Types of punishment for employees: disciplinary and material methods of punishment. Documenting the process of reward and punishment at the enterprise

Kebas Maxim Tarasovich

Source: trn.com.ua

A person who stimulates others has always been between two restrictions: on the one hand, economic feasibility (“carrot”); on the other hand, the effectiveness of punishment (“beating with a bend”). Under current conditions, this band has narrowed significantly. And you need to be extremely careful so as not to go too far, as they say.

On the one hand, various types of incentives in the form of bonuses, bonuses, allowances, paid vacations, and organization of corporate parties are not always justified and are economically costly. On the other hand, the response to specific punishment stimuli varies from person to person. Incentives themselves have no absolute value or meaning unless people change their behavior. An example from the recent Soviet period of perestroika: in the conditions of the collapse of the monetary system, when it was practically impossible to buy anything with money, wages and banknotes generally lost their stimulating role and did not play a decisive role in managing people. But access to scarce goods, on the contrary, became such an incentive.

Promotions

It is a common belief that different employees should be rewarded equally for the same results. Modern science and practice shows that this is not always true. Of course, we should be praised for our successes. Let us just remember F. Herzberg’s catchphrase: “Success without recognition leads to disappointment.” When determining incentive measures, it is necessary to take into account the character of the employee, his level of maturity and the motives that prompted him to commit the act.

Psychological research found that excessive encouragement of the best is typical of practice, but it leads to inflated self-esteem of some and underestimated self-esteem of others, which, in turn, hinders the development of relations of goodwill, trust and mutual respect in the work team. In all cases, encouragement should:

1. Be announced in a timely manner, that is, if possible immediately after a positive action, good result in work, etc.

2. Be as individualized as possible, taking into account the characteristics of the employees’ work and their personal achievements.

3. Be public. However, if someone has achieved relatively little success, it is better to praise privately. It is unlikely that an employee, especially an elderly person, will be pleased if he is recognized only for what others do just as well).

4. Come either from the team or from an authoritative leader respected by the members of the organization. If the boss has failed to gain authority and has conflicts with his subordinates, his encouragement is seen as an attempt to improve relationships by appeasing his subordinates. Sometimes you should give the employee the opportunity to choose the type of incentive.

A manager should have a large number of different types of incentives in his arsenal. In the wording of the reward, it is necessary to reflect the essence of the action, indicate the specific fact for which gratitude is expressed or a reward is given. You can't encourage Good work"or "for high discipline." These indicators are the duty of any employee. With excessive praise, employees begin to view good work and exemplary behavior as a merit rather than a responsibility.

Example correct wording: “for a creative attitude to work, which was expressed in the presentation of a rationalization proposal that ensured a significant increase in labor productivity”, “for high conscious discipline, which ensured the early completion of a responsible task, which made it possible to provide effective assistance to colleagues and bring the department to the forefront.”

So, the effectiveness of rewards is highest when the employee himself clearly understands that it is addressed specifically to him and is directly related to his personal successes at work. Employees who are prone to overestimating their own achievements should be encouraged very carefully, otherwise they may inadequately determine their strengths and abilities, and they may develop arrogance.

There is one more nuance associated with “overstimulation” with rewards. From a socio-psychological point of view, there is a phenomenon of deterioration in performance results with excessive encouragement due to a person’s loss of self-control. Back in 1940 Freeman found a relationship between the level of stimulation and performance efficiency. Thus, deterioration in work results is caused by the expectation of high reward and, as a result, a slower reaction in tasks that require speed of action, and awkwardness when accuracy and precision are required.

Subsequent studies have shown that for an easy task, strong reinforcement does not harm, but does not lead to improved performance. Performance deteriorates when over-rewarding occurs before a difficult task (requiring self-control, rationality, or high coordination) is accomplished.

Here is an example from business practice. One owner of a large commercial firm once told me about his experiment: he paid one of the divisions a salary five times higher than the average salary of other divisions of the company. But this gave practically no results - labor productivity remained almost the same. I would like to emphasize that stimulation with rewards has an effect and meaning if and only if it is aimed at actions, the results of which can be calculated and measured, and which this moment time are decisive for achieving the goal.

Punishments

Punishment as a type of stimulation often creates the illusion of resolving a difficult work situation or conflict. The thesis “no offense should go unpunished” turns out to be incorrect in practice. A manager who adheres to this principle inevitably becomes an overseer, spoils relationships with subordinates, and experiences a shortage of time, since most of the working time is spent on strict control over the activities of the team.

Punishment is the application of any unpleasant or undesirable measures against a person in response to failure to comply with established requirements or violation of accepted norms and rules of behavior. Punishment is applied to prevent future misconduct.

The basis for applying punishment is non-compliance with requirements and agreements. However, not every violation of discipline should punish subordinates. It is necessary to take into account the economic or technological possibilities of implementing norms of behavior and/or planned indicators. The market situation should be taken into account (example: sales volume may not increase due to a drop in sales in the industry as a whole) and whether the employee has necessary resources, power and authority.

Punishment, as a rule, should be imposed on a small minority of those who are truly guilty and with the obligatory condemnation of their misdeeds by the majority. Punishment is a powerful means of influencing the offender when the offense outrages not only the manager, but also other members of the team. If employees support the offender, then the form of punishment should be changed. In our practice, there have been cases when the quiet sabotage of a friendly team did not even make it possible to adjust the business process (which resulted in significant economic losses), for fear of being punished.

You should also refrain from punishment if the violation is due to imperfect technological operations and can certainly be repeated by any other member of the team.

The measure of punishment is always strictly individual, just as the mental characteristics of people and the reasons for their offenses are individual. But considering that punishment is a measure of educating the team, it is advisable to apply it in the presence of the offender’s colleagues. However, there are exceptions to this rule. For the first offense it is better to punish without witnesses. It is also better to make comments to leaders of informal groups, especially choleric people, in private. It is often enough to limit yourself to a demand, a joke addressed to those who violate discipline, or a stern look.

The weight of punishment depends on the relationship between the subordinate and the leader. Even mild reprimand from an authoritative, respected boss is treated painfully. Conversely, well-deserved punishment from a low-authority leader is perceived as pickiness and injustice, and may have no educational value.

The range of penalties applied should be regulated and described in the charters and labor regulations, just like incentives. An inadequately weak punishment (such as 20 hryvnia for speeding) usually does not work. Just like the strictest (even under the fear of Stalin’s camps, ears of corn were carried away from the collective farm field). And at the same time, adequate punishment, which is not applied to everyone (“this is my godfather - he can do it”) and not always (the inevitability of responsibility), entails a devaluation of the rules.

Repeated use of one form of punishment dulls its power. The so-called “hardened callus effect” may occur. Taking this into account, sometimes it is better to abandon sanctions altogether in cases where the employee is accustomed to punishments and reproaches, intuitively predicts them and tolerates them easily. You should also not use inappropriately strong measures of punishment; here a “panic fear effect” may arise, when they are not just afraid to make a mistake, but afraid to do anything at all.

As a conclusion, let us draw conclusions regarding effective application punishments.

1. It is advisable to punish not only for the result of an action, but primarily for conscious indiscipline, sloppiness, laziness, lack of diligence, and immoral acts. In all cases, one must strive to punish taking into account the motives that prompted the employee to commit a negative offense.

2. Different workers should be punished differently for the same mistake (not regulated and described in the labor regulations). In this case, one should take into account the level of their general culture and knowledge, and individual characteristics. It's good to remember that only about 10% of workers feel punishment deeply. Approximately 20% are indifferent to the condemnation of their behavior by their superiors. About half do not consider punishment to be an educational measure; they become agitated and harbor a grudge against the person who punished them.

3. Unlike encouragement, punishment is often announced not immediately after the commission of an offense, but after some time by calling the offender for a certain hour in order to allow him to calm down and think about his behavior. The unknown is always very unpleasant for a person. The anticipation of punishment is often more instructive than the punishment itself. It causes feelings that are intensified by impatience. In addition, people are able to critically evaluate their behavior within a short period of time after the incident. In anticipation of a conversation with a manager, a person evaluates his misconduct and is often self-critical, which is a good prevention of further violations.

4. Punishment is effective only in cases where the leader is supported by the team, and therefore in most cases it is imposed publicly, but in some cases it is still advisable to punish privately.

5. When imposing a punishment, it is necessary to make specific comments on a specific issue. Each subordinate must be given the opportunity to present justifying arguments. It is important to strive to ensure that the conviction corresponds to the degree of guilt of the offender.

Conditions under which incentive rules do not work (are not respected):

1. The rules are described, but not conveyed to the performer.

2. The rules are described and communicated, but the level of responsibility is not defined (i.e., the measures of remuneration and sanctions for violations are not known).

3. The rules are described, communicated, the level of responsibility is defined, but inadequate.

4. The rules are described, conveyed, the level of responsibility is determined, but they do not apply to everyone and not always.

General rule regulating the use of rewards and punishments by the manager should be as follows:

Reward is a more significant measure of influence than punishment;

Regular and correct use of rewards prevents the need to impose punishments.

I wish you success! And don't go too far.

When we ask managers whether it is possible to successfully influence employee motivation if we completely abandon punishment, we usually hear a negative answer. The manager, through punishment, puts a barrier to such models and patterns of work behavior that the organization condemns and wants to completely eradicate. Punishment acts as a form of negative reinforcement. Lateness, absenteeism, drunkenness at work, idleness, rudeness to clients, theft, violation of safety regulations - all these negative phenomena naturally require punishment. By depriving bonuses to those who are regularly late, we thereby show employees that lateness is unacceptable, no matter what the reasons for it.

More often than not, the main task of the manager is to ensure that after applying disciplinary measures, not to kill the employee’s desire to work well and not to worsen his attitude towards the organization.

Here's an example. The employee was 10 minutes late from lunch. His boss calls him into her office and says, “You’re 10 minutes late, even though you know we’re all rushing to finish the monthly report. If you are late again, the matter will not be limited to a verbal warning.” When the employee tried to explain something, she said: “I don’t want to listen to any of your excuses, I don’t have time,” she turns to the computer.

The thing was that there was a huge queue in the canteen, because one of the organizations that rented space in this building was holding a conference. Wanting to eat quickly, the employee ran to the nearest cafe - there was also a line there. It ended with him buying a bag of chips and a bottle of kefir, but he was still late, although he was in a hurry and was worried about not being late.

Two days later, his boss asked him to work overtime, but he refused, citing personal problems. The boss was very surprised. Previously, he always met her halfway.

In this example, we encounter the fact that unfair punishment killed the employee’s desire to cooperate with the manager. But not only unfair punishment reduces motivation, fair punishment can also kill it, if at the same time a person is publicly humiliated, a blow is struck to his self-esteem and feelings self-esteem.

It is important not just to punish the offense, but to punish it in such a way as not to kill the employee’s motivation. As the experience of many organizations shows, punishment, even very mild, often does not give the expected results.

The purpose of penalties is not so much to punish for a violation, but to avoid repetition of violations in the future.

An example close to all drivers. Everyone has encountered a situation where traffic police patrol cars hide in the bushes, quietly monitor compliance with traffic rules, catch violators and punish them. Everything is correct, except for one thing - this practice does not serve well the declared purpose - preventing violations of traffic rules. This purpose would be much better served by a car parked openly on the side of the road with its flashing lights on. (In parentheses, we note that for hiding inspectors it is more important to catch and fine as many violators as possible, that is, in fact, they are interested in there being as many violations as possible).

Considering punishments as an important means of influencing the motivation and behavior of employees, it is necessary to determine the conditions that will make punishments most effective.

These conditions include:

Time. The effectiveness of punishment increases if the punishment follows immediately (or shortly) after the violation.
Intensity. Punishment is more effective if the measures of influence on the employee are strong enough or are perceived by him as significant. However, what is strong or significant for one employee may be weak or insignificant for another.
Explanation of reasons. Explaining clear and unambiguous reasons for punishment gives the employee an understanding of what specific action caused the manager's actions. It is very important to educate employees about what they should not do. On the other hand, if the reasons for the punishment are not explained or if the punishment for the employee is not related to his specific action, then the punishment may have Negative influence on work motivation and work behavior of subordinates.
Non-personal character. Punishment should relate to a specific offense, and not to an individual or to the employee’s entire behavior. The more impersonal the punishment, the lower the likelihood that the punished employee will experience unwanted side emotions and experience constant pressure in relations with your manager.

In addition to moral arguments against the use of punishment, there are other reasons against its use:

Punished employees may show hostility towards management (for example, through sabotage);
punishment may have a negative impact on other workers. For example, if employees believe that their friend was punished unfairly, then the team may unite against the leader. As a result, instead of increasing work efficiency, you can get a decrease in the controllability of the team with all the ensuing consequences.

The manager’s task is not to kill the employee’s desire to work well after applying disciplinary measures.

1. Make sure that all employees know and understand the established rules of conduct and job requirements. It happens that new (and sometimes old) employees do not know about the existence of some rules until they break them. Ensure that the subordinate understands his role, the need to adhere to established standards and possible consequences in case of violations.
2. If you have to criticize a subordinate, then criticize constructively. Talk about how you can improve the situation, how to do the job better, instead of just pointing out mistakes and blunders. When criticizing, stick to positive attitudes (trust in the employee, faith in his abilities, etc.). Consciously develop the skill of constructive criticism.
3. Fix the problem, not the person. Discussions about misconduct should focus on the problem. Avoid getting personal when criticizing a subordinate. Don't humiliate your subordinates, especially in public. A reprimand in the presence of colleagues is permissible only in extreme cases. The manager’s tendency to “scold” guilty subordinates creates a bad psychological environment in the team, leads to a decrease in motivation at work and causes a loss of trust in the manager.
4. The punishment must be justified and correspond to the gravity of the offense. Gather all the facts before making any decision or taking any action. Before you do anything, you should get a clear picture of what happened and what reasons lie behind the violation.
5. Individual approach to disciplinary action. Take into account the individual characteristics of the employee, his previous achievements and misconduct when determining disciplinary actions.
6. Explain your actions. The employee must know exactly why he is being punished and what awaits him in the event of further violations. Explain why the company adheres to these policies, why the disciplinary action was taken, and what you hope to achieve as a result. Do everything necessary measures so that the subordinate does not repeat the offense. The main purpose of penalties is not to punish violations, but to prevent them. A negative assessment of an employee is unacceptable without an explanation of its background, without conducting a conversation in private. Only after this can any claims be made against him and the extent of guilt determined.

Few managers manage to completely avoid the use of such methods of influence as rudeness, blackmail, raised voices or threats in their work with subordinates. However, it should be borne in mind that the use of such means of punishment can only give a short-term effect, and if they are abused, the manager risks causing irreparable damage to his authority in the eyes of his subordinates.

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Branch "Kotelniki"

Department: Management and sociology of management

Course work

Discipline: “Development of management decisions”

Work theme: “Development of rewards and punishments for a specific

management decision"

Performed: student gr. GMU No. 443

Katkova T. A.

Checked: Starostin A.S.

Kotelniki -2009

State educational institution higher professional

education of the Moscow region

"International University of Nature, Society and Man "Dubna"

Branch "Kotelniki"

Exercise

for course work

By discipline ___________________________________________________________________

Subject ______________________________________________________________________________

________________________________________________________________________

Initial data for work _______________________________________________________

Working hours

Date of assignment receipt "____" ________________ 2009 __________________

(student's signature)

Date of completion of work "____" ________________ 2009 __________________

(student's signature)

Head of work _________________________________________________________

(signature) (academic degree, title, surname, initials)

Performer student

Groups _________________________________________________________________________

(signature) (last name and initials)

Introduction………………………………………………………………………………... 2

1. Punishments of employees in the organization………………………………………………………... 3

1.1. What is the best way to punish……………………………………………. 4

Conclusion………………………………………………………………………………… 5

2. Encouraging employees in the organization………………………………………. 9

2.1. A compliment as an encouragement for an employee……………………………. 13

2.2. Reward system for work……………………………………………………………... 13

2.3. The procedure for applying incentives for work……………………………….. 15

Conclusion………………………………………………………………………………… 18

General conclusion (reward, punishment)……………………………………………………………………. 18

3. Practical work. Survey of employers and employees of organizations..... 19

4. Conclusion………………………………………………………………………. 21

5. References………………………………………………………………………………… 22

Introduction

The system of punishments and rewards is an effective tool in company management. Moreover, if this system is not debugged, then management will most likely be ineffective. It should be noted that punishments and rewards are not exclusively an economic tool, but more of a political one, and should be used precisely as such.
The most common belief is that the most effective punishments and rewards are material ones. On the one hand, of course, the “ruble” method of reward and punishment is quite effective, but it is by no means the best, much less a priority. This is the last resort when all other methods have already been used. Material reward (punishment) should be valued (feared) and should not be obligatory for any action that deserves reward (punishment)

Reward and punishment, carrot and stick, kick and bait. These two movers, two means of controlling people, have been known since time immemorial. And yet, almost every leader periodically faces a choice - what to lean towards, how to most effectively combine these two different ways impact. During its activities, the Northwestern University of Psychology and Management Organization has provided personnel consulting to a large number of enterprises in St. Petersburg and Moscow and has accumulated a lot of statistics on these and many other issues. Some companies prefer to punish more, while others prefer to reward more. Somewhere they don’t use one type of influence at all, somewhere they really found a golden mean.

1. Punishment of employees in the organization

Let's look at what generally constitutes punishment for an employee. For some, a passing remark from their boss is enough, while others can only be hit with material sanctions, hit with a ruble or dollar. The level of punishment depends primarily on the goals of the impact. What do we achieve by punishing an employee? By the way, let’s think about the phrase “punishing an employee.” What do we do when we punish? Do we punish the employee, or punish his wrong action or unacceptable inaction? Let's decide on the purpose of the impact, and this will help us in choosing the punishment.

I will not give here the entire list of disciplinary measures; each enterprise has its own. But if we decide to punish an employee rather than his action, then it may be easier and cheaper to simply part with him. How to punish actions without punishing the employee, and is this possible? And what is the purpose of punishment anyway?

The main purpose of punishment, in my opinion, is to prevent actions that could harm the company. In other words, if there are several ways for situations to develop, we use punishment to prevent the use of unwanted routes in the future. That is, punishment is valuable not in itself, as “revenge” for the wrong actions of a subordinate, but as a barrier that will not resolve to this person repeat these actions in the future and serve as guidance to the entire workforce, a kind of red light. For one beaten, they give two unbeaten. In one serious Western company, the commercial director, due to his wrong actions, missed out on a contract worth twenty million dollars. Arriving the next day at the office of the general manager of the company, he asked when he should pack his things. “You’re crazy!” the general answered him, “We just invested twenty million dollars in your training!” Is there any punishment here? And what is the effectiveness of the impact!

Punishment is effective when it is based on the needs of the future and is focused on providing psychological impact on the employee and the entire team. At the same time, by punishing undesirable actions, we in a certain way encourage those employees who work in the permitted direction. What will happen if you don’t punish at all? Those employees who are loyal to the rules will feel like fools to a certain extent, and they will certainly be tempted to break these rules as well. This implies another principle of punishment - inevitability.

When punishing an employee, be sure to explain why and why you are punishing him. The latter is especially important, but is very often forgotten, and the punished truly perceives the punishment as revenge. An employee should learn about punishment from his immediate superior or, if the punishment comes from a more senior manager, then from him personally. The use of impersonal punishments, such as the appearance of an order for punishment on a notice board, is unacceptable. In this case, the resentment is automatically transferred to the company. It’s even worse when an employee finds out about the financial punishment while receiving his salary. In general, one must be very careful with material punishments. The material punishment imposed on the salary portion of income generally leads to the employee’s aversion to working in this organization. For example, in one of the well-known St. Petersburg companies, employees have fairly high salaries, higher than the city average, but they are constantly looking for staff, since constant automatic fines for the slightest offense lead to employees feeling resentment, which accumulates and leads employees to leave the organization.

In general, the punishment must necessarily correspond to the offense. Material punishment is permissible in the case when the employee’s actions caused actual direct material damage, which can be measured and calculated. And in this case, it should not look like revenge, but as compensation for the damage caused and be formulated in appropriate terms. In many cases of misconduct by a subordinate, it is enough for the boss to simply talk to him and the issue is closed. When talking about misconduct (one-on-one, of course), it is advisable to create in the subordinate an understanding of how his undesirable action affected or could affect the results of the organization’s work, receive informal regret about his misconduct, and confidence that in the future the employee will act according to -to another. At the same time, the motives for the offense (the answer to the question of why this happened) are bracketed, since, in general, from the point of view of achieving the result, they are completely unimportant and are of interest only for understanding the mechanism of the commission of the offense. A conversation with a boss about an offense should not make a subordinate feel guilty. In general, guilt is not at all positive and does not motivate a person to make positive changes. Why this is so is a separate and very big conversation. Any punishment should be justified not by a formal ban on certain actions, but by the understanding that these actions actually cause harm to the organization.

If you want to come up with a “more terrible” punishment for a person, determine the motivating factors: what he works for, what is important to him in his work. Only by “hitting” the motivational component can you truly punish him. Otherwise, he will not feel your punishment. For example, you are going to fire a person who doesn’t really hold on to this job anyway. In this case, dismissal is a very weak punishment for him. Perhaps he is truly afraid not of dismissal, but of public censure, a blow to his image.

And it’s always like this: before you come up with a punishment for an employee, look at what he values ​​at work. Maybe the privilege of coming to work later is important to him: in this case, it is the deprivation of this indulgence that will be very painful for him.

Things to remember when punishing employees:

1. It is better not to punish subordinates unless their direct guilt has been established.

2. It is advisable to explain to the employee why exactly he is being punished, patiently listen to his objections, and recognize his ability to think the way he wants. It’s good if you can prove to the employee his guilt - voluntarily accepted and conscious punishment is perceived better by the team.

3. In principle, for minor offenses it is better to limit yourself to a warning: “next time we will punish you.”

4. Many novice managers are embarrassed to punish themselves: it seems to them that they do not have the moral right to do so. If you have recently been appointed to a position, ask your superiors who exactly, for what and how you have the right to punish. In other words, your credentials must be officially confirmed.

5. As soon as you have been appointed boss, tell your subordinates who exactly, when and how you are going to punish. It is also better to prescribe this system of punishments so that it is available to employees in in writing. It’s even better, of course, if this system of punishments prescribed by you fully complies with the legislation (labor, civil, criminal). That is why it is better to show such documents to lawyers.

6. If an employee has committed an offense for which no punishment has yet been provided, inform them that sanctions will be applied next time.

1.1. To hit or not to hit

Personnel management theorists argue that people need to be stimulated positive methods, trust them, while constant pressure from the employer is ineffective. Nobel laureate economist Kenneth Arrow believes that "trust is a commodity, and it has real economic and practical value: it improves the efficiency of the system as a whole." American sociologist Francis Fukuyama also says that mistrust imposes economic activity something like an additional fee: “People who do not trust each other can cooperate only within the framework of a system of formal rules and regulations. All this apparatus leads to an increase in what economists call transaction costs.”

Globally, no one argues with this opinion. However, in practice the situation with punishments is far from so clear. For example, the 17th century legal theorist Hugo Grotius substantiated in detail the need for punishment. Without them, in his opinion, “injustice will become more and more”: “It is necessary to take away the attractiveness of vice as soon as possible, which cannot be achieved otherwise than by taking away the pleasantness from sweetness by some subsequent suffering.” “Those who emphasize positive motivation are right, but this is true only for a narrow group of people. For example, if you manage a professorial team or a small company where employees share common values,” notes Sergei Pyatenko, general director of the FBK School of Economics and Law. - But if work force otherwise, then in many cases it is possible and necessary to use strict training methods characteristic of the period of formation of capitalist manufacturing or for modern developing countries.”

Psychologists have long determined that the desire for success and the avoidance of failure are the two main motives of the individual. Another thing is that specific person one or another system can be more developed. External environment also leaves a certain imprint. “When developing a new motivation system for manufacturing companies, we often had to leave the old penalty system,” says Mark Rozin. “This is due to the fact that workers have been raised for too long in an environment that encourages the avoidance of failure, and people cannot be changed that quickly.”

Logic dictates that if there are two such fundamental motives, any motivation system should also consist of two components: encouraging and warning. However, if mountains of treatises have been written about the “bright” side of motivation, the use of punitive measures has been studied to an insulting degree. In general, the picture can be described as follows. The role of positive motivation is to stimulate achievement and initiative. And the negative one has its own, narrower, but no less important task - increasing performance discipline. Fear and a state of discomfort are not capable of stimulating creative work, but it is these feelings that motivate people not to do something: not to be late, not to make mistakes, not to go beyond what is permitted.

In addition to discipline, negative motivation can also affect the intensity of work. American psychologist and researcher Frederick Herzberg came up with an original technique called KITA, which stands for a kick in the ass. The easiest way to force a person to work is to give him KITA, because improving working conditions (changing hygienic conditions, increasing wages, introducing additional benefits) does not give a long-term effect.

Russian employers have been very successful in using KITA. However, a sophisticated system of punishment, complemented by professional methods of monitoring employees, can turn an organization into a prison.

1.2.Types of punishment for employees

There are different types of punishments:

1. Verbal reprimand-warning – tete-a-tete.

This is the most harmless of punishments that can be applied. You simply go into the office with the employee (or just to the side where no one can hear you) and there you tell him that you are extremely dissatisfied with his behavior (or a specific action) and from now on you will “take him under your pencil” (you will monitor him more strictly ).

2. Verbal reprimand-warning - public.

In this case, you speak frankly in front of everyone: tell him in front of other team members what exactly you don’t like about his work. The disadvantage of this method is obvious: it will be unpleasant for the employee to look bad in the eyes of his colleagues, and he may become angry with you. But there are also advantages: you show that you are not afraid of publicity. In addition, you demonstrate to the team that you are uncompromising: so that others will be discouraged.

3. Sanction (that is, the actual punishment).

You can punish an employee as you see fit by informing him about it in advance. However, when punishing, remember the Labor Code: it lists an exhaustive list of punishments that can officially be applied to your subordinate. All other punishments that you come up with for him may turn out to be illegal, and therefore can be challenged in court.

What employees are afraid of:

- that they will be punished with a ruble. A salary cut or deprivation of a bonus is a complex procedure strictly stipulated by the Labor Code. But since in many domestic enterprises salaries and bonuses are paid unofficially (“under the table”), it is not difficult to deprive an employee of money;

- that they will be forced to redo the work. For example, you find flaws in a report and, as punishment, demand that it be redone.

- that they will be publicly reprimanded. Many employees work conscientiously; their image is important to them. For such people, the worst punishment is if you publicly, publicly doubt their professionalism;

- that they will be fired. Dismissal for violation is also a strictly prescribed procedure by law. But if the relationship between an employee and an employer is not strictly regulated, then it is much easier to fire a person;

– that they will not be allowed on a business trip;

– that their salaries will not be increased;

– that time off will not be given;

– that they will strengthen quality control of their work;

– that they will not provide additional bonuses (training, internship, additional medical care).

1.3. What is the best way to punish?

So, what is the best way to punish a subordinate? Think about these words: “it is better to punish.” I deliberately do not present specific diagrams and formulations here. Why? Simply because a good punishment (also sounds good) must be unique, both for the punished and for the one who punishes. What to do? Imagine that some actions of your loved one cause you dissatisfaction. What words would you use to ask him to change his behavior in the future? I think that you will find the right words and intonations in which to express both your love and your regret for the actions that this person committed and which you did not like. Difficult? And no one promised that it would be easy. In general, the work of a Leader (I wrote this word for a reason) capital letters) is not the easiest profession, but it is very creative and rewarding, and also well paid.

The most optimal gradation of punishments is as follows:
comment;
rebuke;
deprivation of bonus and reprimand (as an option - severe reprimand);
salary reduction;
deprivation of allowances;
conversation and appointment of a probationary period;
dismissal.

Conclusion:

1. Punishment must come from the future;

2. It is not the person who is punished, but his offense;

3. Punishment must be inevitable and timely;

4. Material punishments should be used with extreme caution;

5. Punishment must be personal;

6. Punishment should not cause feelings of guilt or humiliate a person;

7. Actions that are punished must be justified as much as possible and accepted by the team, as necessary for the successful work of the entire team;

8. Punishment is a creative process;

9. Punish with love.

2. Encouraging employees in the organization

Well, we seem to have sorted out the punishments. Let's move on to a more pleasant topic, in my opinion. So, encouragement. Naturally, the first question is why and for what purpose. If the main reasonable goal of using punishment in an organization is to avoid failures (by the way, there are also unreasonable ones, for example, “so that service does not seem like honey,” which is used quite often in the organization to which I once devoted my youth, which, however, , I don’t regret it at all), then, accordingly, the use of incentives expresses the desire to achieve better results and development.

Among the measures to ensure labor discipline, employee encouragement occupies an important place. Conscientious work must be recognized by the employer. If well-performing and unscrupulous workers are in an equal position, then the incentive to work successfully is sharply reduced.

Promotion- This is public recognition of the results of workers' work.

The use of incentive measures is one of the manifestations of the employer's disciplinary power. The choice of specific incentive measures, provision of various benefits and advantages is the right of the employer, although in modern market conditions it largely depends on his financial capabilities.

Undoubtedly, encouragement plays a kind of role as a “perpetual motion machine.” Recognition of the labor merits of the best employees increases the job satisfaction of the person being rewarded and has an impact on other team members, stimulating the latter to improve the results of their work. Moreover, in the legislation, encouragement is understood only as a form of public recognition of achieved successes, in which the employer expresses official recognition of the employee’s merits (usually at a general meeting in a solemn atmosphere, with the obligatory issuance of an appropriate order) and providing him with public honor.

Therefore, incentives for work are the most important means of ensuring labor discipline.

The nature of incentives can be divided into material and moral.

Encouragement that is moral in nature has a positive ethical influence on the employee and brings him moral satisfaction. In turn, material incentives always have a monetary value and, along with moral satisfaction, allow the employee to receive additional material income.

At the moment, the heads of organizations do not attach of great importance moral types of incentives. There are significant reasons for this. Such types of moral encouragement as a certificate of honor, a declaration of gratitude, inclusion in the Book of Honor and on the Board of Honor, according to the author of the article, have largely discredited themselves in past years, when this was often done for the sake of a “tick”, en masse and without any reinforcement or material incentives.

Taking into account the specifics of today, employers can develop their own types of moral incentives, which will be very effective in stimulating staff. As an example, we can cite representative offices of foreign companies operating in Russia, in which, along with a strict system of disciplinary sanctions and measures of material incentives, there is an extensive system of moral incentives for employees.

One example of moral encouragement can be the early removal of a previously imposed disciplinary sanction, as well as inclusion in the reserve for promotion to a higher position.

As in the case of punishment, encouragement should be aimed at specific actions of the employee, and not at himself or some of his qualities. The types of incentives in each organization vary, but are mainly divided into two types - tangible and intangible. There are also mixed ones, for example, sending an employee to study at the expense of the organization is always advantageous to position as material encouragement for this employee and long-term investments based on the manager’s belief that this employee deserves to be “invested” in him. By the way, any form of employee training, does this apply? vocational training at the workplace or any training, you can always give it as an incentive. Many managers often don’t think about this, but in vain. If you can combine business with pleasure, then why not do it?

I would like to dwell separately on this form of encouragement for the team as a whole, such as a holiday on the occasion of the company’s anniversary and the successful work of the team over many years. Very often, partners from other organizations, representatives of buyers and suppliers are invited to such a celebration. As an example, I can cite one well-known company that recently celebrated its tenth anniversary. A week before the holiday, in the evening (after the end of the working day), all the workers were gathered. The “holiday” script was read out, all the roles were assigned, and the permitted and prescribed toasts were announced. Then the training was carried out. Acceptable topics of conversation are defined. All employees were seated at tables, with one or two of their own and several guests sitting at each table. This event turned into a purely PR campaign, and those employees who participated in it clearly got the feeling that they were being used, and not for their professional purpose. That is, if you are making a holiday, then decide whether it is a holiday or something else. If this is not a holiday, then this is work that should be paid separately, or at worst not positioned as an incentive.

Nothing irritates an employee more than receiving rewards that he doesn't consider rewards. Think about the feelings of a person whom the boss, in the presence of other employees, “encouraged” with the following phrase: “Petrov, you have worked much better than the rest of the employees this month, you are just a star!” Rewards should not involve ambiguity or the possibility of being perceived in any other way. For example, the phrase “Well, you can do well if you want” hardly looks like an undeniable compliment.

Another very important point in the technique of using rewards is the psychological type of the person you are rewarding. U different people different values ​​and what is valuable to one is, at best, empty for another. Within the framework of this article, I will not describe these types in detail; perhaps we will return to them in the future. For now, let's talk about what are the values ​​for each personality type.

An incentive can also be a partial or complete removal of punishment. In some cases, such a system is very effective. Stalin widely used such encouragement at the beginning of the war, when army officers stripped of their ranks and exiled to camps were again called up for service. “Try... sentence him to death, and then give him a job, the completion of which will result in forgiveness and restoration to his former height. Do you think he will try to get the job done? Stalin's calculation is accurate. Many of those released served Stalin faithfully and truly, were eager to fight and with their deeds and blood proved that they were worthy of trust” (V. Suvorov, “Icebreaker”).

The most optimal gradation of incentives is as follows:
praise, gratitude;
small social benefits (for example, payment for a mobile phone);
a bonus for completing a task ahead of schedule (this could be a paid trip, paid leave, and so on);
bonus based on the result of completing a task;
salary increase.

The most interesting thing about such a system is precisely the lack of guarantees of further incentives. The main reward is the removal of punishment, and then whatever happens. A leader who immediately removes a punishment and assigns an incentive devalues ​​the fact that the punishment was lifted. In this case, the fact that the punishment is removed can no longer be considered as an incentive. As a result, it turns out that instead of one reward (removal of punishment), two are given for the same action: removal of punishment plus the actual reward (for example, a bonus or an extraordinary promotion).

Stalin distributed incentives very sparingly, so they were valued much higher than the incentives of Stalin's successors. It’s just that you can’t spoil the porridge with butter, but it’s very easy to spoil a child with constant rewards in the absence of sufficient reasons for this and in the absence of sufficient punishment for misconduct. The employees of the company should be considered by the leader-leader precisely as his children: the leader is a strict but fair Father for his employees.

We understand perfectly well that we want our company’s employees not only to work efficiently and with dedication, but also to comply with certain internal rules and discipline. Let’s say we see that an employee is starting to lose interest in work due to certain problems in the workplace. Be it a relationship with management or simply he believes that he has grown enough to increase his earnings or position. We can reward him for his results at the end of the month or quarter, or promote him. But at the same time, we will have to constantly monitor all employees, especially valuable ones, since we value them and do not want them to leave us because of money or career issues. It’s easier to introduce a reward system and give a plus for every positive action, and a bonus is given based on the results.

2.1. Compliment as an encouragement for an employee

Can a compliment be considered an incentive for an employee? What is a compliment? We can say that a compliment is a statement that is pleasant, kind, flattering, does not contradict reality, and corresponds to the situation and expectations of the partner. In my opinion, this is a comprehensive definition, every word of which is significant. Now a little warning. Those who are good at giving compliments are better off not reading further text. What is this connected with? You know, when I once studied the theory of compliments, I had to start using it quite carefully, since I realized that the compliments that I make based on this theory turn out to be ponderous and lifeless. Like that centipede that started to think about which foot to walk on. But then it passed, and I successfully began to apply the acquired knowledge. Practice and practice again. So, back to the topic.

What kinds of compliments are there? Firstly, compliments are divided by orientation into:
- appearance,
- abilities (intelligence),
- emotional sphere,
- volitional sphere,
- professional sphere,
- personality as a whole.

Another way to separate compliments is by form:
- comparison,
- grade,
- antithesis, a compliment to another person, against the background of underestimating oneself,
- indirect compliment,
- a veiled compliment,
- inversion (transforming a disadvantage into an advantage),
- paradox,
- built-in compliment,
- a complex compliment that includes several types.

2.2. Labor reward system

When developing a system of incentives for work, it is necessary to take into account the following provisions:

1) the basis for rewards for success in work should be specific indicators that employees achieve by performing their direct tasks job responsibilities and which most fully characterize the labor participation of each employee in solving common problems; It is advisable to form a system of indicators and factors that serve as grounds for encouraging employees, taking into account the nature of the work performed, the procedure for recording and standardizing work results various categories employees (managers, specialists, technical performers, workers);

2) the employee must be sure that upon achieving the established results, he will definitely be rewarded;

3) incentive measures for work should depend on the significance of labor achievements, that is, for higher work results, accordingly, more significant incentive measures should be established;

4) motivate each employee to constantly improve their performance indicators;

5) the incentive system must be open, transparent and understandable for employees;

6) the timeliness of the application of incentive measures must be taken into account.

The incentive clause can be a document with varying degrees of detail.

For organizations with established economic indicators, a general system of intracorporate relations, a proven system for standardizing labor efficiency indicators, both structural divisions and employees occupying individual positions, a position with the maximum degree of detail can be recommended.

For small, dynamically developing companies, in which the development of internal corporate relations and the overall system of functioning of the organization are at the stage of formation, a local regulatory act with to a lesser extent detail, which reflects only the most general principles employee incentives.

Regardless of the level of detail of the document defining the principles of the incentive system, it is advisable that it contain the following basic information:

1) Principles of forming a reward system.

2) Specific indicators of the use of incentive measures.

3) Forms and measures (types) of encouragement.

4) The procedure for nominating employees for promotion.

5) Competence of management to apply incentive measures.

6) Legal basis for the use of incentive measures (order of the head of the organization, order of another official).

7) The procedure for carrying out promotional activities.

8) Other information regarding the incentive system.

In the application of the incentive system, an important place is occupied by the mechanism for nominating employees for incentives.

For example, in the incentive regulations in force in an organization, the rights of managers should be divided various levels on the use of each type of incentive.

The grounds for the application of incentive measures can be supplemented and clarified by a collective agreement or internal labor regulations in accordance with the assigned management objectives.

The legal status of the employer according to the Labor Code of the Russian Federation includes the right to apply incentive measures. The procedure for applying incentive measures by labor legislation is partially defined, which means it is largely determined by the employer.

In practice, the incentive is announced in an order or directive, brought to the attention of the employee and the workforce, and a corresponding entry is made in the employee’s work book.

The order being drawn up indicates the motive for the incentive, the type of incentive, the form of the incentive, and in the case of awarding a valuable gift (premium), also its cost. The employer is obliged to familiarize the employee with this order against signature. The form of the order (instruction) to encourage an employee is approved by the Resolution of the State Statistics Committee Russian Federation dated January 5, 2004 No. 1 “On approval of unified forms of primary accounting documentation for the accounting of labor and its payment” (hereinafter Resolution No. 1) (unified form No. T-11 and unified form of the consolidated order on encouraging employees T-11a).

The basis for issuing an order (instruction) on incentives is a proposal submitted for consideration to the head of the organization by the employee’s immediate supervisor or the organization’s personnel service. Since the procedure for submitting awards is not regulated by law, each organization uses its own.

Information about incentives is entered into the work book in accordance with Part 4 of Article 66 of the Labor Code of the Russian Federation. The basis for making an entry in the work book is the corresponding order (instruction) of the manager (clause 10 of the Rules for maintaining and storing work books, producing work book forms and providing them to employers, approved by Decree of the Government of the Russian Federation of April 16, 2003 No. 225 (hereinafter referred to as the Rules for maintaining and storing work books)).

According to paragraph 24 of the Rules for maintaining and storing work books, the following information about awards (incentives) for labor merits is entered into the work book:

A) about awarding state awards, including the conferment of state honorary titles, on the basis of relevant decrees and other decisions;

b) on awarding certificates of honor, conferring titles and awarding badges, badges, diplomas, certificates of honor by organizations;

V) on other types of incentives provided for by the legislation of the Russian Federation, as well as collective agreements, internal labor regulations of the organization, charters and regulations on discipline.

Example documentation application of incentives for work

To the Director of Prima LLC

Derzhavin K.K.

Presentation on the promotion of Ivanov M.M., sales department manager

Ivanov M.M., born in 1955, sales department manager, has continuous experience at Prima LLC for ten years. During this period of work, he always conscientiously fulfilled his job duties and was repeatedly thanked.

For conscientious fulfillment of job duties, long-term and impeccable work, as well as in connection with the anniversary date - his fiftieth birthday, I present M.M. Ivanov for encouragement. I propose to encourage M.M. Ivanov. in the form of an award certificate of honor and a valuable gift.

Head of Sales Department ___________ /Vasiliev I.I./

Position, personal signature, signature transcript.

(name of company)

(order)
on employee incentives

For conscientious performance of work duties, long-term and

award a certificate of honor and a valuable gift

Sample of entering information about the award in the work book

A sample of making entries in an employee’s personal card.

VII. AWARDS (INCENTIVES), HONORARY TITLES

The right to apply incentive measures belongs entirely to the employer and does not require, as was previously the case, coordination with the relevant elected trade union body. In addition, the simultaneous use of several incentive measures is allowed. As a rule, in practice, this is a combination of measures of a moral and material nature (for example, an announcement of gratitude and the issuance of a cash bonus).

At the same time, the use of incentive measures can be quite subjective, since it is always associated with an assessment of the behavior of employees in the labor process. However, if there is a local regulatory act regulating evaluation criteria, grounds for incentives, and the procedure for applying incentive measures, then the entire procedure associated with the application of incentive measures is within the “legal framework.” As they say, the law is harsh, but it is the law. When a rule written in the local normative act, is valid for an indefinite number of persons, then the employer, in addition to rights, also has obligations to apply incentive measures in the event of certain circumstances (fulfillment of the plan by an employee, department, organization as a whole, achievement of certain economic successes, and so on).

Conclusion:

“Employees are encouraged for conscientious performance of work duties, improving the quality of work, increasing labor productivity, innovation, initiative, ensuring the safety of transported goods and luggage, careful attitude to other entrusted property, long-term and impeccable work.”

General conclusion:

Thus, we have identified possible buttons and levers of influence on employees. When influencing (whether it is punishment or reward), we very often focus on ourselves. What would I like to receive as a reward, or what would be a punishment for me? As Dale Carnegie wrote, you may love strawberries and cream, but to catch a fish, you hook a worm. I hope that the material presented in this course work will help you in managing your employees, or at least provide food for thought.

Practical work

General survey of employees and employers of organizations

When interviewing employees of a number of companies, it turned out that they are generally fundamentally against any punishment systems, even if this punishment does not consist of deprivation of a bonus or a reduction in salary, but simply a verbal reprimand. An effective system is usually the complete abolition of all penalties and the introduction of additional bonuses. As one of the respondents put it: “Increase the employee’s bonuses if he works for two months without any problems.” The original wording, of course, but the meaning is clear.

However, the manager should not succumb to such provocations, much less increase bonuses for two months of work “without mistakes.” After all, this means that it will be necessary to provide additional bonuses for the fact that the person does his job without any complaints. That is, he does what is provided for in his employment contract. So for this he is entitled to a salary, and certainly not additional bonuses.

“Until recently, no one expected that employee motivation would become one of the main management issues,” says Konstantin Borisov, managing director of Tetra Incom LLC. “And today it is in the interests of the manager to speak openly about inevitable changes. And also to set a personal example, this is a powerful tool motivation for employees. It is worth not only giving up big bonuses, a corporate car and business class flights, but also rolling up your sleeves and getting involved in the process of attracting clients."

As it turned out, the truth is still relevant today: not everyone who makes good money is interested in money as an incentive for additional activities. “Today, a 10-20% increase in salary will not be a motivation for moving to another company; it has become not so easy to lure a good specialist with money alone,” says Galina Ivanova, partner of NefteKhimSintez LLC. “If a couple of months ago, mid- and higher-level specialists levels, especially in the banking, service, and automotive sectors, were very nervous, but now there is no one to lay off, the situation has stabilized, a “plateau” effect has set in.

Conclusion

We are all human and we understand that “good is not sought from goodness” and that sooner or later someone will begin to “scrape”, be late and systematically violate the internal rules of the company.

Psychologists distinguish several types of motivation, but the main “poles” remain reward and punishment. When we're talking about about “mass” positions (for example, at a factory), then, experts say, regular bonuses and the Honor Board work effectively today. If the question is about tops, then you can’t do without an individual incentive system. For some managers who work from dawn to dusk, an extra day off for fishing is happiness, but for others, public praise is the ultimate dream.

It should be noted that the legislation does not regulate the procedure for the entry into force of the Regulation on employee incentives. Therefore, the employer can independently determine the procedure for approving this document, taking into account the general system for the development and adoption of local regulations.

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The famous Walt Disney, the founder of the cartoon production concern, when he wanted to present his new ideas and projects, gathered all the employees for discussion and began to enthusiastically talk about his plans. Disney described the prospects so vividly and vividly that the employees literally caught fire with the idea and made their own additions. And for a successful initiative or proposal, employees could expect encouragement. At that time this was an innovation, but the result exceeded all expectations. The result of such discussions was a clear understanding of the employees of what management, represented by Walt, expected of them, and the beginning of work on the project with interest and enthusiasm. Using a system of motivation, and in particular rewards and punishment, Disney created a close-knit team of like-minded people who remained loyal to the company during its ups and downs.

Reward (positive motivation) and punishment (negative motivation) are not exactly what will be discussed further. Punishment is, after all, “a measure of influence applied to someone for guilt, misdemeanor, crime” (Big Explanatory Dictionary of the Russian Language), and non-reward is the lack of encouragement, deprivation of his employee and a more humane and effective method motivation. But first things first.

To use the system effectively, there are two most important rules.

1) Workers must know the rules of the “game”. I think everyone knows that in football there are strict rules about playing time, number of players, number of substitutions, etc. Violation of these rules entails penalties - fines, removal from the field, disqualification and more. It's the same in an organization. The company must have a certain organizational policy, i.e. rules and laws on which work within the organization is based. Accordingly, violation of this policy will result in penalties.Employees must clearly know and understand what they will be praised for and what they will be beaten for.Very important point, is compliance and implementation of the rules of the “game” that you have set to optimize the workflow. Otherwise, why are they needed then? An acquaintance of mine told me that at one plant he saw such “funny” inscriptions: “if you don’t turn off the lights, we’ll fire you,” “if you don’t throw out the trash, we’ll fire you,” “if you’re late, we’ll fire you.” As he was leaving, he asked one employee of the plant: “Are they really being fired?”, the answer was: “Yes!” At the same time, cleanliness and order reigned at the enterprise.Therefore, even having established such “cool” rules, they must be followed, otherwise it turns out that one was fired, the other was left behind for the same mistake. Things won’t work that way and there will be chaos and a game without “rules.”

2) “When you reward falling stats and punish rising ones, you get falling stats.” - classic American management L. Ron Hubbard. If you punish production and encourage non-production, then we will get non-production.The main parameters for rewards and non-rewards are the performance indicators of the employee, department, department and the entire company. It is convenient and easy to use statistics graphs to measure these indicators, which reflect the quantitative value of what the employee has accomplished. If the statistics increase, then the employee can expect reward; if they fall, then punishment.

You can encourage or disincentivize an employee for his performance in monetary (bonuses, bonuses, etc.) and non-monetary (movie tickets, going to a restaurant, gifts, etc.) form.This is what L. Ron Hubbard writes about rewards and penalties in his works on management and organization. " Never Don't promote a person with falling stats and don't demote a person with rising stats.Unfortunately, in my time I have only rarely raised chronically low statistics through orders, persuasion, or new plans. I raised it only with the help of personnel changes.So don't even consider a person with consistently low stats as part of the team. Yes, investigate. Yes, try. But if the stats are still low, don't waste your time. A man receives a salary, a position and enjoys privileges for not doing his job, and even this is too much reward for him.Save any disciplinary action for those with falling stats.Specialize in what you produce and everyone wins. Reward production."

Here, for example, is a beauty salon. There are two masters working there, where one has a constant flow of clients satisfied with his work, and the second, on the contrary, has few clients returning and the reviews are negative. That is, one has growing statistics, while the other has falling ones. The organization provides an interest-free lending fund as a form of incentive. A productive employee applied for a loan, but his request was rejected for a month, since an unproductive employee had previously applied and was given the maximum loan. This will be the encouragement of low statistics. It would be correct to refuse a loan to an unproductive employee and consider the application of a productive one. Never reward low stats or they will stay low. Correctly encourage high performance: praise, give thanks, bonuses to employees.

It is important to do this in PUBLIC so that others understand that they will not see this, like their own ears, until they achieve certain indicators.Or this example: the marketing department has fulfilled its quota, but not all employees of the department have fulfilled their personal quota. A bonus was promised as a reward. The correct thing to do in this situation would be to publicly give bonuses and gratitude to productive employees and not to give them to unproductive ones who have not reached their quota.

The result of such non-incentives will be increased responsibility for their activities and knowledge for the future that without certain indicators they will not be able to receive various bonuses.Many companies actively use such types of punishment as reprimands, warnings, and fines. From a motivational point of view, this is a poorly working method. The result of such methods can only be embittered employees, decreased motivation and loyalty to the company.

Here's an example: a company's system of fines for being late. The most that management can achieve after applying such measures is arriving at work on time. Out of breath, employees will cross the checkpoint no later than 9:30, but what then? They will take a breath, drink tea, someone puts on makeup and share the latest news. In general, work will begin, at best, at 10:00.I am the president of not only the BusinessForward company, but also the founder of a holding company, which has just introduced a system of fines for lateness. But, all the money that is charged to employees for being late goes into the fines fund, then spent on corporate events, prizes and awards. And at the end of the year, the employee who contributed the most money to the fine fund is congratulated and awarded.

At the same time, initially the staff is aware of the system of fines and expenses of this money (see rule No. 1). After all, the purpose of non-reward is not to blame a person or make him wrong, but to create in him a desire to be more competent, to arouse interest and a desire to achieve more. The motivation system should pursue precisely these goals, only then will it work, develop and bring results.

Recently I came across the following saying on the Internet: “Whatever you say, a stick is better remembered than a carrot.” This may be true, but statistics show that punishments only work in 11% of cases, and in the remaining 89%, threats and punishments are ignored. At the same time, incentives and rewards improve employee performance in 98% of cases. The main thing is to use the system of rewards and disincentives correctly, based not on rumors, gossip and personal arguments, but on statistics. And we will all succeed.

Galina Smolyakova