RECOMMENDATIONS AND HYPOTHESIS TESTING
As show the results of analyzes, Russian companies at the different stages of the development possess the particular opportunities and priorities in motivating the personal. These differences can be explained by the specific goals and values which are the most significant at the different stages of the OLC. Managers must take into consideration these differences and dissimilarity in values and goals and create the methods of motivation accordingly to the demands of the current stage of the OLC.
Very often the methods used in Russian companies don’t correspond with the requirements of the stage of the organizational development. It such problems as:
- the loss of organizational flexibility and ability for change;
- the decrease of innovative ideas and initiative;
- the ineffectiveness of the methods of motivation;
- the low level of employees’ loyalty and trustworthiness and so on.
To avoid these problems managers of Russian companies while creating the methods of motivation must take into consideration such recommendations.
The “childhood” stage
- to focus on methods of moral motivation including the possibility of self-actualization and the career growth, the new experience gaining, the active complicity in the results of work, the top-manager’s recognition of one’s results, gratitude, personal heart-to-heart talks, the desks of honor, diplomas, corporate newspaper, the days of rest;
- to use the restrained level of wages and bonuses;
- to create the compact level of social bonuses accordingly to the financial possibilities of the company;
- to create the atmosphere of mutual assistance, mutual aid, mutual support, to support the importance of good relationships between the employees.
The “youth” stage
- to focus on methods of material motivation as it is very important for the employees to receive the deserved and competitive level of salaries and bonuses as the compensation for the high-quality work including the high level of wages and bonuses (higher than market average), to propose the wage plus-bonus system;
- to offer the broad social package: medical insurance, transport fees, mobile-phone fees, feeding, holiday and hospital pays, team – building, professional development and advanced training, season tickets to fitness-centers, theaters and concert-halls, the favorable terms of crediting and loans;
- to create the favorable moral climate by using such moral factors: acknowledgment, recognition, the possibilities of carrier growth, the possibilities of professional development, corporate celebrations and festivals;
- to use the opportunity of flextime and telecommuting;
- to support the initiative, innovations, progress and development.
The “maturity” stage
- to focus on such methods motivation as the participative management, work groups, ESOP;
- to support the flexible style of management and the strong corporate culture;
- to understand the importance of social guaranties, to use the wide range of methods of social motivation: medical insurance, transport and fuel fees and the auto-amortization, mobile-phone fees, feeding, holiday and hospital pays, professional development, credits, season tickets, one time grants (by marriage, by birth and so on);
- to acknowledge of long term collaboration by providing an opportunity in participation in the profits, profit sharing;
- to support the righteous level of wages and bonuses.
As it is seen, the methods of motivation which are effective at the “childhood” stage (they support the values of mutual assistance, mutual aid) can be very inefficient at the “youth” stage with its emphasis on corporate growth and development. At the same time it is very important for the personnel of the “mature” companies to have the high level of social guaranties and the employee involvement factors: participative management, work groups, ESOP.
The “recession” stage is not analyzed as the companies must do all their best to prevent this stage of the development.
CONCLUSIONS
The research from which this paper is derived showed that each stage of the organizational life cycle is characterized by the specific set of organizational goals, values and consequently the factors and methods of the effective motivation.
The system of motivation must be changed accordingly to the mission, goals of the organization, new market requirements and needs, major elements of the organizational culture. It is also must be supported by the system of adaptation, attestation, appraisal of employees, the system of teaching and additional training, the system of the advancement and professional growth. Otherwise, all premiums, bonuses, wages and social payments will become ineffective and will be appreciated by the employees “as granted”.
The motivation change is not spontaneous but appropriate process of company’s growth and development.
The management of the company must opportunely identify the stage of the organizational development and change the system of motivation to the goals and objectives of the stage. The criteria indicating the need of motivation change are: the decrease of the overall results, the growth of releasing employees, growth of absence for the reason of illness, boycotting of the management decisions, the decrease of new ideas and so like.
The motivation must also clearly justify the expectations and needs of employees. It must be connected with the goals and values, organizational culture. The strong and effective organizational culture is in itself the major factor of motivation and sustainable competitive advantage (SCA).
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