direct control over work

Motivation (related to the very nature and essence of the work):

Career advancement

Recognition and approval of work results

High degree of responsibility

Opportunity for creative and business growth

Conclusions on Herzberg's two-factor theory:

In the absence or insufficient degree of presence of hygiene factors, a person experiences job dissatisfaction. However, if they are sufficient, then by themselves they cannot motivate a person to do anything.

In other words: each of the factors is, as it were, on its own measurement scale, where one operates in the range from minus to zero, and the second - from zero to plus. Job satisfaction is caused only by motivational factors, the positive development of which can increase motivation and satisfaction from a neutral state to a “plus”. In Herzberg's words: the factors that cause job satisfaction and provide adequate motivation are different and significantly different factors than those that cause job dissatisfaction.

Application of Herzberg's theory in practice

According to his theory, the presence of hygiene factors will not motivate workers. They will only prevent feelings of job dissatisfaction. In reality, work itself is a motivating factor.

In order to achieve motivation, the manager must ensure the presence of not only hygienic (utilitarian, material), but also motivating (moral, social, psychological) factors. Therefore, it seemed logical to theorists and practitioners that changing the nature of work in order to increase the corresponding internal interest should increase motivation and increase productivity. Meskon M.H. Fundamentals of management. M. 1992. P. 586

Many organizations have tried to implement these theoretical conclusions through labor “ENRICHMENT” programs, restructuring work and expanding it so that it brings more satisfaction and rewards to its immediate performer: he is given a sense of the complexity and significance of the task assigned, independence in choosing decisions, the absence of monotony and routine operations, responsibility for a given task, the feeling that he is performing a separate and completely independent job. Right there. P. 374

Criticism of Herzberg's theory

Practical research shows that the same factor can cause job satisfaction in one person and dissatisfaction in another, and vice versa. Right there. P. 379 Therefore, this approach, unfortunately, is not suitable for all people and situations. Changes in the organization of work are appropriate only for people and organizations with certain characteristics. In many cases, after the introduction of a labor enrichment program, no increase in productivity was observed, which, apparently, was due to the extreme degree of its specialization. People with a strong desire for growth, achievement, and self-esteem usually respond positively to job enrichment. Quoted from: Meskon M.Kh. Fundamentals of management. M. 1992. P. 360 When people are not strongly motivated by high-level needs, enriching the content of work often does not give noticeable success.

ModelHeckmanAndOldham Vikhansky O.L. Naumov A.I. Management: person, strategy, organization, process. M., 1996. P.128

According to Heckman and Oldham's model, there are three psychological states that determine a person's motivation and satisfaction with his work:

perceived work significance (i.e., the degree to which a person perceives his or her work as important, valuable, and worthwhile);

perceived responsibility, i.e. the degree to which a person feels responsible and accountable for the results of his work;

knowledge of the results, i.e. the degree to which a person understands the effectiveness or efficiency of his work;

Those types of work that allow some part of the performers to experience all these three states to a sufficiently high degree should provide high motivation due to the work itself, as well as high quality and greater job satisfaction.

For example, the presented scheme can be interpreted as follows: the feeling of the significance of work can be realized by providing the employee with the opportunity to expand the number of work skills, the certainty of production tasks, and increasing their importance; responsibility for the results of one’s work can be strengthened by giving the worker more independence, and awareness of the real results of work develops if the worker receives feedback.

Analysisclassictheoriesmotivationforeignby the authors

Herzberg's theory of motivation has much in common with Maslow's theory. Herzberg's hygiene factors correspond to physiological needs, security needs and confidence in the future. His motivations are comparable to the needs of Maslow's higher levels. But there is one point where these two theories differ. Maslow viewed hygiene factors as something that causes a particular line of behavior. If a manager gives a worker the opportunity to satisfy one of these needs, the worker will perform better in response. Herzberg, on the contrary, believes that the employee begins to pay attention to hygiene factors only when he considers their implementation inadequate or unfair. Meskon M.H. Fundamentals of management. M. 1992. P. 373

MASLOW'S THEORY

1.Needs are divided into primary and secondary and represent a five-level hierarchical structure in which they are arranged according to priority

2. Human behavior is determined by the lowest unsatisfied need of the hierarchical structure

3.Once the need is satisfied, its motivating influence ceases

McCLELLAND'S THEORY

1. Three needs that motivate a person - the need for power, success and belonging (social)

2. Today, these higher-order needs are especially important, since the needs of lower levels, as a rule, have already been satisfied

HERZBERG'S THEORY

1.Needs are divided into motivating and hygienic

2. The presence of hygiene factors only prevents job dissatisfaction from developing

3.Motivations that are approximately the same. The needs of higher levels according to Maslow and McClelland actively influence human behavior

4. In order to effectively motivate subordinates, the manager must himself understand the essence of the work

conclusionsBymeaningfultheoriesmotivation

Each theory of motivation tries to find a universal approach applicable to any person in any organization (without being intended for this), but this only reveals a new layer of the human psyche, proving its cosmic lack of study and unclassification. For example, in Maslow’s concept, needs are located hierarchically, and the ascent along them goes from bottom to top. Alderfer's theory also has a certain hierarchy, but movement along it can be carried out both from the bottom up and back. Exploring Herzberg's calculations, one can see that the same motivational factor can cause job satisfaction in one person and dissatisfaction in another, and vice versa.

Motivational factors (needs) are described in most detail by A. Maslow. All other approaches fit within the framework specified by his theory, and the motivational factors that the authors of these theories identify do not go beyond this framework, they only establish new connections between them.

For example, the need for success in McClelland’s theory is consonant with the needs for self-expression in Maslow’s pyramid, the need for growth in Alderfer’s theory and Herzberg’s group of motivational needs. Similar parallels can be drawn between other groups of needs.

According to the author, each theory has a core that allows one to draw some conclusions about the mechanism of human motivation, but the application of these conclusions will be effective only for a certain category of people who are in a certain state at a certain stage of development. The effectiveness of knowledge about the motivational essence of a person always depends on the empirical abilities of managers.

The application of any theoretical development in practice requires studying not only external environment, on the basis of which it will be deployed, but also internal environment, that is, the person himself.

Here are some variables that should be determined before choosing a particular theory:

Objective and subjective factors and circumstances affecting the motivational structure of an employee’s personality Verkhovin V.I. Social regulation of labor behavior and production organization. M., Moscow State University, 1991. P. 49

real life and production conditions that determine the stability or dynamics of dominant motives;

The structure and direction of a person’s life position, his worldview, value orientations and attitudes;

basic characteristics of a person, depending on the time phases and states of his life, work and family cycles;

diverse social institutions and organizations that regulate and determine the main parameters of an individual’s life and work path at all stages;

intellectual potential, functional abilities and energy capabilities of the individual, which determine the vector of his aspirations and achievements;

qualitative characteristics of production, economic, material, technical, organizational and regulatory working conditions;

situational circumstances that develop within the spatio-temporal limits and boundaries of a specific social-production environment and communication system.

To avoid the inadequacy of each theory, managers must be familiar with all five substantive theories of motivation and apply them based on their experience and heuristics.

Reviewproceduraltheoriesmotivation

Content theories of motivation are based on needs and related factors that determine people's behavior. Process theories view theory in a different way. They analyze how a person distributes efforts to achieve various goals, and how he chooses specific type behavior. Process theories do not dispute the existence of needs, but believe that people's behavior is determined not only by them. According to process theories, an individual's behavior is also a function of his perceptions and expectations associated with a given situation, and possible consequences their chosen type of behavior.

There are three main process theories of motivation: expectancy theory, equity theory, and the Porter-Lawler model. Meskon M.H. Fundamentals of management. M. 1992. P. 376

Theoryexpectations(Vroom)

The theory of expectations is based on the fact that the presence of an active need is not the only necessary condition for motivating a person to achieve a certain goal. A person must also hope that the chosen type of behavior will actually lead to satisfaction or the acquisition of what he wants. Quote by: Meskon M.Kh. Fundamentals of management. M. 1992. P. 377

Expectations can be considered as a given person's assessment of the likelihood of a certain event. Most people expect, for example, that graduating from college will get them a better job and that if they work hard, they can get promoted.

When analyzing motivation to work, motivation theory emphasizes the importance of three relationships:

Relationship “Labor inputs - results” -

it is the expected relationship between effort expended and results obtained. For example, a salesman might expect that if he calls 10 more people a week, his sales will increase by 15%. An accountant can expect to be noticed for his work if he puts in the extra effort and writes all the certificates and reports required by his superiors.

Of course, people may not expect their efforts to produce the desired results. If there is no direct connection between the effort expended and the results achieved, then motivation will weaken. Meskon M.H. Fundamentals of management. M. 1992. P. 376

There can be any number of reasons for this: due to incorrect self-esteem, due to poor preparation or incorrect training, or due to the fact that the employee was not given enough rights to perform the assigned task.

Relationship “Results - reward” -

it is the expectation of a certain reward or encouragement in response to the level of results achieved. For example, the same traveling salesman may expect a 10% bonus or the right to join a privileged club. An accountant can expect that as a result of his efforts he will receive a promotion and the benefits that come with it.

Here, too, if a person does not feel a clear connection between the results achieved and the desired reward, motivation will weaken. Those. If a salesman is confident that 10 additional calls a day will actually lead to an increase in sales by 15%, then he may not call if he believes that the likelihood of adequate compensation for the results achieved is quite small.

Similarly, if a person is confident that the results achieved will be rewarded, but with a reasonable amount of effort he cannot achieve these results, then motivation in this case will be low.

Satisfaction with remuneration -

it is the perceived degree of relative satisfaction or dissatisfaction resulting from receiving a particular reward.

Because different people have different needs and desires for rewards, the specific reward offered in response to performance may not be of any value to them.

For example, an accountant may receive a salary increase for his efforts, while he was counting on the position of chief accountant. If the value of the reward received is low, then the motivation to work will weaken.

This is the general formula for motivation according to the theory of expectations: Ibid. P.377

Motivation = Cost-Result x Result-Reward x Reward Value.

TheoryexpectationsVpracticemanagement

For managers who seek to enhance workforce motivation, expectancy theory presents various possibilities for doing so.

Quite often, rewards are offered before employees evaluate them. Because the different people have different needs, they evaluate specific rewards differently. Therefore, the management of the organization should compare the offered rewards with the needs of the employees and align them and give rewards only for effective performance.

What a person values ​​depends on his needs. In order for a person to be motivated for a certain activity, his achievements in this activity must be rewarded with what he values, and the reward must be related to the achievement of the organization's goal.

The goal is usually associated with the direct or indirect satisfaction of some need. The strength of goal orientation depends in part on the extent to which the individual feels rewarded for achieving the goal.

The strength of the drive to obtain a reward or other goal (in other words, performance motivation) depends on the value of the reward (desirability) and its achievability (the reality of obtaining the reward, “expectancy value”).

In order for a person to be motivated for a certain activity, his achievements in this activity must be rewarded with what he values, and the reward must be related to the achievement of the organization's goal. Zander E. Management practice. M. 1993. P.78

Organizational leadership must set a high but realistic level of results expected from subordinates and convey to them that they can achieve them if they put in the effort. How employees assess their strengths largely depends on what management expects from them.

If a leader's level of expectations is high, subordinates' performance is likely to be high as well. If his expectations are not too high, then performance is likely to be low. The powerful influence that one person's expectations have on the behavior of another has long been recognized by physiologists, behaviorists, teachers and managers. Quote by: Meskon M.Kh. Fundamentals of management. M. 1992. P. 378 If expectations are not fulfilled, obstacles to achieving the goal give rise to a feeling of futility of efforts. The greater the importance (value) of an unachieved goal for a person, the greater the feeling of futility. Next time, perhaps, the level of the goal will be slightly reduced and, if the goal is not realized several times, the assessment of the reality of its achievement will decrease and, as mentioned above, motivation will decrease. The feeling of futility reduces motivation, and low motivation reduces executive contribution and complicates goal achievement. It should be remembered that employees will be able to achieve the level of performance required to receive valuable rewards if the authority delegated to them and their professional skills are sufficient to complete the task.

Theoryjustice Quoted from: Meskon M.Kh. Fundamentals of management. M. 1992. P. 379

Another explanation of how people distribute and direct their efforts to achieve their goals is provided by the theory of justice.

It postulates that people subjectively determine the ratio of reward received to effort expended and then relate it to the rewards of other people doing similar work. If the comparison shows imbalance and injustice, e.g. If a person believes that his colleague received more compensation for the same work, then he experiences psychological stress. As a result, it is necessary to motivate this employee, relieve tension and correct the imbalance to restore justice.

People can restore balance or a sense of fairness by either changing the level of effort expended or by attempting to change the level of reward received.

Research shows that when people feel they are underpaid, they tend to work less hard. If they believe they are overpaid, they are less likely to change their behavior.

Using the theory of justice in practice

The main implication of equity theory for management practice is that until people believe they are being fairly compensated, they will tend to reduce their work intensity. But you need to know that the assessment of fairness is relative: people compare themselves with other employees of the same organization or with employees of organizations performing similar work.

Since the productivity of employees who perceive their compensation as unfair will fall, they need to be told and explained why there is such a difference: for example, that a higher-paid colleague has more experience or bears more responsibility. But in no case should you hide who gets paid and how much - this will only cause unnecessary suspicion. Meskon M.H. Fundamentals of management. M. 1992. P. 381

ModelPorter-Lawler Quoted from: Meskon M.Kh. Fundamentals of management. M. 1992. P. 382

This model includes elements of expectancy theory and equity theory. There are five variables in this model: effort expended, perceptions, results obtained, rewards, and satisfaction. At the same time, the results achieved depend on the efforts made, abilities and characteristic features, as well as from the employee’s awareness of his role. The level of effort exerted will be determined by the value of the reward and the degree of confidence that a given level of effort will actually entail a very specific level of reward.

The Porter-Lawler theory establishes a relationship between reward and results, i.e. a person satisfies his needs through rewards for achieved results.

One of the most important conclusions Porter and Lawler is that productive work leads to satisfaction (Work - Results - Satisfaction). This is exactly the opposite of what most managers think about this. They are influenced by early theories of human relations, which believed that satisfaction leads to better performance at work (Work - Satisfaction - Results) or, in other words, more satisfied workers perform better. In contrast, Porter and Lawler suggest that a sense of accomplishment leads to satisfaction and appears to increase productivity.

Research appears to support Porter and Lawler's view that high performance is a cause of overall satisfaction rather than a consequence of it.

Ultimately, the Porter-Lawler model made a major contribution to the understanding of motivation. She showed, in particular, that motivation is not a simple element in the chain of cause-and-effect relationships. This model also shows how important it is to combine concepts such as effort, ability, results, rewards, satisfaction and perception within a single interconnected system.

MaterialneedsHowthe basismotivation

Man, like the world that surrounds him, is material. And only this fact predetermines a fairly large number of problems that a person is concerned about. Collectively, these problems are called problems of existence and life. In order to save his life, a person has to resist natural disasters, ordinary social and emergency incidents, the natural course of processes, etc.

A person most often observes the results of his activities expressed in material form. Even intangible benefits are valued by people only if they are potentially capable of being converted into material benefits (honor - into benefits for receiving material goods, free time, the results of intellectual work - in money, titles, positions - in the opportunity to receive benefits, etc.).

Let's imagine this hyperbole: what do we get if a person is deprived of all the material goods that he needs to maintain his life? A sick person, dying of want and hunger, is apparently incapable of flight of thought, creative impulse, or development. He objectively does not have the physical strength for this, and he will not be able to resist external destructive forces. Thus, the very continued existence of man is called into question.

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Labor motivation of government officials employees has not yet been fully studied. It has its own characteristics that distinguish it from motivation in the commercial sector.

For example, the motivation mechanism in government bodies is based primarily on administrative-command incentives, i.e. The activities of civil servants are strictly regulated and are based on a complex system of socio-economic relations between civil servants. The motivation system here is the interaction of administrative and labor standards. “Like any employees, civil servants also pursue their goals when performing public service, which should be taken into account in personnel policies when motivating them.

The labor sphere of the civil service has a number of specific features: in its content, the labor activity of civil servants is aimed at realizing national interests (i.e. the civil servant does not realize his own interests, but the interests of the state), at the comprehensive strengthening and development of the social and state system; high degree of responsibility of officials for decisions made, their implementation, results and consequences; strict regulatory regulation of management and labor discipline; using intellectual and creative potential to solve management problems.

At the same time, the level of remuneration of civil servants is significantly lower than in commercial structures (payment of civil servants is carried out from the budget, which imposes some restrictions on its size), and additional social guarantees do not fully compensate for the complexity and significance of their activities.” Motivation of state civil servants: problems and solutions. [Electronic resource]: Department of the Ministry of Justice of Russia for the Tyumen Region URL: http://to72.minjust.ru/node/2795 When applying for a job, a civil servant provides information on income and expenses, which does not happen in the private sector.

The civil service also has a number of features, which complicate the process of motivating civil servants.

For example, if little depends on an official, he is not tempted to use his powers for personal gain (conflict of interest), which, on the one hand, restrains the growth of corruption, and, on the other hand, restrains his interest in work, his career and personal growth, his self-realization, which negatively affects his motivation. Anti-corruption policy: Textbook. manual [for universities / G. A. Satarov, M. I. Levin, E. V. Batrakova and others]; Ed. G. A. Satarova. - M.: SPAS, 2004. - 367 p.

Thus, motivation in the civil service is a much more complex phenomenon than in a commercial company.

Corruption is a separate problem in the public service. It manifests itself in the form of bribery, the most dangerous manifestation of corruption. All this happens because, firstly, because of the temptation to use their powers of power.

Secondly, due to the low level of material incentives for labor in the civil service.

Thirdly, due to the low level professional ethics. Fourthly, due to the specific socio-cultural characteristics of Russia.

Therefore, the development of an effective motivation system can not only interest civil servants in their work, increase the efficiency of the state apparatus, but reduce the level of corruption. Federal Law “On Combating Corruption” dated December 25, 2008 No. 273-FZ; Anti-corruption policy: Textbook. manual [for universities / G. A. Satarov, M. I. Levin, E. V. Batrakova and others]; Ed. G. A. Satarova. - M.: SPAS, 2004. - 367 p.

There are some restrictions related to public service.

Firstly, there is a restriction on receiving income from commercial sources. Civil servants are prohibited from engaging in any activity other than work in a government body, pedagogical activity and other creative activities. Secondly, a civil servant does not have the right to receive gifts from individuals and legal entities.

Thirdly, there are restrictions on the use of official powers for personal purposes.

Fourthly, civil servants cannot participate in strikes.

Fifthly, this is a ban on the joint service of relatives.

Sixthly, the limitation is the presence of another citizenship. All this imposes many restrictions on the process of motivating civil servants. Federal Law “On the Public Service System in the Russian Federation” dated May 27, 2003 No. 58-FZ; Federal Law “On State Civil Service in the Russian Federation” dated July 27, 2004 No. 79-FZ; Civil service. Regulation of labor relations. Foreign experience. M., 1995. P.55

It can be concluded that the motivation for the official activities of a civil servant is based on job regulations and is built on several principles.

Firstly, this is a social orientation, that is, the fulfillment not of personal interests and the interests of commercial entities, but of the interests of society and the will of the state.

Secondly, this is fairness in remuneration, that is, a unified system has been established for all civil servants in all government bodies.

Thirdly, remuneration is the main material incentive for the activities of a civil servant.

The pay of civil servants should be comparable to the level of wages in the commercial sector for a similar position. Civil servants must be provided with conditions for career growth. Sixth, it is necessary to link the amount of remuneration to performance (which in Russian realities is still poorly developed). It is also necessary to compensate for the restrictions imposed on civil servants by developing social guarantees and benefits. Zakharov, N.L. Social regulators of the activities of Russian civil servants - M.: Publishing house RAGS, 2002.

The first part of this chapter will describe the main motives for applying to the state civil service, a secondary analysis of a survey conducted by the National Research University Higher School of Economics in 2007 will be conducted.

Legislation on the state civil service is the main indicator of the state of development of the civil service.

The weakness of enforcement, which is so often talked about today, also depends on the provisions contained in the legislation and their wording.

Let's start with the Constitution.

The Constitution is “not only an act that legally establishes the foundations of the structure and functioning of the public service, but it is also the main source of motivation and orientation in the social space for those who professionally devote themselves to carrying out the functions of power and management.”

The Constitution puts power within certain limits. Yes, Art. 18 of the Constitution of the Russian Federation also states that “a person, his rights and freedoms are the highest value. Recognition, observance and protection of human and civil rights and freedoms is the duty of the state.” From which it follows that any managerial action or decision affects people, their position, opportunities, freedoms and much more. It is the Constitution that emphasizes the role of the individual, including his primary importance for public service. Therefore, service to society and people should be the main motive of a civil servant. Recognition of human value can be called a criterion by which the performance and motivation of public servants can be assessed.

The active participation of society in the process of this assessment makes it possible to create all the conditions for competition between government officials for whose activities in implementing a certain policy are most consistent with the principle of protecting human rights and freedoms.

Such motivation, enshrined in the Constitution and supported by the active participation of civil society, can be reinforced by an internal organizational system of rewards and penalties.

However, despite the fact that the Constitution has the highest legal force (Article 15), civil servants are more often guided by departmental acts and instructions from a superior official. This stereotype, as was said, originates from the Soviet system of relationships, when the “assigned task” was put at the forefront, forming the corresponding motivation of the performer, who strives not to comply with legal norms, but to fulfill the instructions of the management, distorting the motivation towards the “sovereign” service.

One of the basic constitutional principles for the civil service is openness (according to Article 3 of the Constitution: “the bearer of sovereignty and the only source of power in the Russian Federation is its multinational people”). Therefore, a civil servant who accepts certain obligations and prohibitions (obligation to declare his income, prohibition on exercising entrepreneurial activity, to participate on a paid basis in the activities of the management body of a commercial organization, etc. (Article 17 79-FZ), must comply with the principle of openness.

Awareness of the primacy of the constitutional foundations of public service will lead to a shift in the motivation of civil servants towards the motives of serving society, which are the main principles of the management concept of “good governance”.

Also, the vector of motivation of civil servants is largely determined by the basic laws relating to the civil service, by-laws and reform programs.

Federal Law No. 58-FZ of May 27, 2003 establishes the basic principles and norms for the construction and functioning of the public service system, which complement the constitutional provisions.

It is important to note that 58-FZ developed the concept of “personnel reserve” for the civil service. This institution, which promotes openness, efficient and rational use of human resources, is given special attention in the law. Special attention. However, despite its legislative enshrinement, the personnel reserve has not yet received widespread use in practice.

The Law also provides for the creation at the federal level and at the level of constituent entities of a separate public service management body. At the level of state (municipal) authorities, such Civil Service and Personnel Departments already exist. However, a single body at the Federation level has not yet been created. Such bodies at the level of individual government bodies should become engines for the growth of human potential in the civil service through the preparation of motivation programs for a certain period, through the creation of a performance assessment system, etc.

The basic rights of a civil servant, enshrined in the Federal Law of July 27, 2004 No. 79-FZ “On the State Civil Service,” which are vested in an employee who has entered the civil service, are of a motivating nature. This can be explained by the fact that, according to the results of surveys (given in the previous chapter), it is the possession of such rights that is the motive or incentive to enter the civil service. This is, for example, provision of appropriate organizational and technical working conditions; job promotion on a competitive basis; professional retraining, advanced training and internships; health insurance, pensions, other benefits, etc. (v. 14).

However, material reward (motivation) in the civil service is recognized (as surveys have confirmed) as a “pushing factor” from the civil service. Experts note that the wage system in the civil service contributes to the displacement of highly qualified personnel from the public service. The reasons for “crowding out” may be not only the low level of wages, but also the opacity of the entire wage system: the existence of a huge number of additional payments, the establishment of which is often subjective; lack of a special procedure for remuneration, performance indicators and assessments of the effectiveness of professional work activities. In addition, it is impossible to establish performance indicators for certain positions in the civil service, and those performance indicators for positions where labor results can be quantitatively measured often contradict the mission of the organization and lead to a distortion of motivation, an increase in the number of abuses associated with the “pursuit” of best performance effectiveness.

Federal Law No. 79-FZ also establishes motivational mechanisms that are not related to the results of performance assessment: state guarantees, incentives and awards. Indeed, many civil servants recognize the special role of security in the civil service, associated primarily with the possibility of obtaining health insurance for a civil servant and members of his family, including after retirement for length of service; compulsory state social insurance, state pension payments, etc. motivation weber official government

Despite the fact that the formulation “for impeccable and effective civil service” carries some uncertainty (it is not clear: what is an effective civil service?), the law provides for such non-material motivation mechanisms as an announcement of gratitude with the payment of a one-time incentive; awarding a diploma of honor from a state body with the payment of a one-time incentive or with the presentation of a valuable gift, conferring honorary titles, awarding insignia, orders and medals, as well as encouraging the President and the Government for impeccable and effective civil service (Article 55)

The legislation also pays attention to the issues of regulating the activities of civil servants. The regulation is aimed at giving the civil servant an idea of ​​what the employee should do, what qualities he should have, by what criteria his activities will be assessed, etc. Administrative and official regulations are created as complementary documents: the first sets the directions for the activities of the government body, and the second details administrative regulations in terms of requirements for specific positions.

Despite the fact that there is no definition of job regulations in the legislation, it is a “passport” of a civil servant for the duration of his official activity and an effective tool for assessing official performance. The law is also unclear what should be included in the job regulations: a section or types of information: it is stated “2. The job regulations include:” and after this phrase there is a list of 8 points” (Article 47 No. 79-FZ).

In addition, the technologies for drawing up job regulations were left to the discretion of federal bodies (clause 5 of Article 47: “5. Model job regulations are approved by the relevant body for managing the civil service”), as a result, the structure of job regulations is different in different government agencies.

As a result, in a significant part of the job regulations analyzed during the writing of this work, the requirements for knowledge and skills are given at the most general level. For example, the requirement to “know Law No. 79-FZ” can be within very different limits: knowing by heart and explaining the meaning of all articles of the law and knowing when and why it was adopted is a completely different “knowledge”.

The descriptions of qualifications and other requirements for the position proposed in the job regulations do not allow establishing more specific conditions for the level of proficiency, knowledge and skills. As a result, any candidate can meet these requirements. In order for a civil servant to understand his purpose in a particular position, and for the candidate to be able to assess compliance with the requirements of the vacancy, significant detailing of the required knowledge and skills, duties and areas of responsibility is necessary.

In turn, the Program “Reform and development of the civil service system of the Russian Federation for 2009-2013” contains provisions on the need to “introduce effective technologies and modern methods of personnel work aimed at increasing professional competence, motivating civil servants and providing conditions for increasing the effectiveness of their professional work”, “introducing modern incentive mechanisms for civil servants”.

However, the activities of the first stage (2009-2010) of the program have not been implemented, the second stage (2011-2013) is coming to an end, and the planned activities related to the development of motivation of civil servants have not yet been implemented.