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International Management - Rodchenko VV

Motives and incentives

The main motivation of people to leverage activities are the motives and incentives. In a figurative sense is understood as a stimulus external cause, motivating people to achieve the goal. The labor force is the material or moral reward, more material. Salary is a financial incentive. Unlike the incentive motive - is the inner motive power. This definition is often subject to instinctual impulses, biological instinct, desire, orientation, installation, etc. Some researchers believe that the motive -.. Is conscious motivation. In all cases the core motifs find needs.

Typically, there are three groups of needs: biological, spiritual and social. First designed to ensure human existence; it needs food, clothing, shelter. Spiritual needs are related to the knowledge of the environment and the desire of people to disclose all its features. Social needs are manifested in the desire to belong to a social group, to hold it in a certain place, to enjoy the attention and respect of others.

The latter group needs is of paramount importance for the Japanese. Therefore, all existing incentives in Japan and primarily remuneration, perceived by Japanese workers through the prism of social needs. However, the Japanese have been influenced by motivational doctrines Western (mostly American), focused on the individual (or more precisely, on the individual psychology), - "economic man" and "social rights".

And although in general these doctrines could not satisfy the Japanese, because they focus on individualistic beginning, their focus on enrichment has become in some way to impress them. Private consumption in Japan proclaimed a virtue, and therefore the workers called for the "enrichment through good works." The response to this appeal has surpassed all expectations: the hard work, the Japanese have joined the race acquisitiveness. During this period, t. E. When in a loud voice began to speak about the Japanese "miracle", the Japanese foreign journalists dubbed the "workaholics". In other words, the financial incentives in Japan became effective motivating factor.

In the future, financial incentives for employees expected to further intensify. To do this, take a variety of measures: wage increases, increasing the size of loans for housing and lower interest rates on them, easing restrictions on the sale on credit of some consumer goods (cars and TVs), distribution system of two weekends for all enterprises in the country, the introduction of the principle of compulsory full use of personnel relying leave him (which is still considered a sign of disloyalty to the company) and so on. d.

However, the methods of material incentives, in terms of the Japanese, have disadvantages. They are, firstly, fraught with danger to the goal of transformation motif, secondly, are not flexible in terms of market saturation of personal consumption in the third, too can dramatically affect the traditional Japanese representation of the meaning of labor activity. As we have noted, the work itself since ancient times is in first place in the hierarchy of value orientations of the Japanese people. The average Japanese person admires hard as to a kind of deity, and too insistent emphasis on the material aspect sometimes at odds with the reverent attitude to the labor process.

Japanese business is aware of the fact that, although by material incentives can make significant gains in the intensification of labor activity of the working masses, motive power alone material factors still is not sufficient at a new stage of the race for the leadership. A more flexible than before, combining them with the moral factors, in particular ethnopsychological, one of which belongs to a cult and labor.

It may seem that the motivational factor is commendable and can not be put on the top of the hierarchy of Japanese intentions. But this is not the case. It is from the point of almost religious worship of work, anticipation of satisfaction from the executed work perceives the Japanese strict discipline, solid density of the working day, overtime. He dissatisfaction relates to the weakening of the working day rhythm, sensitive to unintended stopping, does not approve of the actions of irrelevant or disruptive to the work. An important role in the formation of such a position played by group norms work. On the Japanese company, no one is willing to fail, all working together.

Among the means of motivation it occupies a special place the system of lifetime employment of workers. It should be immediately noted that the hiring of a life is characteristic only for big companies. In small firms, the system does not dominate. According to estimates of the Japanese economists, it covered from 22 to 30% of hired personnel.

The mechanism of this system operates as follows. Every year, the firm at the beginning of April, t. E. At the end of the school year, hires graduates of schools and universities, which are filled with permanent staff vacancies. Enrolled pass a certain period of adaptation and training, and only then allowed to discharge duties in the workplace. Some firms practice probation.

Lifelong hiring gives entrepreneurs active and dedicated workers. Of course, it is beneficial primarily to business, but subjectively perceive the benefits and workers. From the first days of work in the company, they are imbued confidence in the fact that, while the company operates, and their employment is guaranteed. Upon reaching 55 (and in some companies 60) years of age they will retire, and the company will pay them respectable severance payments.

Even if the company would be in the band of difficulty, they should not be thrown into the street, as is done in the United States or European countries. The major Japanese firms are practiced various methods of exit from the recession, but try not to resort to the dismissal of permanent workers. For the ordinary staff of all these circumstances are the most important motivational factor. Employees are given to work with eagerness, providing its high performance. US economists believe that growth in industrial production in Japan in the last decade, compared to his overall decline in the major industrialized countries is largely explained by the potencies of lifetime employment.

It must be said that Japanese workers take for granted lifelong hiring; Moreover, they are actively seeking to fall within the scope of its action. In addition to the above reasons also apply here ethnopsychological installation. Thus, the loss of a job in Japan is regarded as a personal catastrophe, not only inflicting economic damage to the employee, but also to humiliate him socially. Dismissal is associated with a lack of broad knowledge, skills and abilities, as well as the traditional eagerness to work. Laid-off or leave work Japanese are doomed to a certain degree on the insulation: it is difficult to rehabilitate himself in the eyes of the members of his "clan". Such people tend to become a burden for the family and relatives. All this compels left without a place to carefully hide the real situation and meekly seek some occupation.

Japanese workers employed by the company for life, feels a sense of deep satisfaction. Since the selection of the permanent staff is very complicated and strict, lucky, past all the "slingshot" selection, as if experiencing psychological renewal. He considers the fact of employment in recognition of his merits, abilities and readiness. From this newly adopted penetrated to hire his firm gratitude and enrolls herself in her eternal debtors.

In fact, life employment is for Japanese workers a powerful agent of their motivational forces. This, we believe, provides him the future. Some researchers argue that the system of lifetime employment in Japan is going to decline. In our view, this statement is wrong. We can talk only about its modernization, which to a large extent dictated by demographic changes in Japanese society, aging of the population. The development of this process means that, in terms of lifetime employment is becoming increasingly difficult, firstly, to remunerate employees of higher age categories, and secondly, to promote advanced workers in the hierarchy of posts.

This forces entrepreneurs to seek countermeasures. In some firms, for example, the management encourages employees to retire early. The sharp decline in living standards at the same time makes many "premature" retirees hired again in the same company, but on worse than ever before, conditions.

However, the lifetime employment system in the foreseeable future will not disappear from the scene. Of course, she has to undergo further changes; perhaps it narrowed the scope of its operation. However, to talk about some other recruitment system is no good reason.

lifetime employment system is closely intertwined with payment systems in seniority, who is also a motivational tool. Its essence lies in the fact that the salary is put in direct dependence on the length of continuous service, for each subsequent year this time relies automatic increase in pay. Such an evaluation of workers has its roots in traditional Japanese society respect for elders. It is recognized that in the field of production, as well as in life in general, people wiser with age, his abilities are increasingly diversifying. Japanese proverb says that a senior must be respected. Not surprisingly, the seniority principle is traced so clearly in the field of payroll.

Payment by seniority has two features. Firstly, it has a very slight differentiation and is subject to the requirements of the principle of egalitarianism. Secondly, wages in terms of motivational theory, more or less close to the optimum, quite clearly reflecting the actual need.

Relatively poorly marked differentiation of wages in Japan, prevents the occurrence of negative emotions among workers and is therefore an essential factor in prompting the latter to high labor activity. The difference in salary president of a large company and the newly adopted working in Japan, expressed a ratio of 10: 1 and decreases sharply as we move to the middle and lower echelons of management. Middle management is provided actually the one and only privilege: they are given the means of representation that faithfully spent, however, for its intended purpose.

Further, Japanese managers are trying not to lose sight of the obvious fact that no overpayment or underpayment may not have a motivational force is optimum. The wage structure occupies a central position, as noted, the base rate. The size of it, according to Japanese notions, must be such as to ensure workers a living wage. Surcharges 'pull' salary to the optimum, which is, of course, the notional value, especially considering the fact that the Japanese have long been considered the optimal fee that allows to plan the family budget so as to be the specific amount put aside as savings.

The motivational power of remuneration in Japan is the maximum in the case, if the salary is not divorced from the principle of equalization, if it allows you to put off personal savings nearly a fifth of the family budget, that is the norm, and if it is stable. Payment of seniority as a whole meets these conditions. It is closely connected with the system of career promotion by seniority, or, as it is called, senorizma system.

The essence of this system is that when choosing a candidate for the nomination of the determining criteria are the age and length of service. Although given tribute to the ability of people and over time more and more abilities are taken into account, focus on age and length of service is extremely slow losing ground. Even younger workers, quite noticeably discriminated official system of promotion by seniority, not oppose it with sufficient determination. Fast flying years, quickly gaining experience, and now yesterday's young people begin to consider the main reason for seniority claims of official promotion.

What gives Japanese businesses senorizma system? Firstly, it reduces competition between individual workers for the job vacated. Secondly, it responds to current perceptions of countries represented on the special value of employees rich production experience, skills, and those primarily consider older age. Thirdly, it maintains the power of the Japanese principle of egalitarianism, "each in its time will take the appropriate position."

In addition to age, experience and ability to select the candidates for the nomination system is affected, of course, and level of education. Ceteris paribus candidate graduated from a prestigious university, will receive preference. But in general, the advantage is in most cases reserved for the age and experience.