Modern approaches to the motivation of civil servants. Motivation and stimulation of work of civil servants

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INTRODUCTION

The main task of civil service personnel management is to orient employees towards achieving the goals of the organization and getting the most out of them. The reasons why a person gives maximum effort to work are varied. Motivation determines the incentive choice by civil servants of various types of behavior and becomes one of the most important elements of management. If we take into account what motivates a person to act, what he aspires to, it is possible to build the management of the labor activity of a civil servant in such a way that he will perform his duties most effectively and in the best possible way.

Recently, the content of managerial work has become more complicated: a highly intelligent worker is controlled by more and more complex motives. The organization of labor of such employees is impossible only with the help of labor rationing, job descriptions and control. We need other, more modern approaches to personnel management, new forms of motivation that lead to high results.

During the period of modern Russian reforms and the accompanying crisis phenomena in the economy and society, the attitude of many people to work has changed. Labor has lost its meaning-forming function, it has been alienated from the well-being of the worker, since its importance in the formation of a person's income is underestimated, and moral rewards for conscientious work often cease to play an important role.

These problems also affected the civil service. The motivations of employees, including state civil servants, have significantly deformed. In addition, the problem of labor motivation has become urgent for the civil service in the light of the outflow of qualified personnel aged 30 to 50 years to the non-state sector of the economy (in 2008 their number was 38.0%), which is facilitated by a decrease in the prestige of the civil service, frequent transformations, unsystematic structural reorganizations, unmotivated personnel changes, but, most importantly, non-transparent differentiation of wages and social guarantees for different categories of civil servants.

In modern Russian studies, the topic of increasing the efficiency of professional activity and strengthening the motivation of employees of state bodies is not sufficiently disclosed, not all issues of the functioning of the public service are affected, not all factors that contribute to improving performance are identified. labor activity.

The above points to the need scientific research system of labor motivation of civil servants for the purpose of scientific substantiation of proposals for its improvement. Until now, its theoretical aspects have not been sufficiently developed in this issue, there remains a significant need for generalization and systematization of information, clarification of the specifics of the work of employees of federal executive bodies.

The lack of comprehensive research in this area, as well as the importance of managerial skills in improving motivation systems and approaches, determined the relevance of this work, its theoretical and practical significance.

Analysis of the degree of knowledge of the topic. The problems of motivating and stimulating the work of managerial personnel, including civil servants, were dealt with by many domestic and foreign scientists, whose works reflected various aspects of labor motivation, which differ due to its specificity in a significant variety of scientific views, concepts, schools on micro- and macroeconomics. level.

Studies that study the theoretical foundations of labor motivation, the methodological substantiation of the category "motivation" and its essence, the problems of material incentives are reflected in the works of O.S. Vikhansky, N.I. Zakharova, A.Ya. Kibanova, M.I. Mirskoy, Yu.G. Odegova, A.N. Onoprienko, P.S. Osipenkov, K.S. Mikulsky, S.G. Strumilina, E.A. Utkin, as well as in the works of Western scientists: S. Adams, M. Weber, V. Vroom, R. Likert, E. Lawler, E. Locke, D. MacGregor, A. Maslow, E. Mayo, F. Taylor , A. Fayol, and others.

The study of domestic and foreign experience in the formation of a system of social protection of civil servants and the possibilities of its use in Russian conditions was carried out in the works of K.O. Magomedova, M.D. Neupokoeva, A.I. Turchinov and others.

At the same time, a number of issues remain insufficiently studied, in particular, there are no studies of the motivation of the work of civil servants as an economic category; it is also necessary to analyze the elements of the labor motivation mechanism and specific tools for improving the mechanism of its payment and incentives in order to increase the efficiency of the activities of public civil servants.

Insufficient theoretical, methodological and applied development of these problems led to the choice of topic, purpose, main directions and objectives of this study.

The research problem of this work lies in the contradiction between the need to improve the system of labor motivation of civil servants, on the one hand, and the need to develop evidence-based theoretical and practical recommendations for its improvement.

The object of the study is the socio-economic relations that develop in the process of motivating the work of civil servants.

The subject of the research is the system of labor motivation of civil servants.

The aim of the work is a comprehensive study of the system of labor motivation of civil servants.

Research objectives:

identify the features of labor motivation in the system of public civil service;

to analyze the motivation of employees of the modern civil service;

develop ways to improve methods of motivating civil servants.

The theoretical and methodological basis of the study was determined by the economic approach used in this work and the multidimensional nature of the problem under study.

The following methods were used as the main research methods: analysis of the scientific fundamental literature of domestic and foreign authors on the problems of motivation and stimulation of labor; situational and systemic approaches; general economic and specific laws of labor economics; logical, comparative, structural and functional analysis; methods of statistical and sociological research, expert assessments.

The empirical basis for this study was the legislative and regulatory acts of federal authorities, decrees of the President of the Russian Federation, decrees of the Government of the Russian Federation, Rosstat data, scientific developments of the RAGS under the President of the Russian Federation, Research Institute of Labor and Social Insurance, electronic resources of the Internet.

Researchers of motivation define the concepts of motive and incentive in different ways. For example, according to O.S. Vikhansky, the motive is inside a person and has a personal character; a modern dictionary of foreign words defines a motive as “an incentive, a reason for some action” (Modern Dictionary of Foreign Words, M. 2007). In the practice of personnel management, it is generally accepted that a motive is a person's motivation for fruitful activity, caused from the inside by his own needs, emotions.

H.A. Volgin considers a motive as “an impulse to act, the reason for which is interest (remuneration, promotion, etc.), an administrative decision (order, instruction, etc.), or another personal reason - a sense of duty, fear, responsibility , nobility and so on.

Stimulus - an external motivation for action, the reason for which is interest (material, moral, personal, collective or public), as a form of needs realization.

The incentive acts as a promise of compensation to the worker for the physical and intellectual efforts spent in the process of producing material goods. Stimulation is carried out in all phases of reproduction.

On the basis of the considered definitions, it can be concluded that the common thing in motive and stimulus is an incentive to act. The difference is that the concept of "motive" is broader than the concept of "stimulus". The motive includes in its structure a stimulus as the main component (an incentive to action, the cause of which is interest), as well as an administrative decision.

Motivation is one of the basic concepts used to explain the driving forces behind human behavior and activities. The term "motivation" is derived from the word "motive", which in turn comes from the Latin verb movere, that is, to move. Therefore, under the motivation of a person, in the most general form, they understand the whole complex of factors that stimulate and direct human behavior.

Researchers of motivation interpret this concept in different ways. According to M. Meskon, motivation is the process of encouraging oneself and others to work in order to achieve personal and organizational goals.

Some scholars define motivation:

as a process of a person's conscious choice of one or another type of behavior, determined by the complex influence of external and internal factors; as an internal process of a person's social choice of a particular behavior, determined by the complex influence of external (stimuli) and internal (motives) factors.

Zakharov N.I. states that “the process of motivation is based on the functions and properties (elements) of consciousness and psyche and includes the perception and

assessing the situation, setting goals, making decisions, waiting for the results of actions and their conscious adjustment.

For each person, the motivational structure is individual and is determined by many factors: the level of well-being, social status, qualifications, position, etc.

The economic approach to labor motivation lies in the fact that economic entities predict the consequences of their professional activities, make a constant situational choice between the costs of upcoming actions and income from the results of these actions; their needs and desires are rational; material incentives dominate the motivational structure of most individuals.

Understanding the essence of motivational processes is based on the study of the relationship between the two main components of the economy: production and consumption. It is possible to find out what motivates a person to work only by considering the relationship: need - motive - interest - incentive.

CHAPTER 1 . PECULIARITIES OF LABOR MOTIVATION OF CIVIL SERVANTS

Features of labor motivation of civil servants are associated with the specifics of their work and the imperativeness of the civil service institution. The mechanism of motivation in government agencies is mainly based on administrative and command incentives associated with a clear regulation of the work of civil servants, and is a complex system of socio-economic relations between civil servants.

Frederick W. Taylor formulated the concept of the "school of scientific management": the introduction of modern methods of work, the selection of employees based on scientific criteria, their professional selection and vocational training, cooperation between the management of the enterprise and workers in the practical implementation of the scientific organization of labor, a fair distribution of duties and responsibilities between workers and managers.

Taylor's followers developed his concept. G. Gant proposed a system of planned schedules, which made it possible to control the planned work and draw up calendar plans for future periods, a wage system with elements of time-based and piecework forms of payment. G. Emerson formulated the basic principles of management that ensure the growth of labor productivity: discipline, clear regulation of people's activities, labor rationing; accounting, control, fair treatment of personnel, timely encouragement.

Special merit in the development of Taylorism belongs to G. Ford, who put forward the idea that the wages of a worker depend on his production, that is, he proceeded from the position that the worker effectively responds only to material incentives.

The "classical school", whose founder is A. Fayol, believes that the ultimate goals of any organization is to maximize profits, profitability, capital investments, and total capital turnover with minimal resources. This concept of management did not sufficiently take into account the human factor, therefore, in the 30-50s of the 20th century, the neoclassical school became widespread in the West.

The methods of the school of scientific management formed the basis of the NOT developed in Russia by such scientists as A.K. Gastev, A.F. Zhuravsky and others.

Currently, there are more than 50 different theories of labor motivation. Let us consider those of them that are most often used in management practice, from the point of view of their impact on the behavior of economic agents in the context of regulating social and labor relations.

There is no single classification of motivation theories. In foreign literature, a two-stage classification (substantive and procedural theories) is more often adopted, but even M. Meskon recognized the validity of the original theories: “Although today everyone understands that the basic premises of the early theories of motivation were incorrect, they should still be known ... The main such technique was the motivation of the carrot and the stick," but he goes on to write that he "divides theories of motivation into two categories: substantive and procedural." Domestic researchers distinguish the following groups of theories of motivation: initial, content, procedural, and modern.

In the original theories ("Carrot and stick", theories "X", "Y", "Z"), attempts were made to build a universal model of motivation and apply it to any employee at any time based on simple coercive incentives, material and moral incentives. According to the theory of "X" (D. McGregor), only biological needs prevail in the motives of a person, a person does not like to work, prefers strict control to independent work, the quality of work is low. Theory Y is the antipode of Theory X, the motives of employees are dominated by social needs and the desire to work well. W. Ouchi in the theory of "Z" (1984) describes the employee, the incentives for which are: material and moral incentives, self-affirmation, coercion. Such a theory can be applied in the practice of civil service personnel management, as it corresponds to the motives of a civil servant.

Content theories “are based on the identification of internal factors, that is, the needs that make people act in one way or another. They are represented by the works of Abraham Maslow, David McClelland and Frederick Herzberg." In addition, among the meaningful theories, we note the importance of the theory of K. Alderfer. These theories consider the needs of the employee, individual goals and aspirations of people, explain the motives of behavior, determine the degree of their importance, and, in accordance with this, the application of appropriate internal and external rewards.

Abraham Maslow recognized that people have many different needs, and concluded that they can be divided into five main categories: physiological, safety, belonging to social group, recognition and respect, self-expression, self-actualization. Satisfaction of physiological needs he gave paramount importance.

Despite the fact that the change in the system of economic relations in society leads to the formation of a completely new mechanism of labor motivation, in which the motives of the highest level become dominant, the salary of a civil servant should be such as to satisfy his physiological needs.

K. Alderfer identified three groups of needs: the needs of existence, the needs of communication and the needs of growth. If it is impossible to satisfy the needs of the upper level, it is possible to switch from one specific need to another. This will cause a process of regression from the upper level of needs to the lower one, but the motivational effect will be achieved to a certain extent. The theory of D. McClelland is associated with the study and description of the influence on human behavior of "needs for power, success and involvement"1. They do not have a clear structure, do not exclude each other and are not arranged hierarchically, their combination depends on the individuality of a person (on personal qualities, his culture, experience and specific situation). F. Herzberg established the difference between external incentives and internal incentives to work and singled out “factors of working conditions” and “motivators” into separate groups.

The factors of working conditions are related to the environment, they are not motivating, but only help to avoid job dissatisfaction. Motivators are factors of the second group, related to the nature and essence of the work itself, their presence fully causes satisfaction and motivates employees to improve performance. In the practice of motivating civil servants, special attention should be paid to this group of motives.

A characteristic feature of all substantive theories is that they study the needs and give their classification, allowing to draw conclusions about the mechanism of employee motivation, but do not pay attention to the process of motivation.

Process theories are based on the behavior of a person in a group in accordance with his perception of reality, experience and external behavior, they "do not dispute the existence of needs, but argue that people's behavior is determined not only by them."

The most famous among them are: W. Vroom's expectancy theory, S. Adams' theory of justice, Porter-Lawler's theory (goal setting theory).

V. Vroom's theory is based on the fact that the chosen type of human behavior will actually lead to the satisfaction or acquisition of what is desired. It emphasizes the importance of the following factors: labor costs lead to expected results, results to remuneration, which turns out to be valent or adequate to satisfaction with remuneration. Since different people have different reward needs, the specific reward offered in response to the results achieved may not be of any value to them. If the valency is low, that is, the value of the reward received for a person is not too high, then the theory of expectations predicts that the motivation for work activity will weaken in this case. For example, most civil servants have low motivation to additional training, due to the fact that there are no changes in wages and career growth.

According to the theory of justice by S. Adams, an individual compares the effort expended with the reward received and then correlates it with the reward of other people doing similar work. For civil servants, the principle of justice is very important, many industrial conflicts arise as a result of its violation: if the size of employees' earnings is kept secret, then the stimulating effect of wages associated with labor productivity is lost.

Lyman Porter and Edward Lawler developed a complex process theory of motivation, including elements of the theory of expectations and theory of justice, according to which the results achieved depend on the efforts made by the employee, his abilities and character, as well as his awareness of his role. The level of effort expended will be determined by the value of the reward and the degree of confidence that the effort expended will in fact entail a well-defined level of reward. At the same time, a relationship is established between reward and results, that is, a person satisfies his needs through rewards for the results achieved.

Interest in the problems of motivation in the late 90s. 20th century psychologists, and economists, and sociologists. H.A. Volgin and O.N. Volgina conducted a study on the subject and classification of dissertations on the problems of motivation. General theoretical questions of motivation in the market model of management are considered in the works of Kiyko Zh.N., Kozhaev Yu.P., Druzhinin A.I., Korol S.P. Mikhailov O.V. was engaged in material remuneration of the personnel. and Akopyan G.A. The influence of labor motivation on performance was studied in the works of Mirzaev I.K., Kichedzhi V.N., Smolkov D.P. Based on the analysis of scientific literature, we see that the change in the motivation of employees is influenced by both the form of ownership and industry specifics.

Western firms were the first to use the latest theories of motivation in personnel management in the Russian market, showing the results of new standards for working with personnel: employees in foreign firms worked with greater efficiency.

The latest theories of motivation take into account such circumstances of modern life as the transition to a market economy, a socially oriented market economy, increased competition, a change in the value structure of the personality of most workers, which requires employers to change their attitude towards employees.

Modern approaches to labor motivation are based on the fact that an employee works more efficiently and efficiently if he is interested in the activities of the organization, is involved in making managerial decisions, and receives satisfaction from his work.

Currently, three complex newest theories of motivation are known. These include: participation of working people in the management of organizations; participation of employees in the profit of the organization; ownership of the organization. In the civil service, the latest theories of motivation can be applied to a limited extent, only in terms of the use of non-economic incentives, which is associated not only with a limited amount of material incentives, but also with strict regulation of the work of civil servants.

The only one of the newest theories that can be applied to motivate civil servants, in my opinion, is the theory of participation in the management of an organization. Employees of federal executive bodies can be involved in solving various kinds of tactical tasks: drawing up plans for departments for the current period, monitoring labor and performance discipline, determining labor participation rates, distributing bonuses based on work results, introducing innovative projects and proposals, compiling lists of the personnel reserve.

Formation of a new generation of civil servants adapted to the conditions of a regulated market economy who combine a strategic approach with high professionalism, who are able to act effectively in crisis situations, it is impossible without an effective system of motives and incentives to work, ensuring an increase in the effectiveness of their activities.

SECTION 2. ANALYSIS OF MOTIVATION OF EMPLOYEES OF MODERN CIVIL SERVICE

To understand the incentives for the work of civil servants, to understand the motivating motives that can positively affect their productivity and enhance their sense of responsibility, to identify the hierarchy of favorable social, moral, psychological and material factors that play a role in the process of motivating their work - all this is an integral part of the study aimed at developing tools to motivate the work of civil servants. Without a detailed study of this issue, all other developments and recommendations lose all meaning and have absolutely no practical application.

Public service is a specific area of public relations where the norms of administrative and labor law interact. The legal model of the public service system of the Russian Federation is enshrined in Article 28 of the Labor Code of the Russian Federation. The work of state civil servants is carried out in accordance with the regulations, which contain the requirements for a civil servant who replaces the corresponding position of the civil service. The work of a civil servant can be characterized as the totality of all relations in the civil service, as well as their occurrence, termination and change when civil servants exercise official powers.

The regulation of the activities of public civil servants is one of the main directions for increasing the effectiveness of their work, as a result of which it is possible to abandon the bureaucratic system of public service personnel management to determine performance requirements official duties.

An employee of the department "State and municipal management" of the IPK of the civil service, Ph.D. n. Gorshkova E.V. in 2006-2009 a survey of public civil servants was conducted, which involved 827 respondents from various federal executive bodies (such as the Ministry of Emergency Situations of Russia, the Ministry of Economic Development of the Russian Federation, the Ministry of Internal Affairs of the Russian Federation, the Ministry of Health and Social Development of the Russian Federation, the Ministry of Information Technologies and Communications of the Russian Federation, the Ministry culture and mass communications of the Russian Federation, the Federal Antimonopoly Service, Rosregistration, Rosnedvizhimost) of the leading, senior and junior groups of positions. The survey results are shown in Table 1.

Table 1 - The structure of the motives of civil servants

Answer options	in % of the number of respondents
	leading group	senior group	junior group
Striving for material well-being
Permanent Job Guarantee
Stability
The prestige of the profession, motives for serving the state, altruism
State pension provision
Health insurance
The need for social connections, communication, acquiring the right contacts
good psychological
microclimate in the team, work among intelligent people
Evaluation of others, relatives of the prestige of the profession
Obtaining free education, advanced training
Career
Continuity
Good working conditions, workplace equipment
There were no other offers
Random selection

An analysis of the survey results showed that the motivation of civil servants is differentiated depending on the position held and, as a result, on age. The main motives are material, they ranged from 52.0% for the junior group of positions to 82.0% for senior group. The guarantee of a permanent job (62.0%), stability of position (44.0), state pension (96.5) attract only employees of the leading group, social contacts (28.3%) and good working conditions are also important for them (47, 8%). Employees of the senior group are attracted by the guarantee of a permanent job (55.1%), career growth (34.7%), the prestige of the profession (4.4%), and free education (12.0%) are less important for them. For employees of the junior group of positions (their age is mostly up to 30 years), in addition to material motives, motives are important career development(46.0%), receiving free education, advanced training, professional development (75.0%). Health insurance is differentiated depending on the position held and the specific government agency, but recently there has been a deterioration in departmental medical care, so the motives of this group are insignificant (5.2%; 4.8%; 3.2%).

It is noteworthy that very few of the civil servants surveyed named the desire to benefit society and the state, altruism (5.6-2.8%), continuity in the choice of profession (1.8-4.8%) as the motives for their activities in the field of civil service. It is alarming that 15.0% of respondents indicated the absence of other offers as the reason for choosing a place of work. According to the structure of motives, we can conclude that the public service is most often a means to achieve its own goals, which have little to do with caring for the interests of the state as a whole.

To ensure job satisfaction for civil servants, more attention needs to be paid to the needs that matter most to them. At the moment, these are material needs, including a state pension (for employees of pre-retirement age). But, since the labor motivation of civil servants due to the labor crisis is somewhat distorted - there are no motives for disinterested service to the state, society - in order to form effective labor motivation, it is gradually advisable to introduce non-material forms of motivation (in particular, motivation by the goals of the organization, the importance of work), which are used non-systemically, and their application often depends entirely on the leader.

Labor motives are formed before the start of labor activity, in the process of socialization of the individual, therefore, managing the motivation of an adult causes certain difficulties. In this regard, it is very important to find out what are the motives of a person who comes to work in a public authority. The main task of personnel services is to select an employee who is ready to work in this organization in a certain position. In addition, to become a state official, one desire is not enough - professionalism, competence, and correspondence to the position held are necessary.

To increase the motivation of civil servants, it is possible to offer differentiation of incentives for different age and gender groups.

The number of state civil servants of the federal executive authorities (federal level) in 2008 amounted to 28,066 people, including 11,321 men and 16,745 women (40.3% and 59.7%, respectively).

N.L. Zakharov notes that for the majority of civil servants, the main motives are career growth, high salaries that stimulate their professional activities, the desire to take a worthy place in society and realize themselves in management. In addition to material incentives, moral stimulation is no less important.

In the dissertation research E.E. Grishina analyzed the motivation of state and municipal employees on the basis of data from a survey of state civil and municipal employees conducted in 2005 by the Institute for Urban Economics Foundation and the Institute for Comparative Studies of Labor Relations in a number of regions. As a result of the analysis, it was revealed that the factors of social guarantees, security (75.7%), regularity of remuneration (56%), and stability of employment (47%) take the leading place among the incentives attracting people to public service.

Thus, based on the study of scientific sources and empirical analysis carried out by employees of the department "State and municipal management" of the IPK of the civil service in 2006-2009, regularities in the motivation of the work of civil servants were identified, which are determined by categories and groups of positions, gender and age differences: the most important are material motives, career growth, social guarantees, employment stability.

Recently, a special place in the system of motivation of civil servants has been occupied by the opportunity to have a flexible work schedule, additional days off and holidays, especially for women with preschool children.

The Russian labor market has recently begun to more and more resemble the labor markets of developed industrial countries, while retaining its own specifics. Countries with developed market economies have long been accustomed to the phenomenon of a labor crisis, in which labor is alienated, its meaning-forming function is lost, labor values are devalued, and the motivations of economic agents change. The experience of overcoming such crises, which is available in foreign economies, has shown that the tools for resolving labor contradictions have become the relationship of the position held and wages with work experience in the organization, increasing wages for effective and efficient activities. World practice has accumulated a sufficient base of tools in the field of management labor relations and labor organization. These tools are more or less effective in different ways and in different situations, they catch changes in the organization of wages, in the organization of labor itself, in labor management, in changes in the qualifications of workers. This practice can also be used in the process of reforming the civil service of Russia, carried out to ensure high rates of socio-economic development of the country.

From the point of view of the economic approach to motivation, motivational relations implemented in the system of industrial relations determine the development of economic agents, their labor abilities, production skills, professional skills and experience. The main economic meaning of motivational relations is the management through motivation of economic agents (civil servants) and labor processes.

The key factors aimed at improving the performance of civil servants are:

setting individual goals and objectives for civil servants related to the goals and objectives of the authorities, as well as choosing the means to achieve goals, coordinating general, private and individual goals;

creation of favorable conditions for the development of the initiative, innovative approaches to the fulfillment of the task, delegation of authority to make managerial decisions to a lower level of management;

introduction of a system for evaluating the performance of civil servants and paying for results, covering a significant number of civil servants (including, without fail, senior and middle managers);

CHAPTER3 . IMPROVING METHODS FOR MOTIVATION OF PUBLIC SERVANTS

Motives for labor activity are different for specific professions and implemented in them. According to the results of the study given in table. 1 "The structure of the motives of civil servants", the majority of civil servants came to work in government bodies for the following reasons: material support, social package, job security, free education. The motivation of civil servants to improve the efficiency of their activities must be oriented taking into account the above factors. As practice shows, the motives of material support are dominant when entering the civil service.

The components of the motivational behavior of personnel are many elements: organizational and personal goals, the relationship between the management and employees of the organization, their internal motivations, the system career advancement and the system of career expectations of employees, the conditions for job satisfaction and the system of motivation and stimulation of work in the organization.

The mechanism of motivation involves needs, interests, motives and incentives. One of the characteristics of the motive is its strength, it affects the level of human activity, the success of the manifestation of this activity, and in particular, the effectiveness of the activity. Motivated employees show more perseverance in the task, plan their work for a longer period of time, show loyalty to the organization and its management.

The study of the influence of the strength of the motive on the level of human activity was carried out back in the 20th century by M. Winterbottom, J. Atkinon, E. French, F. Thomas, X. Heckhausen.

Russian physiologist N.E. Vvedensky formulated the law of optimum-pessimum, the observance of which is necessary for the performance of mental labor. Unfavorable conditions for the productivity of managerial work are impulsiveness, a sudden acceleration of the pace of work, in which a person gets tired faster. The optimum is strictly individual, each person has his own rhythm and pace of work. Experimental studies carried out by E.P. Ilyin, V.V. Skryabin and M.I. Semenov, confirmed the existence of an optimum of motivation and the strength of the motive.

The strength of the motive depends on many factors, it can be influenced by various incentives, both material and non-material.

Financial incentives occupies a leading position in the system of motivation of civil servants, as it is the main source of satisfaction of basic human needs. At the same time, studies of motivation have shown that wages are not the only factor in increasing labor motivation, satisfaction can be brought by the nature of the work, its content, etc. The mechanism for stimulating the work of civil servants is established by the laws of the Russian Federation.

Federal Law No. 79-FZ of July 27, 2004 “On the State Civil Service of the Russian Federation” establishes a complex structure of the monetary content of a state civil servant, including: official salary, salary for a class rank, bonus for civil service experience, bonus for special conditions of state services, premium, state social guarantees. In the structure of remuneration of civil servants, the official salary and various allowances predominate; the level of monetary content is mainly affected by the official position. There is a duplication of the salary of a civil servant with allowances, the grounds for payment of which are the same factors that determine the size of the salary. Such a system of remuneration, established by Art. 50 of the Federal Law No. 79, does not allow financial support and protection of an employee, interest and attract qualified personnel to the civil service.

The dynamics of changes in the remuneration of civil servants in the period from 1995 to the present has been uneven. The increase in the level of wages was carried out both by indexing official salaries and by increasing the amount of bonuses to official salary, as well as the introduction of new components in the structure of the monetary content. The share of official salaries in the annual wage fund of state bodies is continuously decreasing: from 50% at the beginning of 1995 to 16.5% by 2007. Differentiation in terms of official salaries of civil servants does not correspond to differentiation in terms of wages in general. The degree of vertical compression by levels of wages in the central offices of federal ministries and departments is 1:9, and in the territorial bodies of federal executive bodies 1:4, with a level of vertical compression of official salaries of 1:3.77. A simple increase in wages does not lead to an increase in wages.

stimulating function, since the indexation of the salary of the monetary content by 10% increases its value for the junior group of positions by 500 rubles, and for the highest group of positions - by 8 thousand rubles.

Even E. Lawler proposed to divide the wages of any employee into three parts in order to establish the relationship between the results of labor and income. One part of the salary is paid for the performance of official duties, and all who perform similar duties in this organization receive the same remuneration for this. The second part of the salary is determined by years of service and cost-of-living factors. The amount of this part of the salary is automatically adjusted. The third part is determined by the results achieved by each employee. This part changes all the time depending on the contribution. For employees with lower labor productivity, this part of the salary is minimal and does not automatically increase. The actually earned part of the wage can change dramatically, so that if the productivity of the worker falls, then the wage decreases by reducing its variable part. The essence of this system is to link the employee's salary with the results of work in the current period.

The close connection of the remuneration that an employee receives with the effectiveness of his activities brings income to both the employee and the organization.

At the Department of "State and Municipal Administration" IPKgossluzhby in 2006-2009. survey was conducted

This study examines the motivation of state civil servants (not military or law enforcement). "State civil service - a type of public service, which is a professional service activity of citizens in the positions of the state civil service to ensure the execution of the powers of federal state bodies, state bodies of the constituent entities of the Russian Federation, persons holding public positions of the Russian Federation, and persons holding public positions of the constituent entities of the Russian Federation Federation." Federal Law “On the system of public service in the Russian Federation” dated May 27, 2003 No. 58-FZ “A civil servant is a citizen of the Russian Federation who has assumed obligations to perform civil service. A civil servant carries out professional service activities in civil service positions in accordance with the act of appointment to a position and with a service contract and receives a financial allowance at the expense of the federal budget or the budget of a constituent entity of the Russian Federation. Federal Law "On the State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ

Obviously, public service is different from working in a conventional firm. What are the basic principles of the state civil service? Firstly, this is the principle of legality, which implies not only the supremacy of the Constitution of the Russian Federation, federal laws and other regulatory legal acts, but the fact that civil servants in their activities must strictly follow them, and also to some extent be the law. Secondly, this is the democratism of the service, which implies that the activity is in line with the interests of citizens and the state, the general accessibility of the civil service, its publicity, etc. Thirdly, this is professionalism, here a distinctive feature is the fact that without education one simply cannot get into civil service, managerial and leadership qualities, as well as diligence and discipline, are also needed. Fourthly, this is the social and legal protection of employees, it implies the creation of special legal and social conditions for the normal performance of their work by civil servants. Federal Law "On the State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ; Bahrakh D.N. Public service of Russia; textbook allowance. - M. Prospekt, 2009. - 152 p.

The system of motivation of public civil servants with a clear definition of this concept is not described. However, one can study the Russian regulatory framework, various sociological surveys and conclude that the motivation system consists of the following components (which have a direct impact on the motivation of civil servants): state guarantees, remuneration, career opportunities, certification, rotation, training and responsibility. Indirect influence on the motivation of employees can have competitive selection. All these elements of the motivation system come from the social and legal status and legal status of a public civil servant, which consists of rights, duties, restrictions, prohibitions, responsibilities, requirements, guarantees and economic support (in general, everything related to public service). The social and legal status of a civil servant is the measures of proper and possible behavior of a civil servant established by the state. This status (which can also be interpreted as the position held, the level of education and remuneration) not only determines the place of a civil servant in the administrative process, but can also satisfy his need for respect, recognition, etc., thus is a strong motivating factor. Grazhdan VD State civil service: Textbook. - M.:: Yurknigayu 2005. - 480s.

The system of motivation of civil servants is complex and complex. Here you can trace the relationship with the Porter-Lawler theory: the complexity and importance of the element of motivation in the management process, as well as the fact that wages are far from the only incentive, are indicated.

State guarantees

State guarantees create normal working conditions, as well as motivate employees to perform their work effectively. They provide legal and social protection of civil servants, a stable staff. Their purpose is to make the civil service more attractive in the eyes of civil servants and potential employees, as well as ordinary citizens.

The main state guarantees include:

equal conditions for remuneration and comparability of assessments of the performance of civil servants;

the right to timely payment in full;

awareness of comfortable working conditions: provision of working space, furniture, appliances, etc.;

normal working hours: normalized working hours, the right to a lunch break, rest, weekends, annual paid leave (35 calendar days for higher and chief positions, 30 calendar days for other positions) and other holidays (vacation without pay no more than 1 year), including for length of service (the sum of days of paid leave and leave for length of service for higher and chief positions is not more than 45 calendar days, for other positions this number should not exceed 40 days), upon dismissal of a civil servant, he is paid all unused vacations;

medical insurance for civil servants and family members;

state social insurance in case of illness or disability during the period of civil service;

payments under obligatory state insurance;

reimbursement of travel expenses;

reimbursement of expenses related to the relocation of a civil servant and his family in connection with the transfer to another place of work in the public service;

protection of a civil servant and his family from various manifestations of violence, threats, etc. in connection with the performance of their official duties;

state pension provision

housing subsidy.

There are also other state guarantees provided to civil servants in accordance with federal laws. For example, maintaining a job, remuneration during the period of professional retraining, internships and other activities, transport services, as well as a one-time subsidy for the purchase of housing once for the entire period of civil service. Work experience can also be considered a kind of guarantee, because. the higher the seniority, the higher the seniority bonus to the monetary content. There are also incentives for excellent service, compensation for unused vouchers. Federal Law "On the State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ; Bahrakh D.N. Public service of Russia; textbook allowance. - M. Prospekt, 2009. - 152 p.; Grazhdan VD State civil service: Textbook. - M.:: Yurknigayu 2005. - 480s.; Cherepanov V.V. Fundamentals of public service and personnel policy: a textbook for students - 2nd edition, revised. and additional - M.: UNITY-DANA, 2010. -679 p.

Guarantees are a system of positive incentives, because they provide proper working conditions for workers. Ideally, if all conditions for work are created, then the responsibility lies with the employee: what are his skills, abilities, qualities.

This element of the motivation of civil servants corresponds to Mayo's view that non-material motivation is as important as material motivation, and Taylor's view of daily output (normal work).

Salary

The pay of a public civil servant is a more specific incentive. And it is the main means of its material support and stimulation of its activities.

The financial allowance of a civil servant consists of 3 parts: a monthly salary in accordance with the position held, a salary for a class rank and other payments. The official salary is established by Decrees of the President, for individual positions it can establish a single monetary content, which takes into account all payments (for class rank, for length of service, for special working conditions, for working with state secrets), except for bonuses and monthly cash incentives.

Additional payments include:

seniority bonus from 10% to 30% for service from 5 to 15 years;

bonus for special working conditions in the amount of up to 200% of the monthly salary;

bonus for working with state secrets, as well as for working in a body for the protection of state secrets, then he additionally receives a bonus for the length of service in such bodies (with an experience of 1-5 years, the bonus is 10 percent, 5-10 years, then 15 percent, further - 20 percent (this length of service also includes the time of work of these employees in the structural divisions of such bodies, other state authorities, local self-government bodies);

bonuses for especially important and complex tasks;

monthly promotion (from 1 official salary to 14 depending on the position);

lump-sum payment upon granting leave (in the amount of two monthly salaries) and material assistance.

district coefficient (for regions of the Far North and hard-to-reach regions);

Salaries are annually indexed in accordance with the inflation rate in the country. Federal Law "On the State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ; Bahrakh D.N. Public service of Russia; textbook allowance. - M. Prospekt, 2009. - 152 p.; Grazhdan VD State civil service: Textbook. - M.:: Yurknigayu 2005. - 480s. Sufficiently flexible remuneration has been introduced, depending on the effectiveness and efficiency of performance, and the remuneration structure itself has been improved. Now the base salary is an insignificant part of the remuneration, a significant share falls on additional payments based on the performance of a civil servant, which stimulates the civil servant to improve the quality of his work.

The system of remuneration of civil servants corresponds to Taylor's view in terms of various allowances (for overfulfillment of daily output). There is also a correspondence between the theory of expectations and the theory of justice, since the remuneration system is transparent, civil servants declare their income (a civil servant knows how much his colleagues get), the employee knows what remuneration he will receive for his efforts. There is also an indirect relationship with the theory of the psychological contract.

Encouragement and awards

Incentives and rewards are an important element of the motivation of civil servants. They allow employees to be motivated to perform their work, to increase loyalty to the executive authority in which they serve. They also have an impact on office discipline. Their application is based on gratitude for a job well done or a job well done.

Rewards and awards are of the following types:

announcement of official gratitude and payment of monetary incentives in accordance with this;

awarding a certificate of honor and payment of monetary incentives in accordance with this;

other types of incentives and awards;

payment of a one-time incentive in honor of retirement;

encouragement of the Government or the President of the Russian Federation;

awarding honorary titles;

awarding badges of distinction or orders.

It is noteworthy that this element of the motivation system combines not only material methods, but also non-material ones. Non-material incentives should not be ignored in the civil service, because remuneration and payment of various incentives are made from the federal budget, and it is not rubber, it is limited. Also, people are pleased when they are valued not only from the material side, when they are tritely respected, for example. Ovsyanko D. M. Public service of the Russian Federation: Textbook. - 4th ed. Revised and additional - M.: Jurist, 2008. - 447 p.

This element of motivating civil servants, as well as the provision of government guarantees, is in line with Mayo's view that non-financial motivation is just as important as material motivation.

In general, state guarantees, remuneration, incentives and rewards correspond to substantive theories of motivation, they have a strong impact on various groups of employee motives.

Competitive selection

Competitive selection has an indirect effect on motivation; it can rather guarantee that a qualified and responsible employee will come to the civil service. This is the main way to fill positions in the civil service. A competition for filling a civil service position is a selection from among the candidates that best meets the requirements of the position (competition conditions). There are the following selection principles: professionalism and competence, the principle of equal access of citizens to civil service

Competitive selection is not applicable when appointing to the categories of "leaders" and "assistants (advisors)", when concluding a fixed-term service contract, when appointing a citizen who is in the personnel reserve formed on a competitive basis to a civil service position. Federal Law "On the State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ

Passage of the civil service and career opportunities

The passage of public service is the dynamics of the official position of a civil servant, his career growth or decline. This process is also a motive for entering and passing the civil service or for improving the performance of the employee. The main elements of the civil service are admission to the civil service, the period of adaptation, certification, transfer to another position, assignment of ranks, promotion, prosecution, termination of service. In this case, an employee is motivated to work, promotion or demotion, rewards and responsibility, as well as certification to some extent.

Career promotion is one of the most effective non-material incentives, because. as a result, material incentives increase, the need for involvement in the adoption of more important decisions is satisfied, interest in the activity increases, and hence the efficiency of the employee.

Career growth is a non-material incentive in accordance with meaningful theories of motivation, and is also one of the ways to "enrich labor". Zankovsky A.N. Organizational Psychology: Textbook for universities in the specialty "Organizational Psychology". -- 2nd ed. - M.: Flinta: MPSI, 2002. - 648 p.

From the point of view of motivation, rotation increases the employee's knowledge base, in this way it is possible to increase the employee's interest in his work activities. The rotation is carried out in order to increase the efficiency of the civil service, helps in combating corruption. It is carried out within the same group of positions, taking into account the level of qualification, education and length of service in the civil service.

Positions in the order of rotation are replaced for a period of 3 to 5 years.

A civil servant has the right to refuse to fill a position in rotation if he has a disease, according to which the proposed position is contraindicated, as well as if it is impossible to live in another place in accordance with the proposed position.

Rotation is also one of the ways to "enrich labor". Federal Law "On the State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ

Certification

Certification is the process of determining whether an employee meets the requirements for him in accordance with his position. It allows you to increase the sense of responsibility for the work performed, as well as to get into the personnel reserve, which is a stimulating factor.

It is held every three years, maybe extraordinary. Certification is carried out earlier than the specified period for two reasons: there was a decision to reduce the staff or to change working conditions (for example, the transition to electronic document management).

Certification is not subject to employees of the category "leaders" and "assistants" ("adviser"), if they have a fixed-term service contract, who have worked in their civil service position for less than one year, employees who have reached the age of 60, pregnant women who are on leave for pregnancy and childbirth and on maternity leave until the child reaches the age of three years (their certification of these civil servants is possible no earlier than one year after leaving the leave), within a year from the date of passing the qualification exam.

Based on the results of certification, one of the decisions can be made: a person needs professional retraining, inclusion in the reserve to fill a vacant higher position, or it can simply be confirmation of compliance with the position held. A month after the certification, a regulatory legal act is issued, which may indicate which employees are demoted, which go to professional retraining, which are to be included in the personnel reserve. If a civil servant refuses to go for advanced training, then a representative of the employer's service may release him from his position and dismiss him from public service. Federal Law "On the State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ; Decree of the President of the Russian Federation "On the certification of state civil servants of the Russian Federation" dated February 1, 2005 No. 110; Bahrakh D.N. Public service of Russia; textbook allowance. - M. Prospekt, 2009. - 152 p.; Grazhdan VD State civil service: Textbook. - M.:: YurknigaYu 2005. - 480s

Another form of personnel assessment is the qualification exam. It is handed over by civil servants who indefinitely occupied positions of the category "leaders", "specialists", "providing specialists". The exam is held when the question arises of assigning a class rank to a civil servant. It is noteworthy that an extraordinary qualification exam can be held only at the initiative of an employee.

This exam is also a kind of incentive to move up the career ladder. For example, if a civil servant passes an exam, he is assigned a class rank, he starts earning more, his status rises. Federal Law "On the State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ; Grazhdan VD State civil service: Textbook. - M.:: YurknigaYu 2005. - 480s

Education

The process of promotion is closely related to learning. If promotion is a motivating factor, then learning is indirectly related to motivation too. Thus, the better a person is educated, the more likely they are to be promoted. Here you can also judge the satisfaction of the need for self-realization.

There are two types of training - at the place of work, outside the place of work.

Despite the great effectiveness of training in a special place, this method is associated with a large amount of time and financial costs. This type of training takes the employee away from work. But at the same time, this method most satisfies the needs of employees in personal and professional growth. Zankovsky A.N. Organizational Psychology: Textbook for universities in the specialty "Organizational Psychology". -- 2nd ed. - M.: Flinta: MPSI, 2002. - 648 p.

On-the-job training can take the form of job complication and rotation. Also, this method is known to be less expensive.

Training corresponds to the satisfaction of secondary needs according to various substantive theories of motivation, and can also act as one of the ways to "enrich" labor.

Responsibility

The motivation of civil servants, like any other modern system of motivation, is a system consisting of positive and negative incentives. Responsibility is just a negative incentive. This incentive is expressed in the application of various kinds of sanctions established by law for committing misconduct and committing crimes in the course of public civil service. So far, positive incentives to work have been mainly described, which can be applied, for example, to a type “y” person in McGregor's theory of motivation.

There are four types of responsibility.

Disciplinary responsibility. It is expressed in the application of a disciplinary sanction for violating the rules of civil service. This may be a remark, a reprimand, a severe reprimand, a warning about incomplete compliance, dismissal from a position and dismissal from public service. The employee may also be required to provide a written explanation, the refusal to provide which only worsens the situation. When determining sanctions, the degree of guilt and the severity of the offense are established. A disciplinary sanction is applied within a month from the date of discovery of the offense. A distinctive feature of disciplinary sanctions is that if within a year after the application of the disciplinary sanction there were no new disciplinary sanctions, then the first sanction "burns out". If, upon dismissal of a civil servant from his position due to a disciplinary sanction, he is subject to inclusion in the personnel reserve on the basis of a general competition. This type of responsibility equalizes civil servants before the law, on the one hand, and also takes into account the specifics of their activities, on the other. Today, due to the decline in the motivation of civil servants (work through the sleeves, delays in the execution of instructions), disciplinary liability is resorted to more and more often, however, despite the application of penalties, the rules continue to be violated (corruption and abuse flourish). All this does not contribute to the creation of a positive image of the state apparatus.

Administrative responsibility. Its civil servant bears on a general basis with compliance with the Code of Administrative Offenses of the Russian Federation. This type of liability occurs in connection with administrative offenses. Administrative responsibility can be established by all authorities, and not only by the body where the civil servant is registered. The imposition of this responsibility is carried out by special bodies, incl. courts. Its onset does not depend on the degree of harm, but only on the very fact of the violation, it is more formal. It can be applied to entire organizations, not just to an individual. There are the following measures of administrative coercion: administrative preventive, administrative suppression and administrative penalty. The Code of Administrative Offenses regulates in detail the process of administrative responsibility, the rights of the injured party and the rights of the violator.

Material liability. Comes for causing material damage to the state or legal entity. Along with material compensation for damage, in the event of liability of this kind, a disciplinary sanction is also imposed on a civil servant. It comes in an administrative order, or by a court decision. Unfortunately, no rules have been developed for the application of such responsibility specifically to civil servants, so it is regulated by labor legislation.

Criminal liability for civil servants occurs on a general basis.

As can be seen, the system of negative incentives in the form of various types of responsibility is highly developed. It is an educational and preventive element of the behavior of civil servants. Bahrakh D.N., Rossinsky B.V., Starilov Yu.N. Administrative law. 3rd ed., revision. and additional - M.: Norma, 2008. - 816s.; Bahrakh D.N. Public service of Russia; textbook allowance. - M. Prospekt, 2009. - 152 p.

The system of negative incentives corresponds to the sanctioning of the type "x" person in McGregor's theory. But there are no clear types of people "x" and "y", so in real life, positive incentives are used along with negative ones.

Having considered the main aspects of the system of labor motivation of civil servants, it is possible to analyze them and identify the problems of motivation of civil servants. They will be described in the next part of this chapter.

Chapter 1. Theoretical and methodological foundations of labor motivation of civil servants.

1.1. Labor motivation: essence, basic concepts and mechanisms.

1.2. Historical retrospective of theoretical developments on the problem of labor motivation of civil servants.

Chapter 2. Motivation of work of civil servants within the framework of the regulation of professional service

2.1. Peculiarities of regulating the activities of state civil servants (on the example of the Ministry of Emergency Situations of Russia and the Ministry of Health and Social Development of the Russian Federation).

2.2. Ergonomic aspects of the work of civil servants.

Chapter 3. Improving the mechanisms of personnel motivation in the federal state civil service.

3.1. Conceptual approaches to the organization of motivation mechanisms.

3.2. State social guarantees in labor motivation of state civil servants.

Recommended list of dissertations

Social guarantees for federal state civil servants: Status and implementation mechanism 2005, candidate of economic sciences Malkovskaya, Alla Olegovna
Labor motivation of civil servants in the context of reforming the Russian civil service 2011, candidate of sociological sciences Fomichev, Evgeny Vladimirovich
Features of legal regulation of labor and social protection of civil servants: issues of theory and practice 2005, candidate of legal sciences Kirpatenko, Vladislav Vladimirovich
Features and incentives for the work of civil servants 2007, Candidate of Economic Sciences Dolgiev, Magomed Muratbekovich
Social factors of professional and labor activity of civil servants 1999, candidate of sociological sciences Morozkov, Sergey Vladislavovich

Introduction to the thesis (part of the abstract) on the topic "Improving the system of labor motivation of civil servants: theoretical and methodological aspects"

One of the priority areas of state building is administrative reform, which involves reforming the civil service system in order to increase its efficiency, ensure openness, create confidence in it and improve the services provided by public authorities. The public service must be oriented towards meeting the interests of society and individual citizens in order to ensure the socio-economic development of the country.

Changes in the institutional environment (which is a system of institutions that regulate socio-economic processes and social and labor relations arising in these processes) set new goals and tasks for state bodies and their employees. The quality of managerial decision-making and their implementation depends on the efficiency of civil servants, their level of competence, professional knowledge, and high motivation.

The main task of civil service personnel management is to orient employees towards achieving the goals of the organization, getting the maximum return from them. The reasons why a person gives maximum effort to work are very diverse. Motivation determines the incentive choice by civil servants of various types of behavior and becomes one of the most important elements of management. If we take into account what motivates a person to take action, what he aspires to, it is possible to build the management of a civil servant's labor activity in such a way that he will perform his duties effectively, in the best way.

These problems also affected the civil service. The motivations of employees, including state civil servants, have significantly deformed. In addition, for this civil service, the problem of labor motivation has become relevant and, in this light, the outflow of qualified personnel to the non-state sector of the economy.

According to Rosstat1, in 2000 almost half of all employees of the federal executive authorities (federal level) were civil servants over the age of 50 (43%), young people under 30 - 14.5%. In 2008, the number of civil servants of pre-retirement age (55-59 years old) decreased to 7.8%, while younger employees accounted for 23.8%. Attracting young professionals who are ready to work in new, modern conditions makes it possible to implement the tasks of public administration in accordance with the goals of administrative reform. The situation with the staff of state bodies has changed towards rejuvenation as a result of the implementation of administrative measures. However, another problem remains - the outflow of qualified personnel from state bodies, aged 30 to 50 years (in 2008 their number was 38.0%), which is facilitated by a decrease in the prestige of the civil service, frequent transformations, unsystematic structural reorganizations, unmotivated personnel changes, but what is especially important is the non-transparent differentiation of wages and social guarantees for different categories of civil servants.

In the process of reorganization of state bodies, attempts are repeatedly made to solve this problem by transforming the procedures for selecting, hiring, and training personnel. However, there are no significant changes. All this necessitated the search for new approaches to improving the system of motivation for the work of civil servants.

The Federal Law of July 27, 2004 No. 79-FZ “On the State Civil Service of the Russian Federation” lays down the regulatory legal prerequisites for the introduction of a special procedure for remuneration of civil servants depending on the results of their activities, and also defines social protection measures for civil servants applied as compensation for established restrictions in the civil service.

For the effective performance of official duties, public civil servants are endowed with a special legal status, which includes rights, obligations, prohibitions, restrictions and other elements. These rights are established by the Constitution of the Russian Federation (Article 7, paragraph 2), according to which any citizen has the right to social protection: “in the Russian* Federation, labor and health of people are protected*, a guaranteed minimum wage is established, state support is provided family, motherhood, fatherhood and childhood, disabled and elderly citizens, the system of social services is being developed, state pensions, benefits and other guarantees of social protection are being established”3. Obviously, the measures taken by the legislator are aimed at increasing the motivation of civil servants, which is directly related to increasing the effectiveness of their work.

In modern Russian studies, the topic of increasing the efficiency of professional activity and strengthening the labor motivation of employees of state bodies is not sufficiently disclosed, not all issues of the functioning of the public service are affected, not all factors that contribute to increasing the effectiveness of labor activity are identified.

The foregoing indicates the need for a scientific study of the system of labor motivation of civil servants in order to scientifically substantiate proposals for its improvement. Until now, its theoretical aspects have not been sufficiently developed in this issue, the need for generalization and systematization of information remains significant; clarification of the specifics of the work of employees of federal executive bodies (federal level), as well as the development of tools for influencing labor motivation on the efficiency of public civil servants. The lack of comprehensive research in this area, as well as many years of personal experience of the author with civil servants at the federal level, determined the relevance and choice of the topic of this dissertation, its theoretical and practical significance.

The degree of scientific development! Problems. The problems of motivating and stimulating the labor of managerial personnel, including civil servants, were dealt with by many domestic and foreign scientists, whose works reflected various aspects of labor motivation, which differ in their

3 Constitution of the Russian Federation M.: Code, 2003. S. 4. specificity of a significant variety of scientific views, concepts, schools, both at the micro and macroeconomic levels.

Studies that study the theoretical foundations of labor motivation, the methodological substantiation of the category "motivation" and its essence, the problems of material incentives, are reflected in the works of O.S. Vikhansky, N.A. Volgin, B.M. Genkina, A.A. Dikareva, A.JI. Zhukova, T.I. Zaslavskaya, N.I. Zakharova, A.Ya. Kibanova, M.I. Mirskoy, Yu.G. Odegova, A.N. Onoprienko, P.S. Osipenkov, K.S. Mikulsky, S.G. Strumilina, E.A. Utkin, S. V. Shekshni, as well as in the works of Western scientists: S. Adams, K. Alderfer, M. Weber, V. Vroom, R. Likert, E. Lawler, E. Locke, D. Mac Gregor, M Mescon, A.Maslow, E. Mayo, D.V.Ouchi, L. Porter, B.F. Skinner, F. Taylor, A. Fayol, F. Hedouri, F. Herzberg.

The problems of the formation of an effective public administration system, the theory and practice of administrative reform, and the improvement of wages are the subject of the works of A.N. Ananiev, L.A. Vasilenko, H.A. Volgina, A.L. Gaponenko, V.E. Gimpelson, T.S. Emelyanova, V.P. Ivanov, A.I. Kazannik, Yu.P. Kokina, V.B. Lapteva, V.I. Lukyanenko, B.V. Lytova, Yu.V. Omelyanenko, V.L. Romanova, G.E. Slesinger, A.I. Turchinov, A.V. Sharov, R.A. Yakovlev and others.

E.V. Belkin, L.V. Vagina.

In the works of A.N. Averina, A.M." Babich, V.N. Bobkov, L.V. Vagina, N.A. Volgin, A.B. Doktorovich, V.I. Zhiltsov, G.V. Zhukevich, M.I. Lepikhova, V.D. Roika , G. Ya. Rakitskaya, T. S. Sulimova, L. P. Khrapylina4,

4 L.P. Khrapylin. The relationship between the effectiveness of remuneration of Russian officials with the modernization of the civil service. / How much to pay a Russian official? Conference materials. M.; RAGS, 2001. S. 66-67.

A.I. Shcherbakov, the issues of theory and practice of ensuring the growth of the quality of life, the reproduction of the labor force are considered, ideas are given about the essence and mechanisms of the formation of the social protection system as a form of implementation of the social policy of the state.

At the same time, a number of issues remain insufficiently studied, in particular, there are no studies of labor motivation of civil servants as an economic category, it is also necessary to analyze the elements of the labor motivation mechanism and specific tools for improving the mechanism of its payment and incentives in order to increase the efficiency of civil servants.

Insufficient theoretical, methodological and applied development of these problems led to the choice of topic, purpose, main directions and objectives of this study.

5 Vagina JI.B. Mechanisms for the implementation of guarantees of civil servants: Educational and methodological manual. -M., 2005; Magomedov K.O., Turchinov A.I. Public service and personnel policy. - Ulyanovsk, 2007; Tupikin A.P., Mikhailenko A.N. The principle of openness and transparency in foreign management systems. - M., 2005; Litvintseva E.A. Public service in foreign countries. -M., 2003; Lobanov V.V. Work with senior administrative personnel in the US and other foreign countries. -M., 2005; Neupokoev M.D. Social guarantees for state civil servants (sociological analysis). Abstract diss. . cand. social Sciences. M., 2004.; Melnikov V.P., Nechiporenko B.C. Public service in Russia: domestic experience of organization and modernity: Proc. allowance. -M., 2003; Panin I.N., Vagina L.V. Social protection of personnel in the process of reforming the civil service // Labor and social relations. 2003. No. 2; L.P. Khrapylin. The relationship between the effectiveness of remuneration of Russian officials with the modernization of the civil service. / How much to pay a Russian official, M .: RAGS, 2001.

The purpose of the dissertation work is a comprehensive study of the system of labor motivation of state civil servants of the federal state civil service in order to develop evidence-based theoretical and practical recommendations for its improvement.

In accordance with the goal set, the following tasks are defined for solution:

To identify the features of labor motivation in the system of public civil service;

Determine and theoretically substantiate patterns in the motivation of the work of state civil servants in modern Russia;

To reveal the peculiarities of differentiation of the conditions and content of labor of state civil servants (on the example of individual federal ministries);

Conduct an ergonomic study of the parameters of the labor process of civil servants;

In accordance with the purpose and objectives, the main characteristics of the study are indicated.

Object of study: the system of labor motivation of state civil servants of the federal state civil service.

The subject of the study is the socio-economic relations that develop in the process of motivating the work of civil servants.

The theoretical and methodological basis of the study was determined by the economic approach used in this dissertation and the multidimensional nature of the problem under study.

The main research methods were the analysis of scientific fundamental literature of domestic and foreign authors on the problems of motivation and stimulation of labor, situational and systemic approaches, general economic and specific laws of labor economics, logical, comparative, structural and functional analysis, methods of statistical and sociological research, expert assessments .

The information base of the study was legislative and regulatory acts of federal authorities, decrees of the President of the Russian Federation, decrees of the Government of the Russian Federation, Rosstat data, scientific developments of the RAGS under the President of the Russian Federation, Research Institute of Labor and Social Insurance, materials of monographs and periodicals, dissertations, scientific articles, electronic Internet resources, materials of scientific and practical seminars, etc. conferences, the results of research conducted by the author in 2006-2009, in order to obtain primary information, official publications on civil service issues.

The scientific novelty of the dissertation research consists in the development of theoretical and methodological provisions and practical recommendations for improving the system of labor motivation of civil servants (federal level).

The following provisions of the dissertation research have elements of scientific novelty:

It was revealed that the features of labor motivation of civil servants are determined by:

The specifics of their work and the imperativeness of the civil service institution;

The use of administrative and command incentives associated with a clear regulation of labor, which is a complex system of socio-economic relations between civil servants.

The author's definition of labor motivation of a civil servant is given as a process of conscious choice by a civil servant of an active type of behavior aimed at serving the state and carrying out state activities, as well as focused on achieving socially significant goals with adequate material remuneration. This process is determined by the complex influence of external driving forces and various personal reasons. It is proved that the regularities in labor motivation of civil servants are determined differentially in relation to categories and groups of positions, gender and age differences; the most important are material motives, career growth, social guarantees, employment stability.

It has been established that the features of differentiation of the content and working conditions of civil servants depend on the category and group of positions. The application of the system, job regulations in the public civil service allows you to fix the basic requirements for the content and results of the work of public civil servants, introduce new approaches to regulation and control, their activities. Proved the position that it is possible to improve the work of civil servants on the basis of complex analysis, including the delimitation of the scope of activities between various qualification and job groups, the correspondence of the work performed to one or another level of management, a clear delineation of powers for the preparation, execution, decision-making and evaluation of their execution. Based on the analysis, job regulations of various federal executive bodies, it was found that improving the regulation of the activities of state civil servants also consists in creating a regulation of logistics, passportization of jobs, which are generally absent today.

It was revealed that in a constantly changing institutional environment (which is a system of institutions that regulate socio-economic processes and social and labor relations arising in these processes), the neuropsychic burden on the employee increases, associated with an increase in working hours, service areas, unsatisfied needs in safety due to frequent reductions, the requirements for his nervous and intellectual return are increasing: the health and performance of civil servants directly affect the productivity and quality of labor results.

It has been clarified that by using ergonomics tools in relation to the assessment and improvement of the work of civil servants, it is possible to ensure the rationalization of labor processes, taking into account the characteristics of the functions performed.

Recommendations have been developed and substantiated for improving the mechanisms of labor motivation of civil servants: the use of a mixed wage system, a special procedure for remuneration, its regulation depending on the position and quality of performance public services; implementation of performance-based remuneration, including the combination of the goals of the organization with the goals of the individual; simplicity, brevity and fairness of the wage system; wider use of forms of non-material motivation (social package, psychological incentives, flexible schedule).

It has been proved that social guarantees established for state civil servants form an important part of labor motivation; they are related to their official duties, since they represent state compensation for the restriction of a number of rights provided for by the current Russian legislation. It is substantiated that the development of the system of social protection of state civil servants should be aimed at improving their working conditions, improving the quality of services in the field of advanced training. The need to improve guarantees related to health protection has been established, since at present there is no certainty of guaranteed medical insurance, its cost, volume, quality of services for each position. Depending on changes in the institutional environment, social guarantees may change.

Theoretical and practical significance of the work. The main theoretical provisions of the dissertation are brought to methodological and practical recommendations that can be used:

For further theoretical, methodological and applied developments on the problems of motivational management in federal executive bodies;

In the system of training personnel for the state civil service;

IN practical activities managers of various levels to influence the motivation of subordinates;

In the process of development - and implementation curricula in the specialties "State and municipal administration", "Management", "Personnel management".

Approbation of the main provisions of the dissertation. The main theoretical ideas, conceptual provisions, conclusions and practical recommendations of the dissertation research were presented in the author's speeches at the annual conference of graduate students and teachers of the Institute for Advanced Studies of Civil Servants (IPKcivil service) (June, 2006), the anniversary conference for the 55th anniversary of the IPKcivil service (November, 2006). 2007), IX International Scientific Conference "Russia: Key Problems and Solutions", held at the Institute of Scientific Information for Social Sciences of the Russian Academy of Sciences (December, 2008), were reported at meetings of the departments: "Labor and Social Policy" of the Russian Academy public service under the President of the Russian Federation, "State and municipal management" IPKgosluzhby.

Separate results of the dissertation research were used in the educational process of the department "State and municipal management" of the IPKgossluzhba in the programs "State regulation of the market economy. Management and marketing for civil servants”, “Personnel management of a modern organization”.

In the course of work on the dissertation research, 3 original questionnaires were developed and tested using author's methods: "The structure of the motives of civil servants", "What incentives have the greatest impact on you?", "Irregular working hours" (Appendices No. 2, 3, 4 ).

The main theoretical provisions, methodological approaches and practical recommendations contained in the dissertation are reflected in eight publications with a total volume of 21.5 pp. Two articles were published in a journal included in the list of publications recommended by the Higher Attestation Commission of the Russian Federation.

Similar theses in the specialty “Economics and Management of the National Economy: Theory of Management of Economic Systems; macroeconomics; economics, organization and management of enterprises, industries, complexes; innovation management; regional economy; logistics; labor economics”, 08.00.05 code HAC

Improving the organizational and economic mechanism for motivating the work of civil servants 2009, Candidate of Economic Sciences Chernova, Elena Borisovna
Improving the system of material incentives for the work of federal civil servants 2009, candidate of economic sciences Melkumova, Marianna Vadimovna
Motives and Incentives for Increasing Labor Efficiency of Employees of Federal Executive Bodies 1999, Candidate of Economic Sciences Pedro, Valery Kharbertovich
Managing the Career of a Civil Servant: A Sociological Analysis 2006, Candidate of Sociological Sciences Ambalova, Anzhela Borisovna
Improving the organization of remuneration of state civil servants of federal executive bodies 2012, Candidate of Economic Sciences Filatkina, Marina Vladimirovna

Dissertation conclusion on the topic “Economics and management of the national economy: the theory of management of economic systems; macroeconomics; economics, organization and management of enterprises, industries, complexes; innovation management; regional economy; logistics; labor economics”, Gorshkova, Elena Viktorovna

1. Clear regulation, streamlining of social guarantees by groups of positions of civil servants will increase the transparency and accountability of the civil service, strengthen the population's confidence in it, and will also be an additional incentive for the quality work of the apparatus. Depending on changes in the institutional environment, social guarantees may change.

2. The performance efficiency of public civil servants is affected by many factors of motivation, the consideration of which allows us to determine methods for its increase: competitive selection for the civil service, which contributes to a fair distribution of positions in government bodies; dependence of the amount of material remuneration on the results of labor; the use of non-material incentives, modern approaches to labor motivation: motivation for free time, horizontal rotation of personnel, participation of lower-level civil servants in the management of their unit (in terms of social policy and corporate events); career growth of civil servants, the inclusion of each employee who has achieved high results in work, from the moment they enter the civil service, into the career advancement scheme for the next 3-5 years; distribution of work among employees in accordance with job regulations, fair assessment of labor results.

H. To improve the performance of public civil servants, it is necessary to optimize wages based on the improvement of the scientific, methodological and regulatory framework for wages; setting the amount of wages depending on the personal contribution of the employee, reducing the differentiation in remuneration of "higher" and "lower" categories of positions, strengthening the social protection of civil servants.

Conclusion

Russia's entry into the market economy has led to a change in property relations, and, as a consequence, to a change in the motivations of economic agents. In society, the structure of human value orientations has been transformed, labor has turned from the basis of a way of life into a means of survival, and has lost its meaning-forming function. The current situation had a very negative impact on the quality of public administration, and measures were required to reform the civil service, in the light of which special attention is paid to attracting qualified specialists to the civil service. One of the significant directions for solving this problem, as justified in this study, is the improvement of the system of labor motivation of civil servants. The motivation of civil servants must be formed to achieve the goals of the civil service.

One of the central problems of labor motivation is motivational relations, interconnected with labor relations that arise in the process of production, exchange, distribution and consumption of material goods. Since professional labor activity as an object of motivation is a process of consuming labor power, the main economic meaning of motivational relations lies in the management, through motivation, of economic agents and labor processes.

Changes in the institutional environment of the modern world lead to a significant transformation of the motivations of economic entities, the complication of the structure of the elements of the labor motivation mechanism: needs, interests, motives, incentives.

Motivation is described by various theories, according to most of them, it depends on the individual characteristics of the individual. The latest theories of motivation operate in a changing institutional environment, when the motives and incentives that guide the actions of employees undergo multiple changes, and an increase in labor productivity is impossible without the activation of the "human factor".

When studying the labor motivation of civil servants, it is necessary to take into account the peculiarities of their labor activity, since labor motivation is closely related to the form of its implementation. The only of the latest theories that can be recommended for the practical development of the motivation of civil servants is the theory of participation in the management of an organization. Employees of federal executive bodies can be involved in solving various kinds of tactical tasks: drawing up plans for the current period, monitoring labor discipline, determining labor participation rates, distributing bonuses based on work results, introducing innovative projects and proposals, compiling lists of personnel reserve.

The legal, organizational, financial and economic foundations of the state civil service are established by the Federal Law “On the State Civil Service of the Russian Federation” No. 79-FZ of July 27, 2004. The work of civil servants is carried out in accordance with the regulations, which contain an employee who replaces the corresponding position of the state civil service. The work of a civil servant can be characterized as the totality of all relations in the civil service, their emergence, termination and change when civil servants are exercising official powers. The regulation of the activities of civil servants is one of the main directions for increasing the effectiveness of their work, as a result of which it is possible to abandon the bureaucratic system of civil service personnel management to determine the requirements for the performance of official duties. Conducting a study of exemplary (typical) regulations, the author notes their advantages and disadvantages.

Based on the analysis of job regulations in a number of federal ministries, it was concluded that the improvement of the regulation of the activities of civil servants consists in the formation of mechanisms filled with specific content: a clearer setting of goals, providing an appropriate working environment for high-quality performance of the task.

Improving the content of the work of civil servants is possible through the development of detailed regulations, based on a comprehensive analysis, including the delineation of the scope of activities between different qualification and job groups, the compliance of the work performed with one or another level of management, a clear delineation of powers to prepare, formalize, make decisions and evaluate them. execution.

As one of the ways to improve the efficiency of civil servants, the use of ergonomics is considered. The study of the influence of psychological tension, fatigue, emotional factors and characteristics of the neuropsychic organization of an employee on the effectiveness of his work, the study of the adaptive and creative capabilities of a person leads to a significant increase in labor productivity. With regard to civil servants who are predominantly engaged in managerial activities, the rationalization of labor processes should be carried out depending on the functions they perform.

Qualification requirements for professional knowledge and skills necessary for the performance of duties in a civil service position to be substituted are determined on the basis of typical qualification characteristics and are included in the civil servant's job regulations. Job regulations must contain a list of specific duties for the position and qualification requirements for it, depending on the functional features of this position and the subject matter of the relevant federal executive body. The streamlining of qualification requirements for each civil servant is intended to contribute to a more equitable distribution of duties and increase motivation for work.

The performance efficiency of public civil servants is influenced by many motivation factors, the consideration of which makes it possible to determine methods for its increase: competitive selection for the civil service, which contributes to a fair distribution of positions in state bodies; dependence of the amount of material remuneration on the results of labor; the use of non-material incentives, modern approaches to labor motivation: free time motivation, horizontal rotation of personnel, participation of lower-level civil servants in the management of their unit (in terms of social policy and corporate events); career growth of civil servants, the inclusion of each employee who has achieved high results in work, from the moment they enter the civil service, into the career advancement scheme for the next 3-5 years; distribution of work among employees in accordance with job regulations, fair assessment of labor results.

To improve the performance of public civil servants, it is necessary to optimize wages based on the improvement of the scientific, methodological and regulatory framework for wages; setting the amount of wages depending on the personal contribution of the employee, reducing the differentiation in remuneration of higher and lower categories of positions, strengthening the social protection of civil servants.

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119. I. List of foreign literature

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127. Porter L. W., Lawler E. E. Managerial Attitudes and performance. Homewood, IL.: Irwin, 1968.

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130. Vroom V.H. Work and Motivation. N.Y., Wiley, 1964.

Please note that the scientific texts presented above are posted for review and obtained through original dissertation text recognition (OCR). In this connection, they may contain errors related to the imperfection of recognition algorithms. There are no such errors in the PDF files of dissertations and abstracts that we deliver.

Government of the Russian Federation

Federal State Autonomous Educational Institution

higher professional education

"National Research University

"High School of Economics"

Faculty of State and Municipal Administration

Department of State and Municipal Service

FINAL QUALIFICATION WORK

On the topic "The system of motivation for the work of civil servants"

Student of group No. 492 Yulia Sergeevna Yudina

Scientific adviser:

Ph.D. prof. Yanvarev Valery Andreevich

Reviewer:

Doctor of Law prof. Obolonsky Alexander Valentinovich

Moscow 2013

Introduction

Chapter 1. Theoretical aspects of employee motivation

1 General characteristics of the motivation process

3 Process theories of motivation

3 Other theories of motivation

Chapter 2. Modern system of motivation of public civil servants

1 The main incentives to work for civil servants

2 Elements of the system of motivation of civil servants

3 Main problems of motivation of public civil servants

Chapter 3. Ways to improve the motivation of civil servants

1 Analysis of foreign experience

2 Measures taken to improve the system of motivation in the civil service

Conclusion

List of used literature

Applications

Introduction

For the successful functioning of any organization, each manager must properly manage resources, including human resources, so that all employees are ready and willing to do their job. He must know what his subordinates expect from him, what results to expect from them, how to influence employees, etc. All this is an effective system of motivation.

In public administration, motivation is a more complex and important element due to the specifics of the activities of state bodies (high material and human risk, a high degree of responsibility, etc.). The development of a motivation system in a state body makes it possible to increase the efficiency of the work of civil servants and properly organize it, which contributes to a better performance of their professional duties by civil servants and increases loyalty to the state body, the state and the interests of society, reducing corruption, and hence the effectiveness of the activities of state authorities and the state overall management is improved. The degree of efficiency of the activities of state bodies, in turn, is an indicator of the prestige of the country and the level of its socio-economic development.

As for the process of improving the work of public civil servants, it includes a whole range of measures to improve the public service in the Russian Federation (the introduction of qualitatively new ways to stimulate labor, methods of recruiting personnel, methods of assessing personnel, creating conditions for career growth) and is carried out in alignment with civil service reform. All these measures are connected in one way or another with the modernization of the current system of motivation of civil servants. An important place in the implementation of these measures is played by the orientation to foreign experience.

Today, in accordance with the reform of the civil service, a large number of measures are being taken to improve the civil service. For example, a draft Federal Law of the Russian Federation dated July 27, 2004 No. 79 is being prepared with changes in terms of remuneration, in accordance with the Decree of the President of the Russian Federation dated May 7, 2012 No. 601, pilot projects are being implemented aimed at testing and introducing into the work of personnel services of federal state bodies of new personnel technologies, etc.

All global changes in the civil service of Russia stem, first of all, from the existing problems in the field of labor regulation of civil servants. Firstly, today the motives of individuals have become much more complicated, and the motivation of civil servants has remained at a low level, because simple regulations and job descriptions are no longer enough. Secondly, the level of remuneration in the civil service is much lower compared to the commercial sector. Thirdly, almost the entire reward system is based on seniority. Fourthly, the theoretical basis for improving the motivations of civil servants is very poor: there are no comprehensive studies, all aspects of this topic are poorly studied through the prism of public service. Fifthly, work in state bodies has become unprestigious, there is an outflow of highly qualified personnel aged 30-50 to the commercial sector, and young people do not want to go to the civil service due to low wages. Sixth, the civil service of the Russian Federation has already undergone many changes, which for the most part were unsystematic, and now there is a need for large, comprehensive changes for many years to come, which will solve all of the above problems. These problems can be solved, among other things, by understanding the peculiarities of labor motivation of civil servants, applying the experience of the commercial sector and focusing on the experience of foreign countries that have succeeded in improving motivation in the civil service.

Thus, it can be judged that the improvement of the system of labor motivation of civil servants is very relevant today and permeates the entire range of measures to improve the civil service in the Russian Federation.

The subject of this study, obviously, is the entire system of labor motivation of civil servants.

The object of the study can be called legal, as well as socio-economic relations that are formed in the process of functioning and improving the system of motivation of civil servants.

The purpose of this work is to describe and analyze the system of labor motivation of civil servants today.

In accordance with the goal, the author faces the following tasks: to give the concept of motivation, to describe the main elements of the process of motivating an employee in an organization, to characterize the main theories of motivation and their application in management practice, to give a description of the labor motivation system precisely from the side of the civil service, to analyze its state on the current period, to identify the main problems of this system and suggest ways to solve them.

The structure of this work includes three chapters. The first chapter will present the main theoretical aspects, their applicability in the practice of personnel management in the civil service. The second chapter will describe the system of motivation of civil servants in the Russian Federation and the main motives that encourage people to go to public service. The last chapter will identify the main problems of the existing system of incentives for civil servants, show how these problems are being solved now and what measures are being taken for this, as well as how these problems can be solved in the future using new personnel technologies and the experience of foreign countries.

The methodology for researching this topic includes: analysis of the literature related to the study of motivation problems, analysis of the regulatory framework of the Russian Federation on this issue, situational and systematic approach, the use of logical, comparative, structural and functional analysis sources, as well as a secondary analysis of already conducted sociological studies.

The hypothesis of this study is that it is necessary to study the motives of civil servants, balance material and non-material incentives, and use the experience of developed foreign countries.

Chapter 1. Theoretical aspects of employee motivation

To understand and clearly define what motivations are, you need to consider theory. This chapter will discuss the concept of motivation, related terms, concepts, and briefly describe the main motivational theories that are more applicable to the motivation system in public civil service bodies.

1 General characteristics of the motivation process

A motive is any object, tangible or intangible, the achievement of which is the meaning of activity.

In the most general form, a person's motivation for activity is understood as a set of driving forces that encourage a person to carry out certain actions with the use of certain efforts in order to achieve personal and organizational goals. These forces are outside and inside a person and make him consciously or unconsciously perform certain actions. In an organizational context, motivation is such a function of management, which consists in a long-term impact on employees, on their values and guidelines and the formation of a certain motivational core in them, which allows them to receive returns from employees in the form of their labor activity. Motivation affects the degree of application of efforts, efforts, perseverance, conscientiousness by a person in work, as well as the direction of the work itself.

In general, motivation is a complex phenomenon. An effective motivation system in an organization can not only encourage employees to purposeful activities, but also determine an adequate policy of the organization, development prospects for the organization, help form the foundations of hierarchical and corporate relations, etc. Thus, the concept of motivation deserves special attention.

There are several classifications of motivation. Motivation can be external, i.e. due to external circumstances, and internal, i.e. originated within the person. Sometimes internal motivation is called a motive, external motivation is called a stimulus. It is noteworthy that on the basis of internal motivation (which does not depend on external goals), employees approach tasks more responsibly, conscientiously and diligently, and also learn faster. Motivation can be positive, i.e. based on positive incentives (salary, bonuses, thanks) and negative, based on negative incentives (fines, demotions), when it is based on negative incentives. Also, motivation can be stable when a person needs something so much that it is enough to stimulate his actions once, and it can be unstable when the activity requires constant stimulation. Moreover, motivation can be material (for example, the desire for income or a higher standard of living) and intangible (the desire for career growth or respect among colleagues). Particular attention should be paid to the fact that the opposite types of motivation do not have clear boundaries and do not act in turn, because. often performing a certain task, an employee can be guided, for example, by both internal motives and external incentives, or material and non-material incentives, etc.

In order to motivate a person for something i.e. to manage it, this person must have some needs (for food, money, housing, respect, etc.) that can be satisfied by performing certain actions. The needs themselves are primary and secondary. Primary needs are physiological and innate, such as the needs for food, sleep, and breathing. Secondary needs are acquired in the course of human life, they are of a psychological nature: communication, respect, power, self-realization, etc.

Thus, when a person feels a lack of something, he has a need. When a person has a need, he can be induced to perform certain actions. Motivation is the behavioral outcome of a specific need that is focused on achieving a specific goal. When a person reaches the goal, this model of behavior (the law of effect) is strengthened in him. Also, when a person has a need for something, his goal is to satisfy this need. Goal setting is the conscious setting of goals by an individual (short-term and long-term).

However, employee motivation through needs has its own “pitfalls”. An organization cannot have exactly the same employees with the same needs. Also, a person cannot have one need, there are always many of them. There is no such thing that a person is driven by only one motive, employees are always driven by a wide range of different factors (for example, wages, career opportunities and gaining experience). Therefore, in order to motivate the largest possible number of employees, a comprehensive motivation system is needed. It should be borne in mind that the manager needs to frequently resort to the situational approach in order to cope with the above problems.

When an individual performs a particular task, he is rewarded. In an organizational context, the term "reward" has a very broad meaning. Remuneration is everything that a person receives and considers valuable after performing the work. There are two types of reward: internal and external. A person receives an internal reward in the process of the work itself or after its completion. This may be a sense of satisfaction or self-esteem from the work performed. Useful contacts or trivial friendships that arise during the course of a task may also fall into this category. An external employee receives not from work, but from the organization. For example, it can be wages, career growth, symbols of official status (official transport, gratitude, additional benefits), etc.

Unfortunately, there is still an opinion in society that in order to encourage people to do any kind of work, material rewards will be enough. In fact, often material reward as a stimulating factor is not always decisive in the process of stimulating a person. Elton Mayo, who was an American sociologist, researcher of organizational behavior and one of the founders of the "human relations" school, conducted an experiment in one of the factories in 1923-1924, where financial incentives could not reduce a whopping 250% employee turnover. He found out that the workers of this factory did not have the opportunity to communicate in the process of work and that this work is considered not prestigious. Mayo introduced multiple breaks per day that allowed workers to socialize; staff turnover decreased several times almost instantly. All this suggests that when developing a motivation system, it is not enough to take into account only the amount of wages, it is also necessary to take into account non-material remuneration, and the psychology of employees also plays an important role in this.

Thus, a simple model of motivation can be drawn up. It is a chain of "need-behavior-reward-feedback". A person has a desire to satisfy his need. He behaves in a certain way to satisfy this need (behavior pattern), i.e. performs some work and achieves its goal (satisfying the need). At the end of the work, they will satisfy their need through external or internal rewards. Feedback shows the manager whether the reward is acceptable for the employee or it should be changed by applying other levers of influence on the individual, and also allows you to assess whether the model of behavior adopted by the employee is consistent with the goals and needs of the organization itself. Obviously, knowledge of the theoretical basis of motivation allows managers to achieve more productive work from employees, on the one hand, and satisfy their needs, on the other hand.

“At the same time, the connection between individual forces and human actions is mediated by a very complex system of interactions, as a result of which different people can react in completely different ways to the same effects from the same forces. Moreover, the behavior of a person, the actions carried out by him, in turn, can also influence his response to influences, as a result of which both the degree of influence of the influence and the direction of behavior caused by this influence can change.

The path to effective management of a person lies through understanding his motivation. Only knowing what motivates a person, what motivates him to activity, what motives underlie his actions, one can try to develop an effective system of forms and methods of managing a person. To do this, it is necessary to know how certain motives arise or are caused, how and in what ways motives can be put into action. You also need to know the history. All this will help to create a more complete picture of the possibilities of attracting employees to work, meeting personal and organizational needs.

Early ideas of motivation were the basis for modern theories of motivation. Managers in the past often misjudged the factors that move people, their methods were either ineffective or effective only in the short term. These methods often had a socio-cultural background and were not based on a scientific approach. All this may be suitable for uneducated employees, but with each decade, employees become more educated and less dependent on cultural factors, so the importance of a scientific approach is constantly increasing.

One of the first methods of motivating people was the “carrot and stick” method, used even before the concept of motivation itself appeared. For the fulfillment of the task, the person was promised mountains of gold, and for the failure he was punished. Obviously, there are not enough mountains of gold for everyone, so most people received only what literally allowed them to live another day. People barely made ends meet, and the remuneration was very small, but they were ready to work even for meager pennies.

At the beginning of the 20th century, the situation of workers was just as deplorable, and the “carrot and stick” method of motivation remained. The first to understand this was W. Taylor (School of Scientific Management). He increased the effectiveness of the "carrot and stick" method by determining the daily output and allowances for overfulfillment. Further, W. Taylor pointed out that it is necessary to select employees on the basis of evidence-based criteria, a system of professional selection and advanced training through professional retraining is needed. He revealed that employees and management need to cooperate for the good of the organization, their responsibilities must be distributed and delineated clearly and fairly. Taylorism showed that work schedules and calendar plans are also necessary, that discipline, clear regulations, a system of rewards and punishments, etc. are important in any organization. G. Gant wrote that wages should be specified in the contract and depend on the time of work.

Further, Mayo showed that motivation "in the old fashioned way" in the modern world is beginning to lose its relevance, that psychological and non-material motivation is important. Mayo was one of the scientists who conducted the Horton Experiment to investigate the influence of objective factors (lighting, pay, breaks) on labor productivity in the Chicago suburb of Hawthorne. This experiment allowed us to draw some conclusions. For example, it can be very difficult to evaluate staff when employees are aware of the evaluation process, because they begin to change their behavior if they know that they are being observed. It was also concluded that worker productivity is influenced by social relationships and group behavior. However, the Horton experiment did not help create any theory of motivation, but rather complicated the process.

As you can see, the process of motivation is rather complicated and not always unambiguous. In the second and third parts of this chapter, two large groups of theories of motivation will be considered, their advantages and disadvantages, as well as their application in the practice of personnel management.

So, today there are a large number of classifications of motivation theories. However, at present, these theories are usually divided into substantive and procedural. Content theories of motivation are based on the description of the needs that induce people to act, to determine the scope and content of their work. The most famous of these theories are Maslow's Pyramid of Needs, McClelland's theory and Herzberg's. Process theories at the forefront consider the process of the emergence of a particular type of behavior that directs, supports and stops it. The foundations of this group of theories are the theory of justice, the theory of expectations and the theory of Porter-Lawler. There is also a group of the latest theories of motivation that take into account a wide variety of factors, these theories will be given short description in part 3 of this chapter.

Pyramid of Needs

Behaviorist A. Maslow developed a hierarchy of needs, which schematically represent a pyramid.

Initially, human behavior is influenced by the lower level of needs, and then by higher levels. That is, before motivating a person with self-realization, it is necessary, for example, to satisfy his needs for respect. This pyramid should be considered on the principle that human needs increase over time, from level to level. However, it is worth paying attention to the fact that these needs are not strictly delimited, this is only an approximate and most general order. It happens, for example, that it is much more important for a person to satisfy the need for respect than the need for love. Also, to move to the next level of needs, it is not at all necessary to completely satisfy all the needs of the previous level.

The first and obvious conclusion that can be drawn is that the employee's salary must satisfy at least his physiological needs. Second, employees have a huge range of needs that need to be met, through which they can be manipulated and spurred into action. Third, if material incentives are not enough, then you can use, for example, promotion, social interaction, or employee empowerment. Fourth, it must be borne in mind that the longer a person works in an organization, the less effective it is for him to satisfy various levels of needs. Fifth, the need for self-expression is constantly increasing.

However, this theory has been criticized. For example, it does not take into account individual characteristics of each employee, again, not necessarily the full satisfaction of the need to move to a higher level in the pyramid, the element of chance is not taken into account. Thus, an employee of the personnel service or the head of an organization must not only be able to determine the needs of employees, but also be able to predict them.

ERG Motivation Theory

Yale University psychologist Alderfer also developed the content theory of ERG motivation.

He believed that human needs consistently consist of the following groups: the need for existence (physiological and the need for security), the need for connections (communication, friendship, belonging, love), the need for growth (involvement, self-expression).

However, unlike the previous theory, the movement here can be both from the bottom up and from the top down. Moving up is a process of satisfying a need, and moving down is a process of frustration.

Thus, if a higher-level need is not satisfied, then the employee focuses all his attention on meeting the needs of a lower level. For the manager, here you can observe both positive and negative sides. For example, he should try not to let his employees get frustrated, but he can also "occupy" them with the satisfaction of other needs, in case it is impossible to satisfy any needs.

The theory of acquired needs

American psychologist D. McClelland, known for his research in the field of achievement motivation, developed the theory of acquired needs.

He believed that people in an organization have three types of needs: the need for power, success, and belonging. The need for power is the desire to influence other people, they are usually trained to occupy leadership positions. The need for success is not satisfied by success itself, but by the means of achieving it, by bringing the work to the end. The need for involvement is an interest in connections, communication, and mutual assistance.

What useful conclusion can be drawn here? People with a need for power (confident and with organizational skills who seek to solve problems and not satisfy their vanity) need to be promoted, interested in the goals of the company and the development of the policy of the organization, and expand its powers. People with a need for success (those who seek moderate risk, are responsible and proactive) need to be involved in solving complex and important tasks, finding solutions to problems, and encouraging them to achieve results. People with a need for connections (sociable, friendly, able to capture the public and resolve various kinds of conflicts) should not be limited in social contacts, you need to have conversations with them, give them the opportunity to hold meetings and work in a team, etc.

This theory does not show how lower level needs can be met, which may be important for developing countries. It is difficult to use in practice.

Two factor theory

The social psychologist F. Gerberg, who studies the problems of labor and the activities of companies, proposed another meaningful theory of motivation.

He identified two groups of needs. The first is hygienic, they do not directly motivate to work, but they also need to be satisfied, otherwise dissatisfaction with work appears. The second group is directly motivators, they are associated with the nature and essence of the work. Hygiene factors include company policy, working conditions, earnings, interpersonal relationships, the degree of control of the work process. Motivators include success, career growth, recognition of progress in work, responsibility, development of creative and business potential.

When an employee feels a lack of hygiene factors, he becomes dissatisfied with his work. The lack of motivational factors does not lead to dissatisfaction at work, however, their presence has a positive effect on the efficiency and productivity of employees.

Thus, managers need to ensure not only the presence of hygiene factors, but also the presence of a group of motivators. To do this, it is possible to carry out “labor enrichment” programs that allow the performer to feel the importance and responsibility of the task he is performing, to feel independent and important. Such programs allow to eliminate the negative consequences of work, for example, overwork, a decrease in interest in work. The manager should also compile the most comprehensive list of hygiene and motivating factors applicable to the situation and the organization.

There are several types of "enrichment" of labor. The establishment of participatory management is a technology that allows increasing the degree of participation of ordinary employees in making managerial decisions. Creation of autonomous working groups - in this case, the members of the groups are endowed with great powers and great responsibility for the results of the team as a whole. Expansion of duties and responsibilities can help both increase the workload of staff and diversify the work performed. Rotation - contributes to a more diverse nature of activities and the acquisition of more different skills. Flexible work schedule - free choice of the start and end of the working day, which sets the total workload in hours per week. Professional relocation is a situation when a person combines work in different jobs (internal part-time work), positions, departments or organizations, this again allows him to expand the range of his knowledge and skills.

Unfortunately, this theory also has drawbacks. The study was built on the subjective feelings of employees. In practice, there is no close correlation between job satisfaction and individual worker productivity. Again, the individual characteristics and needs of people are not taken into account.

Having described this group of theories, we can conclude that human needs are so diverse that they can be classified in completely different ways. This gives managers a large field of activity in relation to the development of employee motivation systems, and also allows them to identify certain patterns of action in relation to certain employees, but at the same time it requires the manager to be able to apply these theories in practice, avoiding their shortcomings.

These theories do not consider the process of motivation itself. This will be discussed in the next part of this chapter.

motivation civil servant

1.3 Process theories of motivation

Expectancy Theory

An American researcher in the field of motivation theory, V. Vroom, developed a procedural theory of motivation called the “expectation theory”.

He described the impact of labor costs and the expectation of a certain result from labor. Expectation (in this context) is an employee's assessment of the likelihood of an event. Thus, one or another chosen model of behavior will either lead to the achievement of the desired or not. In other words, this theory describes how much a person wants to receive and how much it is possible for him.

This theory describes the chain "effort-results-reward-valence". In connection with the expectation between labor costs and performance results, we can say the following: if people do not feel a direct connection between these two “links” (due to poor preparation, incorrect goal setting, incorrect self-assessment of employees), then their motivation will weaken. With regard to expectations between results and reward, a person can expect a certain reward (remuneration, benefits, privileges) for the results he has achieved. Valence is the degree of satisfaction with something; because If the results of work performance are necessary, efforts and needs are always different, then the valency of work performance and reward for it will differ for everyone. For example, if, based on the results of the task, the employee was not promoted, but was given a regular salary, then the valency of this remuneration will be low. It was found that if the value of any of the listed parameters is low, then the entire system of employee motivation has every chance of becoming ineffective.

This theory shows that people, based on the information available to them about possible rewards (both external and internal), can make one or another choice regarding their efforts, i.e. a person focuses on the future and makes various forecasts.

This theory is very useful for management. First, there are different ways to increase the motivation of employees, you need to match the reward and the needs of the employee. Secondly, it is necessary to develop such a policy of the organization, in which the criteria for the success of the activity will be obvious, the relationship between the results achieved and the amount of remuneration of the employee, as well as the powers delegated to employees will be sufficient to perform certain work.

However, this theory does not take into account different types of personality and organization. There is also an opinion that the technical, conceptual and methodological foundations of motivation in this theory are poorly described and developed.

psychological contract

In connection with this theory, it is appropriate to mention the psychological contract of E. Schein (American psychologist, founder of Organizational Psychology), since. not only does the employee have certain expectations (rewards), but the management of the organization also has their own considerations about him (contribution to work, performance). This whole set of expectations is a psychological contract. The psychological contract does not exist explicitly, the parties may not even be aware of the existence of some of their expectations.

If this contract is perceived differently by the parties, then conflicts are inevitable, and, consequently, a decrease in employee motivation, i.e. necessary condition is the same interpretation of the contract by both the employee and the organization. It must also be remembered that the expectations of all parties change over time, so the contract itself changes.

Justice theory

Justice theory was developed in 1963 by J.S. Adams, a psychologist who studied behavior and work environments.

In his theory, he points out that a person compares his remuneration not with his own expectations, but with the remuneration of other people in similar positions in the organization. The employee evaluates the labor contribution of himself and others on the basis of subjective ideas. Moreover, the employee also compares his gender, age, education and position in the organization with other people in a similar position.

Adams described the principle of justice. If an employee receives more / less remuneration than his colleague, he has psychological satisfaction / dissatisfaction. Thus, the manager decides on the need for additional employee motivation.

This theory revealed a very important pattern. If a person is underestimated in the organization, then he begins to perform worse duties assigned to him. If he sees that he is being overestimated, there is a chance that he will continue to strive to show his worth and work more productively.

For a manager, it must be borne in mind here that an employee who is not satisfied with the remuneration will do his job worse and evade it, but at the same time, it must be remembered that the assessment of the fairness of remuneration is often subjective, as people compare themselves, and do not trust this to an independent third party. An employee who considers their assessment of their performance unfair needs to be explained why there is a difference in remuneration and what needs to be done to eliminate this difference. It is also necessary to create a fair, understandable, transparent and clear system of remuneration.

There is one interesting remark about this theory. In order to prevent employees from expressing their dissatisfaction amid wage differences, it is possible to keep employees' earnings secret. However, for the topic of this study, this is not applicable, because public civil servants must declare their income without fail, so they become not only the property of all employees in the state body, but of the entire public as a whole.

This theory has a number of omissions. Firstly, the assessment of the fairness of remuneration is highly subjective and depends primarily on the personal ambitions of the employee. Secondly, in this theory, remuneration is of a material nature, which is not entirely relevant today, because. Today, non-material incentives play an important role.

Complex Porter-Lawler Model

In 1968, two scientists, Lyman Porter and Edward Lawler, based on two existing expectations theory and equity theory, developed their own unique model of motivation.

This complex theory includes elements of both expectation theory and equity theory. There are five key factors here: effort, perception, result, reward, satisfaction. Effort depends on the value of the reward and on the person's own perception of their efforts. The results achieved depend on three factors: the efforts, abilities of the employee and the employee's assessment of his role. Achieving certain results, a person receives internal and external rewards. If the remuneration is perceived by the employee as fair, then he receives satisfaction with his work and satisfies his needs.

Thus, the more productive the work of the employee is, the more he will receive satisfaction from the work done, the greater will be his productivity in the future. Other theories of motivation describe everything quite the opposite: the work done leads to satisfaction. This theory showed that motivation is a complex phenomenon, one of essential functions management and deserves great attention, because this model combined many key points of the motivation process at once. Moreover, this theory transparently hints that wages are not the only type of reward, so a salary increase will only increase motivation under certain conditions.

Despite the importance of this theory, it has some drawbacks. The value of a manager's reward is very difficult to determine. And the employee in his ideas about the value and fairness of remuneration, about his abilities and the amount of effort applied is subjective and often overestimates himself.

Theory "X-Y"

American social psychologist Douglas McGregor developed the X-Y theory.

This theory implies the presence of two different types of people. Concept X describes a lazy worker: he hates work, tries to avoid it, he needs to be constantly monitored and threatened with certain sanctions, this worker avoids responsibility, he has no selfless thoughts, only job security in the future is important for him. For this type of workers, centralized management and distribution of work, constant and total control, strict regulation of behavior, a developed system of sanctions, as well as the absence of broad powers are necessary.

The Y concept describes the opposite type of person. The employee loves to work and work, is capable of self-organization, is interested in the process of work, he is inventive, creative, for him work is a self-evident process. For such employees, a comprehensive reward system should be developed in accordance with the work performed, the authorities in the organization should be decentralized, the manager can only control the result of the activity, but not the process, subordinates should take part in management decisions.

On the one hand, this theory is useful, because showed that workers are not the same by nature and each of them needs a special approach. On the other hand, this theory oversimplifies the view of different workers, because people are by nature much more diverse.

Theory Z

Stanford Business School professor W. Ouchi diversified McGregor's approach in the 1980s.

He developed the "Z" theory. According to this concept, a person does not belong to any of the types described in the previous theory. Depending on the situation, a person can behave like the first or like the second type of worker.

The motivation of such an employee should be based on the values of the “production clan”, when the organization is viewed as one big family. These values, with the help of a system of incentives, develop employee confidence, solidarity, devotion to the organization and the team, common goals, etc. The hallmarks of this type of organization are: long-term hiring, slow promotion, strong job security, a sense of ownership, a trusting relationship between managers and staff, the presence of management in the workplace, and fewer levels of management.

This theory puts at the head of collective motivation, as well as increasing the initiative of the employee. However, it again unifies all workers, rather than dividing them into different groups depending on their type.

1.3 Other theories of motivation

Recently, the latest theories of motivation have begun to appear, which take into account the country's transition to a market economy, the degree of competition, changes in the personality of a modern person, etc. Modern approaches to the definition of motivation imply that an employee should be interested in the activities of the organization, he should be involved in decision-making, etc., just then he works better. The following theories are best known: participation in the management of the organization, participation in the formation of the company's profit, participation in ownership.

For this study, only the theory of employee participation in decision-making is of interest. The remaining theories are focused on the profit of the organization, which is a purely economic incentive and cannot be used in the system of motivation in the public civil service.

In Japan in 1962, "quality circles" were invented. At the same time, a small group of workers from one department gathers after hours in an informal setting. They discuss current problems, analyze them and try to work out the best ways to solve them. Thus, participation in management decisions and interest in work increase, and as a result, the motivation of employees.

Modern theories of motivation show that the reasons that motivate a person to act are very diverse. There are also a large number of ways and ways to stimulate employees. The motivation system itself is: identifying the needs of the employee, choosing the method of motivation, implementing the chosen method of motivation, remuneration for the work done, assessing motivation, adjusting motivational incentives.

Despite the fact that theories of motivation differ on different issues, they are not mutually exclusive, they complement each other. Thus, in different situations, a manager can and should be able to assess the situation in order to use one or another theory that is suitable for given circumstances.

At the end of this chapter, we can conclude that motivation is a complex and complex phenomenon, it focuses on many old and fundamental theories, as well as recently introduced new theories of motivation. The motivation system should meet the needs of any level of employees.

In general terms, we can say that an employee is motivated in several cases. He must be free to make his own decisions. He knows well what is expected of him, he understands how his work is evaluated. His contribution to the activities of the organization is encouraged. Creativity, personal development and employee training are also strongly supported. The employee feels his importance in the company, his remuneration is fair and meets his needs. Work for him is a source of positive stimulation. The presence of a positive organizational climate is also an important condition for motivation.

The main factors affecting the work were identified. Material factors include competitive wages, social benefits, bonuses for high performance, the opportunity to be a co-owner of the company (profit sharing). Training and career also influence the degree of employee's interest (the possibility of development outside of working hours, advanced training and improvement of work). The work should be interesting, the workload should be optimal (including flexible hours), positive relationships in the workplace, a sense of the value of the work, a sense of freedom and independence, the work should be a kind of "challenging" to its performer (be exciting). Comfortable working conditions (material and technical base, organizational climate, labor safety) should be provided. The organization itself must set clear goals, provide the necessary standards, have a good image, etc.

Chapter 2. Modern system of motivation of public civil servants

The work motivation of civil servants has not yet been fully studied. It has its own characteristics that distinguish it from motivation in the commercial sector. For example, the mechanism of motivation in public authorities is based primarily on administrative-command incentives, i.e. the activity of civil servants is strictly regulated and, at its core, has a complex system of socio-economic relations between civil servants. The motivation system here is the interaction of administrative and labor standards. “Like any employees, civil servants also pursue the achievement of their goals during their public service, which should be taken into account in personnel policy when motivating them. The labor sphere of the civil service has a number of specific features: in terms of its content, the labor activity of civil servants is aimed at realizing national interests (i.e., a civil servant does not realize his own interests, but the state is interested), at all-round strengthening and development of the social and state system; high degree of responsibility officials for decisions made, their implementation, results and consequences; strict normative regulation of management and labor discipline; the use of intellectual as well as creative potential for solving managerial problems. At the same time, the level of remuneration of civil servants is significantly lower than in commercial structures (remuneration of civil servants is carried out from the budget, which imposes some restrictions on its size), and additional social guarantees do not fully compensate for the complexity and significance of their activities.” When applying for a job, a civil servant provides information about income and expenses, which does not happen in the private sector.

The civil service also has a number of features that make it difficult to motivate civil servants. For example, if little depends on an official, he is not tempted to use his powers for personal purposes (a conflict of interest), which, on the one hand, restrains the growth of corruption, and, on the other hand, restrains his interest in work, his career and personal growth, his self-realization, which negatively affects his motivation.

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

There are some restrictions associated with public service. First, it is a restriction on receiving income from commercial sources. Civil servants are prohibited from engaging in any activity, except for work in a state body, teaching activities and other creative activities. Secondly, a civil servant is not entitled to receive gifts from individuals and legal entities. Thirdly, there are restrictions on the use of official powers for personal purposes. Fourth, a civil servant cannot participate in strikes. Fifthly, it is a ban on the joint service of relatives. Sixth, the limitation is the presence of another citizenship. All this imposes many restrictions on the process of motivating civil servants.

It can be concluded that the motivation for the performance of a civil servant is based on official regulations and is built on several principles. Firstly, it is a social orientation, that is, the fulfillment of not personal interests and the interests of commercial persons, but the interests of society and the will of the state. Secondly, this is the fairness of wages, that is, a single system has been established for all civil servants in all state bodies. Thirdly, remuneration is the main material incentive for the activity of a civil servant. The salaries of civil servants should correlate with the level of wages in the commercial sector in a similar position. Civil servants should be provided with conditions for career growth. Sixth, it is necessary to link the amount of remuneration with performance (which is still poorly developed in Russian realities). It is also necessary to compensate for the restrictions imposed on a civil servant by developing social guarantees and benefits.

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

2.1 The main incentives to work for civil servants

Having become acquainted with theories of motivation, it can be assumed that the main factors stimulating the work of civil servants are secondary needs (because the civil service is based on serving the highest interests of the country's population): career growth, striving for power, self-actualization, etc. It can be concluded that, ideally, the primary needs of civil servants should be satisfied at a decent level by a motivation system in order to pay attention only to the satisfaction of a group of secondary needs.

Civil servants in their activities are guided by the performance of official activities, decent wages, the conditions and nature of work. Self-actualization occupies a special place as a guideline for performance - this is a phenomenon when a person wants to feel like a kind of engine of processes in an organization, and not small cogs in a large system.

In order to understand what incentives motivate civil servants, one can refer to a survey conducted by the National Research University Higher School of Economics in 2007. This study was aimed at identifying the main motivating factors of civil servants.

A total of 1,088 employees of 5 federal ministries were interviewed. The structure of the sample can be found in Appendix 1. When studying motivating factors, special attention was paid to value orientations, assessment of the prestige of work, as well as opportunities for further promotion.

The distribution of answers to the question about the goals of working in government bodies helped to identify several features (see Appendix 1). For example, most people go to the civil service to earn a living for themselves. At the same time, however, non-monetary incentives attracted more than 60% of employees.

It was noted the persecution of "mercenary" motives when entering the civil service. It means that they go to the civil service to establish useful connections, gain valuable experience and improve their skills. Basically, this answer was given by young employees of state bodies, which indicates that recently young people have become more pragmatic in choosing a job. At the same time, it was concluded that young people do not consider their earnings sufficient and fair in comparison with wages in commercial structures, i.e. young people do not intend to stay in state structures. All this confirms the observation that the civil service today has become unattractive for potential employees, that the state apparatus is “aging”.

It was also noted that older employees came to the civil service to serve the interests of society and the state, to develop their region. Since civil servants "over 30" make up the bulk of the respondents, the majority of the answers were exactly the same. An interesting fact: this category of civil servants has a clear understanding that it is possible to gain experience by increasing the length of service, while young people do not make such an analogy.

Less than half of the respondents aim to satisfy their material needs, but they still have other “mercenary” incentives. In accordance with this, the opinion was refuted that only patriots who are interested in the development of the country always go to the civil service.

The survey data indicate the existing problems in the civil service, in particular, the low level of motivation. The problems of motivation will be described in detail a little later. The second part will describe the main components of labor motivation of civil servants in the Russian Federation and their relationship with the considered theories of motivation.

2 Elements of the system of motivation of civil servants

This study examines the motivation of state civil servants (not military or law enforcement). "State civil service - a type of public service, which is a professional service activity of citizens in the positions of the state civil service to ensure the execution of the powers of federal state bodies, state bodies of the constituent entities of the Russian Federation, persons holding public positions of the Russian Federation, and persons holding public positions of the constituent entities of the Russian Federation Federation." “A civil servant is a citizen of the Russian Federation who has assumed obligations to perform civil service. A civil servant carries out professional service activities in civil service positions in accordance with the act of appointment to a position and with a service contract and receives a financial allowance at the expense of the federal budget or the budget of a constituent entity of the Russian Federation.

The system of motivation of public civil servants with a clear definition of this concept is not described. However, one can study the Russian regulatory framework, various sociological surveys and conclude that the motivation system consists of the following components (which have a direct impact on the motivation of civil servants): state guarantees, remuneration, career opportunities, certification, rotation, training and responsibility. Competitive selection can have an indirect impact on the motivation of employees. All these elements of the motivation system come from the social and legal status and legal status of a public civil servant, which consists of rights, duties, restrictions, prohibitions, responsibilities, requirements, guarantees and economic support (in general, everything related to public service). The social and legal status of a civil servant is the measures of proper and possible behavior of a civil servant established by the state. This status (which can also be interpreted as the position held, the level of education and remuneration) not only determines the place of a civil servant in the administrative process, but can also satisfy his need for respect, recognition, etc., thus is a strong motivating factor.

State guarantees

The main state guarantees include:

equal conditions for remuneration and comparability of assessments of the performance of civil servants;

the right to timely payment in full;

awareness of comfortable working conditions: provision of working space, furniture, appliances, etc.;

medical insurance for civil servants and family members;

state social insurance in case of illness or disability during the period of civil service;

payments under obligatory state insurance;

reimbursement of travel expenses;

reimbursement of expenses related to the relocation of a civil servant and his family in connection with the transfer to another place of work in the public service;

protection of a civil servant and his family from various manifestations of violence, threats, etc. in connection with the performance of their official duties;

state pension provision

housing subsidy.

This element of the motivation of civil servants corresponds to Mayo's view that non-material motivation is as important as material motivation, and Taylor's view of daily output (normal work).

Salary

The pay of a public civil servant is a more specific incentive. And it is the main means of its material support and stimulation of its activities.

Additional payments include:

seniority bonus from 10% to 30% for service from 5 to 15 years;

bonus for special working conditions in the amount of up to 200% of the monthly salary;

bonuses for especially important and complex tasks;

monthly promotion (from 1 official salary to 14 depending on the position);

lump-sum payment upon granting leave (in the amount of two monthly salaries) and material assistance.

district coefficient (for regions of the Far North and hard-to-reach regions);

Salaries are annually indexed in accordance with the inflation rate in the country. Sufficiently flexible remuneration has been introduced, depending on the effectiveness and efficiency of performance, and the remuneration structure itself has been improved. Now the base salary is an insignificant part of the remuneration, a significant share falls on additional payments based on the performance of a civil servant, which stimulates the civil servant to improve the quality of his work.

Encouragement and awards

Rewards and awards are of the following types:

announcement of official gratitude and payment of monetary incentives in accordance with this;

awarding a certificate of honor and payment of monetary incentives in accordance with this;

other types of incentives and awards;

payment of a one-time incentive in honor of retirement;

encouragement of the Government or the President of the Russian Federation;

awarding honorary titles;

awarding badges of distinction or orders.

This element of motivating civil servants, as well as the provision of government guarantees, is in line with Mayo's view that non-financial motivation is just as important as material motivation.

In general, state guarantees, remuneration, incentives and rewards correspond to substantive theories of motivation, they have a strong impact on various groups of employee motives.

Competitive selection

Passage of the civil service and career opportunities

Career growth is a non-material incentive in accordance with meaningful theories of motivation, and is also one of the ways to "enrich labor".

Positions in the order of rotation are replaced for a period of 3 to 5 years.

Rotation is also one of the ways to "enrich labor".

Certification

This exam is also a kind of incentive to move up the career ladder. For example, if a civil servant passes an exam, he is assigned a class rank, he starts earning more, his status rises.

Education

There are two types of training - at the place of work, outside the place of work.

On-the-job training can take the form of job complication and rotation. Also, this method is known to be less expensive.

Training corresponds to the satisfaction of secondary needs according to various substantive theories of motivation, and can also act as one of the ways to "enrich" labor.

Responsibility

There are four types of responsibility.

Criminal liability for civil servants occurs on a general basis.

As can be seen, the system of negative incentives in the form of various types of responsibility is highly developed. It is an educational and preventive element of the behavior of civil servants.

3 Main problems of motivation of public civil servants

Today, there are many problems in the field of labor regulation of civil servants. All of them not only reduce the motivation for the work of civil servants, who already often work poorly and in violation of deadlines, but also reduce the attractiveness of the civil service for potential candidates. As a result, the effectiveness of the state apparatus decreases, the effectiveness of existing and introduced political measures in the country decreases. And Russia itself does not look presentable against this background. Obviously, if urgent measures are not taken, then the motivation of personnel in the public service will remain unpromising foundations.

Firstly, today the motives of individuals have become much more complicated due to the development of new personnel technologies and society as a whole, and the motivation of the work of civil servants has remained at a rather low level, because simple rigid and non-reflexive regulations and job descriptions are no longer enough.

Secondly, the level of remuneration in the civil service is not high enough compared to the commercial sector. Especially such a picture is observed after conducting various surveys. Many civil servants believe they can find higher paying jobs in the commercial sector. There is an outflow of highly qualified personnel aged 30-50 to the commercial sector, and young people do not want to go to the civil service. People of the “old school” remain in the public service, while a portion of fresh views on modern problems of public administration is needed. In parallel, there is a decrease in the level of professionalism, in other words, there has been a washout of qualifications in the civil service. All this also does not make the civil service attractive, especially for young qualified specialists, who have recently become more amenable to monetary incentives and go to commercial firms that are more active in motivating their staff.

Thirdly, almost the entire system of incentives (remuneration) is based on length of service. It is necessary to introduce payment in a large share of incentive payments (payment for performance), which influence the results achieved by civil servants. These elements of the monetary content will significantly improve the system of labor motivation of civil servants.

Fourthly, such a seemingly powerful system of state guarantees in the public service is not provided to everyone. Only civil servants occupying high positions, who are very few, safely use all these guarantees: they are provided with vehicles, housing, and various types of insurance provided by law.

Fifth, there are no specific mechanisms for the implementation of equal access of citizens to this process for the competitive filling of civil service positions, the procedure itself is not clearly spelled out.

Sixth, the theoretical basis for improving the motivations of civil servants in Russia is very poor: there are no comprehensive studies, all aspects of this topic are poorly studied through the prism of public service. It is necessary to conduct "field" research, establish various patterns, as well as appeal to foreign experience. All this will enrich the theoretical understanding of motivation in the civil service. It is also necessary to test the principles of the personnel policy of commercial organizations in state bodies.

Seventhly, the civil service of the Russian Federation has already undergone many changes, which for the most part were unsystematic, and now there is a need for a large, comprehensive change for many years, which will solve all of the above problems, because the civil service system is already " tired” of endless small changes, when they are introduced often inconsistently. Moreover, the Russian apparatus is not "accustomed" to serve the state and civil interests.

Eighth, complicating the process of improving motivation is the fact that the legislative framework in Russia is quite cumbersome, it needs to be lightened, it is necessary to “sort out” the powers of various state structures. Emphasis should be placed on the description of procedural rules

You can give a description of a Russian official given by Zakharov N.L. They write that today's civil servant has the following behavioral qualities: "lack of rational goal setting, low technological discipline, ... impulsiveness, low initiative, which is a consequence of the influence of professional requirements - following the rules, rational-emotional motivation, syncretism of the "ethics of persuasion" and "ethics of responsibility ... "

Having realized the problems of motivation, it is necessary to emphasize the importance of priority professional qualities(the main principle) in the civil service, the principle of compensable restrictions imposed by law on civil servants, it is important to create such a system of remuneration so that direct cash payments absolutely dominate over “shadow” payments, benefits and privileges, it is necessary to develop the loyalty of civil servants (both existing and potential) to the state apparatus and ethics in the performance of official activities.

Solving motivational problems in the civil service will allow understanding the characteristics of the motivation of civil servants, applying the experience of the commercial sector and focusing on the experience of foreign countries that have succeeded in improving motivation in the civil service. Ways to improve the motivation of civil servants will be discussed in the next chapter.

Chapter 3. Ways to improve the motivation of civil servants

This chapter will describe various ways to increase the motivation of employees.

The first part will consider some measures to increase the motivation of civil servants from the foreign experience of developed and developing countries. All of them are quite interesting and can be applied in the personnel department of the public service of the Russian Federation.

As you know, now the Ministry of Labor and Social Protection of the Russian Federation is developing a lot of measures and methods that in one way or another affect the motivation of civil servants. These methods are in the process of being developed and improved, but in the next few years it has every chance of becoming part of the state civil service. These measures will be described in the second part of this chapter.

1 Analysis of foreign experience

This part will present successful ways to stimulate civil servants in different countries, which would be useful to use in Russian practice to improve the system of motivation of civil servants.

France uses some interesting ways to incentivize civil servants. For example, there is an annual appraisal interview between subordinates and the manager, at this interview the performance of civil servants is assessed in a more informal setting. There is also a comprehensive assessment of the activities of a civil servant (similar to the one that is being developed in the pilot project for a comprehensive assessment) with scoring based on the results of its implementation. Moreover, in this country there is a practice of the presence of a collegiate body - the jury - at the competitive selection for filling positions in the civil service, which makes this process more efficient. Also, in government bodies, especially in senior government positions, informal interaction is very developed, which also makes it possible to increase the motivation of employees.

In Germany, to stimulate talented specialists, a system of “two directions in a career” is used: either job growth or work in the same position with a gradual increase in wages. Also, for a variety of work activities in Germany, you can combine work in a government body and political activity. Moreover, in Germany, a civil servant is guaranteed a lifetime job in the civil service, the same situation is observed in Turkey. A distinctive feature of the German civil service is very large probationary periods replacement of positions, which allows attracting highly qualified and interested personnel. The areas of responsibility of a civil servant in Germany are quite high. For example, if during non-working hours the activity of a civil servant denigrates the department in which he works, liability still arises.

The UK has a remuneration system based on the division of civil servants into three separate groups. These are the least effective, effective and very effective. This method involves the constant evaluation of the work of civil servants.

The United States presents another model for motivating civil service employees. The country has a practice of granting highly paid positions (sometimes even higher paid than their work in the state apparatus) in the private sector when a high-ranking civil servant retires. Also in the United States, an ethical code of conduct for civil servants has been worked out in detail, which needs to be done in Russia, as mentioned above.

In the public service in the UK and the US, any form of collective interaction is highly valued and encouraged in solving any problems in the public civil service. It is believed that this contributes to more involvement in the work and strengthening of ties in the organization.

In China, certification of civil servants is complex (it covers a large number of disciplines) and has serious consequences. If, at the end of the attestation, he showed himself to be inappropriate for his position, then a penalty may be applied to him. In the country, all procedures for passing the state civil service are clearly regulated. Also, the ethics of civil servants has recently been increasing in the country: a ban on the influence of family ties, a ban on entrepreneurial activity, etc.

In Japan, the civil service is very elitist. It is considered very prestigious in the country to work in a state body; only very highly qualified personnel aspire to the civil service, because. there is a strict selection. The same situation is observed in China, India and Singapore. In Japan, due to this, a high efficiency of the state apparatus has been achieved, and the number of civil servants is very small.

In many countries in Europe, North and South America, a model of distance learning is used through the exchange of educational resources, which implies the accelerated development of knowledge, training on the basis of one university, as well as the cooperation of several educational institutions. This method of education is cheaper, and also allows employees not to be distracted from the performance of their direct duties.

The Scandinavian countries use such a method of motivation as the interaction of civil society institutions with authorities, the formation of a control function, and the involvement of citizens in the management of administrative processes. This method helps to increase the prestige of the civil service and the attractiveness of the state apparatus.

In European countries, in order to increase the motivation of the work of civil servants, market mechanisms are introduced into public administration, which, as you know, are more capable of satisfying the needs of employees. These mechanisms are flexible, decentralized and independent. Moreover, these countries place great emphasis on improving organizational culture.

Much attention is paid to the development of "electronic government". This type of electronic interaction speeds up document flow, simplifies many government processes and makes the work process more efficient. All this leads to greater efficiency of the state apparatus, improvement of public services, satisfaction of citizens, development of an updated model of the civil service, simplification and facilitation of the work of civil servants (creation of comfortable working conditions), so civil servants do not spend a lot of time performing procedures such as sending correspondence . Moreover, the quality of management decisions and the speed of their implementation are improving. For example, in Japan there is an electronic registration of the population, which greatly simplifies the life of the state apparatus. In European countries, there is a system of secure electronic exchange of documents constituting state secrets.

It can be easily seen that there are many ways to develop a motivation system in the civil service.

It can be added that conducting personal conversations with employees who stand out from all, either in a positive or in negative side. Unfortunately, at the present moment in the Russian public administration this element is poorly developed. The ineffective use of this tool as a means of feedback is due to its formality, the principle of "call on the carpet" and the search for someone to blame, instead of focusing on improving performance indicators and communicating corporate goals and priorities.

It is necessary to change the attitude towards personal conversations. If they take place in a calm and relaxing environment, then their effectiveness can be very high. First, they improve communication, both forward and backward, between the employee and management. Often, these conversations can solve a lot of problems. The employee will feel that she is not indifferent to the management, his motivation will increase.

2 Measures taken to improve the system of motivation in the civil service

To date, the Ministry of Labor and Social Protection of the Russian Federation, in terms of reforming the civil service, is developing pilot projects aimed at testing and introducing modern personnel technologies into the work of personnel services of federal state bodies (some of them are described in the previous part). The basis for these pilot projects is Decree of the President of the Russian Federation dated May 7, 2012 No. 601 “On the main directions for improving the public administration system”.

In total, 4 pilot projects are being developed aimed at:

acceptance in electronic form of documents for participation in the competition for filling a vacant position in the civil service and conducting an initial qualification selection of candidates in a remote format with identification of the identity of the citizen who submitted the documents and completed the qualification test (hereinafter referred to as the pilot project on the portal);

formation of a mentoring institution that promotes the career growth of civil servants (hereinafter referred to as the pilot project on mentoring);

establishing qualification requirements for the profile of education, knowledge and skills (hereinafter referred to as the pilot project on qualification requirements);

introduction of a system of comprehensive assessment of the activities of civil servants, including public assessment of individual positions of the civil service (hereinafter referred to as the pilot project on a comprehensive assessment).

As a result of the development of new personnel technologies, the personnel departments of federal state bodies will receive flexible and objective personnel selection tools, develop a qualification guide on the necessary skills to replace the state civil service, will be able to more timely rotate, encourage and develop civil servants, and will also increase their influence on the quality the work of the body as a whole.

Portal pilot project

The pilot project on the portal conducts "approval of technology and development of proposals for organizing and implementing the acceptance by personnel services of federal state bodies in electronic form of documents and conducting the initial qualification selection of candidates in a remote format using the functional and technological capabilities of the federal state information system "Federal Management Personnel Portal" with identification of the identity of the citizen who submitted the documents and completed the test.

All this will take place on the website of the Federal portal of managerial personnel in " personal account". This portal will provide the formation of a full-fledged information resource in the civil service, we will create a complete database of vacancies and personnel monitoring, which will ensure quick interaction between the personnel service and a potential employee. On this portal, there will be free access to test tests to test knowledge about the civil service, it will be used for primary qualification selection. In other words, the portal will become a full-fledged tool for automating many personnel procedures.

However, this pilot project has a serious drawback: the impossibility of monitoring the passage of testing by the candidate himself, without the help of outsiders.

This pilot project has an indirect impact on employee motivation. It will help simplify the personnel selection procedure and make it closer to the commercial sector. The image of the civil service will improve and its attractiveness will increase, since the candidate will not have to spend a lot of time on the initial selection procedure.

Pilot mentoring project

This pilot project is aimed at developing proposals for the development of a mentoring institution in the civil service, which will contribute to the career development of civil servants.

Mentoring is a form of ensuring the professional formation and development of civil servants of the Russian Federation, as well as citizens included in the personnel reserve, aimed at the professional performance of their duties.

Thus, mentoring can help solve the following tasks: optimizing the process of formation and development of professional knowledge, skills, abilities of civil servants, accelerating the process of professional formation and development, assisting in adapting to the conditions of performance of official activities, providing moral and psychological support to civil servants in overcoming professional difficulties, promoting the development of behavioral skills of civil servants in accordance with professional and ethical standards and rules, requirements established by law, the formation of an active civil and life position of civil servants, the development of civil servants, as well as citizens included in the personnel reserve, of interest in official activities, their placement in the civil service. Mentors are authoritative employees from the structural unit where the employee is mentored, or from units of related profiles, or from among persons who were dismissed from the civil service upon reaching the age limit for being in the civil service; they must be experienced, highly qualified, they must have developed educational skills and have worked in the civil service for at least 5 years. Mentoring is carried out from 3 months to 1 year without taking into account the time of professional training or retraining of a civil servant.

Upon completion of mentorship, a decision will be made on the suitability/incompatibility of the position to be filled or on the possibility/impossibility of a recommendation for appointment, etc.

In the process of improving motivation, this project can be of great help. The newcomer will feel comfortable, his interest in the job will increase, his need for communication will be satisfied, and he will also be motivated to work and learn better and harder, and as a result of this, expand his knowledge base. For a mentor, this is a chance to change activities, increase their interest in work, feel needed and respected, this is their chance to increase their pay as a mentor (allowances and bonuses).

It is noteworthy that this pilot project is associated with the "enrichment of work", because the mentors' responsibilities are expanding, the work becomes more interesting.

Pilot project on qualification requirements

The pilot project is aimed at developing a system of qualification requirements for civil service positions, taking into account the areas of professional activity of civil servants, as well as its approbation, including when assessing the conformity of professional knowledge and skills of candidates for filling a vacant position in the civil service and civil servants in the course of certification. Today's qualification requirements for civil servants are of a formal nature, they do not have specialization in areas of activity, etc.

During the implementation of the pilot project, it is planned to develop proposals for improving the qualification requirements for civil servants. It is planned to introduce a three-level system of qualification requirements (basic requirements for filling civil service positions, functional requirements that take into account the specifics of specific areas of activity of the federal state body, and special requirements that take into account the specifics of a particular position).

Based on the results of the pilot project, methodological recommendations for federal state bodies and a directory of qualification requirements for the main areas of activity of the federal authorities participating in the pilot project should be developed, as well as proposals should be developed for changing the legislation on the civil service of the Russian Federation, aimed at regulating the system of qualifications requirements.

The introduction of a system of qualification requirements will help simplify the work of personnel departments when formulating qualification requirements for civil service positions, determine specific qualification requirements for civil service positions, which will increase the efficiency of selection and evaluation of specialists; effectively implement the rotation of civil servants and manage the professional development of personnel; to form a personnel reserve in specific areas of activity of state bodies, which will greatly simplify the search for specialists with necessary knowledge and skills; it is better to differentiate the remuneration of civil servants depending on the complexity of the activities carried out.

All this will help motivate staff to learn and study their profession, increase interest in work, and make the criteria for assessing personnel understandable, which, in turn, will increase both job satisfaction and the degree of its comfort.

Pilot project on integrated assessment

There are many problems with the current certification system. Civil servants evaluate themselves, there is no external evaluation, there is no relationship between the results of certification and career growth and material motivation, there are no clear requirements for the profile of education, knowledge and skills, there are no performance criteria.

Using foreign experience, it is possible to develop a system for a comprehensive assessment of personnel, which will include an internal assessment and an external assessment. The in-house assessment will include a competency assessment once every 3 years (with the help of a pilot project on competencies), an assessment of competencies (personal qualities that affect work) once a year, and a performance assessment also once a year. The external evaluation will consist of a regular public evaluation of the civil servant (questionnaires in written and electronic form) (the most important element), as well as evaluations of the agency by other authorities. This assessment can be either scheduled or unscheduled.

Personnel assessment in this case is a procedure for determining the effectiveness of employees in the implementation of the organization's tasks. Personnel certification (assessment of compliance with the position held) is a formalized procedure for systematic assessment of compliance with the specified criteria for the activities and qualifications of a particular employee.

Based on the results of the assessment, a plan will be drawn up individual development employee, positive or negative incentive measures will be applied to him (depending on the result), a decision will be made on his rotation and career development. And all this is a motivational factor that influences the public civil servant.

There are also certain obstacles to the introduction of a comprehensive assessment system. For example, incorrect use of personnel assessment methodology, resistance to innovations, rejection by inefficient employees, use of the assessment system not everywhere, but pointwise, etc. and so on.

To remove such barriers, it is necessary to provide training for personnel services, use top-down task planning, link evaluation to pay, and so on.

Thus, it can be seen that the statement that the motivation of the work of civil servants has unpromising foundations is not entirely correct, since there are actually ways of motivation, and there are not so few of them.

Studying and evaluating four pilot projects, one cannot but conclude that the use of personnel technologies from the commercial sector can have a positive effect on the state of the labor motivation system for civil servants.

Remuneration of labor Proposals are currently being prepared to amend the Federal Law "On the State Civil Service in the Russian Federation" in terms of remuneration.

The composition of the salary of a civil servant is changing. It will consist not of the official salary, salary for rank and other payments, but of the constant part (which includes the official salary, salary for class rank, salary for seniority, salary for access to classified information) and from the variable part (this is incentive payments). The permanent part will be more than 60% of the employee's salary. Incentive payments are bonuses, performance-based payments, and other payments.

The minimum amount of the salary is set in accordance with the employee of the commercial sector.

In this regard, it is appropriate to mention the composition and ratio of incentive payments in Russia and abroad. In foreign countries, the most stimulating (variable) payments are incremental payments, bonuses, performance-based incentives, and pay for the risk of performing work with increased obligations.

In foreign countries, the concept of a conditionally variable part of the monetary content of a civil servant is also actively used. These are various allowances that do not depend on performance, but depend on other parameters. The average values of the conditionally variable part of the remuneration of civil servants in different countries are 10-19% of the amount of wages. At the same time, the effective part of the monetary content varies within 4-72% and, as can be seen, is very heterogeneous.

The following trend is observed in the development of the system of remuneration of civil servants: decentralization of the criteria for assessing the salary of a civil servant, there are more and more effective criteria, the evaluation of the work of a civil servant is becoming less centralized.

Research shows that stimulating parts of the cash allowance have a high motivating effect.

Unfortunately, in Russia so far most of the payments are permanent, so the wage system is a rather weak motivator in the management of civil servants. Also noteworthy is the fact that in Russia the share of incentive payments is one of the lowest among many foreign countries.

Returning to the draft Federal Law, we can say that its implementation will show positive results in terms of motivating civil servants, but the draft Federal Law still "has something to strive for."

Conclusion

In this work, the student showed the relevance of considering the problems of labor motivation of civil servants, as well as ways to improve it.

The system of labor motivation of state civil servants is considered, its specificity is determined. The description of the motivation system for civil servants is supported in the work by the theoretical base described in the first chapter. The definition of terms related to motivation is given, early theories of motivation are considered (the "carrot and stick" method, the views of Taylor and Mayo), content (needs pyramid, two-factor theory, ERG theory, acquired needs theory), procedural (expectation theory, equity theory, complex theory, the theory of "x-y-z") of the theory of motivation, the topic of the latest theories of motivation is touched upon.

The author points out that the motivation system is a complex element of the management of the civil service, which has not yet been fully studied. It consists of the following elements: state guarantees, remuneration, career opportunities, certification, training rotation and responsibility. It has been determined that competitive selection can have an indirect impact on the motivation of employees. All these elements of the motivation system come from the social and legal status and legal status of a public civil servant, which consists of rights, obligations, restrictions, prohibitions, responsibilities, requirements, guarantees and economic security.

An important statement is given that a developed system of motivation in a state body makes it possible to increase the efficiency of the work of state civil servants, and hence the efficiency of the activities of state authorities and public administration as a whole.

The importance of the priority of professional qualities (the main principle) in the civil service, the principle of compensable restrictions imposed by law on civil servants, it is important to create such a remuneration system so that direct cash payments absolutely dominate over “shadow” payments, benefits and privileges, it is necessary to develop the loyalty of civil servants ( both existing and potential) to the state apparatus and ethics in the performance of official activities.

The paper provided an analysis of the entire motivation system, identified its main problems: today, people's motives have become much more complicated, the level of remuneration in the civil service is extremely low compared to the commercial sector, almost the entire incentive (remuneration) system is built on length of service, the system of attractive state far from everyone is provided with guarantees in the civil service, the theoretical basis for improving the motivations of civil servants in Russia is poor, work in state bodies has become unprestigious, there is an outflow of highly qualified personnel, the civil service of the Russian Federation has already undergone many changes, which for the most part were of an unsystematic nature, the Russian the apparatus is not “accustomed” to serving the state and civil interests, there is an urgent need to create an ethical code of civil servants, the legislative framework in Russia is rather cumbersome.

The third chapter notes that the solution of motivational problems in the public service at the moment has a positive direction. In accordance with Decree of the President of the Russian Federation dated May 7, 2012 No. 601, pilot projects are being developed aimed at testing and introducing modern personnel technologies into the work of the personnel services of federal state bodies, which indicate the application of the experience of the commercial sector and focus on the experience of foreign countries. There is a change in the legislation on the state civil service on remuneration. Russia can also use the experience of developed foreign countries in the process of improving the system of motivation in the civil service.

It is concluded that, contrary to the opinion of many scientists, the motivation of civil servants does not have too unpromising foundations, it just needs to be carefully thought out.

To study this topic, an analysis of the literature on this topic was carried out, an analysis of the regulatory framework of the Russian Federation on the regulation of the state civil service, as well as a secondary analysis of a sociological study already conducted by the National Research University Higher School of Economics on the topic.

List of used literature

Federal Law "On the State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ;

Federal Law “On the system of civil service of the Russian Federation” dated May 27, 2003 N 58-FZ;

Decree of the President of the Russian Federation "On the certification of state civil servants of the Russian Federation" dated February 1, 2005 No. 110;

Decree of the President of the Russian Federation of May 7, 2012 No. 601 “On the main directions for improving the public administration system”;

Draft Federal Law "On the State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ (with amendments regarding wages);

Albert M., Meskon M. X., Hedouri F. Fundamentals of management, - 3rd edition: Per. from English. - M.: I.D. Williams", 2007. - 672 p.;

Anti-corruption policy: Proc. manual [for universities / G. A. Satarov, M. I. Levin, E. V. Batrakova and others]; Ed. G. A. Satarova. - M.: SPAS, 2004. - 367 p.

Atamanchuk G.V. Essence of public service: history, theory, law, practice: Monograph. M.: RAGS, 2003.;

Bahrakh D.N., Rossinsky B.V., Starilov Yu.N. Administrative law. 3rd ed., revision. and additional - M.: Norma, 2008. - 816s.;

Bahrakh D.N. Public service of Russia; textbook allowance. - M. Prospekt, 2009. - 152 p.

Bozhya-Volya A.A. Evaluation of the effectiveness of civil servants: international experience and Russian perspectives. - Issues of public administration - 2009, No. 2

Bonvinici r. Social partnership and labor relations in Europe. Are models acceptable for Russia? - M.: Human rights, 2005

Vikhansky O.S., Naumov A.I. Management: Textbook. - M.: Gardariki, 2004. - 296 p.;

Grazhdan VD State civil service: Textbook. - M.:: Yurkniga 2005. - 480s

Public service (integrated approach): Proc. allowance. - 2nd ed. - M.: Delo, 2000. - 440 p.

Daft R. Management. 6th ed. / Per. from English. - St. Petersburg: Piter, 2008. - 864 p.;

Deineka A.V., Zhukov B.M. Modern trends in personnel management: Textbook - M: Academy of Natural Sciences, 2009

Dryakhlov N. Personnel motivation systems in Western Europe and the USA. [Electronic resource]. - URL: www.iteam.ru

Zankovsky A. N. Organizational psychology. Textbook for universities in the specialty "Organizational psychology". - M: Flint: MPSI, 2002.

Zakharov, N.L. Motivational management in socio-economic systems - M.: Publishing house of the RAGS, 2005. - 341 p.;

Zakharov, N.L. Social regulators of the activities of the Russian civil servant - M.: Publishing house of the RAGS, 2002;

Ishikawa K. Japanese methods of quality management. / Abbr. per. from English. - M.: Economics, 1988. - 215s

Artificial Managerial Intelligence. Modern system of organization management. Flight magazine of airline "Transaero" - February, 2013

Kiselev and. I. Comparative labor law: a textbook for the challenge. - M., 2005

Latfullin G. R., Gromova O. N. Organizational behavior. St. Petersburg: Piter, 2004. - 432 p.

Lutens Fr. Organizational behavior. - M.: INFRA-M, 1999;

Milner B.Z. Theory of organizations - M.: INFRA-M, 2009. -336 p.;

Mikhaleva E.P. Management: lecture notes -M: Yurayt, 2011, 192 s;

Ovsyanko D. M. Public service of the Russian Federation: Textbook. - 4th ed. Revised and additional - M.: Jurist, 2008. - 447s;

Motivation of labor activity: textbook. Allowance / ed. V.P. Pugachev. - M.: Gardariki, 2008;

Tishchenko EN Composition and ratio of stimulating elements of remuneration of state civil servants in the Russian Federation and foreign countries. - Issues of public administration - 2012, No. 4;

Cherepanov V.V. Fundamentals of public service and personnel policy: a textbook for students - 2nd edition, revised. and additional - M.: UNITI-DANA, 2010. -679 p.;

Competitive selection of personnel of the state civil service of Russia: legal foundations and practice [Electronic resource]: Office of the Ministry of Justice of Russia for the Tyumen Region URL: #"774242.files/image001.gif">

To ensure the effective operation of public authorities, it is necessary to use the resources available to them to the fullest extent possible. Human resources are the basis of any organization, its main capital.

The quality of managerial decision-making depends on the level of competence of civil servants, their professional knowledge and skills, internal readiness for work.

And this, in turn, directly affects the socio-economic development of the country. In view of the fact that today Russia is one of the countries with a low level of public administration efficiency, the quality of public services and human potential in general, the need to introduce an effective motivation system for civil servants focused on improving the quality of their work is a strategically important task of the state. This requires a serious theoretical understanding of the phenomenon of motivation within the public service.

The main task of civil service personnel management is the orientation of employees to achieve the goals of the organization and get the most out of them. The true motives that make one give maximum effort to work are diverse, so determining them seems to be a rather difficult process.

The path to effective management of a person lies through understanding his motivation. Motivation (from Greek motif, from Latin moveo - I move) is the process of encouraging oneself and others to act in order to achieve personal or organizational goals.

Knowing what drives a person, what motives underlie his actions, it is possible to build the management of the labor activity of a civil servant in such a way that he will perform his duties in the best possible way.

Labor motivation is the desire of an employee to satisfy needs through labor activity. Therefore, we can conclude that the essence of the motivation of employees in modern management is the knowledge and implementation of the ways of their personal interests, providing them with opportunities to realize themselves in the process of achieving the goals of the organization.

Non-material (non-economic) (Figure 1).

Figure 1. Methods of labor motivation

Material methods include:

payroll;

Cash rewards in the form of bonuses and bonuses;

Participation in profits and others.

This type of labor stimulation, which is also interpreted as direct material motivation, is considered one of the most effective. Financial incentives increase the initiative of employees, increase the level of job satisfaction, and attract potential employees.

There is also indirect material motivation, which includes:

sick leave;

Vacation pay;

Medical insurance;

Providing preferential loans;

Payment for training employees in various courses;

Subsidies for meals in canteens;

Payment of mobile communications bills when connecting at a corporate rate and much more.

In the civil service, this is expressed in basic and additional state guarantees. Among them are:

Provision of days off and non-working holidays;

Annual paid basic and additional holidays;

Medical insurance of a civil servant and members of his family;

Reimbursement of expenses related to business trips;

Professional retraining, advanced training and internship with the preservation of the position and salary for this period;

Transport services provided in connection with the performance of official duties;

One-time subsidy for the purchase of housing and others.

Among the non-material methods of stimulating labor, there are:

Organizational;

Moral (Figure 2).

Figure 2. Non-material methods of labor stimulation

The former imply the involvement of employees in the decision-making process, the delegation of authority, and the enrichment of labor.

Moral incentive methods include:

Declaration of gratitude;

Rewarding with diplomas, certificates or letters of thanks;

Posting a photo on the board of honor;

Congratulations and gift giving;

Organization of corporate events of an informal nature;

Providing attention to newcomers during the adaptation period.

In the public service, there are special types of non-material incentives, such as:

Assignment of honorary titles;

Rewarding with insignia, orders and medals of the Russian Federation.

Today, employee motivation occupies one of the central places in personnel management, since it is the direct cause of their behavior. However, even thousands of years before the word "motivation" entered the lexicon of leaders, it was well known that it was possible to influence people to successfully perform the tasks of the organization. And although leaders in those days misunderstood the behavior of people to a greater extent, the techniques that they used in those conditions were often very effective.

In the original theories (for example, the "carrot and stick" method), attempts were made to build a universal model of motivation and apply it to any employee at any time based on simple incentives for coercion, material and moral encouragement.

Theories of motivation can be divided into two groups: content; procedural. Content theories are based on the identification of internal factors, that is, the needs that make people act in one way or another. Process theories analyze how a person distributes efforts to achieve different goals and how he chooses a particular type of behavior. Process theories do not dispute the existence of needs, they believe that people's behavior is guided not only by them. According to process theories, the behavior of an individual is considered, among other things, a function of his perceptions and hopes associated with this situation, and the likely results of the type of behavior he has chosen.

The most popular of these theories is the concept of A. Maslow, in the center of which there are five groups of needs of individuals in the form of a pyramid, which determines that the needs of a higher level cannot be satisfied as long as a person needs needs of a lower level (Figure 3).

Figure 3. Pyramid of needs by A. Maslow

At the base of the pyramid are physiological needs, then security needs, social needs (communication), prestige needs (recognition and respect), at the peak of the pyramid are spiritual needs (self-actualization).

According to Maslow's theory of motivation, all five steps of the pyramid are combined into two groups as follows: the first two steps make up the dyad of the so-called innate, basic, paramount human needs. The rest make up a triad of secondary, socially determined needs. Such an assessment does not speak about the actual importance of certain needs for a person as a social phenomenon, but only about their importance for life support. In other words, for biological existence, it is sufficient to satisfy only the first two, or even only the very first stage of needs. But without meeting these needs, it is impossible to reach higher levels, without which, in principle, one can live.

As far as how needs are met in a person's life, Maslow's model of motivation suggests a bottom-up step by step. That is, the needs higher in the hierarchy are actualized and can be satisfied only after the person has dealt with the lower levels. Therefore, there is no universal motivation for people - it entirely depends on what level of development this or that person is at. This aspect of Maslow's theory of motivation also significantly distinguishes it from other motivational models proposed by various authors.

Another feature is that the ladder of needs is cyclical. That is, according to Maslow, the theory of human motivation involves the repeated passage of the entire hierarchy of needs - each time at a higher level with more significant and serious requirements.

Based on this model, management needs to constantly “watch” civil servants and actively respond to identified needs.

Motivation can be implemented in many different forms. It can be based on both positive incentives (increasing bonuses or wages) and negative ones (threat of dismissal, fines). Motivation can also be considered as long-term (permanent employee motivation) and short-term (one-time incentive).

There are such terms as "motivation" and "reward" of an employee. In today's world, it is enough for people to receive material rewards, instead of gaining experience during the entire process or the respect of colleagues at work. Of course, material reward is not always an effective motivator, sometimes the socio-spiritual sphere of a person also plays a role.

Based on modern theories of motivation, it is necessary to clearly understand for yourself that the duty of management is to interest the employee in the organization, to involve him in solving problems, to satisfy all his needs.

Then the employee will understand for himself what is required of him, what incentives will be applied to him. Any enterprise and good adaptation in extreme conditions is welcome, the work brings only positive emotions.

The development of an effective motivation system containing various methods of stimulating civil servants, as well as constant monitoring of their needs, followed by appropriate adjustments to the existing motivation system, will ensure the high quality of the civil service institution in the country.

1.2. Regulatory requirements for labor motivation of civil servants

The specificity of the work of civil servants is that they do not work "for themselves", but for the benefit of the state, therefore, it is impossible to apply the motivation mechanisms that are used in commercial organizations to them.

Based on the regulatory legal acts of the Russian Federation, the main sources of motivation for civil servants are material remuneration and guarantees for civil servants (Figure 4).

Figure 4. Main sources of motivation for civil servants

Let's consider each of them separately.

According to Art. 50 of Federal Law No. 79-FZ, the remuneration of a civil servant consists of:

1. Monetary maintenance;

2. Additional payments, including:

Also, in accordance with the norms of Federal Law No. 79-FZ, the guarantees for civil servants include guarantees related to remuneration, working conditions, rest, insurance (medical, state social), with the relocation of a civil servant to another locality upon transfer to another state body (reimbursement expenses, provision of office space, etc.), protection of the employee and his family, pension provision, in addition to this, there are additional guarantees:

Additional vocational education with the preservation for this period of a substituted civil service position and financial allowance;

Transport service;

Substitution of another position in the civil service with the reduction of civil service positions or the abolition of a state body;

A one-time subsidy for the purchase of housing once for the entire period of civil service.

Thus, these provisions motivate civil servants to move up the career ladder, improve their skills and treat their duties with greater responsibility.

As you can see, the list of guarantees is quite large compared to the guarantees provided for persons working in commercial organizations. But this does not mean that the legislator does not need to reform legislation in this area.

Firstly, the amount of monetary remuneration depends on the length of service, thus, there is less motivation for young personnel. In our opinion, it is necessary to introduce more incentives that would depend on the quality of the results of work.

Secondly, it is necessary to conduct a sociological survey among civil servants to identify problems in this area in their opinion. On the basis of this, activities to improve legislation will be more effective, because who better than non-employees to know what will motivate them

Thirdly, the most important problem is that the system for establishing motivation is built in such a way that civil servants themselves establish it for civil servants.

Therefore, it is necessary to create a separate body that will deal with this issue and whose main task would be to control the activities of civil servants, as well as to oversee how the existing motivation mechanisms are used.

Thus, we can conclude that in the Russian Federation there are many levers for motivating civil servants, which are fixed at the federal and regional levels. But not all of them are effective and have real mechanisms for implementation.

1.3. Problems of labor motivation of state
employees in the Russian Federation

Of course, over the past 10-15 years, the salaries of Russian officials at all levels have increased significantly, and the well-being of civil servants has taken a big step away from the poverty line, to which in the 1990s. came close.

However, salaries in state bodies are noticeably inferior to wages in similar specialties in the commercial sector. However, the civil service is still quite an attractive place to work. How do the labor collectives of ministries, departments, and regional administrations function today?

The system of state bodies is the supporting skeleton of society. The life of every citizen and the fate of entire generations of Russians depend on its proper functioning. The social significance of the state and municipal service in itself is an important motivational element. It gives a person a sense of ownership and relevance in serious political and social projects and processes.

At the same time, the civil service offers stability and predictability in work and life. This makes it possible to realize one of the basic human needs - the need for security, which is especially relevant in an era of successive economic and political crises.

Today, the civil service relies primarily on cadres brought up in the Soviet system of values, in which the importance of public service and collective work prevails. The carriers of such a labor ideology are not only people of the older generation, but also quite young employees who have received the appropriate upbringing and life guidelines.

However, it must be admitted that the backbone of the state apparatus of modern Russia is made up of people over the age of 45. It is they who take on the main work of ensuring document flow, collecting analytical information, planning and structuring the activities of the department.

That is, the entire volume of necessary technical work, which requires not only qualifications and knowledge, but also the presence of a high culture of the performer, diligence, as well as systematic thinking.

Such positions are unattractive for young professionals for several reasons:

Unobvious opportunities for career growth in the short term;

Small wages with sensitive restrictions associated with the status of a civil servant (for example, behavior in in social networks, appearance, etc.) (Figure 5)

Figure 5. Reasons for the unattractiveness of the civil service for young professionals

The main motive for young people to work in such positions is the possibility of obtaining public service experience for the subsequent implementation of career plans. This state of affairs leads to a large staff turnover.

The career motivation of today's young civil servants is primarily associated with the acquisition of tools of influence and material support. Coming to work in a state body, a young person actually invests his own time, agreeing to a small salary in order to acquire certain benefits that are available only in the civil service.

These benefits include:

Useful links;

Possibility over time to take an administrative position with a high level of influence.

Interest in high positions and administrative opportunities is not always associated with the desire for direct corrupt actions. Today, in Russian society, the practice of civilized lobbying, which is not associated with bribery and bribes, is gradually taking shape. The very opportunity to present certain projects, to influence decision-making by demonstrating the competitive advantages of certain conceptual programs becomes capital. Thus, the professional realization of the employee is carried out, however, the material side of the matter also retains its significance.

Speaking about the motivational policy in the modern civil service, it should be taken into account that today many federal and regional departments provide a fairly large social package in addition to the salary. He suggests:

Partial payment of vouchers;

Voluntary medical insurance policy for an employee and members of his family.

Any promotion on the career ladder expands the list of additional benefits and material support.

In the light of the situation that has developed in Russian practice, several of the most important problems of the imperfect motivational policy pursued in relation to the public service can be identified.

First of all, it is necessary to take into account the complete imperfection of wages. As noted above, the federal legislation of Russia defines the general principles of remuneration of civil servants: “the amount of the monetary content consists of the official salary of the employee in accordance with the position of the civil service he fills, as well as monthly and other payments determined by the law of the Russian Federation.”

That is, the salary of a civil servant is divided into 2 parts:

fixed salary;

Non-fixed premium (provided in many ways) (Figure 6).

Figure 6 Wage civil servant

As a rule, the salary is a stable part, respectively, a large share, while the size of the bonus is floating, depending on output, length of service, and achievements over the past period.

However, if it should be so, this does not mean that it is so in reality. In the conditions of Russian realities, everything happens exactly the opposite: the salary is an extremely low level of remuneration in terms of its monetary value, while the bonus in this case is designed to compensate for this shortcoming.

The bonus becomes much larger in relation to the official salary itself. In many ways, the bonus depends on the will and decision of top management, leveling the results of the work of a civil servant and eliminating the dependence of the amount of remuneration on the overall socio-economic development of the country, region, without stimulating the employee to consciously and purposefully fulfill his official duties.

This problem leads to other negative aspects. Unfortunately, the existing system of official salaries in the civil service is formed not by economic, but by command and administrative methods of management. The salary growth of a civil servant varies and will change only if they move up the career ladder, the salary system, limits of bonuses and job allowances are also normatively defined in a similar way.

Such a system does not in any way call for an increase in the motivation of civil servants, without even arousing the interest of employees in improving the quality of their own work. Moreover, it forms the principle of equal remuneration for unequal work.

The problem of an inefficient system of remuneration leads in a vicious circle to another problem: the lack of qualitative and quantitative criteria for assessing the work of civil servants.

Evaluation of the work of the organization's personnel is a purposeful process of detecting the proper match of the qualitative characteristics of the personnel with the requirements that this or that position implies. It is not necessary to conduct an analysis to understand the direct relationship between the regular and systematic evaluation of employees and its positive influence on their motivation and professional growth.

The complexity of the situation is further added by the fact that the method of personnel assessment for each individual state and municipal authority must be unique and take into account its specific functioning.

Despite the huge number of approaches to assessing employees, they are all subjective, because the decision largely depends on who uses the method, or who is involved in the assessment as an expert. In order for personnel to be properly assessed, the criteria must be objective and reliable. If the assessment system has these properties, and most importantly, is clearly built, then the assessments will be realistic.

In the Russian Federation, at the legislative level, there is no unified system of criteria and assessments for a complete and unified assessment of civil servants. Certification and competitions only partially cope with this task, bypassing the issue of the quality of the performance of employees of their duties. Due to the fact that there are a lot of evaluation mechanisms and evaluation criteria themselves, the following problems arise:

Different standards are created for employees doing the same job;

The similarity of beliefs and views as a factor influencing the assessment;

The bias of the assessor;

Evaluation not in general, but according to one of the characteristics;

Changing standards during the rapid assessment;

Giving more importance to the employee's behavior in the period immediately preceding the evaluation, compared to the behavior during the entire evaluation period;

Use of a narrow range of estimates;

The desire to overestimate; comparison of employees with each other, and not with performance standards.

How does the connection between the problem of the lack of proper criteria for evaluating the performance of employees and the problem of remuneration arise? It is precisely because there are no proper criteria that it is difficult to assess the contribution of an individual employee to the course of the entire process, to the common cause. It is extremely difficult to understand how effectively he worked and what he did as a result. That is why, for ease of solving the problem, salaries and bonuses are introduced at the expense of length of service, and not work performed, which ultimately negatively affects the results of the motivational policy of civil servants.

On the other hand, these criteria are difficult to create so that they include all indicators and are able to take into account many factors.

In my opinion, the criteria must be reliable: when evaluating employees, it is necessary to observe such a condition that different evaluation criteria give similar results. It is necessary to create consistent assessments so that they can be applied by different people in relation to a civil servant.

An important achievement and a kind of solution for the problem of staff motivation and incentives will be the development of a criterion that measures the personal contribution of each individual employee to the achievement of the general / common goal / goals of the state or municipal structure. Based on them, the state structure is able to reasonably make appropriate administrative decisions in each situation (promotion, salary, bonuses, etc.).

These are the main problems of motivation of civil servants in the Russian Federation at the present stage. The presence of these problems requires appropriate management decisions.

Conclusions on the first chapter.

So, one of the most important tasks of the state is to increase the efficiency of public administration. The motivation of civil servants is one of the means to achieve this goal, since the mistakes of each individual civil servant lead to the inefficiency of the state power system as a whole.

There are two types of labor motivation methods:

Material (economic);

Intangible (non-economic).

Among the non-material methods of stimulating labor, organizational and moral ones are singled out. Motivation can be implemented in many different forms. It can be based on both positive incentives (increasing bonuses or wages) and negative ones (threat of dismissal, fines).

Motivation can also be seen as:

Long-term (permanent employee motivation);

Short-term (one-time incentive).

The remuneration of a civil servant consists of a monetary allowance and additional payments, including:

Monthly bonus to the official salary for length of service in the civil service (in the following amounts: with civil service experience from 1 year to 5 years - 10%, from 5 to 10 years - 15%, from 10 to 15 years - 20%, over 15 years - thirty%;

Monthly bonus to the official salary for special conditions of civil service in the amount of up to 200 percent of this salary;

Monthly percentage bonus to the official salary for work with information constituting a state secret, in the amount and in the manner determined by the legislation of the Russian Federation;

Bonuses for the performance of particularly important and complex tasks (the maximum amount is not limited);

Monthly cash bonus;

A one-time payment in the provision of annual paid leave and financial assistance, paid at the expense of the wage fund for civil servants.

Also, in accordance with the norms of Federal Law No. 79-FZ, the guarantees for civil servants include guarantees related to remuneration, conditions of service, rest, insurance, relocation of a civil servant to another locality when transferred to another state body, protection of an employee and his family, pension security, in addition to this, there are additional guarantees.

These provisions motivate civil servants to move up the career ladder, improve their skills and treat their duties with greater responsibility.

2. Analysis of the practice of motivating the work of state
employees in the Prefecture of the Northern Administrative
districts of the city of Moscow

Modern approaches to the motivation of civil servants. Motivation and stimulation of work of civil servants

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