Motivation as a Factor of Effective Management

Among all the management challenges, a special place is occupied by the issue of improving the management of human resources in enterprises, the task of this area of management is to increase the level of skills, skills, responsibility and initiative by increasing the efficiency of production and the overall development and rational use of the creative potential of employees. Motivation becomes even more important with the changing nature of work in modern conditions, when large-scale automation and computerization of production have led to an increase in the level of training of workers and social expectations, work for many people has ceased to be a goal of life and has become a means of survival, and therefore more effort is needed to motivate workers to work. Motivating workers to work productively and efficiently, creating suitable working conditions for them and encouraging people who are trying to improve their skills are all key elements of increasing motivation to work.

The role of human resources is more important than material resources, and is a key characteristic of effective enterprise management.” In order to effectively use the available labor resources, enterprises need to develop the right strategic direction, create a good team climate and incentive system. The use of these elements in the real activities of an agro-industrial enterprise can affect the behavior and motivation of the workforce and orient the behavior of employees to improve the efficiency of economic activities of the agricultural complex.

Regardless of the socio-economic system, subjective and objective causes and factors always influence the formation of labor behavior and labor relations of workers to production. With the formation of production and economic relations, ways of influencing people to work more intensively and efficiently develop. The most important factors in motivational systems are the need and interest in work. To study the question of labor motivation, it is necessary to consider the nature of economic categories such as needs and interests. Human needs depend on how much they interact with the environment. Like any other system, humans have certain characteristics: people seem to be in a state of equilibrium, but when that equilibrium is disturbed, they have to adapt to the changing situation.”

Needs are abstract, and their existence can only be understood by looking at human needs. When certain goals are achieved, other needs can be met in full, in part, or not at all. When some needs are met, employees increase their productivity to meet other needs. Productivity is affected by the fact that the gap between employee needs and their potential satisfaction widens, and employees are unable to realize the benefits of their work.

Research shows that the real reasons why people want to do their job are very meaningful and multifaceted: In assessing motivation in the workplace, all the internal and external factors that motivate people and contribute to their behavior should be considered. A well-designed motivation system in an organization creates both internal and external motivation and increases the sense of personal involvement of each employee.

The effectiveness of different combinations of rewards and incentives to motivate employees depends on the specific conditions of production and work, the mentality of employees, their level of education and culture, and many other factors. In practice, the rational use of rewards and incentives can lead to positive and tangible results in terms of production and vice versa. The professional knowledge and abilities of employees are an important source of long-term well-being of each organization, but only if employees are willing to invest their efforts in this. Management practice is based on a variety of theories of motivation. Although none of them is a panacea, their perception allows you to explain specific situations. motivational theories are based on the study of human factors in organizations. Work motivation systems are formed at the level of research and accumulated practical experience. Work motivation systems are based on the principles of rewarding work to involve employees in production activities. Employment incentives mean rewarding workers for contributing to productive activities.

As is well known, there are two main types of incentive systems: economic incentives and moral incentives: moral and material incentives in organizations are a set of activities that aim to increase employee activity in the workplace and, as a result, increase productivity and improve the quality of work; material incentives include wages, bonuses and profit sharing; moral incentives include job security and career prospects. Wages are the most important element of rewards and rewards, and are one of the tools that affect employee productivity. Employees are particularly sensitive to how much effort they put in and what they get in return. Choosing the right type and system of reward in a particular job situation, that is, the relationship between performance and remuneration, plays an important role in improving the quality of work of employees.

Therefore, every agricultural enterprise must be constantly engaged in the organization of production services for agriculture and the rational use of fixed and working assets. The increase in productivity depends largely on the level of skills of the labor force. Efforts must be made to improve relations between farmers and producers, workers’ teams and tractors. Workers can be trained using agricultural means during the production season or during production breaks.

Mechanisms for improving employee motivation can be divided into relatively independent categories: material incentives to improve the quality of work organization, employee involvement in management processes and non-monetary incentives. The first one reflects the place of incentive mechanisms in the system of increasing productivity. The use of monetary policy to unilaterally affect workers does not lead to a steady increase in their productivity, because labor cannot be retained in the enterprise; this approach is effective only for a limited period of time, and workers become bored or accustomed to it.

Production, economic and any other activity of any enterprise begins with setting the goals of production and sales management, and the entire process of accounting, analysis, fulfillment of the goals set. In a market economy, the human resource that ensures the rational use of resources in all sectors of agricultural production is an integral and driving force of the development of scientific and technological progress in the field of agriculture. In agricultural enterprises, the human potential is directly represented by the number of agronomists, engineers, zootechnicians, veterinarians, economists, foremen and managers of farms, who in the process of their work form commodity and material values and participate in making important management decisions. Qualified personnel contribute to the more efficient use of land, machinery, livestock and labor in agricultural enterprises, which makes it possible to organize the normal management of production processes, the introduction of new achievements in science, technology and best practices. To ensure the normal functioning and development of an agricultural enterprise, you need to know what kind of labor resources it owns on the scale of its territory. As we can see in the GUP of 23 people, the number of managers and specialists is 9 people, all the main specialists have higher education in their specialty according to their positions.

The goal set for the enterprise is realized with the combined action of all functions, for which the management system of production activities is created. Reasonable classification of functions contributes to the development of the scientific basis for the construction of the management apparatus, determining its structure and the degree of centralization and decentralization. It is necessary to define and justify the rights and obligations of structural units and necessarily each managerial link.

In this regard, the performance indicator of the management apparatus of the enterprise is crucial. This indicator shows clearly the performance of the management function in the enterprise. Timely execution of management functions plays a large role in the enterprise under study. The number of employees in the enterprise under analysis increased by 4 people. The following table also shows the efficiency of the use of labor, which has a positive trend.

The table shows the efficiency of the management apparatus of the State Unitary Enterprise «Usemikentsky» of Kayakentsky district. The share of salaries of management employees in the total salary fund is declining. If in 2020 the share of management was 73.17%, then in 2022 this figure decreased by 20.73% and amounted to 52.44% in the total wage fund. Over the years analyzed, revenue from the sale of agricultural products increases, which led to an increase in revenue from the sale of products by 1 person-day spent in management from 2,854.8 rubles for 2020 to 39.6 rubles for the reporting year 2022. Revenues also increased by 1 ruble of labor costs and funds in management from 4.72 rubles for 2020 to 5.07 rubles for 2022, which means the effectiveness of management work in the activities of the enterprise SUE Usemikentsky.

As you know, the main indicator of the efficiency of the use of labor resources is labor productivity, which is the ratio between working time and the amount of output received. Labor productivity characterizes the volume of output in monetary terms per 1 person-hour or 1 person-day or per average annual employee. Analyzing the data for Usemikentsky State Unitary Enterprise, we see that revenue in dynamics increased by 121.19 rubles per employee. Comparing the data on labor intensity, we can say that labor costs per 1 percent of crop production increased from 0.57 people per 1 percent to 0.77 people.

Labor productivity indicators, reflecting the level and dynamics of labor efficiency, should meet such requirements as: to ensure the most accurate measurement of production by labor costs; to create an opportunity for an objective comparison of the growth rates of labor productivity and wages, etc. Let us consider the level and pace of labor productivity in the State Unitary Enterprise «Usemikent» Kayakentsky district.

If we talk in general about the level and pace of labor productivity, we can draw one general conclusion: in GUP there is an intensification of production, that is, costs increase per 1 hectare and decrease by 1 hectare of production; improvement of working conditions, rationalization of working and rest regimes; mechanization is complex in the production of products. Thus, at the enterprise, with an increase in labor productivity, its payment increases. 1 person hour in 2022 increased by 72.78 rubles. and amounted to 180.17 rubles. against 107.89 rubles. in 2020.

From the above table, we see that the average monthly salary of the enterprise is all
This problem is inherent in almost all agricultural enterprises. If we consider the structure of wages, in this economy, the highest wages are permanent workers, in 2022, the salary of this category of workers was 18583.33 rubles a month. The lowest salary in the State Unitary Enterprise «Usemikent» for 2022 have specialists — 17718.75 rubles.

Although the fact of wage growth is obvious, wages remain low, and therefore, in order to motivate employees in a given enterprise, it is necessary to create all the conditions, as well as to stimulate quality and conscientious work, and as we see, productivity grows at a higher rate than wages. As is well known, the main function of wages is to increase labor.

• Wages should be developed in such a way that their value is close to the value of labor power, creating the economic conditions necessary to increase labor productivity.
• Labour standards must be taken into account so that workers engaged in the main types of production activities contribute to maintaining wages by reducing the number of workers, and labor standards are determined depending on the type of product and profession.
• The increase in productivity will lead to a significant increase in profits, and as a result, a quality optimal wage base can be distributed among workers and motivate them.
• Mechanisms should be developed to address wage disparities across occupations, industries and regions, and this is where the principle of social justice comes into play.

Consequently, the above proposals on the issue of increasing the level of basic wages in agricultural enterprises, and especially in Usemikentsky State Unitary Enterprise, will lead to an increase in workers’ incomes, which will increase their labor incentives and contribute to increasing the efficiency of agricultural production. An open and confidential relationship between managers and employees is a prerequisite for the success of such a motivational strategy, i.e., the availability of constant and reliable information on the economic situation of the enterprise, events in significant market sectors, prospects for the future, planned activities and their successful implementation. In today’s transition economy, the potential for a fixed or hourly wage system or a system of general remuneration does not seem to be exhausted. In most agricultural organizations, wages are regularly raised in line with growth in production, quality and profit. Progressive and in-kind payment systems, as well as indirect natural payment systems that are very easy for farm workers to understand, will continue to play an important role in the long run. The choice between these two systems should be based on the group’s goals and financial capabilities, and they should provide employees with real incentives.

High quality should be rewarded with seniority, quality, key jobs, reduced production and labor-intensive tasks, and the effectiveness of rewards depends on the fact that they should be extended to all employees, from workers to managers, while increasing the salaries of managers and top specialists should be associated with increasing the salaries of all employees. There are several non-traditional methods of motivation. Motivation tools include not only money, but also anything that helps to increase self-esteem. The use of standard strategies, supplemented by patriotism, can give tangible results if the general goals of the enterprise and employees are included in the general concept of the enterprise and integrated into all aspects of the enterprise and work with personnel.

As concrete examples, we can cite the production of high-quality products
With a focus on the brand of the enterprise, the regular involvement of employees in product sales, effective support for offers and various activities, this strategy can be used especially effectively in enterprises and production sites with a predominance of women, as well as in enterprises that have managed to maintain a high percentage of staff in the long run during crisis years.

An important condition for the success of this incentive strategy is an open and trusting relationship between management and employees, that is, a constant flow of accurate information about the financial and production situation of the enterprise, changes in the relevant market segments, expected prospects, planned actions and their successful implementation.

1. There is an opportunity for an enterprise to create a new business that may meet its needs, and in order to maintain employee performance, management must regularly monitor the situation in the organization, and to do so, a system of performance evaluation and certification must be established.
2. Meeting staffing requirements requires the support of existing staff, especially in the case of a closed staffing policy.
3. The process of career planning and personnel development helps the organization and its employees to anticipate the achievement of organizational and individual career and professional development goals.
4. To maintain a favorable working situation in the organization, it is important to lead the right way.
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It seems to us that in the transition economy today, neither the wage system, nor the pay-by-time system, nor the gross income payment system have exhausted their potential, and in most enterprises, it is these systems that are now used in agricultural organizations — periodic wage increases, linking them to production growth, product quality and profit. A progressive system of piece-rate and in-kind incentives, as well as an indirect piece-rate pay system that is very understandable to employees, will play a leading role for a long time, and the choice of a pay system is determined by the goals and objectives set for the team, as well as the financial capabilities of the enterprise, within which employees must be guaranteed real sources of reward for their work.

Of course, high professional qualities should be encouraged: seniority, quality and conditions for the most important tasks, as well as reducing the labor intensity of products and works. The effectiveness of any incentive is due to the fact that it must necessarily cover all employees from worker to manager.

Non-monetary incentives can be equally effective. Special attention should be paid to non-monetary incentives through the development of flexible benefits, since it is currently difficult to achieve high wages. In recent years, the share of social benefits and social insurance contributions in the total income of workers has increased significantly. Experts note that social benefits and social insurance contributions are no longer a temporary supplement, and benefits are important not only for workers but also for their families. As social security programs developed, employers, under pressure from workers and union members, became concerned about the rising total cost of labor and the cost of providing these social benefits; concern about rising costs and the real need to control them led to the emergence of a new kind of social security schemes called flexible benefits (or flexible benefits schemes), offering a wider range of benefits and allowing workers to choose the benefits that currently suit them best. In order to develop a system of labor incentives that can respond to changing economic conditions, it is necessary to analyze the content and interaction of all components of the system (needs, benefits and incentives).