To date, researchers (A. I. Kochetkova, A. O. Blinov, A. A. Penka, N. A. Sakada ) have identified two main approaches to staff stimulation:
1.complex-methodical;
2.adaptation-organizational.
Complex-methodical method is a complex of several groups of methods aimed at optimizing the motivational potential of the work:
*economic methods,
*target methods,
*methods of design and redesign work;
*methods of participation (involvement of employees).
According to A. O. Blinov, the group of economic methods is based on the material remuneration of employees, the main part of which is the salary (rate, bonus payments, social programs), as well as additional payments (bonuses, awards, prizes, etc.).
The group of target methods of stimulation is based on two important psychological regularities: through giving the goals of labor activity a clear and distinct form; through increasing the motivating force, by creating the most complex goals, since a difficult goal is considered by a person as a challenge to his abilities, and the belief in the possibility of achieving it increases At the same time, the goals should be clearly formulated, mobilizing, but realistically achievable. The group of methods of "enrichment of work" (design and redesign of works) represents increase of motivation of work through change and improvement of the organization of work. At the same time, there are several options for labor restructuring: alternation - some types of work are interchanged between employees, which allows to remove the problems of excessive repetition, fatigue from high - precision and detailed work; expansion - increasing the number of diverse interrelated tasks of the same professional level in order to reduce monotonous work; enrichment of work-increasing the complexity of labor tasks, requiring greater qualification, greater responsibility in decision-making and greater freedom in the manifestation of individual initiatives. Group methods of participation (involvement of staff) is an expansion of the activities of the organization's staff, in order to more fully involve in the process of organizing its work and management. As a result, the activity and initiative of employees are liberated, motivation and responsibility are increased. To implement this method, you need to give employees a voice in problem solving, effective delegation of rights of decision-making, determining the appropriate actions for solution. Use of this group of methods allows to increase professional maturity of workers, their ability and readiness for work. This has a direct impact on increasing motivation and improving the performance of the organization.
From the position of A. I. Kochetkova, within the framework of the adaptation and organizational approach to the stimulation of employees of the organization, the system of motivating influences on employees is distributed over the main phases of their activities - from hiring and related professional adaptation to the final stages of a professional career.
Great motivating potential has the first impression of the employee about the organization at the time of hiring, so it is necessary to organize the first days of the employee's stay in the organization, to ensure the stage of primary adaptation through the provision of a gentle mode of work, softer evaluation criteria, guardianship and mentoring.
Motivation of Mature professionals, from the point of view of this approach, is based on participatory methods (method of employee involvement) to provide motivation, as well as ensuring the "elasticity of working time" - providing the employee with a partial right to plan his working time, dispose of it depending on his individual characteristics and life situations. According to E. A. Utkin, special attention should be paid to the method of informing about the results of work, or the method of feedback, in the organizational and adaptation approach. For this is used:
-the method of "non-Directive consultations" (friendly listening to a subordinate who was in a state of frustration or strong emotional stress),
-interviews "over the head" of management (periodic conversations of employees with the head of his head),
-open door programs (personal appeal of the employee to the head of any rank) and so on.
According to A. A. Penki, N. A. Sakada, an important aspect of work motivation is the formation of a cohesive, friendly, conflict-resistant team. To this end, the authors recommend the use of structural methods of conflict management in the workplace, which include:. Clear formulation of requirements.
An effective method of preventing conflicts within the team is to clarify the requirements for the results of each individual employee and the unit as a whole