Motivation and stimulation: what are the main differences? The art of management: motivation and stimulation

Good day, dear readers. Today I decided to touch on a topic that I think bothers many. After all, we so often set ourselves a task, and then all the motives and incentives suddenly disappear. Then we have thousands of excuses for not fulfilling it. But what happens to us at this moment? How to explain the lack of desire to go towards this or that goal? How is motivation different from stimulation and what is the connection between them? Why is it so easy to get confused about the meaning of these concepts? In this article I will try to answer all these questions.

Motivation concept

Every action is performed for some reason and has a motivation. This means that the individual acts consciously, he has the intention to achieve goals and find a way out of difficult situations. He takes active steps only when he fully understands what he needs. An inner desire motivates him to commit an act. If actions are motivated, a person is controlled by need.

It is worth noting that there are situations when people need to do things that they do not need to do. Then, accordingly, neither the result of such actions nor the actions themselves bring the expected results. In such cases apply different methods motivation.

There are 3 groups of methods:

• Social, which are divided into professional, material and moral.
• For training (simulation of situations for schoolchildren and students).
• Self-motivation.

The term “motivation” was first used by A. Schopenhauer in one of his many works. IN modern world this phenomenon remains among the pressing problems for such industries as:

• pedagogy;
• psychology;
• sociology;
• philosophy.

So, all the actions of an individual are conscious, since he has incentives to perform them. That is, he is interested in achieving his goal.

Incentive concept

Stimulation is the influence on a subject from the outside. This is a strong factor that pushes you to commit actions.

It can be not only external, but also internal. This is a kind of lever that sets motivation in motion.

Stimuli for people most often are individual objects, the actions of others, opportunities provided, etc.

It is also important to know that a person can respond to a stimulus consciously or unconsciously.

What is the difference between motivation and stimulation

At first glance, the phenomena under consideration are very similar. But where is the line of difference? And why is it so important not to confuse them? Let's analyze together everything we know at the moment.

Firstly, both are processes that influence the behavior of an individual.

Secondly, incentives are an easier way to push a person to action. The incentive usually comes from the performer himself.

Thirdly, motivation is a system of incentives in response to which a person acts.

Stimulation is also different in that it works in the here and now. And depending on the type, we can feel motivation long time. It is relevant until the need is satisfied.

Motives are individual, unlike incentives. But incentives can be used to influence a group of people with common interests and status. For example, these are bonuses and incentives in the workforce.

5 criteria for distinguishing between incentive and motive

To summarize, I would like to note 5 main criteria by which I differentiated the meanings of the two concepts discussed above.

I decided to make a table to make it easier for you, the readers, to track the differences.

Conclusion

Based on the above material, we can conclude that there is a huge difference between motivation and stimulation. Therefore, you should not confuse these concepts with each other.

Thank you for your attention to my work! I really hope that you found the article informative and useful.

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Motivation is the process of inducing and stimulating an individual or group of people to activity, to activity, to initiative. It is necessary for the effective implementation of decisions made and for the implementation of planned work. By applying the principle of motivation in practice, a leader turns his decisions into actions.

Labor stimulation is, first of all, an external motivation, an element of the work situation that influences human behavior in the world of work, the material shell of personnel motivation. At the same time, it carries an intangible load that allows the employee to realize himself as a person and as an employee at the same time. Stimulation performs economic, social and moral functions.

A motive is something that causes a person to act in a certain way. The motive is “inside” a person and depends on many factors external and internal to the person, as well as on the action of other motives that arise in parallel with it. Motive not only motivates a person to action, but also determines what needs to be done and how this action will be carried out. Human behavior is usually determined not by one motive, but by their combination, in which motives can be in a certain relationship to each other according to the degree of their impact on human behavior.

Stimulus (from lat. stimulus- a pointed stick used to drive animals) - external influence on a person, group, organizational system, affecting the process and results labor activity.

A stimulus is not any external influence, but only one whose motivating effect is mediated by the human psyche and corresponds to his views, feelings, moods and, of course, motives. Receiving a stimulating impulse from the external environment (economic, political, legal, sociocultural, etc.) and passing it through his psyche, a person transforms this impulse onto himself, correlates it with his needs, interests, capabilities, desires, expectations and goals. . As a result, from a variety of options, a decision emerges to act this way and not otherwise. This decision develops into an action that leads to a certain result.

2. The relevance of the study of work motivation in modern economic conditions.

Work motivation is the process of stimulating an individual performer or a group of people to perform activities aimed at achieving the goals of the organization, towards the productive implementation of decisions made or planned work.

An ineffective motivation system can cause dissatisfaction among employees, which always leads to a decrease in labor productivity. On the other hand, an effective system stimulates personnel productivity, increases the efficiency of human resources, and ensures the achievement of the entire set of system goals.

Consequently, there is a relevance of the issue of studying labor motivation systems used by management in the modern economic conditions of Russia.

3. The importance and place of stimulation of labor activity in the personnel management system.

Labor stimulation is, first of all, an external motivation, an element of the work situation that influences human behavior in the world of work, the material shell of personnel motivation. At the same time, it carries an intangible load that allows the employee to realize himself as a person and as an employee at the same time. Stimulation performs economic, social and moral functions.

The economic function is expressed in the fact that labor stimulation helps to increase production efficiency, which is expressed in increased labor productivity and product quality.

The moral function is determined by the fact that incentives to work form an active life position and a highly moral climate in society. At the same time, it is important to ensure a correct and justified system of incentives, taking into account tradition and historical experience.

The social function is ensured by the formation of the social structure of society through different levels of income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of personality, is predetermined by the formation and stimulation of labor in society.

An incentive is often characterized as an external influence on an employee (from the outside) in order to encourage him to perform effectively. There is a certain dualism inherent in the stimulus. The dualism of the incentive is that on the one hand, from the position of the enterprise administration, it is a tool for achieving a goal (increasing the productivity of workers, the quality of the work they perform, etc.), on the other hand, from the position of the employee, the incentive is an opportunity to obtain additional benefits (positive incentive) or the possibility of their loss (negative incentive). In this regard, we can distinguish between positive stimulation (the possibility of possessing something, achieving something) and negative stimulation (the possibility of losing some item of need).

When incentives pass through the psyche and consciousness of people and are transformed by them, they become internal incentives or motives for the employee’s behavior. Motives are conscious incentives. Stimulus and motive do not always agree with each other, but there is no “Chinese wall” between them. These are two sides, two systems of influencing an employee, encouraging him to take certain actions. Therefore, the stimulating effect on personnel is aimed primarily at enhancing the functioning of the enterprise’s employees, and the motivating effect is aimed at enhancing the professional and personal development of employees. In practice, it is necessary to use mechanisms for combining motives and incentives for work. But it is important to distinguish between the stimulation and motivational mechanisms of behavior between workers and enterprise management, and to realize the importance of their interaction and mutual enrichment.

It is impossible to achieve high results in any work if a person does not have personal interest. After all, it is impossible to build interaction solely on the principles of coercion: the effect will be neutralized at lightning speed. There are two ways to create a desire to work – motivation and stimulation. Despite the apparent identity, the concepts have a number of differences from each other. Understanding the difference will help managers and leaders more effectively cope with their tasks, even without having in their arsenal a large number of resources.

Definition

Motivation- this is a person’s conscious impulse to activity, purposeful action, and solution of assigned tasks. The desire is internal and manifests itself only when it is fully understood by the subject. Motivation is based on a certain need (physiological, spiritual, value), after which the impulse to action is significantly reduced.

Stimulation is a measure of external support that influences human activity. The main task of such a process is to accelerate management processes, induce the subject to perform the expected action, and change behavior. Incentives can be either positive (reward) or negative (threat of sanctions).

Comparison

These concepts denote the processes of influencing a person’s personality, through which his behavior is programmed. However, motivation is characteristic of a specific person and is an internally conscious urge to action, while stimulation is an external influence. The distinction is fundamental to a number of sciences, including psychology and marketing. Incentives are a simple form of influencing a person, for example, providing a discount to a client when making a purchase.

To evoke internal motivation in a subject means to penetrate into his soul. Global brands form a special worldview among their customers, thanks to which the purchase of a new product becomes fundamental (remember Apple products, the functions of which practically do not change from model to model, and the army of fans is only growing). Thus, stimulation is just an impact on a person that continues as long as the process is active.

Motivation is an internal process that occurs individually. It will not end until the need is satisfied or replaced by another impulse to action. Incentives can be effective for a whole group of people, for example, employees of an enterprise. Additional incentives (vacation, bonuses) will help them work more actively and better for the benefit of the company. Most often, each person has his own motivation, and it is quite difficult to instill it.

Conclusions website

1. Directionality. Motivation is an internal interest characteristic of a specific person, stimulation is an external influence aimed at a circle of subjects.
2. Content. Stimulation is a positive or negative impetus to action; motivation can only be positive.
3. Existence. Stimulation is used until it is canceled, motivation - until it is implemented.
4. Target. Motivation is the satisfaction of an internal need, stimulation is a way of influencing a person.
5. Affiliation. Motivation is characteristic of a specific person, an employee, and stimulation is characteristic of a group of people united by a single characteristic.

The success of any organization depends on the fact that can do her employees and what they want do, that is, on their abilities and motivation. At the initial stages of the work of personnel services in Ukraine, the main attention was paid to the selection of employees whose professional knowledge, skills, and work experience would meet the requirements of the vacancy. But, in the future, situations often arose when the employees selected so carefully and with such difficulty were disappointed. The reason was that fully qualified employees turned out to be unmotivated to work, that is, they “could”, but “did not want to.” In addition, in a highly competitive environment, organizations expect their employees to give maximum performance and use their full potential in their work. Therefore, it is no coincidence that both specialists and practical managers are actively interested in the issues of stimulating and motivating personnel. After all, in professional activity Motivation determines the qualities of employees that are important for the effective operation of an organization, such as focus on results, perseverance, conscientiousness, and the level of their efforts and efforts. The results of a study conducted in Russia of 17 of the most successful and rapidly growing companies are indicative: for the leaders of these organizations, motivation became the No. 1 priority in their work. Moving away from operational issues and concentrating on strategy, they reserved motivation for themselves, realizing that without involving the entire staff in working towards a single goal, it is impossible to achieve ambitious results. Only when employees see the achievement of the organization’s goals and their own goals, how they are connected, then we can be sure that there is motivation to work, and not just a formal performance of duties “under the lash.” Forced actions that are not supported by an internal desire to work, express oneself, or achieve something are extremely rarely effective.

And now we come to a very important question. As many managers say: “I won’t get into the soul of my subordinate. I don’t know what he really wants. And I can influence him: production discipline, control, salary, in the end - the main lever of influence.” Indeed, someone else’s soul is in the dark, but it is necessary to achieve the required quantity and quality of work, either with a stick or with a carrot. This “stick” or “carrot” is a means of stimulating employees to behave as desired within a given organization.

The words “stimulation” and “motivation” are often used interchangeably. In fact, they are really closely related to each other, but they mean completely different phenomena and processes.

Stimulation – This external influence in order to elicit the desired behavior. This very word “stimulation” comes from the name of a pointed stick that was used to prick donkeys if they stopped and did not want to go further.

Motivation – This inner urge person to take certain actions.

Actually, stimulation is carried out with the aim of creating the necessary motivation among staff to efficient work. Incentives are a means by which staff can be motivated. But the main thing that should always be remembered is that the reaction to stimuli is not the same in different people. External influence, refracted through the internal - personality specific person– can give a wide range of completely different reactions. And this must be taken into account when creating your own personnel incentive system. Even various material benefits, which many managers evaluate as a universal incentive, can in some cases become demotivators. Incentives used in managing the labor behavior of employees in modern organizations, are quite varied.

Monetary: wages, bonuses, etc.

Non-monetary: vouchers, treatment, transport.

Social: career opportunities, job prestige.

Moral: certificates, awards, respect from management.

Creative: opportunities for self-improvement and development.

Some of these incentives are used quite actively, primarily, of course, material ones. But these are so important for many modern people incentives such as respect, opportunities for development and self-improvement are not used by all organizations.

No less diverse are the motives of human behavior related to work. For example, G.N. Sartan and his colleagues identify the following types of motives for work.

1. The motive of sociality (the need to be in a team). This motive is especially characteristic of the Eastern (Japanese) style of personnel management; "group morality" (the need to "work in good team» is also relevant for workers in the post-Soviet space).

2. The motive of self-affirmation is typical for a significant number of workers, mostly young and mature age. According to Herzberg, it is the actual motivating factor for highly qualified employees.

3. The motive of independence is inherent in workers with “owner” motivation, who are ready to sacrifice stability and sometimes higher earnings in return for the attitude of “being the owner and running your own business.”

4. The motive of reliability (stability) is present when preference is given to the stability of life and work. By virtue of various reasons(historical, ethnic, etc.) the share of Russians (one can assume also Ukrainians) who focus on reliability and stability is significantly higher than the share of those who prefer risk and entrepreneurship.

5. The motive for acquiring new things (knowledge, things, etc.) underlies many elements of influence. It is especially important among highly qualified specialists.

6. Motive of justice. Each society has its own understanding of justice. However, violation of fairness, from the point of view of employees, leads to demotivation.

7. The motive of competition as the basis for organizing competition in an enterprise is one of the strongest motives that operates at all times. A certain degree of expression of competitiveness is genetically inherent in every person and at low cost it produces a tangible economic effect.

Naturally, each person falls into different life situations and his behavior reveals a variety of motives, often incompatible with each other. A situation is possible when several interrelated motives are “triggered.” For example, a person who works for personal interest also expects to receive a reward for his work.

Many motives are hidden in the very content of the work. Usually the desire to work appears in a person when he is confident in the benefits that his work can bring to himself, loved ones, and other people. And if it is meaningful to him, then he will strive to work.

In psychology, there are two types of motivation: positive and negative. Positive motivation is the desire to achieve success in one's activities. It involves the manifestation of conscious activity and is associated with the manifestation of positive emotions and feelings, for example, with the approval of those with whom one works this person(and, especially here, management approval is important). Negative motivation is associated with the use of condemnation and disapproval, which, as a rule, entails punishment not only in a material, but also in a psychological sense. With negative motivation, a person seeks to escape from failure. Fear of punishment usually leads to negative emotions and feelings in relation to the work that a person is doing, to the organization and, of course, to the leader who actually carries out this punishment.

The creation of negative motivation by tough, authoritarian leaders is sometimes seen as a completely effective control lever. The reward for subordinates is the very absence of punishment.

But it is known that repeated use of punishment significantly reduces its effect. As a result, people become accustomed to the effects of punishment and, eventually, stop reacting to it, building up a protective “armor.”

It is paradoxical, but it is a fact that such an action can also have material rewards. If a person constantly receives a material reward (for example, in the form of a bonus), then over time it loses its motivational meaning, ceases to be perceived as a reward and becomes simply a standard part of the salary. Psychologists have proven that long-term negative motivation affects not only the results of work, but also affects the personality of the employee. To this it must also be added that a frightened employee is always a disloyal employee. Any actions aimed at discrediting the company and its management are perceived by such an employee as restoring justice. Creating an atmosphere of fear leads to the fact that, having gone beyond the boundaries of the organization, employees living in constant tension become sources of negative image-forming information. And the reputation of a good employer, in the situation that has developed in our labor market, is expensive.

Having understood the concepts of “stimulation” and “motivation”, with the types of motives and incentives, you can move on to practical issues, or rather, to the main one: “how to create an effective system for motivating staff?” Please note that it is motivation, since incentives are only means to cause the desired behavior. Therefore, we are not interested in the incentive system itself, but in the end result - the employee’s motivation to work.

I will say right away that there is no “ideal motivation system” that would work effectively in any organization. When creating your system, you must consider at least the following factors:

1. The goals that the organization sets for itself;

2. Composition of employees by gender, age, level of education, etc.

3. Features of the corporate culture and management of the organization;

4. Already existing motivation system.

Let's start with the goals of the organization - after all, depending on them, an understanding is formed of which employee behavior is most rewarded and which is not. Let me give you an example: an organization sets itself ambitious goals to conquer a significant market segment. Accordingly, it is necessary to stimulate activity, healthy ambitions, and a creative approach to work among employees. The situation is different - the organization does not plan to expand, its goals are stabilization and consolidation in the market. As a result, stability, strict adherence to rules and rituals, and compliance with work standards will be encouraged.

The specific characteristics of the composition of the organization are very important for correct selection stimulating influences. For example, many traditionally oriented women consider work only as a means to maintain or increase family well-being and, having received the financial opportunity not to work, devote themselves entirely to family and home, considering this area as a priority. On the other hand, every year the number of women striving to achieve high social status, career heights, getting pleasure from doing your professional activities.

As T.P. Khokhlova notes, the motivation for women’s work has certain differences. So, in particular, women have a more flexible motivational structure - for example, if a woman feels socially protected, is happy in her marriage, family, then she attaches less importance to her relationships with work colleagues and, as a rule, does not strive for leadership in the organization. However, she can also strive to gain an independent status in order to self-realize and assert her own “fullness.” If a woman is single, works because of material necessity, her position changes - the desire for stability, confidence in the future, and ensuring a means of subsistence is more clearly manifested.

Research on motivation to achieve goals has also revealed a number of gender differences. Men, compared to women, have a higher level of orientation towards success and the desire to compete, while women have a higher level of orientation towards achieving personal goals. Since in many areas of professional activity there are pronounced differences in the composition of employees by gender, it is simply impossible not to take into account the differences in the motivation of women and men when planning measures to stimulate the work of staff.

If we talk about age differences, then older employees are more inclined towards stability and value the availability, for example, of insurance much higher than younger employees.

Employees with higher education are encouraged by the presence of a training system in the organization, opportunities for professional growth and self-development. For employees with a low cultural and educational level, regularly held corporate seminars and trainings can even become a demotivator.

Corporate culture, management system and personnel motivation are closely related and proper organization support each other. Corporate culture, by defining the rules of behavior in the company, motivates employees to the desired behavior (although this is often called forced motivation). But if the motivation system includes elements that support (including financially) adherence to corporate rules, the element of coercion goes away, or at least is weakened. A good example is the holding of “Man of the Company” competitions, which take into account, for example, not only the level of sales, but also compliance with the dress code, active participation in corporate events, acting as a mentor for newcomers, etc.

Management, by its very nature, involves a number of motivational influences on personnel. These are such intangible motivators as praise, gratitude for a job well done, seeking advice from experienced employees, and much more.

Naturally, the level of motivational influence on personnel and, accordingly, the effectiveness of their work will be higher, the fewer contradictions between the rules of corporate culture, the management system and the motivational system.

And, of course, if an organization is not created “from scratch,” then it already has its own, sometimes spontaneously formed, system of incentives. And although there is an expression “to break is not to build,” the implementation of any changes, even for the better, is difficult. Therefore, when introducing innovations into the motivation system, it is necessary to carefully analyze all the strengths and weaknesses of the existing one. Then - accompany the changes with detailed explanations, because the vital interests of the workers are affected here.

When studying the work motivation of an organization’s personnel, you can use various methods: observation, survey, testing, questioning. On the one hand, it is necessary to examine the organizational work environment, i.e.:

– working conditions;

– wage system;

- social package;

– personnel policy;

– management practice;

- relationships in the team.

On the other hand, we need to know:

– needs, values ​​and attitudes of personnel;

– their satisfaction with their work in the organization;

– commitment of employees to the organization.

By combining information obtained by various methods, we obtain the basis for creating a motivation system (or for correcting it).

Having identified and analyzed those factors that will determine the specifics of your motivation system, you can begin to create it. And here the main thing is not to forget that material incentives work more effectively in combination with non-material ones. There are organizations where employees receive quite high, by Ukrainian standards, salaries, but, nevertheless, show all the signs dangerous disease"demotivation". Demotivation manifests itself in decreased performance, activity, lack of a creative approach to work, and indifference. In severe, advanced cases, the development of this disease leads to an increase in negativism towards the organization itself, its leaders and the work performed.

Why is this happening? There can be many reasons, but as practice shows, most often the reasons for demotivation are:

1. Lack of attention and respect for employees from management;

2. Lack of fair assessment of the quality and quantity of work;

4. Lack of mutual understanding and mutual assistance in the team, conflicts between colleagues;

5. Inability to realize self-realization in this job, lack of career prospects.

Please note: if a person is fundamentally dissatisfied with the material conditions of his work, then he actively looks for another job and leaves. If an employee is satisfied with the material conditions, but is not psychologically satisfied, then he can continue to work in this place for a long time. Another question is how? What if there are many such demotivated people?

On the other hand, according to experts from the Strategic Management Journal, effective technologies of non-material incentives allow, within the same fund wages increase labor productivity by 20% and reduce staff turnover unplanned by management to a minimum.

Summarize. If an organization and its management strive for growth and development, improving the quality of work, then there is no other way than creating a system of incentives that motivate employees to achieve their goals. It should be taken into account that we have already passed the period when employees were only interested in their salaries. Nowadays, the range of expectations of workers is much wider and it includes not only a decent salary and benefits package, which many employers still consider to be the ultimate dream of their employees.

As numerous studies and surveys show recent years, at work people, at a minimum:

1. They expect respect from management;

2. They want to have clear and precise feedback on performance results;

3. They need a fair assessment of their contribution to the common cause;

4. They want to grow professionally and get promoted;

5. They strive to work in an organization that they can be proud of.

These expectations focus attention on the need to use non-material incentives, which are especially important for the most valuable employees: active, proactive, with healthy ambitions and high potential. This means there is no other way than to look for those techniques, approaches, incentives that will be effective for these people. The reward for the hard work of creating your own, unique incentive system will be a team of highly motivated employees.

Read about the effectiveness of praise from the head of the company.

And also read the article “It’s not all about money” to learn about all types of non-material motivation.

In this article we will look at how motivation differs from stimulation. In order for economic entities to function in a market economy, it is necessary to strengthen the phenomena under consideration.

The concept of motivation and stimulation of personnel

Motivation is a changing system of internal factors that interact with each other to direct human behavior to achieve the goal set for the business entity.

In addition, in the process of its implementation, the employee must achieve his own goals and realize his interests.

As already emphasized above, motivation is an internal process that is directly related to needs.

Something that acts on a person from the outside and is of a certain value to him is called a stimulus. Thus, when the motive for work is formed, the good becomes the last.

Labor incentives help create conditions under which employee activities contribute to more efficient and productive work. That is, it leads the latter to the fact that one can work with greater efficiency, which contributes to the emergence of motivation for this in the labor process.

This is the preliminary answer to the question of how motivation differs from stimulation. What else do you need to know? More on this later.

Ways to motivate

Direct managers and top management of a company can motivate employees in three ways: coercion, an agreement on increased pay for quality work, and the creation of conditions conducive to self-motivation of employees.

In total quality management, the highest priority is given to the third method.

Self-motivation is the development of desires and internal aspirations of employees for certain types of activities. This can be achieved when the organization has created conditions that can deliver it to employees positive impressions from the work done.

In our country, in commercial structures, a fairly common method of coercion is based on fines, dismissals and other negative phenomena. TQM technology has a negative attitude towards them. However, in some cases you cannot do without them, but they must indicate boundaries beyond which you cannot cross.

Methods of motivation also include reward, which can be in both material and intangible forms.

In addition, it is necessary to create an appropriate microclimate in institutions, educate, train employees, and, where necessary, convince them so that the goals of employees are as close as possible to those of the organization.

In the case of influencing the goals of the organization, employees have a feeling of participation in the activities of the business entity. At the same time, authority is delegated to those levels for which they are necessary, which contributes to the understanding of the organization’s goals by a large number of employees.

Types of incentives

Let us continue to consider the question “How is motivation different from stimulation?” consideration of the types of the latter.

Basically, there are three of them:

• material-monetary, in which, in addition to the stimulating function, status and reproductive functions are also performed;
• material-social - here the incentive continues to remain so as long as the benefit continues to fulfill its role; after it becomes received, the incentive becomes a motive;
• moral and psychological - here there is an emphasis on a person as an individual; It is impossible to influence the employee directly with this type.

Non-material motivation

There are two main forms of the phenomenon under consideration - material and intangible. Motivation and stimulation of personnel activities should be aimed at getting workers interested in the results of their work, which contribute to achieving the goals of the business entity, which should be achieved by a simultaneous combination of these two forms.

Most workers are interested in high pay for their work. But at the same time, one cannot ignore those who require the use of methods of non-material motivation of personnel.

The latter is understood as a system for creating internal motives in employees, not related to material incentives, that contribute to increased productivity and labor efficiency.

Non-material motivation of personnel must cover all employees, be comparable to the goals of the organization, and be updated - new methods must replace old ones. In this case, it is necessary to take into account the needs of workers in accordance with A. Maslow’s pyramid: physiological, safety, respect, self-expression, social.

There are a lot of non-material motivation methods. Here are some of them:

• praise;
• calling by name;
• additional rest for outstanding achievements;
• memorable awards;
• career growth;
• objectives and evaluation criteria must be clear;
• every employee should have the opportunity to express an opinion that should be heard;
• direct contact between top management and employees;
• Hall of Fame;
• unusual job title;
• gratitude to employees from management in a public manner;
• motivation board;
• providing greater freedom within reasonable limits while retaining control functions;
• congratulations to employees on holidays;
• assistance in solving personal and family problems etc.

Material incentive system

Its main component is the wage system, which is carried out in the form of time-based or piecework. In government agencies, time-based payment is mainly common, in which it is determined by the amount of time worked by the employee, taking into account his qualifications and working conditions. In the piecework form, payment is made depending on the results achieved.

In addition, material incentives for personnel include irregular additional payments, premiums, bonuses, various percentages, allowances and surcharges.

Most employees are focused specifically on these stimulation methods. However, as already noted, when a benefit is achieved, it ceases to be an incentive, therefore it is necessary to combine methods of material and non-material stimulation and motivation.

Finally

In this article, we found out how motivation differs from stimulation. The main difference is that the first is aimed at the internal, and the second - at the external needs of the employee. Both are designed to ensure that the interests of the organization’s employees are taken into account in order to achieve the organization’s goals with their help. In contrast to motives, incentives continue to remain such until the good is achieved, after which they pass into the category of “hygienic factors” (motives).