The concept of motive and motivation in foreign and domestic psychology

what employees need

If you ask any person, especially a manager from the 90s, what is the essence and types of employee motivation, the answer will be more or less predictable - increasing productivity using “carrots and sticks”.

The stick usually means fines (standard 300-1000 rubles for an offense), while the carrot means bonuses or premiums.

But few people know that the level of motivation in an enterprise can be influenced by completely unusual things. For example, having a kitchen in the office where employees can have a snack, or just a standing machine with free coffee. These are small and small changes that can improve employee performance.

If you like to do everything to the maximum, then pay attention to the survey conducted by one Russian recruiting company.

According to the survey, 40% of respondents believe that the presence of a gym will increase the efficiency of their work in this company. But 37% were in favor of a massage chair, but most of them were women.

Based on surveys, we can conclude that the presence of such implicit items as a break room, a comfortable chair and other small components of work life have a positive effect on work in the company.

Proof of this is that 65% of respondents said they would spend more time at work if the company provided its offices with additional amenities. And you say that money is the main thing for them.

The concept of motive and motivation in foreign and domestic psychology

In psychology, motive is understood as an impulse that directs activity [23, p. 70]. People are constantly involved in a variety of activities and engage in a variety of behaviors. Human behavior is the external aspect of his activity. To answer the question about the reasons for performing a particular activity, researchers introduced the constructs of motivation and motives. The study of motivation is an analysis of the causes and factors that initiate and energize human activity, as well as direct, support and lead to completion of a certain behavioral act [75].

A. Schopenhauer was the first to speak about motives at the beginning of the 20th century [15, p. 65]. Today the term has become firmly established in psychological science to explain the causes of human behavior. At the same time, despite the long history of the formation of this construct, there is no single view in science on the nature and essence of motives. The concept of “motive” is characterized by a large breadth of content. The variety of theoretical approaches to the study of motivation is generated, firstly, by the different philosophical orientations of modern psychological schools, and secondly, by the inconsistency and complexity of this phenomenon. Nevertheless, it is possible to identify the main directions in the study of the human motivational sphere. E.P. Ilyin [15] proposes to identify a number of directions in the study of the determination of human activity. They can be seen as the prehistory of modern motivational psychology.

Need theories of motivation.

The great thinkers of antiquity - Aristotle, Heraclitus, Democritus, Lucretius, Plato, Socrates, who mentioned “need” as the teacher of life - laid the foundation for the scientific study of the causes of human and animal activity, their determination.

Democritus, in his writings, considered need as the main driving force, which, on the one hand, led to emotional experiences, but also made the human mind sophisticated, ultimately allowing the acquisition of language, speech and the habit of work. Without needs, a person would not come out of a wild state [15, p. 66].

Heraclitus studied motivating forces, drives, and needs. In his opinion, needs, according to the author, are determined by living conditions. Any desire is bought at the price of the “psyche”, therefore the abuse of lust leads to its weakening. At the same time, moderation in satisfying needs leads to the development and improvement of a person’s intellectual abilities.

Socrates argued that every person has inherent needs, desires, and aspirations. What is fundamental is not what a person’s aspirations are, but what place they occupy in his life. A person will not be able to overcome his nature and get out of dependence on other people if he is not able to manage his needs, desires and behavior. People who are unable to tame their impulses become slaves of bodily passions and external reality. In this connection, a person should strive to minimize needs and satisfy them only when they become truly urgent. All this would bring a person closer to a god-like state, and he could direct the main efforts of his will and mind to the search for truth and the meaning of life.

Aristotle, in works written between 347 and 335 BC, describes four different types of causes that motivate action: motive, final, formal and material. These reasons are still used by psychologists and provide insight into the sources of motivation. According to Aristotle, a moving cause corresponds to the factors that provoke behavior. These are the current “incentives” and “motives” of the individual. The target cause is the goal of behavior. For example, the purpose of nutrition is to provide the body with nutrients. Formal reason unites ideas about motivation in models, hypotheses and theories of behavior. Aristotle's idea of ​​a material cause relates to what substance this or that thing consists of. From this point of view, the brain is the material source of motivated behavior.

The Dutch philosopher B. Spinoza considered the main motivating force of behavior to be affects, to which he attributed primarily the drives associated with both the body and the soul. If attraction is realized, it turns into desire.

P. Holbach emphasized a certain role of needs in human life, but he did this more consistently. Needs, he wrote, are the driving factor of our passions, will, and mental activity. Through motives, which are real or imaginary objects with which the well-being of the organism is connected, needs activate our mind, feelings and will and direct them to take certain measures to maintain the existence of the organism. A person’s needs are continuous, and this circumstance serves as a source of his constant activity. In his doctrine of needs, he argued that external causes alone are sufficient to explain human activity, and completely rejected the traditional idea of ​​idealism about the spontaneous activity of consciousness, cognitive, emotional and volitional activity [15, 66].

K. Helvetius considered passions to be the source of human activity. Physical or natural passions arise from the satisfaction or unsatisfaction of needs. The author identified the latter with sensations.

Behavioral theories of motivation (J. Watson, E. Thorndike, E. Tolman, B. Skinner).

Behaviorists noted that the term “motivation” is too general and not scientific enough, that experimental psychology under this name actually studies needs and drives that have a purely physiological basis. Behaviorists explain behavior through a stimulus-response framework, viewing the stimulus as the active source of the body's response. For them, the problem of motivation is not a problem, since, from their point of view, the dynamic condition of behavior is the reactivity of the organism, that is, its ability to respond in a specific way to stimuli. True, it is noted that the body does not always react to an external stimulus, and therefore a factor (called motivation) has been introduced into the scheme to explain differences in reactivity. But again this factor came down to purely physiological mechanisms: differences in the body’s sensitivity to a given stimulus. Based on this, motivation began to be understood as a state whose function is to lower the threshold of the body’s reactivity to certain stimuli. In this case, the motive is considered as an energizer or sensitizer [15].

Cognitive theories of motivation (D. McClelland, H. Heckhausen, J. Rotter, etc.).

At the end of the 19th century. W. James identified several types of decision-making (formation of intention, desire for action) as a conscious, deliberate motivational act. Objects of thought that delay the final action or favor it, he calls the grounds, or motives, of a given decision [9].

In the second half of the 20th century, the motivational concepts of J. Rotter, G. Kelly, H. Heckhausen, J. Atkinson, D. McClelland appeared, which are characterized by the recognition of the leading role of consciousness in the determination of human behavior. Cognitive theories of motivation led to the introduction of new motivational concepts into scientific use: social needs, life goals, cognitive factors, cognitive dissonance, values, expectations of success, fear of failure, level of aspirations. Within this direction, “classical” types of motives arose: the achievement motive, the affiliation motive, the power motive, etc. [15].

In many foreign motivational concepts, decision-making becomes the central mental process that explains behavior. In addition, personologists analyze motivational processes, correlating them with volitional processes, thus addressing issues of self-regulation (see, for example, [17, pp. 451–512]).

Psychoanalytic theories of motivation (S. Freud, A. Adler, K. Horney, E. Fromm).

Sigmund Freud [71] attached a decisive role in the organization of behavior to the unconscious core of mental life, formed by powerful drives. Mainly sexual and aggressive, demanding immediate satisfaction and blocked by the “censor” of the individual, that is, internalized during the socialization of the individual by social norms and values.

W. McDougall developed his theory in the same direction. He believed that humans have 18 instincts (search for food, parental, sexual, flight and avoidance of dangerous situations, herd (social) instinct, dominance, seeking help, etc.). He put forward the “hormic” concept, according to which the driving force of behavior, including social behavior, is a special innate energy that determines the nature of the perception of objects, creates emotional arousal and directs the mental and physical actions of the body towards the goal. Each instinct has its own emotion, which from a short-term state turns into a feeling as a stable and organized system of dispositions and predispositions to action [15].

Biologization theories of motivation (J. Nutten, G. Selye, etc.).

Among them we can note those who turn to the concept of motivation only to explain the reasons for the activity of the body. In this case, motivation is spoken of as the mobilization of energy [36; 56]. At the same time, they proceed from the idea that a state of inactivity is natural for the body and that in order for its transition to activity to occur, some special motivating forces are needed. If we consider a living organism as active, then the concept of motivation, from the point of view of these scientists, becomes redundant.

Humanistic theories of motivation (A. Maslow, K. Rogers).

According to the authors of these theories, the basis of motivation is the desire of each person to self-realize his own capabilities. The authors of this approach recognize the active role of the individual in his life. The choice a person makes determines the direction in which his or her development will go [15].

A. Maslow [30] identified a hierarchy of needs, at the lowest level of which are physiological needs (they are initially inherent in the body). At the second stage, security needs are presented (a person needs protection). Next come the needs for belonging and love (a group is needed in which a person can find the opportunity to communicate). At the fourth level of the hierarchy are the needs for respect (professional competence, authority). The next niche is occupied by cognitive needs (a person can devote time to thinking, research, acquiring new knowledge, acquiring new skills). The sixth stage contains aesthetic needs (beauty, harmony). At the highest level, the need for self-actualization (self-development, self-realization) arises.

Motivation in the works of domestic scientists.

The problem of motives and motivation was studied by such scientists as K.D. Ushinsky, I.M. Sechenov, I.P. Pavlov, V.M. Bekhterev, A.F. Lazursky, V.N. Myasishchev, A.A. Ukhtomsky, L.S. Vygotsky [7], V.I. Kovalev, A.N. Leontiev [25], P.M. Jacobson [76] et al.

The concept of motivation in domestic science was introduced by lawyer M.I. Petrazhitsky in 1904 in his work “On the Motives of Human Actions.” In his opinion, the content of the scientific theory of behavioral motivation is a necessary condition for the scientific construction of the humanities [15].

Within the framework of domestic psychology, several concepts can be distinguished [18]:

1) need concept (L.I. Bozhovich, S.L. Rubinstein, P.V. Simonov): the motive completely coincides with the need, which is always associated with the activity of the subject;

2) the concept of “objectifying a need” (A.N. Leontyev): a motive appears when a person realizes that he can satisfy a need. Expansion of motivation is possible thanks to the mechanism of “shifting the motive to the goal,” in which the goal of the activity acquires personal meaning and becomes a motive;

3) the concept of personal dispositions (D.N. Uznadze, V.S. Merlin, K.K. Platonov): behavior is determined by personal dispositions, which, as a result of their discovery, lead to the formation of motivational structures;

4) activity concept (A.N. Leontyev, K.A. Abulkhanova-Slavskaya, B.F. Lomov, V.D. Shadrikov, etc.): motives are conscious desires for activity. Activity is mediated by consciousness. A person develops only through activity, which has several forms: play, learning, work, communication.

Thus, the main directions in the study of the motivational sphere of personality were briefly reviewed (see Table 1.1). The authors of the concepts focus more on the sources of individual activity.

Table 1.1 – Basic theories of motivation for human behavior (according to E.P. Ilyin)

Despite significant differences in views on the driving forces of behavior, research psychologists agree that motivation, which forms the motivational sphere of a person, is a process of achieving a result, which is necessary to maintain internal balance. This process is closely related to mental resources that support behavioral activity and depends on the individual characteristics of a person.

1.2 Structure and content of the motivational sphere in psychological research

General features of the motivational sphere.

The motivational sphere is generally understood to mean the entire set of motivational formations available to a given person: motives, needs, attitudes, goals, interests. It is important to note that this area has structural, content and dynamic characteristics. The structure and content of motivation includes an ordered system of interrelated elements, united by a common focus. The dynamic side of motivation characterizes the changes that the motivational sphere undergoes during its development.

From the point of view of development, the motivational sphere of a person, according to R.S. Nemova [34], can be characterized by the following factors: breadth, flexibility and hierarchization. In this case, the breadth of the motivational sphere is understood as the qualitative diversity of motivational factors. The more diverse motives, needs and goals a person has, the more developed his motivational sphere is. The flexibility of the motivational sphere means the mobility of connections that exist between its different levels: between motives and needs, motives and goals, needs and goals. The motivational sphere in which a person uses a greater variety of motivational incentives of a lower level to satisfy a motivational impulse of a more general nature is considered more flexible. The hierarchy of the motivational sphere, in turn, is a reflection in a person’s consciousness of the significance of a particular need, a motivational attitude, according to which some have a dominant role in the formation of a motive, while others have a subordinate one [15, p. 183].

Specific signs of human motivation are identified, the fundamental of which is the social origin of human motivation, explained, in particular, by the fact that the objects of his needs are a product of social production.

Another important factor that determines the specifics of a person’s motivation is its mediation by the intellect, speech, consciousness, and its implementation through volitional processes. This is associated with its stability, functional autonomy from the state of the body, supra-situationalism, and focus on distant goals. Separately, we can highlight features that characterize the internal organization and dynamics of human motivation: hierarchical subordination of motives (A. Maslow), multimotivated nature of activity.

Structure of the motivational sphere.

The motivational sphere has its own specific structure. Considering the components that form the basis of any motive (see Figure 1.1), the motivational sphere can be structured into needs, motives and goals. Let's look at each of these components separately.

Note – lines indicate motifs: motif 1 – solid, motif 2 – dotted, motif 3 – dash-dotted

Figure 1.1 – Hypothetical structure of different motives (according to E. P. Ilyin)

Turning to the analysis of needs, many authors (L.I. Bozhovich, A.N. Leontiev, A.V. Petrovsky, etc.) call them the main source of motives. Need

- this is a state of need for objective conditions, objects, objects, without which the development and existence of living organisms and their life activities is impossible. Needs are sources of human activity. [20] Western researchers, in turn, define need as a force existing at a given moment (K. Lewin), a variable accessible to observation (K. Hull), a stable value that characterizes an individual and manifests itself in the following types: vital-psychogenic, positive –negative, explicit–latent (H. Murray).

A need, like any state of personality, is always associated with a person’s feeling of satisfaction or dissatisfaction. All living beings have needs, and this is how living nature differs from inanimate nature. Another difference, also related to needs, is the selectivity of the living thing’s response to precisely what constitutes the subject of needs, that is, to what the body currently lacks. Need activates the body, stimulates its behavior aimed at finding what is required.

There are many classifications of needs. In Russian psychology, needs are most often divided into material (needs for food, clothing, housing), spiritual (needs for knowledge of the environment and oneself, needs for creativity, aesthetic pleasures) and social (needs for communication, work, social activities , in recognition by other people, etc.).

The next category we characterize is the concept of “motive”. The “Psychological Dictionary” provides the following definition of motive: “Motive (from the Latin moveo - I move) is a material or ideal “object” that encourages and directs an activity or action, the meaning of which is to satisfy certain needs of the subject" [48].

There are other interpretations of the phenomenon under consideration. The most laconic and including all the most significant characteristics of the concept, in our opinion, is the definition of B.G. Meshcheryakov and V.P. Zinchenko. A motive, according to the authors, is: 1) a material or ideal “object” that encourages and directs an activity or action, the meaning of which is that with the help of the motive certain needs of the subject are satisfied; 2) mental image of a given object [4].

Like any complex system, a motive has stages of development and its own content. Let's consider the stages of motive formation [15].

The first stage of motive development

– formation of the primary motive. It consists of the formation of individual needs and motivation for search activity.

In order for a need to turn into a personal need, it is necessary for a person to accept it and make its elimination significant for himself. And for this it is necessary, firstly, that the need be recognized; secondly, it is necessary for the feeling of hunger, thirst, etc. to reach a certain threshold in intensity, beyond which a person begins to worry about the discomfort that has arisen, experiencing this feeling as unpleasant. The third condition for the emergence of a need is the emergence of a desire to eliminate the need.

Second stage

formation of a specific motive - search external or internal activity.

External search activity is carried out by a person when he finds himself in an unfamiliar environment or does not have the information necessary for making a decision and, under the influence of a primary motive, is forced to search in the external environment for a real object that could satisfy the existing need. Internal search activity is associated with a mental enumeration of specific items to satisfy a need and the conditions for obtaining them.

The task of the second stage of the motivational process is, first of all, to determine the subjective probability of achieving success under various modes of behavior and activity.

Another important task of the second motivational stage is predicting the consequences of the chosen path to achieve the goal. Here, first of all, the moral criteria of a particular act are taken into account, which can play the role of a moral prohibition for the implementation of the planned plan to achieve the goal.

Third stage

formation of a motive - choosing a specific goal and forming an intention to achieve it. After considering various options for satisfying a need, a person must settle on something, choose a specific goal and a way to achieve it. At this stage of motive formation, an intention to achieve a goal arises, an impulse of the will, expressed in a conscious, deliberate urge to action [15].

Consideration of the stages of motive formation, that is, the process of motivation, allows us to identify those components that may be included in the structure of the motive. These components, in accordance with the stages, can be classified into three blocks: need, “internal filter” and target. They are shown schematically in Figure 1.1.

The need block includes the following components: biological and social needs, awareness of necessity, obligation; in the “internal filter” block – moral control, assessment of the external situation, assessment of one’s capabilities (knowledge, skills, qualities), preferences (interests, inclinations, level of aspirations); in the target block - an image of an object that can satisfy a need, an objectified action, a need goal, a representation of the process of satisfying a need.

The components of the first block should explain why a person had an urge to do something, the components of the second block - why this urge began to be realized in this particular way (or why the subject refused to satisfy the need), and the components of the third block should answer why this action is performed or an action, what is their meaning. Each specific motif is built from a combination of these components, acting as building blocks. Moreover, the motive for a given act or activity may include one or two components from each block, or only from the first and third (if the task of satisfying the need is simple). Consequently, the set of components in each specific motif may be different. However, the similarity of the structure of motives between two individuals does not mean that they are identical in semantic content. After all, each person has his own inclinations, interests, self-esteem, etc.

Target

constitutes the third component of the motivational sphere of the individual.

A goal is a conscious result towards which an action associated with an activity that satisfies an actualized need is currently aimed. Goals belong to the cognitive sphere in which they are processed and formulated. The hallmark of any goal is the effort put into achieving it. If no effort is made to realize the set goal, then fantasy takes its place.

Goals are indispensable when it comes to completing a particular activity. They help plan specific actions.

They are associated with a person’s personal standards, which set a certain level of implementation of activities. Personal standards often lead to goal setting of varying levels of difficulty, but in some cases personal standards themselves undergo changes. For example, failure to study in one discipline can lead to a student devoting less time to that subject.

Goals are also necessary when there are no immediate incentives for activity, but a person knows that they will appear after some time. Therefore, people, trying to avoid negative consequences in the future, change their habits, develop qualities that are important to them, that is, they self-motivate.

Contents of the motivational sphere.

The author of the “relational” model of motivation, J. Nutten [36], based his theory on various forms of relationships between the individual and the world. These relationships have four objects: first of all, it is the subject himself, who is an object for himself (this includes all physical, psychological and social characteristics); social environment of the subject (provides social motivation); material objects; ideal objects (science, ideology, philosophy, religion). Types of activity in which motivational objects are reflected are also identified. These include: cognition, social interaction, work, play, and the possession of certain objects (usually created by people).

According to J. Nutten, the content of motivation has several categories related to the direction of motivation [36, p. 488]. This includes:

1) personality of the subject: the source of activity for a person is the subjective characteristics (character, personality traits), which encourage him to maintain his identity;

2) self-development: a person is motivated by the desire for self-realization, which involves certain efforts to improve individual characteristics;

3) activity: human activity is determined by the desire to achieve goals in the field of professional or educational activity;

4) relationships: motivation is aimed at interacting with people, establishing or maintaining relationships with others;

5) cognition: human behavior is motivated by the desire to obtain new knowledge;

6) metaphysical values: the motivational sphere, which has such an area, contains values ​​of a philosophical and religious nature;

7) Material well-being: this area is described by the verb “to have”; human desire for material values;

leisure: a person’s desire to reduce stress and relax.

To identify the temporal relevance of each motivational object, J. Nuytten introduced the concept of time perspective, that is, psychological time. From the point of view of the author of the concept of motivation, all motivational objects relate to one or another period of time. At the same time, the researcher emphasizes: “... motivational objects, by their very nature, relate to the near or distant future...” [36, p. 420]. Thus, motivational objects acquire their determining influence in relation to the psychological future.

Speaking about the motivational sphere, we cannot ignore the tasks that motivation performs. The most complete classification of motivation functions was given by M.Sh. Magomed-Eminov [28]. Motivation has the following functions:

1) encourages, initiates actions;

2) determines selective mental processes;

3) ensures the choice of goals and their setting;

4) directs activities and actions towards motivational objects;

5) supports the direction of activity and behavior:

6) regulates and controls the implementation of the set intention and the execution of the chosen action;

7) switches one action to another when an obstacle arises or resumes choosing new paths of action that fulfill the need;

interrupts, slows down or terminates an activity.

Thus, the structure and content of motivation includes an ordered system of interrelated elements, united by a common focus. Considering the components that form the basis of any motive, the motivational sphere can be structured into needs, motives and goals.

1.3 Main characteristics of the motivational sphere of orphan students

The category “orphanhood” is understood as a socio-psychological phenomenon that means a child’s loss of relationships with his parents due to their death, illness, deprivation of parental rights, condemnation or refusal to fulfill his upbringing responsibilities.

The scientific literature [27] identifies the following types of orphanhood:

a) biological – the loss of a child’s parents due to their death;

b) socio-biological - parents abandoning their child in infancy and transferring him to the care of the state or to a foster family;

c) social – severing parental ties with a child due to reluctance to raise him, deprivation of parental rights, conviction by law.

An analysis of the problem of orphanhood is presented in a number of works that emphasize the importance of attachment in childhood, examine the psychological characteristics of orphans, and propose ways to solve the problem of social orphanhood and the problem of social adaptation [13; 24; 27; 40, 43; 44; 51; 59; 69; 73].

It is important to note that the problem of orphanhood is historical in nature [24]. Its content and solutions depend on the socio-economic and political transformations that occur in society, on the attitudes and needs of society. So, in the 10th-17th centuries. the main contingent of children outside the family were children born out of wedlock and beggars. In the 20s 20th century the number of orphans was largely supplemented by street children, many of whom were juvenile delinquents. After World War II, children were deprived of parental care and became orphans for objective reasons (death or death of parents, loss in war conditions). Thus, the main contingent consisted of so-called biological orphans.

A feature of the current stage is the increase in the number of social orphans, orphans with living parents (as a result of deprivation of parental rights, selection without deprivation of parental rights, abandonment). The age of children left without parental care has increased. Children end up in boarding schools already in adolescence, which creates special problems in the process of their upbringing.

According to Belarusian researchers A.P. Lavrovich, E.N. Altyntseva and L.A. Sheleg [24], the main scientific approaches in the study of the problem of orphanhood include: the theory of attachment, the theory of maternal deprivation, the theory of hospitalism and the theory of the social situation of development.

Attachment theory

was developed by the English psychologist J. Bowlby in the 60s of the 20th century. The researcher suggested that a necessary condition for maintaining the mental health of children, the formation of a healthy, active and socially adapted personality is the presence of an intimate, emotionally rich and stable relationship (attachment) with the mother or a person who constantly replaces her.

The author viewed the child's need for attachment as a biologically innate need. According to J. Bowlby, a child in infancy is predisposed to forming relationships of instinctive attachment. He proved that a child's attachment to a loved one influences self-perception, which is determined by how the attachment figure perceives him. The images and patterns of interaction with the object of attachment acquired in childhood form the patterns of behavior of the child with other people around him in later life. At the same time, the child’s attachment and dependence on a significant adult are especially pronounced in early childhood. It is essential for survival and healthy functioning throughout a person's life.

Attachment theory served as the basis for the development of maternal deprivation theory

. Czech researchers J. Langmeyer and Z. Matejczyk developed the ideas of J. Bowlby and developed the categorical apparatus of the theory of developmental deprivation, the main concept of which was the term “deprivation”. In its most general form, deprivation is understood as a person’s mental state that arises as a result of a long-term restriction of his ability to satisfy basic mental and social needs. Depending on what a person is deprived of, different types of deprivation are distinguished: motor, sensory, cognitive, social, emotional and maternal. All these types can be summarized by the term “mental deprivation”.

In studies of problems of development of orphans in psychology and pedagogy, the term “maternal deprivation” is used. According to the theory of maternal deprivation, children who are deprived from early childhood of care and love from their mother or a person replacing her, communication with their mother, experience delays in emotional, physical and intellectual development.

As in attachment theory, a key role in development is assigned to the mother or a person replacing her; it is emphasized that children in early childhood experience especially severe consequences of separation from their mother. At the same time, if J. Bowlby explains the specific development of orphans by the child’s dissatisfaction with the need for attachment to the mother, then the authors of the theory of maternal deprivation emphasize the importance of unconditional maternal love and communication with the mother (significant person).

The influence of institutional education on the development of orphans and children without parental care was considered in the theory of hospitalism

. The prerequisite for the development of the concept was the discovery and description of R.A. Spitz of the “hospitalism” syndrome, or “hospital syndrome”. Studies have shown that a long stay of a child under one and a half years old in artificial conditions isolated from society and the mother (such as a hospital or shelter) can lead to serious physical and psychological disorders and affect the social development of the child [24, p. 7].

Since the symptoms of hospitalism manifest themselves in closed institutions, this idea was later developed. Hospitalism began to be understood as social deprivation in a broad sense. It is expressed in underdevelopment or loss of social skills, emotional poverty of reactions, loss of activity and initiative.

According to the theory of hospitalism, the developmental characteristics of an orphan child are due to the negative influence of living in a closed institution (M. Vintse, K. Hevesy). The impoverished social and emotional environment of the boarding school, the narrowness of social contacts are understood as the main reasons for the special development of orphans and children left without parental care [24, p. 8].

The fundamental concept in studying the problem of orphanhood by domestic researchers is the theory of the social situation of development,

created by L.S. Vygotsky, M.I. Lisina, BC Mukhina. The term “social situation of development” was introduced by L.S. Vygotsky and means a system of relations of the subject of social reality, specific for each age period, reflected in his experiences and realized by him in joint activities with other people.

1


motivation and its types

It is precisely because of the misconception that employee motivation lies only in money that I want to give it the correct definition and convey the correct understanding.

Motivating staff is a way to increase productivity. This is speaking in dry scientific language. Speaking to normal people:

Personnel motivation is the creation of conditions and various incentives in the company that encourage employees to work more efficiently and better in achieving their goals.

However, before we begin to consider the types and forms of motivation, let's understand how it affects the staff themselves. What kind of goodies she gives, and how much attention she needs to pay.

So, the positive results of introducing work motivation:

1. Encourages employees to better perform their job duties;
2. Increases the efficiency of their work and the productivity of the company as a whole;
3. Creates a favorable mood in the team;
4. Promotes long-term employee retention (thereby reducing turnover and personnel costs);
5. Creating a staff of qualified employees who value their work;
6. Increases employee loyalty to the company they work for;
7. Creates a corporate culture.

It turns out that if you know the types of work motivation, correctly use the forms and levels of motivation, then it can help in the development of the company and leave competitors far behind.

And, of course, create a dream team. And not such “losers” as in this excerpt from the film:

After reading the information above, you may decide that in this article I am only trying to create a convenient place to work.

But this is not so, everything should be in moderation. To begin with, I wanted to show that the essence and types of motivation can be different, and not everything is tied to money.

I would also like to draw your attention to the fact that in life there are a lot of different theories of motivation - Maslow, McGregor, Vroom, Adams, etc.

I’ll tell you honestly, all this, of course, is good and worthy of respect. But this needs to be done when you have a company of more than 300 people. And up to this amount, it is enough for you to know the main types of work motivation. There are two main types:

• Material;
• Intangible.

Intangible is divided into two more types:

1. Social;
2. Psychological.

Why should you use more than just money in motivation? Isn't that what everyone comes to work for? After all, it is much easier to pay a person for his work, and everyone will be happy.

But that's not true. All people are stimulated by different things. For some it’s money, for others it’s just a simple friendly pat on the shoulder. Therefore, various types of motivation and incentives for personnel were invented.

For example, when working with sellers or sales managers after adaptation, we conduct a Gerchikov test to find out what type of work motivation a particular employee belongs to, and what kind of motivation should be applied specifically to him.

By the way. I advise you to run your employees through this test - zdorovie-seti.moy.su/test_trudovaja_motivacija.pdf. Or maybe you are forcing a person to sell who is not at all interested in money.

We will analyze the methods and methods of motivation separately, but on my own behalf I would like to add in advance that it is necessary to motivate staff COMPLEXLY, that is, there must also be non-material motivation of employees, along with money. Or a very small difference.

WE ARE ALREADY MORE THAN 32,000 people. TURN ON

In-scale / marketing

What is staff motivation

Experts understand that MP is the creation in a company of special conditions and various incentives that encourage employees to work more efficiently and at a higher quality.

However, with the help of various types of motivation, many more diverse problems can be solved.

Problems that a motivation system can solve

MP is a powerful HR tool. Here is just a short list of tasks that can be solved with its help:

• improve the quality of staff work;
• increase productivity;
• improve the atmosphere in the team;
• reduce staff turnover;
• attract and retain valuable specialists;
• increase employee loyalty to the company.

Classification of motivation

Domestic and foreign HR specialists distinguish between many types of personnel motivation. Let's look at four main ones.

Types of motivation depending on needs:

• material;
• intangible.

This is the most popular modern classification. We will analyze it in detail below.

Types of motivation by methods:

• normative motivation - an incentive to take any action through persuasion, information or other psychological influence;
• forced motivation - influence by power, refusal to satisfy needs, used when an employee does not fulfill his duties;
• stimulation - influencing employees with positive incentives that should encourage them to take the actions required by the company.

Types of motivation according to the sources of motives:

• External motivation is the motivation of a person to certain actions with the help of external factors: for example, an increase in salary, the establishment of a dress code;
• internal motivation is an impulse that arises when a person has a personal motive to improve the quality of work; As a rule, these motives are related to human needs: for example, to earn professional recognition, to close a mortgage.

Types of motivation by methods of stimulating personnel:

• positive motivation is a system of material and non-material rewards;
• negative motivation is a system of penalties and/or censure: for example, demotion, reprimand.

Material motivation

As a rule, financial motivation of staff is the most frequently used in companies.

As I already wrote, by material motivation of employees, most managers mean bonuses or fines. However, there are different types of material motivation, there are 3 of them.

Type 1. Cash reward

Most likely, you are familiar with the “pay for results” system. This is our monetary motivation.

Research has long shown that “pay for performance” is the most effective way to motivate employees. It works like this:

The employee has KPIs that he must achieve and a list of tasks that he must complete. For this he receives a monetary reward. This is monetary motivation, which includes:

• Salary, including its increase;
• Percentage of sales (the most common approach);
• Bonuses, premiums, allowances;
• Insurance, social packages;
• Reward for the winner of the competition for staff.

Examples:

1. The employee who sells the highest amount in a month receives a prize of 5-10 thousand rubles;
2. If the plan is fulfilled by 110%, the sales manager receives 3,000 bonuses;
3. When the sales plan is achieved from 70 to 80%, the employee’s percentage of sales is 5%, and when the plan is fulfilled from 80 to 90%, his percentage becomes 8%.

You need to encourage employees, and do it from different angles. And even if you pay 500,000 rubles a month, you need to do this for different reasons.

Otherwise, the person will lose interest, and he will consider it your duty.

For more details on how to structure the monetary component correctly, read our article.

On the topic: Motivating sales managers: examples of schemes that you will definitely want to implement.

Type 2. Non-monetary motivation

When you see the name non-monetary, it does not mean that it is free. It costs money, you just give it to the employee in a different form, but at the same time you still have expenses. This is the case when you need to diversify your options for rewarding good work.

• The opportunity to use the services of the company’s partners with large discounts, or even free of charge;
• The opportunity to receive travel packages from the company for employees and their family members. This approach was extremely developed in the USSR, then everyone went to resorts from factories;
• The opportunity to receive free tickets to the theater, circus and other cultural events;
• Opportunity to go on a business trip abroad at the expense of the company;
• Opportunity to undergo training at company expense.

Examples:

1. A manager who achieves more than 120% of the sales plan within 3-4-5 months goes on vacation abroad at the company’s expense;
2. The best sales employee is driving the owner's Aston Martin for the next month. If you don’t understand about cars, then this is a sports car worth 10-15 million rubles;
3. The employee receives a share in the business. I have personally seen such cases and believe that this is the right approach if a person has become more than an employee.

Implementing this type of efficiency improvement requires resources. But it doesn’t have to be done on a large scale.

For example, in our company, as part of non-monetary motivation, we promote employees’ personal pages on social networks for free. It's a small thing, but nice.

Type 3. Penalty system

Now let's move on to everyone's least favorite type of motivation - fines.

In fact, I may surprise you (in case an employee is reading the article now), but the owners do not like them.

It is much easier for a normal business owner to pay money to an employee who is not late, does not mess up and fulfills the agreed duties, rather than oppressing him and endlessly fining him. That is why there are not many fines themselves:

• Collection of money from an employee for failure to comply with regulations and standards;
• Collecting money from an employee for his poor work, namely, failure to meet KPIs;
• Collection of money from the “collective mind” for failure to achieve set goals;
• Extra working hours for poor performance. This approach is very relevant in “near-state” companies.

Examples:

1. Penalty for an incomplete client card in the CRM system;
2. Fine for being late for work;
3. A fine for not completing a task on time from the authorities.

From myself I can say that fines are good. Not all people understand only good language.

I like to give analogies of fines to family quarrels. There, after people have quarreled, punished each other “in words or deeds,” and eventually found a compromise, harmony arises for a certain time with increased attention to each other.

In other words, for some time we are silky and try to be the best.

Story. One of our clients had a very important monthly report that managers had to submit without fail. This was just a problem. Then he imposed a fine of 20,000 rubles (that’s right, twenty thousand rubles!) for failure to submit this report.

He issued this fine to just one manager and actually took the money. There were no more problems with reports (all of them!).

By the way. If you want your employees to sell better, I recommend implementing scripts. For example, start with templates. We developed them for different tasks based on our experience (8+ years). The investment is a penny and will pay off in a matter of days. Click -> Sales script templates.

Material and non-material motivation

In the business environment, there has long been an opinion that all issues with personnel motivation are resolved with carrots and sticks. That is, fines and dismissals on the one hand, and bonuses and bonuses on the other. However, modern research in the field of personnel management shows that these methods of motivating employees are not always effective.

Any method of motivation must “close” a certain human need. Let's turn to one of the most famous and popular models of needs - Abraham Maslow's pyramid. According to the theory of motivation of this American psychologist, at the base of the pyramid are physiological needs and the need for safety, and above that come social needs, the need for recognition and respect, as well as for self-realization and unlocking one’s potential.

In civilized countries, the needs of the first two stages - physiological needs and safety - are satisfied by almost any job for most people. Therefore, when considering the types of employee motivation, let’s start the conversation with material ones - as they are more understandable and less numerous. But we will pay special attention to intangible types.

Financial incentives

Material motivation of employees includes any financial incentives, as well as fines. There are three types of material motivation for employees.

Cash reward:

• salary increases (for example, for length of service);
• percentage of sales;
• bonuses, bonuses and allowances (for example, for exceeding the plan);
• social package, insurance, benefits;
• discounts on products or services of the company and sometimes its partners.

Non-monetary reward:

• the opportunity to use the organization’s facilities (clinics, kindergartens) for free;
• vacation packages;
• tickets to various events;
• training, advanced training at the expense of the organization;
• issuing equipment for use (for example, a laptop), improving the equipment of the workplace.

Fines:

• material punishment of an individual employee for violation of labor discipline or failure to comply with standards;
• material punishment of a department for unsatisfactory performance results at the end of a certain period.

It is important to consider that punishment as a method of motivation only works if incentives are used correctly and if the punishment clearly corresponds to the level of the offense. Employees, intimidated and exhausted by fines, may work effectively, but not for long - in modern market conditions, turnover will be impossible to avoid.

Non-material incentives

Building a system of non-material motivation for employees is usually more difficult. But with the right approach, it will turn out to be no less, and often more effective, than material ones. There are four types of non-material motivation of employees.

Satisfying social needs:

• creating a comfortable, friendly atmosphere in the team;
• corporate events (holidays, cultural outings, team building).

Satisfying the need for recognition and respect:

• public recognition of achievements; praise from superiors, awarding certificates of honor;
• congratulations on significant dates (birthday, wedding).

Satisfying the need for self-realization, unlocking potential:

• promotion;
• participation in decision-making on the work of the department and company.

Also, some modern HR specialists identify hedonic needs - that is, those that connect work and comfort and pleasure:

• comfortable working conditions (rest area with soft chairs, coffee machine, table tennis);
• flexible schedule;
• the opportunity to arrange the workplace to your liking (bring flowers, put family photos on the table);
• lack of a strict dress code, etc.

Finding out which employee motivation is most effective is most often possible only in practice and for specific employees.

It is important to understand that not all needs are equally significant for different people, which means that not all types of motivation will be equally effective for different employees. Therefore, during the application process, it is advisable to personalize the motivation system. For large companies this may involve an individual approach to different departments, for small organizations - directly to employees.

For example, in the case of departments, it would be logical to assign a bonus motivation system to “sales people,” and developers could be given a game console and allowed to wear jeans to work.

If we are talking about specific employees, you can use personal observations of the HR manager and/or supervisor. For a more accurate and objective assessment, it is worth resorting to motivation testing - many HR services now offer such tools.

Intangible

I have already mentioned more than once in my article that it is not only money that motivates well. Although you can’t go anywhere without them. It's a pity.

I myself could not use any other types of work motivation, but give out a lot of non-material motivation to my colleagues, if that alone were enough.

Therefore, we work comprehensively. Types of non-material motivation of personnel can be the following:

• Promotion. Both in the horizontal and vertical career ladder;
• Motivational speeches or meetings. They performed especially well during a crisis, when the morale of employees was falling;
• Motivational boards (easy to do if a CRM like Bitrix24 or Megaplan is implemented);
• Competitions and competitions;
• Cultural events within the company;
• Congratulations on significant dates for the employee;
• Public recognition of employee achievements;
• Peer ratings;
• Participation in meetings with management;
• Help with family matters.

Examples:

1. I really like Zappos. It has a special department that helps employees solve ordinary, household, routine matters. For example, if you have a toothache, they can make an appointment with the dentist. Or take your mother to the hospital;
2. At Google, department employees have a free lunch once a week, to which they can invite their loved ones;
3. Also on Google for the best job in the client department, place a photo of a person with the caption “Best Employee of the Month”;
4. At Lego, after 25 years of hard service, each employee is given a small gold bar shaped like a Lego piece;
5. My favorite again is Zappos (in my opinion they have the coolest corporate culture). Once a month, your colleagues transfer the virtual dollars they have been given to the employee they like. All virtual money can be exchanged for very real ones.

By the way. If you decide to use CRM, then I recommend Megaplan, and especially for you - the “Megastart” promo code. It gives a 10% discount + another 14 days free -> megaplan.ru. Or test the most popular CRM in Russia – Bitrix 24.

This paragraph can be divided into two types: social and psychological. In order not to bother you, I deliberately combined all this into one.

I bet you didn’t even notice the difference in the examples given. If we summarize all this and call it in one phrase, we get “Make your colleagues HAPPY.”

World of Psychology

to the Table of Contents

Chapter 5. General and individual in the human psyche, personality typology

Motivation

A motive is an impulse to commit a behavioral act, generated by a person’s system of needs and, to varying degrees, either conscious or unconscious to him. In the process of performing behavioral acts, motives, being dynamic formations, can be transformed (changed), which is possible at all phases of the action, and the behavioral act is often completed not according to the original, but according to the transformed motivation.

The term “motivation” in modern psychology refers to at least two mental phenomena:

1. a set of motivations that cause an individual’s activity and determine its activity, i.e. system of factors determining behavior;
2. the process of education, the formation of motives, the characteristics of the process that stimulates and maintains behavioral activity at a certain level.

Behind any human action there are always certain goals and desires, and behind a conflict is a clash of incompatible desires of communication partners, when satisfying the aspirations of one side threatens to infringe on the interests of the other. Let us emphasize: if obstacles to the satisfaction of various desires are the origins, the root cause of conflicts, then “difficult character”, poor health, mood, ignorance of human psychology and defects in communication techniques are their predisposing and provoking factors, catalysts. It is they who determine how soon the conflict will break out and how long and harsh it will be in form.

Needs mean the desire for those conditions without which it is impossible to maintain one’s normal physical and mental state. Need is a conscious and experienced state of need for something by a person. Conscious needs are desires. A person can formulate them, and to implement them he outlines a plan of action. The stronger the desire, the more energetic the desire to overcome the obstacles in its path. Let's think about how many desires each of us overwhelms: we want to be healthy and live long, to love and be loved, to raise children and enjoy their successes, we want interesting work, praise, recognition, pleasure, beauty, music, new sensations and information. I want to be understood, I want to know why we live. And these are only a few characteristic desires - and there are so many small, transitory desires. And they all push us to take certain actions or actions. Obstacles to their satisfaction cause interpersonal conflicts, especially when important needs and desires collide.

There is a classification of needs:

1. primary, vital (innate, biological) needs: food, water, sleep - rest, the need for self-defense, parental, sexual needs. These natural needs have a social-personal nature, which is expressed in the fact that even to satisfy narrow personal needs (for food), the results of social labor are used and methods and techniques that have historically developed in a given social environment are applied, i.e. all needs are social in the way they are satisfied;
2. cultural, acquired needs are social in nature by their origin; they are formed under the influence of upbringing in society.

Cultural needs include material and spiritual needs. Spiritual needs include the need for communication, the need for emotional warmth, respect, cognitive needs, the need for activity, aesthetic needs, the need to realize the Meaning of one’s life. Even without finding an answer to this question, we prove through our activities that we have certain goals to which we devote our energy, knowledge, and health. And the goals are very different: the discovery of scientific truth, service to art, raising children. But sometimes this is just a desire to make a career, get a dacha, a car, etc. Anyone who does not know for what and for whom he lives is not satisfied with fate.

But it is not enough to understand the reasons for the dissatisfaction of desires. It is important to realize whether the person took adequate actions to achieve his goal. Most often, disappointment befalls those who set unrealistic goals that are unattainable for objective and subjective reasons.

Loss of interest in work, and even more so the initial lack of interest, is one of the factors that leads a person to nervousness and conflicts. Try asking someone how they feel about their job. The answers can be different: “I love her very much”, “in general I like her, but I’m not happy with everything about her”, “I’m indifferent to her”, “I can’t stand her, I’ll leave at the first opportunity”. And if you ask whether he gets tired at work and how quickly his strength is restored, then you will see that with the same energy expenditure, the degree of fatigue depends on the emotional attitude towards work. The more interesting a person’s work is, the less fatigue and irritation, the faster strength and peace of mind are restored. An indifferent, and even more so negative, attitude towards that very work causes negative emotions in a person, even outbursts of aggressiveness, and when he comes home, he cannot relax and forget the troubles. As a result, fatigue persists until the morning, and then it’s back to work. The reason for such a person’s nervousness and conflict is that his need for interesting work is not satisfied.

Behind any actions or conflicts there are always certain reasons. To understand them is to understand a person. Is it easy to understand what is behind the conflict? Unfortunately no. For, in order to continue activities that do not meet with the approval of others, one or both warring parties put forward a false, but outwardly noble motivation, which over time they themselves sometimes begin to believe. “I hate N. because he is envious and conservative” - but in reality because he interfered with the achievement of personal goals. “I don’t study well, because... I have no mathematical abilities” (and in fact no desire or interest).

The motives of a person’s behavior and the goals of behavior may not coincide: the same goal can be set for oneself, guided by different motives. The goal shows what a person strives for, and the motive shows why he strives for it.

The motif has a complex internal structure.

1. with the emergence of a need, a need for something, accompanied by emotional anxiety, displeasure, a motive begins;
2. awareness of the motive is stepwise: first one realizes what the cause of emotional displeasure is, what a person needs to exist at the moment, then an object that meets this need and can satisfy it is realized (a desire is formed), later it is realized how, with the help of what actions it is possible achieve what you want;
3. the energy component of the motive is realized in real actions.

The motive may be unconscious if the awareness of the need does not fully correspond to the genuine need causing dissatisfaction, i.e. a person does not know the real reason for his behavior. Unconscious motives include: attraction, hypnotic suggestions, attitudes, fruition states.

Attraction is an insufficiently clearly realized need when a person is not clear what attracts him, what his goals are, what he wants. attraction is a stage in the formation of motives for human behavior. Unconsciousness of drives is transient, i.e. the need represented in them either fades away or is realized.

Hypnotic suggestions can remain unconscious for a long time, but they are artificial in nature, formed “from the outside.” And attitudes and frustrations arise naturally, remaining unconscious, determine human behavior in many situations.

“A person is the sum of his past experiences,” said W. Faulkner. Indeed, past experience imperceptibly, unconsciously prepares a person to react this way and not otherwise. For example, Shura Balaganov, a famous character from the book “The Golden Calf” by Ilf and Petrov, even after becoming the owner of 50 thousand rubles, could not resist stealing a penny handbag on the tram, which contained 1 rub. 70 k. "What it is? After all, I’m mechanical,” he whispered stunned when he was surrounded by indignant passengers.

In the story “The Kreutzer Sonata,” L. Tolstoy, describing the relationship between quarreling spouses, noted that each of them, before starting the conversation, was convinced in advance that the other was wrong.

In both examples we are talking about actions determined by the attitude, i.e. formed in a person by an unconscious readiness for a certain behavior, a readiness to react positively or negatively to certain events and facts. The attitude is manifested by habitual judgments, ideas, and actions. Once developed, it remains for a more or less long time. The rate of formation and attenuation of attitudes, their mobility varies from person to person. Attitudes as an unconscious readiness to perceive the environment from a certain angle and react in a certain, pre-formed way, without a complete objective analysis of a specific situation, are formed both on the basis of a person’s personal past experience and under the influence of other people.

For example, in an experiment, two groups were shown a photograph of a young man, one group was warned that they would see a portrait of a hero, and the other group was told that it depicted a criminal. It turned out that people are completely at the mercy of the attitude: “This beast wants to understand something. Standard gangster chin, bags under the eyes, a very angry look. An unkempt, unkempt, dejected person." The same face was seen completely differently by the subjects who believed that in front of them was the image of a hero: “The face is strong-willed, courageous, with regular features. The look is very expressive. His hair is disheveled and unshaven. Apparently, this is the hero of some kind of battle, although he is not wearing a military uniform...” Thus, our perception of another person depends on the attitude. If you need to express your attitude towards a person, think about whether you are captive of a negative attitude or prejudice.

The upbringing and self-education of a person largely comes down to the gradual formation of a readiness to respond to something properly, in other words, to the formation of attitudes that are useful for a person and for society. Already in early childhood, parents consciously and unconsciously form patterns of behavior, attitudes: “Don’t cry - you’re a man”, “Don’t get dirty - you’re a girl”, etc., i.e. the child receives standards, attitudes of “good - evil”, “beautiful - ugly”, “good - bad”. And by the age when we begin to become aware of ourselves, we find in our psyche a mass of entrenched feelings, opinions, views, attitudes that influence both the assimilation of new information and our attitude towards the environment. These often unconscious attitudes act on a person with enormous force, forcing him to perceive and react to the world in the spirit of attitudes learned from childhood.

Attitudes can be negative and positive, depending on whether we are ready to react negatively or positively to a particular person or phenomenon. Such negative preconceived notions (“all people are selfish, all teachers are formalists, all salespeople are dishonest people”) can stubbornly resist objective understanding of the actions of real people. The perception of the same phenomenon by different people can be different. It depends on their individual settings. Therefore, it is not surprising that not every phrase is understood in the same way. In a conversation, a negative attitude can be aimed at:

1. the personality of the interlocutor himself (if someone else said the same thing, it would be perceived completely differently),
2. on the essence of the conversation (“I can’t believe it,” “it’s unacceptable to talk like that”),
3. on the circumstances of the conversation (“now is not the time and this is not the place for such discussions”).

If you think that one or another of your proposals may be unfairly rejected by your communication partner, try to form a positive attitude in him before he expresses his opinion. To do this, convincing facts and justifications in favor of your proposal must be prepared and presented.

Frustration states that arise as a result of frustrations (see earlier) can cause significant changes in a person’s motivation, prompting him to be an aggressively envious accuser of everyone (without realizing this and not understanding why he reacts this way) or to feel guilty about everything, worthless, superfluous, inferior (regressive Frustration, self-blame). A person’s frustration—the degree of severity of his frustration state—acts as a powerful unconscious factor that prompts a person to certain stable forms of response in a variety of situations. Frustration may increase if a person is faced with situations in which insurmountable obstacles to achieving a goal arise:

1. lack of external means or internal abilities to achieve the goal;
2. losses and hardships that cannot be corrected (for example, a house burned down, a loved one died);
3. conflicts (external conflicts with some people that do not allow a person to achieve the desired goal, or internal conflicts of the person himself between different desires, feelings, moral beliefs that do not allow him to make a decision and achieve the goal).

Frustration increases and accumulates if a person does not strive to master methods of self-government, self-regulation, and techniques for restoring emotional balance. The degree of frustration can be determined using the Rosenzweig test.

Conscious motives include interests, desires, beliefs; their motivating power is great, especially among beliefs - they are able to control a person’s behavior and entire life, even exceeding the instinct of self-preservation (because of loyalty to their beliefs, people even go to their death).

Humanity has always sought to find the purpose of life, the simplest common denominator of all its activities, the dynamic principle of existence. The purpose of life is endless survival. Man is one of the forms of life. In all its manifestations and purposes, it obeys one command: “Survive!”

The concept of “survival” was originally considered as a human activity aimed at ensuring one’s own survival. But this approach did not explain many phenomena of human behavior: a soldier sacrifices his life for the sake of the Motherland, a mother gives her life to save her child. And then an idea arose: since man developed and became strong as a herd creature, as an animal that hunts in a pack, then perhaps all his actions can be calculated from the point of view of the survival of the group. Thus was born the postulate that man survived solely for the sake of the survival of groups. The idea seemed right, but most of the observations of actual human behavior again remained unexplained. Then they tried to explain human behavior from the point of view of humanity in general. This means that humanity survives for the sake of humanity out of pure altruism, and man lives solely for the survival of all humanity. But in reality this mechanism did not work. Then they remembered that all human activity and behavior can be explained by reducing all goals exclusively to sexual activity and sex, i.e. They tried to explain a person’s active desire for survival only by sex. But as this theory was applied to observational data, it turned out that not everything was explained again. Then we reviewed all the ideas we tried. It was accepted that a person survives solely for his own sake, for the sake of the group, pack, society, for the sake of humanity; and finally, that he lives only for sex. But none of these theories worked on their own.

Finally, all four factors—person, sex, group, humanity—were brought into one new equation. And so a theory was found that worked and explained all the real phenomena of human behavior.

Thus, four dynamics were derived from survival dynamics. By “dynamics of behavior” we meant the basic command “survive!”, which is the main one for any activity. The four dynamics are the main force, the target subdivisions of the entire dynamic principle of survival.

• The first dynamic is the desire for maximum human survival for its own sake. Such a goal unites a person, the culture in the development of which he participates for his own benefit and the immortality of his name.
• The second dynamic is the human desire for maximum survival through sexual activity, bearing and raising children. These dynamics include the children themselves, the continuation of culture for children and their future well-being.
• The third dynamic is the individual's desire to maximize the survival of the group.
• The fourth dynamic is the human desire for maximum survival of all humanity.

No speaker is stronger than the others. They are all strong, like the four roads along which a person goes to survival, which are actually one. All of a person's goals can be considered to fall within this spectrum, and this explains his behavior. It happens that four dynamics compete with each other to influence a person or society. But the optimal solution to any problem is the one that brings the greatest benefit to the greatest number of dynamics. The best solution to any problem is the one that brings the greatest good to the greatest number of people, including the person himself, his offspring, friends, family, political and national groups, and ultimately humanity. The greatest amount of good may be associated with some kind of destruction, but the value of the solution decreases in proportion to the amount of destruction caused. A person must benefit himself if he wants to produce optimal results. In other words, devoting your entire life to the service of humanity and your group, blocking the dynamics of personality and sex, is not at all an optimal solution. The survival behavior pattern is constructed based on this optimal solution equation. Self-sacrifice and selfishness equally reduce the value of the optimal action equation. People have long suspected this - and they were right.

However, it happens that the optimal solution equations become so complex over time that some dynamics must be neglected in order for the rest to continue to exist. The story of a sailor giving his life to save his ship meets the requirements of the third dynamic. This action is an acceptable solution to the problem, but it is not an optimal solution to the problem because it does not take into account the first dynamic of the sailor, i.e. himself.

The fact that a person's only goal is survival does not mean that he himself is the best survival mechanism that life has ever created or will ever create. The dinosaur's goal was also survival, but it is long gone. Submission to the command “Survive!” does not mean that all attempts to survive will be equally successful. The set of characteristics for the survival of one type of organism is not suitable for another.

The survival methods of any living thing can be summarized as: nutrition, security (defense and attack), and reproduction. The main weapon of human survival is mental activity, which guides physical actions at a reasonable level.

Survival moves away from death and towards immortality. Maximum pain can be thought of as existing just before death, and maximum pleasure as immortality. From the point of view of each organism, immortality has an attractive force, and death has a repulsive force. the desire to survive is directed from death, which has a repulsive force, to immortality, which has an attractive force, i.e. The force of attraction is pleasure, and the force of repulsion is pain. Seeking and experiencing pleasure is just as important to survival as avoiding pain. Pleasures are rewards: pleasant emotions, mental or physical pleasures, fleeting joy. Pleasure can be found in a huge number of things and activities. Pain is “physical and mental suffering, punishment.”

The physical and psychological state of a person changes hour by hour, from one day to another, from year to year. Therefore, the survival level is located on a life curve made up of the hourly or yearly positions of a person in the survival zones. There are two curves - mental and physical state. A decrease in the mental state line always precedes a decrease in the physical state line.

In the survival diagram, four zones can be distinguished, which can be called zones of states of existence. When a person is happy, his level of survival is in the fourth zone.

Rice. 5.5 Survival chart

If a person is seriously ill, their chart will be placed in the first zone or close to death - depending on the severity of the disease. The third zone is the zone of general happiness and prosperity. The second is a zone of tolerable existence. The first zone is called the anger zone. Apathy is located in the zero zone. Just above zero, which denotes death, is the lowest level of mental apathy, the lowest level of physical life - 0.1. Tone 1, when the body is struggling with physical pain or illness or when a person is fighting violently, runs from 1.0, which is the zone of hostility and resentment, through tone 1.5 - bubbling rage - to 1.9, which corresponds to readiness for a quarrel. From tone 2.0 to 3.0 there is an increasing interest in existence. These meanings of happiness, a tolerable existence, anger and apathy are not taken arbitrarily. They are the result of a study of human behavior in various emotional states. Normal in modern society for many people is most likely a tone of 2.8.

When half of the potential for survival is removed from the list of what is considered permissible, a significant decline in survival occurs. When a person or a nation sinks below the second zone and the general tone extends from the first zone and scarcely touches the third, a state of general madness sets in. Madness is the absence of rationality, intelligence, it is also a state in which a nation or an organism approaches the dangerous line of survival so often that it begins to look for the wildest solutions to its problems.

A survival suppressor is a combination of anything that threatens the survival of a race or organism. Threats arise from other types of life, from time and from other energies. Man, through his irrational activities, has violated the ecology, and this suppressor is already threatening the existence of all humanity. Nothing controls a person except his innate impulse to survive. A person carries within himself the power with which he pushes away pain. And a person carries within himself the power with which he attracts pleasure. Man is a self-determined organism, although he depends on other forms of life and the environment. What is necessary for survival? There are two factors at work here:

1. The need to avoid pain - after all, small pains, not very strong individually, can add up to great pain, which, growing exponentially, leads to death. Pain is the boss's dissatisfaction with poor work, because it can lead to dismissal, then to hunger, then to death. Follow any equation where pain has entered, and you will notice that such an equation leads to possible extinction.

2. However, there is another part of the equation - pleasure. This factor is more stable than pain. The need for pleasure is so strong that a person is willing to endure severe pain just to get even a little pleasure. Pleasure is a useful thing. This is the enjoyment of work, memories of past achievements, a good book, a good friend, the voice of a child who said the word “daddy” for the first time, adventure and hope, a good dinner, a kiss from a beautiful girl, doing what you like. Man survives in close proximity to other people, and this survival is pleasure. The reward for actions that promote survival is pleasure. The punishment for destructive actions is death or pain. Successes increase the potential for survival towards infinity. Failures reduce the potential for survival towards death. The human mind is engaged in the perception and storage of information, drawing or calculating conclusions, formulating or solving problems related to all four dynamics of survival. The purpose of perceiving, storing, drawing conclusions and solving problems is to direct your body along the four dynamics towards survival.

Human intelligence is the ability to comprehend, pose and solve problems. Dynamics is vitality, energy and persistence in survival. Both dynamics and intelligence are necessary to achieve something. But dynamics can be suppressed by engrams (unconscious recordings that arose at the moment of physical pain, loss of consciousness, in situations accompanied by unpleasant experiences, strong emotions). And the intellect may be suppressed by engrams which introduce incorrect or misjudged information into the analytical mind. Aberrations, which include abnormal or irrational behavior, are the result of engrams.

Errors of intelligence, aberrations - irrational behavior, psychosomatic illnesses - all this leads to a weakening of the survival potential and pushes a person towards death. Engrams are the sole source of all aberrations and psychosomatic illnesses; they physically impair a person's survival potential. Moments of "unconsciousness," when the analytical mind is weakened to a greater or lesser extent, are the only conditions in which engrams can be received. An engram is a moment of "unconsciousness" that contains physical pain or painful emotions or sensations. The engram is not available for comprehension by the analytical mind as a life experience. People are often unaware of the presence of engrams in their unconscious psyche that push them toward aberrant, absurd forms of behavior, a decrease in survival potential, or even self-destruction. Why does man act destructively, irrationally, waging wars, destroying entire nations, and destroying the environment? What is the cause of all neuroses, psychoses, madness, perversions, and violent crimes? What pushes us to make small and large stupidities and mistakes? The main cause of all this negative human behavior is engrams that are formed during “moments of unconsciousness” - that state that is caused by anesthesia, drugs, trauma, shock, emotionally painful situations and psychological trauma. If, using special psychological methods, we find and “erase” these engrams, clearing the consciousness of the distorting influence of engrams, the result will be a return of consciousness to actions in the optimal survival mode, the return of physical and mental health. Thus, advances in psychology can contribute to a significant increase in human survival potential. In modern psychological literature, there are several concepts of the relationship between motivation of activity (communication, behavior). One of them is the theory of causal attribution.

Causal attribution is understood as the subject’s interpretation of the interpersonal perception of the causes and motives of other people’s behavior and the development on this basis of the ability to predict their future behavior. Experimental studies of causal attribution have shown the following: a) a person explains his behavior differently from the way he explains the behavior of other people; b) processes of causal attribution do not obey logical norms; c) a person tends to explain unsuccessful results of his activities by external factors, and successful ones by internal factors. Theory of motivation to achieve success and avoid failure in various activities. The relationship between motivation and achievement of success in activity is not linear, which is especially evident in the connection between motivation to achieve success and quality of work. The quality of work is best when the level of motivation is average and tends to deteriorate when it is too low or too high.

Motivational phenomena, repeated many times, eventually become personality traits of a person. These features include, first of all, the motive for achieving success and the motive for avoiding failure, as well as a certain locus of control, self-esteem, and level of aspirations.

The motive for achieving success is a person’s desire to achieve success in various types of activities and communication. The motive for avoiding failure is a person’s relatively stable desire to avoid failures in life situations related to other people’s assessment of the results of his activities and communication. Locus of control is a characteristic of the localization of the reasons on the basis of which a person explains his behavior and responsibility, as well as the behavior and responsibility of other people observed by him. Internal (internal) locus of control - the search for the reasons for behavior and responsibility in the person himself, in himself; external (external) locus of control localization of such causes and responsibilities outside a person, in his environment, fate. Self-esteem is an individual’s assessment of himself, his capabilities, qualities, strengths and weaknesses, and his place among other people. The level of aspiration (in our case) is the desired level of self-esteem of an individual (the “I” level), the maximum success in a particular type of activity (communication) that a person expects to achieve.

Personality is also characterized by such motivational formations as the need for communication (Affiliation), the motive of power, the motive of helping people (altruism) and aggressiveness. These are motives that have great social significance, since they determine the individual’s attitude towards people.

Affiliation is a person’s desire to be in the company of other people, to establish emotionally positive, good relationships with The antipode to the motive of affiliation is the motive of rejection, which manifests itself in the fear of being rejected, not accepted personally by people you know.

The motive of power is a person’s desire to have power over other people, to dominate, manage and dispose of them. altruism is a person’s desire to unselfishly help people, the antipode is egoism as the desire to satisfy selfish personal needs and interests, regardless of the needs and interests of other people and social groups.

Aggressiveness is a person’s desire to cause physical, moral or property harm to other people, to cause them trouble. Along with the tendency to be aggressive, a person also has a tendency to inhibit it, a motive for inhibiting aggressive actions, associated with the assessment of one’s own such actions as undesirable and unpleasant, causing regret and remorse.

bad advice

I am a rather cynical person, but at the same time tactful (a strange combination, I know), and therefore I like to convey some ideas to people in the form of stories, metaphors, and bad advice.

So I’ve prepared a few for you if you want to become an ideal chef. Maybe someone will even recognize themselves in them and understand that there is no need to do this:

1. Be sure to find your favorite. It is ideal that he is not liked in the team. And it’s even more ideal if he does his job disgustingly. So what, you like him, so why these conventions about “employee of the year”. And constantly reward him, preferably in front of his worthless colleagues, constantly telling them about it. The motivation of your favorite employee is increasing, but the rest of the team is working worse and worse? So what! But HE is happy!
2. Personal life of an employee? What are you talking about! These are not people, but robots. Accordingly, they must work around the clock, and if they go home, they must also do work at home. Family life, illness and leisure? No, this cannot be allowed! Only work. Is there something you don't like? Go quit. Will this reduce the motivation of employees in the company? Doesn't matter! But they fulfill KPIs and plans. And let them change one by one, weaklings. There will be someone who can stand it.
3. Has your company met its annual sales target? Great. I congratulate you! Yes Yes. Exactly you. Because the employees have nothing to do with this. After all, all successes come from a competent manager, and not from them. This is exactly what we need to show them, forgetting to give them bonuses for excellent work. But you can reward yourself by buying a new car, for example. And it doesn’t matter at all that work that is not rewarded has the worst effect on staff motivation, and employees simply feel overwhelmed because of it. The main sales plan has been fulfilled.

On topic: Individual development plan: what is it + template

Positive or negative motivation: which influences staff more effectively

August 27, 2019

Many employers wonder how to effectively motivate subordinates. In the end, motivating staff should bring only benefits to the company. Thanks to this, you can expect increased efficiency and effectiveness.

Motivation is an action that forces a person to do what is required of him, and he himself receives certain benefits (material or intangible) from this. It is also worth considering what specifically motivates employees . Because people are all so different, the same motivating factors may not work for everyone. It is quite difficult to determine one general type of motivation that will always be successful.

Most experts are inclined to think that there are positive and negative motivation.

Positive motivation

This is a kind of external motivation of employees, in which the employer uses an extensive system of prizes and praise. Employees know that timely and high-quality performance of duties, participation in the life of the company, introduction of innovative ideas, and assistance to colleagues will be rewarded. Most often, success is assessed financially - bonuses, additional pay, bonuses. In many situations, simply mentioning in a meeting that an employee has achieved some success can become an incentive to perform even better. A person knows that his efforts are noticed, and his work was not in vain. Verbal praise is also a good way to motivate subordinates . Everyone should realize that what they do is valued.

Employers should remember that an employee who is praised for his achievements will strive for even better results and be loyal to the company. Employees will be interested in working in such a company for as long as possible, this will allow them to invest in their development by paying for training and courses. Positive motivation of employees develops the company.

Negative motivation

The second type of motivation is negative motivation. Some people call it the “stick method.” It is based on intimidation and fear. The employee performs his duties not because he wants to, but because otherwise he will be punished by disciplinary conversations with superiors and, perhaps, even humiliated at a general meeting. In this situation, the work environment is poor and employees feel stressed and feel disrespected. More often than not, people quickly realize that it is difficult to work in such conditions and begin to look for a new job where they will feel more valued and respected.

The employer must remember that negative motivation does not affect increased efficiency. Subordinates usually work as little as possible, they have no desire for new ideas, they do not want to introduce any innovations.

Positive and negative motivation - which method is more effective

In most enterprises, a positive method of motivation is more often used. However, it is best to find the so-called “golden mean” when employees know that they will be valued for their achievements. But they cannot “rest on their laurels” and relax, because in this case they may be punished. It is difficult to say definitively which method is more effective. The boss must evaluate which motivation is best suited for each employee.

It is also worth remembering that there are certain factors that can quite demotivate staff. These include: unclear division of responsibilities, too many tasks to complete, preference for other employees, excessive focus on mistakes, unpleasant work environment and, above all, lack of opportunities for development. The employer should avoid this, which will make his subordinates more willing to act in favor of the company.