One of the main tasks of enterprises of various forms of ownership and fields of activity is to find effective ways to manage labor, ensuring the activation of the human factor and achieving the best production results.

An important feature of tourism activity, which distinguishes it primarily from production spheres of labor, is the widespread participation of people in the production process, therefore the human factor has a strong influence on both the quality of the product and the result of labor.

In order to increase the efficiency of a tourism enterprise, there is a need to find ways to improve the efficiency of using the enterprise’s labor potential. The decisive causal factor in increasing people's performance is their motivation.

Motivation is understood as a set of internal and external driving forces that motivate a person to activity, set the boundaries and forms of activity and give this activity a direction focused on achieving certain goals. The influence of motivation on human behavior depends on many factors, is largely individual and can change under the influence of feedback from human activity. Motivation is the core and basis of human management. The effectiveness of management depends to a very large extent on how successfully the motivation process is carried out.

The following main motives can be identified that encourage employees to work effectively: Herding (the need to be in a team). This motive is especially characteristic of the Eastern (Japanese) style of personnel management: group morality, lack of individual competition, corporate culture. The need to “work in a good team,” according to many sociologists, is still included in the leading group of employee orientations. The motive of self-affirmation is typical for a significant number of workers, mainly young and mature. The motive of independence is inherent in workers with a “master” 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.” The motive of reliability (stability) is essentially a motive of independence with the opposite sign. If in the first case workers prefer risk, an active search for new solutions, new types of activities, then in this case preference is given to stability of life and activity. The motive for acquiring something new underlies many elements of market management, and above all marketing. The system of creating the material world in economically developed countries is built on this motive. It is used by producers of new goods and services. The motive of justice permeates the entire history of the development of human civilization. For as long as humanity has existed, there has been a debate about what is fair and what is unfair in this society for so many years. Each society has its own understanding of justice. The competitive motive is one of the strongest motives that operates at all times. A certain degree of expression of competitiveness is genetically inherent in every person. The motive of competition is the basis for organizing competition in an enterprise.

Incentivizing the staff of tourism organizations, taking into account their motivation, is aimed primarily at improving the quality of service to tourists, increasing professional skills, as well as encouraging them to make proposals for improving the activities of the organization. To this end, organizations use incentives in the form of cash bonuses, gifts, free trips, professional skills competitions, training, and opportunities for career advancement. To develop staff motivation, tourism industry organizations should pay great attention to informing employees about the goals of the organization, its history, accepted methods and style of management, structure, functions, tasks and responsibilities assigned to persons occupying certain positions.

Moral and material incentive systems

Humanity has accumulated many forms, systems, and methods of stimulating workers. All incentives are conventionally divided into material and intangible. Their ratio varies significantly across different companies.

Material incentives, in turn, are divided into: Monetary: wages, bonuses, bonuses, profit sharing, additional payments, etc.; Non-monetary: vouchers, treatment, free medical care, discounts on the purchase of company goods, assistance in paying for education expenses, food subsidies, payment of travel expenses, life insurance, etc.

Non-material incentives: Social: prestige of work, opportunity for growth; Moral: respect from friends, relatives, colleagues, awards; Creative: the opportunity for self-improvement, self-realization.

It is believed that wages are a key element of labor stimulation, one of the main tools for influencing the employee’s labor efficiency. However, recently there has been a tendency towards a gradual reduction in the share of material rewards and an increase in the share of non-material incentives. The increasing importance of non-material incentives can be explained not only by the desire for social harmony, but also by the possibility of evading taxes, which are becoming increasingly important in a market economy and are pushing employers to look for ways to avoid paying them.

When developing a personnel motivation system, it is necessary to take into account the phase of the economic cycle in which the organization is located. In the phase of economic growth, incentives related to cash bonuses, job promotion, increased independence and increased responsibility, etc. are best suited. During a period of economic stability, one should focus on improving management, increasing sales volume, and recognizing creative ideas that increase the competitiveness of products and services. The economic downturn phase requires incentives to improve the quality of products and services, advertising effectiveness, and cost reduction.

Many motivational programs used in hotel and tourism business organizations are compensatory and built on interest-stimulating factors, such as rewards for appropriate positive behavior and the absence of punishment for miscalculations and failures. There are such forms of incentives as awarding the title of best employee of the month, bonuses for selling a certain number of vouchers, incentives for quality service, maintaining a high level of security, etc.

The results of a study of a number of tourism industry organizations, during which respondents were asked to indicate the factors that were important to them when choosing a job, showed that one of the important ones was interest in work (52%). This factor determined in importance such factors as labor organization (51%), wages (48%), recognition of professional and personal dignity (46%), fair assessment of work (38%), moral and psychological climate in the team (33% ), opportunity for professional growth (29%), self-realization (25%), safety (7%).

The list of motivating factors of work activity to reduce their importance for employees is as follows: the desire to achieve high results, to qualitatively solve the problems posed; personal professional goals; the need to perform one's duties well; interest in work; opportunity for advancement; receiving higher wages; control, regular assessment of work performed; recognition and approval from management; the possibility of gaining independence; recognition from colleagues, the desire not to let them down; good working conditions; the opportunity to receive additional material and moral rewards; possibility of disciplinary action.

In order for the staff of a tourism organization to work effectively, it is necessary to use either various training programs to increase their qualification level, or financial reward, or recognition of importance for the organization, promotion, obtaining greater powers, higher status.

Introduction

Today, tourism is one of the fastest growing sectors of the world economy. The tourism industry includes many forms of organizations, such as travel agencies, hospitality enterprises, and transport enterprises. They involve a huge number of people and they are the main resource of tourism organizations. Therefore, it should be taken into account that the number of factors influencing the activities of the organization includes both economic and social ones, among which the decisive importance belongs to a well-thought-out and balanced personnel management system of the organization. Moreover, the organization’s personnel are the main resources for increasing operational efficiency and achieving a leading position in the market. The sphere of socio-cultural services and tourism is particularly different in this sense, since it is work with people and for people, which determines additional requirements for the quality of personnel.

It must be remembered that the key to successful and stable work lies in the ability to use the full potential of employees. And for this, the company’s personnel must be motivated in their activities. Consequently, the motivation of work activity occupies one of the leading places in the personnel management of an organization.

Since people are the backbone of all tourism businesses, it is their efforts that have the greatest impact on the productivity and success of the organization. But for effort to occur, any employee must be interested in performing his duties. This interest appears under the influence of external and internal motivating forces. That is why company management should think about the need to introduce and develop a motivation system at the enterprise. In order to create an effective motivation system, it is necessary to have a clear understanding of the characteristics and motives of behavior of your employees. This is what determines the relevance of this work.

1. Consideration of the features of motivation
2. Exploring modern theories of motivation
3. Consideration of methods and methods of motivation and the possibility of their application to tourism enterprises.

To write the article, materials from textbooks by domestic authors were used, such as E. P. Ilyin, E. A. Utkin, S. A. Shapiro. Articles from the magazines “Personnel Management”, “HR Personnel. Personnel Manager”, “Human Resources Manager’s Handbook”, “Russian Entrepreneurship”, “Problems of Management Theory and Practice”.

Work motivation

The article examines labor motivation as a management function. That is, motivation in the management system.

The most important categories of management are its subjects and objects. The subject of management is the one who carries out management, i.e. manager. An object is considered to be something in relation to which management is carried out, i.e. in this case the staff.

The same objects and subjects are involved in building a motivation system.

“Motivation is a set of internal and external driving forces that motivate a person to activity and give this activity a direction focused on achieving certain goals.”

Motivation is defined as the employee’s desire to satisfy his needs through work.

The keys in the motivation process are need, motive and incentive.

Need is a state of a person created by the need for objects necessary for his existence and motivating him to active activity.

“Motive is a motivating reason, a reason for certain actions that influence human behavior.”

It is with the help of motives that an employee can be directed in the direction necessary for the organization. Since they regulate the intensity and boundaries of his actions. And they also encourage employees to show conscientiousness, perseverance, diligence and activity.

Incentives are all tangible and intangible assets available to the company’s management that are significant for staff (salaries, bonuses, scholarships, participation in management, career planning, gratitude, rewards, privileges, benefits, status).

For a clearer understanding of the difference between motives and incentives, it is worth saying that a motive expresses a person’s desire to receive certain benefits that he needs, and the incentive is these same benefits. That is, incentives are aimed at causing the action of certain motives.

“Stimulation is an external motivation, an element of the work situation that influences a person’s behavior in the world of work in order to encourage him to perform effective work.”

“Motivation is the core of human management. This is the process of influencing a person to induce him to take specific actions by awakening certain motives in him.”

Factors and types of motivation

In order to develop an effective motivation system, it is first necessary to understand exactly what factors or motives are key to motivating work activity. There are various groups of factors that determine what is most valuable and important for a person. As a rule, an employee is simultaneously influenced by several factors from different groups and together they form a certain motivational complex.

The most common division of motivation factors into external and internal. (Fig. 1)

Intrinsic motivation factors: self-realization, desire for creativity, health, communication, personal growth.

External motivation factors: money, career advancement, status, recognition.

There is also a division into supporting and motivating factors.

Supporting factors: money, conditions, equipment, safety, reliability.

Motivating factors: recognition, growth, achievement, responsibility and empowerment.

Fig. 1 Factors influencing employee motivation

Based on the above motivation factors, we can conclude that each person has a specific structure of work motivation that is specific to him, depending on his individual characteristics, experience, and the nature of acquired labor standards and values. Knowledge of employee motivation factors is fundamental for a manager, since it is the ratio of internal and external motivation factors that is the basis for comparing the interests of the employee and the company, and developing a motivation system for him.

In accordance with these factors, there are external(due to external circumstances) and internal(related to: needs, attitudes, interests, drives, desires) motivation.

Intrinsic motivation manifests itself when a person, solving a problem, forms motives. For example, this could be the desire to achieve a certain goal, complete work, or gain knowledge. Based on internal motivation, people perform their work more conscientiously, better understand what tasks they face, and master knowledge better. At extrinsic motivation the influence on the subject occurs from the outside, for example, through payment for work, orders, rules of behavior, etc.

Normative motivation– influence on the employee’s personality in order to change his value system and thereby form a desirable system of work motives. This is done through persuasion, suggestion, agitation, and example. If this method of management influence is successful, management goals become the employee’s own goals.

Forced motivation- this is a method based on the threat of deterioration in the satisfaction of certain needs of employees in the event of their failure to comply with the requirements of the organization. It is implemented with the help of orders, instructions, regulations, instructions, demands, and negative sanctions.

Modern theories of motivation

As mentioned above, motivation is individual. Nevertheless, the study of human behavior in the labor process makes it possible to find general approaches to motivation and create models of personnel motivation. Modern concepts of motivation are divided into two main directions. Substantive, based on the systematization of groups of needs that act as motives for the employee’s actions. And procedural, considering human behavior in accordance with his perception of reality.

These theories examine the factors that influence motivation. The focus is on needs and their impact on motivation. The structure, content of needs and their connection with work activity are compiled.

The most famous theory of needs is Abraham Maslow's Hierarchy of Needs. Its main approaches:

• A person constantly feels a lack of something
• Needs are divided into groups that are arranged in a certain order
• Primary needs are satisfied first and only then secondary needs.
• Unmet needs give rise to action. Those who are satisfied fade into the background and no longer motivate.

Maslow identifies 5 groups of needs: physiological, existential, social, prestigious, spiritual. And this is what the connection between needs, their manifestation and means of satisfaction looks like (Fig. 2)

Rice. 2 Relationship between needs, forms of manifestation and ways to satisfy them

Similar to Maslow's theory concept by K. Alderfer identifies 3 groups of needs: existence, connection, growth. The needs of existence are biological and individual safety. Connections – the desire to be a member of a group, the need for recognition and self-affirmation. Growth – developing self-confidence and self-improvement. In fact, by highlighting the same needs in a hierarchical system, Alderfer's theory has a significant difference from Maslow's theory. The impact of needs on human behavior is not carried out strictly along the line of satisfying first the primary then secondary, but in both directions, that is, upward if the need of the lower level is unsatisfied, and downward if the need of the upper level is unsatisfied. According to this concept, managers can use forms of motivation related to lower levels if it is not possible to satisfy higher level needs. Thus, leaving the potential for motivating employees.

The next significant theory of motivation is McClelland's concept, which explores the needs of achievement, affiliation, and power. People with a high level of achievement need strive to achieve self-set goals and objectives. Usually these are problems that they are able to solve and get a quick positive result. The need for participation is manifested in the desire to interact with others. Employees with a high level of need for belonging tend to perform work that involves active interaction with other employees and clients. They need to be given work with a wide range of people and given information about how others treat them. The next need is the desire for power. It is divided into the desire for power for the sake of power itself and for the sake of solving common problems and making responsible decisions. When analyzing motivation and further developing management methods, managers need to take into account the combination and mutual influence of these three needs. To use McClelland's theory in practice, managers need to: prepare people with a need for power for leadership positions and not appoint them to positions below average rank; set complex tasks and delegate enough authority to solve them to people with the need to achieve, guarantee them specific rewards based on the results of their work; create and maintain informal communications for and with the help of people with a strong need for participation, since they show the greatest loyalty to the company.

Frederick Herzberger's theory identifies motivating and demotivating factors that influence satisfaction or dissatisfaction. The basis of the theory is that the processes of achieving satisfaction and dissatisfaction have no dependence on each other. The factors identified by Herzerberg are divided into motivation and hygiene factors. Hygienic factors are, first of all, the work environment, and motivations are related to the essence of the work performed. Low levels of hygiene factors cause a feeling of dissatisfaction. But even at a high level, hygiene factors in themselves do not cause job satisfaction, and therefore do not have a significant motivating effect. While the lack of motivation does not cause strong job dissatisfaction, its presence leads to job satisfaction and improves performance. Based on this theory, a manager should strive to eliminate dissatisfaction, and then focus on motivating factors and achieve high performance results through employees achieving a sense of satisfaction.

Process theories of motivation

Process theories view motivation from the point of view of how a person achieves certain goals and how he chooses types of behavior. These theories are based on the fact that human behavior is influenced not only by needs, but also by the perception of various situations and the consequences of the chosen type of behavior. The bottom line is this: a person, having assessed the tasks and the expected reward for solving them, compares his efforts and payment with his needs, motivation structure and capabilities, orients himself towards appropriate actions leading to the desired result, characterized by specific qualitative and quantitative characteristics.

Victor Vroom's Expectancy Theory reflects the dependence of motivation on what a person would like to receive and how much effort will have to be spent on it. In expectancy theory, motivation arises from a successful combination of three levels.

• Expected effort - result. The employee must see the connection between the efforts expended and the results obtained.
• Expected results – reward. Motivation is achieved by matching the results achieved and the reward received.
• Reward – valence. The reward received must have some value. If the valence of the expected reward is low. Then there is almost no motivation and the activity will not be as productive as possible.

For positive motivation, the manager must clearly understand what reward is comparable to the needs of the employee and ensure a strict connection between the results obtained and the reward.

Next concept – Edwin Locke's goal setting theory is based on the fact that a person’s behavior depends on what goals he sets for himself. By achieving a goal, a person receives satisfaction. Setting specific and, most importantly, realistic goals improves the results and quality of work. Work activity will be motivated if the goals of the work performed or the organization are perceived by the employee as his own goals.

Another motivation researcher, J. St. Adams developed theory of justice or equality based on the need of staff to receive a fair assessment of their work. Moreover, a person changes his behavior as a result of comparing the assessment and reward of his actions and the actions of others. Insufficient or excessive reward can, to one degree or another, give rise to a feeling of dissatisfaction. Which entails a decrease in the intensity of activity and a decrease in the quality of work performed. While an environment of fairness is a motivating factor for the productive work of all members of the organization.

When taking this theory into account, managers need to explain to employees the dependence of remuneration on the results of work (its intensity, efficiency, quality), and explain the prospects for growth in terms of effort and reward.

Porter-Lawler model. Lyman Porter and Edward Lawler combined expectancy theory and justice theory. In the model they created, the results achieved are determined by the efforts made, abilities, character and role in the work process. In turn, the effort expended depends on the valence of the reward and its connection with the results of work. Achieving the desired result generates internal (satisfaction) and external (encouragement) rewards. Next comes an assessment of the entire system for fairness. If an employee is completely satisfied with the performance and consequences of his or her job, this will influence positive perceptions and therefore motivation in the future. That is, a feeling of productive work leads to satisfaction and contributes to increased productivity.

After analyzing all the above theories, we can draw a general conclusion. That a person’s labor behavior is always stimulated by certain internal forces associated, first of all, with the awareness and acceptance of the meaning and content of work.

Methods for assessing motivation

To develop systems for increasing professional motivation, it is first necessary to identify the current motivational situation. To analyze the motives that motivate employees when performing their work duties, there are methods that identify various aspects of motivation. Several of them are discussed below.

To begin with, it is worth conducting a study of how employees feel in the workplace, what is their attitude towards work, management, and the activity itself. The express method “Socio-psychological climate in a team” may be useful here. The technique allows us to identify the emotional, behavioral and cognitive components of relationships in a team. Employees are asked to give a positive or negative rating to eight judgments in accordance with their ideas about the atmosphere in the team. As a rule, in travel agencies the most significant position is occupied by the emotional component, that is, the main point in the formation of a favorable socio-psychological climate is the sympathy of team members for each other. However, employees do not know the characteristics of their colleagues well, do not strive to spend leisure time together, and have little contact with colleagues outside of work.

The following study is a method for studying the motivation of professional activity by K. Zamfir (modified by A. Rean). It is aimed at determining the motivational complex of employees. We should talk about the internal type of motivation when the activity itself matters to the individual. External motivation is associated with the desire to satisfy other needs that are external to the content of the activity itself. External motives are divided into external positive and external negative. Among employees of travel agencies, in general, external positive motivation prevails. This means that in their professional activities they are focused on material incentives, career advancement, approval of the team, that is, incentives for which they consider it necessary to make their efforts.

An important factor of motivation is a person’s value orientations. The method for diagnosing value orientations in a career, “Career Anchors” by E. Schein, helps determine them. The test allows you to identify the following career orientations. Professional competence – to be a professional in your field. Management – ​​manage people, projects, business processes. Autonomy – freedom and independence at work. Stability – reliable operation for a long time. Challenge - solving unique problems. Entrepreneurship is the creation of new organizations, goods, services. For employees of travel agencies, the predominant career orientations, as a rule, are management, autonomy, and entrepreneurship. This is due to the fact that the employees of travel agencies are mostly young people. Such career orientations explain the rather high staff turnover observed in tourism enterprises. Young people get a job at a travel agency to gain experience and acquire the necessary connections, and then try to open their own organization.

Motivating personnel in the tourism industry

Tourism industry enterprises use human resources very intensively, so it is especially important for them to pay attention to staff motivation. After all, the level and quality of work performance is determined not only by the abilities of the staff, but also by their motivation to apply their abilities and reveal their potential. Work motivation is aimed at meeting the expectations and requirements of the organization's employees. As a rule, the expectations and requirements of employees are divided into 3 main groups: economic rewards, internal job satisfaction and social relationships.

The most common motivational approach is based on meeting the economic needs of employees. However, in the tourism industry, financial rewards for most employees are not that great, which significantly increases the importance of other factors. Both methods of motivation are discussed below. It should be recalled that organizational leaders use material and non-material incentives as a means of motivation.

Material methods of incentives

The salary level is one of the key criteria when choosing a place of work. However, motivation researchers have long stopped accepting the omnipotence of money as a means of motivating people to work. Since an important characteristic of money is insaturability. This feature of money as a motivating factor has both advantages and disadvantages. On the one hand, money can be used to support almost any activity, but on the other hand, it can cause a loss of motivation. In addition, in support of Herzberger's theory, a lack of financial incentives can cause job dissatisfaction, but at the same time, a sufficient amount of it in itself does not bring long-term satisfaction. That is, there is a certain level of monetary reward, exceeding which will not affect motivation.

The level of wages serves not only as a means of satisfying economic needs. “It may also be important for the following reasons:

• ensures the status of the employee not only within the company hierarchy, but also in his environment outside of work, in relation to neighbors and friends
• is a confirmation of the success achieved in work and professional career;
• may be compensation for unattractive, uninteresting work;
• money in the form of allowances and bonuses can be considered as a means of expressing recognition and gratitude.”

In order for financial incentives to be effective, certain conditions must be met:

• the employee must consider the payment for his work to be fair.
• the employee must see the connection between the results of his work and remuneration.
• The employer must be clear about what employee actions he wants to encourage.

One of the most common remuneration systems that helps solve the problem of work efficiency and the salary received for it is Pay for Performance (PFP). Essentially, this is any flexible method of remuneration in which material remuneration depends on individual differences in the performance of activities. Below are the main flexible remuneration schemes.

Commission. The oldest PFP method. It is most often used to pay sales agents. It consists in the fact that the agent receives a certain percentage of the amount received from clients when purchasing goods or services. In a travel agency for selling tours. Commissions can be combined with salary or be the entire salary of the employee.

Cash payments for achieving set goals. The most common PFP scheme. These are bonuses paid for performing work in accordance with some specific criteria. Economic, qualitative, evaluation indicators. Each company has its own conditions. It can be used, for example, for fulfilling a plan in a certain direction.

Individual rewards. Incentives to recognize the value of a particular employee. For example, bonuses that are paid to employees who have skills that are urgently needed by the organization. Or payments to employees who have worked for the company for a certain amount of time. In travel agencies, this payment system can reduce staff turnover.

Profit sharing programs. A scheme that allows employees to receive a certain percentage of the company's profits. Both company shares and options to purchase them. This PFP plan involves remuneration not in the form of money, but in providing the employee with a certain number of shares or the right to purchase them. Thus, employees will be even more interested in the success of the company. (The last two points can only be applied to large companies, that is, tour operators).

Money is definitely a strong incentive. However, it should be remembered that one employee differs from another in his attitude and receptivity to this type of incentive. With increasing wealth, education and age, the importance of money among the factors motivating a person in his professional activity decreases.

As mentioned above, money can be a demotivator. As a rule, regular bonuses and other rewards given at a certain time, for example, at the end of the month or quarter, soon begin to be perceived by employees as part of their guaranteed earnings. Therefore, the cancellation of such payments will be considered as a punishment. Which demotivates staff rather than encourages them to be active.

The material incentive system, in addition to salary and bonuses, includes a pension, tuition fees, interest-free or preferential loans for the purchase of property, paid vacations, sick pay, etc. In the tourism industry, the “cafeteria” type bonus model is very effective, since the product provided by this area is certainly attractive. The bottom line is that employees of the enterprise and/or their family members are offered a paid vacation to one of the world's popular resorts (or another tourist route).

However, “recognizing the important role of material reward, it must be considered in the context of all motivating factors of the enterprise, and taking into account all aspects of the influence of monetary payments on the professional motivation of a particular employee”

Methods of non-material incentives

In the modern world, the main emphasis is on the development of motivational systems primarily using non-material incentives. More attention is paid to meeting the social needs of the employee (involvement in the work process, good relationships with colleagues, opportunities for professional growth and advancement, prestige), rather than simple financial rewards.

Intangible, or more precisely, non-financial rewards mean the whole range of methods, not directly related to remuneration, that companies use to reward their employees for a job well done and increase their motivation and loyalty to the company.

The tourism industry has quite a lot of potential for job satisfaction. The work is mainly related to direct communication with clients and requires a non-standard, creative approach. And what is very important, employees have close contact with their superiors. And since most travel agencies are either not very large in themselves or are divided into many branches, employees can independently make most decisions in the area of ​​their own work.

Non-financial rewards can be of many different types and aimed at different things. Below are the most common non-material incentive systems.

Firstly, a comfortable work schedule is very important for most workers. Not all employees can work full time 5-6 days a week. Therefore, a flexible schedule can serve as a serious motivation, for example, for students or young mothers. “Recently, the “non-working days bank” system has been gaining popularity. That is, the employee is given a certain number of days a year that he may not work (usually vacation + time off), and he gets the opportunity to take advantage of non-working days at his own discretion. In the tourism industry, when drawing up a work schedule, seasonality and round-the-clock work (in hotels, cultural and entertainment centers) must be taken into account.

Secondly, this includes various rewards and expressions of gratitude and appreciation. Gifts, tickets, and discounts on the purchase of company products or services. It is important not to forget about simple compliments and praise for a job well done. Moreover, it is better not to limit yourself to verbal individual praise, but, for example, to create a stand for the best employees, or in larger companies a mention in the media.

Thirdly, various intra-company events. Corporate events, out-of-town and excursion trips, sports competitions with competitors, team trainings. This raises the general mood in the company and ensures team cohesion and a favorable psychological climate.

Fourthly, it provides employees with guarantees of professional growth and career advancement. And in fact, everything that shows the employee that he is a valuable specialist. For example, an invitation as a lecturer, an offer to participate in a new, interesting project (development of an individual tour), a transfer to work in another department, which gives the most complete picture of the work of the entire company. And naturally a promotion with all that it entails (increase in salary, relocation of the workplace, provision of new people under subordination, additional office equipment).

Another of the most effective methods of motivation is delegation of authority. That is, when part of the duties, responsibilities and powers are transferred from the manager to a lower-level employee or group of employees. This is a powerful incentive to increase motivation, as employees feel that the leader believes in their abilities and satisfy their needs through empowerment.

Due to the variety of non-material incentives and the understanding in most large companies of the need for their systematic use, a tendency has emerged to develop a so-called “service package”. That is, when an employee can independently choose from a certain number of rewards what he is most interested in.

As mentioned above, the tourism industry includes travel agencies, hotels, restaurants, etc., this must also be taken into account when drawing up an incentive program. For example, in a hotel it is difficult to use a large set of material incentive methods, since the number of staff is too large. But they can provide their employees with a wide range of non-financial rewards.

Conclusion

Based on all of the above, we can conclude that labor motivation is one of the most important problems facing a modern leader. After all, how motivated employees are depends on their orientation toward the organization’s goals, desire to achieve them, and ensure the necessary results. And this, in turn, is the basis for the effective operation of the organization as a whole.

It can also be said that tourism industry enterprises have great potential for motivating employees. It is only important to remember that when drawing up a motivation system for workers in social and cultural services and tourism, it is necessary to take into account the characteristics of this industry, in general, and each enterprise in particular.

Thus, with the correct use of knowledge about the process and features of motivation, managers of tourism organizations can significantly increase the efficiency of work and, consequently, the company’s profit.

Introduction 3

Chapter 1. Theoretical aspects of motivation 6

1.1. Concept of motivation and motive 6

1.2. Motivation methods 9

1.2.1. Economic methods of motivation 10

1.2.2. Non-material incentives to work 11

Chapter 2. Classic theories of motivation 14

2.1.1. A. Maslow's hierarchy of needs theory 14

2.1.2. McClelland's theory of needs 17

2.1.3. Herzberg's two-factor theory 19

2.2. Process theories of motivation 21

2.2.1. Expectancy theory 21

2.2.2. Theory of Justice 25

2.2.3. Porter-Lawler Model 26

Chapter 3. Analysis of the personnel motivation management system at tourism industry enterprises in Murmansk 29

3.1. Analysis of the state of the personnel motivation management system at tourism industry enterprises in Murmansk 29

Conclusion 38

References 42

Appendix 44

INTRODUCTION

Employee motivation occupies one of the central places in personnel management, since it is the direct cause of their behavior. Orienting employees to achieve the organization's goals is essentially the main task of personnel management. Due to changes in the conditions and content of work in the conditions of scientific and technological progress, widespread automation and computerization of production, as a result of an increase in the level of education and social expectations of employees, the importance of motivation in personnel management has increased even more, and the content of this type of management activity has become more complex.

Today, for the effective functioning of an organization, responsible and proactive employees are required, highly organized and striving for personal self-realization at work. It is impossible to ensure these qualities of an employee using traditional forms of material incentives and strict external control, wages and punishments. Only those people who understand the meaning of their activities and strive to achieve the goals of the organization can count on obtaining high results. The formation of such employees is the task of motivational management.

Over the past 25 years, few issues in management theory have been as hotly debated as the question of what motivates workers in business organizations. Employee motivation in the tourism industry is one of the hot spots that poses ongoing challenges for managers. Until now, motivation to work and the associated state of morality in industrial relations are the most important factors for the success of any organization in the hospitality industry, largely dependent on effective interpersonal relationships between employee and client.

When planning and organizing work, the manager determines what exactly the organization must do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager has the opportunity to coordinate the efforts of many people and jointly realize the potential capabilities of a group of workers. Unfortunately, managers often mistakenly believe that if a certain organizational structure or a certain type of activity “works” well on paper, then it will also “work” well in life. But this is far from true. A leader, in order to effectively move towards a goal, must coordinate the work and force people to carry it out.

The fundamental factor in the success of organizations operating in the modern market of goods and services are the people working there. First of all, such competent and necessary people need to be found, and this, as every leader knows, is not so easy. After such a person is found, other problems begin, mainly problems associated with the person’s lack of motivation to work. This is very dangerous, because lack of motivation creates a reluctance to work, and subsequently a desire to change jobs altogether.

Leaders translate their decisions into action by putting into practice the basic principles of motivation. Of course, every manager dreams of purposeful and efficient employees, but is he worthy of them? Has he created the nature of industrial relations and the overall environment that would encourage such behavior?

The problems of recruiting, training and retaining qualified specialists are also quite real, but if we take the value of these workers for the organization also from the point of view of the costs that would be required if they were replaced, it becomes clear that the importance that business leaders attach to the use of psychological and material ways of creating interest in work.

The topic of motivation in our country has always been relevant, but now, with the transition to market relations, this problem has become more acute, since the quality of education and subsequently the productivity of work have become especially valuable. This is what determines the relevance of the chosen topic.

The purpose of the course project: to analyze the management of personnel motivation at enterprises of the tourism industry in Murmansk.

This goal entails the following tasks:

1. Consider the theoretical aspects of staff motivation.

2. Conduct a brief overview of classical theories of motivation and their use in management.

3. Conduct a study of the staff motivation system using the example of travel agencies in Murmansk.

CHAPTER 1. THEORETICAL ASPECTS OF MOTIVATION

1.1. Concept of motivation and motive

Motivation is the stimulation of activity, the process of motivating oneself and others to work, influencing human behavior to achieve personal, collective and social goals.

Motives to work appear when society has at its disposal the necessary set of goods that meets human needs. At the same time, the motives of human activity can be economic and non-economic. The first are associated with the opportunity to obtain material benefits that increase human well-being. The latter, being indirect, facilitate the receipt of both direct material benefits and more free time and corresponding spiritual benefits.

The criteria in distribution relations are status differences (position, qualification categories, titles, etc.), length of service, and membership in a certain social group. Motives for work vary:

According to the needs that a person strives to satisfy through work;

According to the benefits that a person requires to satisfy his needs;

According to the price level that an employee is willing to pay to obtain the necessary benefits.

There is a certain system of motives for work. It includes motives: the content of work, its usefulness; status, associated with public recognition of the fruitfulness of work; receiving material benefits; focused on a certain intensity of work.

Motives for work are formed before the start of work. A person acquires values, standards of work morality and ethics, which lay the foundations of his attitude towards work.

If we analyze motivation as a process, we can distinguish several successive stages.

The first stage is the emergence of needs. A person feels that he is missing something. He decides to take some action.

At the second stage, the search for ways to satisfy needs is carried out.

The third stage is characterized by determining the goals (directions) of action, i.e. it becomes clear what exactly and by what means can be done to satisfy the need.

The fourth stage is the implementation of the action, i.e. expenditure of effort to carry out an action to satisfy a need.

The fifth stage is associated with receiving rewards for the implementation of actions. Having completed some work, a person receives something that will help satisfy his need.

The sixth stage is need satisfaction.

In this case, a person either stops activity before a new need arises or continues to look for new opportunities.

It is very important for a manager to understand the logic of the motivation process (Appendix 1) in order to use it with the greatest efficiency in management. At the same time, it is not at all easy to identify which motives are leading in the motivational process of a particular person. Here it is necessary to understand what needs initiate a given personality.

The needs themselves are in a complex dynamic interaction with each other, very often contradicting each other. They are capable of changing over time, as well as depending on gender, age, social status, etc., changing the direction and nature of the action of motives. All this entails changes in human behavior and unexpected reactions to motivating influences. The motives of different people can differ significantly from each other. For some, the desire to achieve results can be very strong, for others it can be very weak. Moreover, the same motive will have a different effect on the behavior of different people.

Thus, material rewards most often imply monetary income, which allows one to have access to material goods and services, and normal social security.

Free time is also a very important motive, especially for creative people, for those who combine work with study, for married women, etc. As well-being improves, the attractiveness of free time increases.

One of the main tasks of management is to determine the motives for the activities of each employee and to coordinate these motives with the goals of the enterprise.

The balance of goals that a person sets for himself determines his behavior. For the majority of Russians, work today is necessary to achieve the main goal - meeting the consumer needs of the worker himself and his family. At the same time, the motive for high earnings in the 90s. has become more important than in the 70s. - This is a consequence of the decline in living standards of the majority of the country's population.

Basically, people's activities are aimed at achieving such goals as: material wealth, power and fame, knowledge and creativity, spiritual improvement.

Of course, goal orientation is individual, but most authors agree that material wealth should not be the goal, but serve as a prerequisite, a means for the development of creative abilities and spiritual improvement.

The means of achieving goals usually expresses two aspects - either the volume of necessary resources or the methods of achieving goals. At the same time, the means of achieving the goals of human activity can be: any, including criminal ones; only legal ones; corresponding to the norms of religious morality.

Such a classification of goals and means and corresponding statistical information are necessary to ensure the management of social processes. Consequently, the process of motivation is very complex, multifaceted and ambiguous.

1.2. Motivation methods

Management has a wide range of motivation methods. Obviously, the manager must know thoroughly what variety to choose from. He can use motivation based on fear and apprehension, or motivate through reward and trust. In the motivation system, you need to find the right balance between encouragement, reward and punishment, and the inevitability of sanctions. A negative reaction from management constrains the employee’s activity, causes negative emotions, creates stressful situations, and reduces the degree of self-confidence. At the same time, favorable assessments of the work done increase self-esteem, motivate the employee’s work activity, and enhance creative initiative. Incentives instill a person’s self-confidence, give hope for success in completing tasks, and increase the desire to work with the greatest efficiency.

Positive measures are more effective than negative ones. The use of negative measures is best done in private with a subordinate. In this case, they tend to have a greater effect than when applied in the presence of other workers.

There is a dialectical connection between material and non-material incentives: wages (material incentive) influence the employee’s assessment and self-esteem, thereby satisfying his needs for recognition, respect from others, self-esteem and self-affirmation, i.e. a material incentive acts simultaneously as a social, moral, and psychological one. But if you use only a material incentive without using social, creative, moral incentives, then the entire incentive system will cease to fully perform its inherent functions, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and ethical ones.

Thus, material and non-material incentives mutually complement and enrich each other.

1.2.1. Economic methods of motivation.

Money is the most obvious way an organization can reward employees. Conflicting estimates of the amount of money needed to motivate effective action go back to the early days of human relations theory. Proponents of this theory argue that the social needs of people are of paramount importance, while supporters of the theory of scientific management argue that material and economic rewards necessarily lead to increased motivation.

To no less an extent, the overall compensation program of an organization can characterize how this organization evaluates the significance of the work assigned to this person and the results achieved by him. In this regard, it should be remembered once and for all that the value of any type of activity and the value of a person working in this position are two completely different things.

1.2.2. Non-material incentives to work

A modern manager must constantly note the employee’s value to the team, his creative potential, positive aspects, good qualities, as well as the results achieved. This assessment should be as objective as possible, based not on a general impression, but on specific and accurate indicators and data. Material factors do not always come to the fore and cannot be the only form of remuneration for work. The attractiveness of work and its creative nature are of great importance. This is exactly what a manager should create, constantly updating the content of the work of each subordinate.

Non-material incentives are divided into social, moral and socio-psychological. Using them together, you can achieve high efficiency.

Social incentives are associated with the need of workers for self-affirmation, with their desire to occupy some kind of social position, with the need for a certain amount of power. These incentives are characterized by the opportunity to participate in the management of production, labor and teams, and make decisions; prospects for career advancement, the opportunity to engage in prestigious types of work. Consequently, employees are expected to be given a say in a number of issues and are delegated rights and responsibilities.

Moral incentives for work are associated with a person’s needs for respect from the team, for recognition as a worker, as a morally approved person. Recognition can be personal or public.

Personal recognition implies that particularly distinguished employees on the occasion of holidays and anniversaries are personally congratulated by the administration. Public recognition is expressed in the wide dissemination of information about the achievements of employees, in awarding especially distinguished people with certificates, etc. Often public recognition is accompanied by prizes, valuable gifts, etc.

Moral incentives include praise and criticism.

If a manager is working properly, these elements of moral stimulation should be used constantly. Any worthy actions of performers and even minor results should be followed by praise. However, there are some requirements for it. Praise should be dosed, consistent, regular, and contrasting. In addition, it must have objective criteria, since insincere praise or its absence is demotivating.

Criticism should be approached even more selectively. It should stimulate human actions aimed at eliminating shortcomings and omissions. This is possible subject to complete objectivity. Rules for the use of criticism: confidentiality, goodwill created by weakening the accusatory emphasis, introducing elements of praise, respect for the personality of the person being criticized, empathy for him, self-criticism, reasoning, lack of categorical demands for admitting mistakes and the rightness of the critic, emphasis on the possibility of eliminating shortcomings and demonstrating readiness to come for help.

Social and psychological incentives arise from the special role that communication plays in human life. It is communication that is the fundamental need and condition for normal human life. Therefore, a comfortable climate in the team, ensuring normal communication, allows a person to self-realize, and is an excellent incentive for employees to feel satisfied at work.

Chapter 2. Classic theories of motivation

The peculiarity of the question about theories of motivation is that to this day none of the theories has become outdated or lost its relevance, new theories are being added, and old ones “do not go into circulation.” Theories of motivation are divided into two categories: content and process.

2.1.1. A. Maslow's hierarchy of needs theory

One of the first behavioral scientists from whose work managers learned about the complexity of human needs and their impact on motivation was Abraham Maslow. When Maslow created his theory of motivation in the 1940s, he recognized that people have many different needs, but also believed that these needs could be divided into five main categories:

1. Physical needs are essential for survival. These include needs for food, water, shelter, rest and sexual needs.

2. Needs for security and confidence in the future include the need for protection from physical and psychological dangers from the outside world and confidence that physiological needs will be satisfied in the future. A manifestation of the need for security in the future is the purchase of an insurance policy or the search for a secure job with good prospects for retirement.

3. Social needs, sometimes called affiliation needs, are a concept that includes a feeling of belonging to something or someone, a feeling of being accepted by others, feelings of social interaction, affection and support.

4. Esteem needs include the needs for self-esteem, personal achievement, competence, respect from others, and recognition.

5. Self-expression needs - the need to realize one’s potential and grow as an individual.

According to Maslow's theory, all these needs can be arranged in the form of a strict hierarchical structure (pyramid).

By this, he wanted to show that the needs of lower levels require satisfaction and, therefore, influence human behavior before the needs of higher levels begin to affect motivation. At any given moment in time, a person will strive to satisfy the need that is more important or strong for him. Before the next level need becomes the most powerful determinant of human behavior, the lower level need must be satisfied. Since with the development of a person as an individual his potential capabilities expand, the need for self-expression can never be fully satisfied. Therefore, the process of motivating behavior through needs is endless.

In order for the next, higher level of the hierarchy of needs to begin to influence human behavior, it is not necessary to satisfy the need of the lower level completely. Thus, hierarchical levels are not discrete steps. For example, people usually begin to seek their place in a certain community long before their security needs are met or their physiological needs are fully satisfied.

In other words, although at the moment one of the needs may dominate, human activity is not stimulated only by it.

Maslow's theory has made extremely important contributions to the understanding of what underlies people's desire to work. Managers of various ranks began to understand that people's motivation is determined by a wide range of their needs. In order to motivate a particular person, a leader must enable him to satisfy his most important needs through a course of action that contributes to the achievement of the goals of the entire organization. Not so long ago, managers could motivate subordinates almost exclusively only with economic incentives, since people's behavior was determined mainly by their needs at lower levels. Today the situation has changed. Thanks to higher earnings and social benefits, even people on the lower rungs of an organization's hierarchy are relatively high up on Maslow's hierarchy.

As a result, we can conclude that the head of an industrial enterprise needs to carefully observe his subordinates in order to decide what active needs drive them. Since these needs change over time, you cannot expect that motivation that works once will work effectively all the time. Appendix 2 summarizes some of the ways in which managers can meet the needs of their subordinates at higher levels during the work process.

2.1.2. McClelland's theory of needs

Another model of motivation that emphasized higher-level needs was David McClelland's theory. He believed that people have three needs: power, success and belonging.

The need for power is expressed as a desire to influence other people. Within Maslow's hierarchical structure, the need for power falls somewhere between the needs for esteem and self-expression. People with a need for power most often manifest themselves as outspoken and energetic people, not afraid of confrontation and seeking to defend their original positions. They are often good speakers and require increased attention from others. Management very often attracts people with a need for power, since it provides many opportunities to express and realize it.

People with a need for power are not necessarily power-hungry careerists in the negative and most commonly used meaning of the word. Analyzing various possible ways of satisfying the need for power, McClelland notes: “Those people who have the highest need for power and no inclination to adventurism or tyranny, and the main one is the need to exercise their influence, must be prepared in advance for occupying senior leadership positions. Personal influence can be the basis of leadership only in very small groups. If a person wants to become the leader of a large team, he must use much more subtle and socialized forms to demonstrate his influence... A positive or socialized image of the leader’s power should be manifested in his interest in the goals of the entire team, the definition of such goals that will motivate people to their fulfillment, in helping the team formulate goals, in taking the initiative to provide members of the led team with ways and means of achieving goals, in developing among team members self-confidence and competence, which will allow them to work effectively.”

The need for success also lies somewhere in between the need for esteem and the need for self-expression. This need is satisfied not by proclaiming the success of this person, which only confirms his status, but by the process of bringing the work to a successful completion.

People with a high need for success take moderate risks, like situations in which they can take personal responsibility for finding a solution to a problem, and want specific rewards for the results they achieve.

Thus, if you want to motivate people with a need for success, you must assign them tasks with a moderate degree of risk or possibility of failure, delegate them sufficient authority to unleash initiative in solving the tasks, and regularly and specifically reward them in accordance with their achievements. results.

Motivation based on the need for affiliation according to McClelland is similar to motivation according to Maslow. Such people are interested in the company of acquaintances, establishing friendships, and helping others. People with a strong need for affiliation will be attracted to jobs that provide them with extensive social interaction. Their leaders must maintain an atmosphere that does not limit interpersonal relationships and contacts. A leader can also ensure that their needs are met by spending more time with them and periodically bringing them together as a separate group.

2.1.3. Herzberg's two-factor theory

In the second half of the 50s, Frederick Herzberg and his colleagues developed another model of motivation based on needs. This group of researchers asked 200 engineers and office workers at a large paint company to answer the following questions: “Can you describe in detail a time when you felt particularly good after performing your job duties?” and “Can you describe in detail a time when you felt particularly unwell after performing work duties?”

According to Herzberg's findings, the responses received can be divided into two large categories, which he called “hygiene factors” and “motivation” (Table 2.).

Hygiene factors are related to the environment in which work is carried out, and motivation is related to the very nature and essence of the work. According to Herzberg, in the absence or insufficient degree of presence of hygiene factors, a person experiences job dissatisfaction. However, if they are sufficient, then in themselves they do not cause job satisfaction and cannot motivate a person to do anything. In contrast, the absence or inadequacy of motivation does not lead to job dissatisfaction. But their presence fully causes satisfaction and motivates employees to improve their performance.

Table 2.

According to Herzberg's theory, the presence of hygiene factors will not motivate workers. It will only prevent feelings of job dissatisfaction. In order to achieve motivation, the manager must ensure the presence of not only hygiene, but also motivating factors. Many organizations have attempted to implement these theoretical insights through job enrichment programs. During the implementation of the labor “enrichment” program, the work is restructured and expanded so as to bring more satisfaction and rewards to its immediate performer. “Enrichment” of work is aimed at structuring work activity in such a way as to make the performer feel the complexity and significance of the task entrusted to him, independence in choosing decisions, the absence of monotony and routine operations, responsibility for the given task, the feeling that the person is performing separate and completely independent work .

In order to use Herzberg's theory effectively, it is necessary to create a list of hygiene and, especially, motivating factors and give employees the opportunity to determine and indicate what they prefer.

2.2. Process theories of motivation

Content theories of motivation are based on needs and related factors that determine people's behavior. Process theories view motivation from a different perspective. They analyze how a person distributes efforts to achieve various goals and how he chooses a specific type of behavior. Process theories do not dispute the existence of needs, but believe that people's behavior is determined not only by them. According to process theories, an individual's behavior is also a function of his perceptions and expectations associated with a given situation, and the possible consequences of his chosen type of behavior.

There are three main process theories of motivation: expectancy theory, equity theory, and the Porter-Lawler model.

2.2.1. Expectancy theory

Expectancy theory, often associated with the work of Victor Vroom, is based on the proposition that the presence of an active need is not the only necessary condition for motivating a person to achieve a certain goal. A person must also hope that the type of behavior he chooses will actually lead to satisfaction or the acquisition of what he wants.

Expectations can be considered as a given person's assessment of the likelihood of a certain event. Most people expect, for example, that graduating from college will get them a better job and that if they work hard, they can get promoted. When analyzing motivation to work, expectancy theory emphasizes the importance of three relationships: labor costs - results; results - reward and valence (satisfaction with reward). Expectations regarding labor inputs - results (L-R) are the ratio between the efforts expended and the results obtained. For example, a restaurant manager can expect to receive high praise for his performance if he spends the extra effort and writes all the certificates and reports required by his superiors. Of course, in the above example, a person may not expect that his efforts will lead to the desired results. If a person feels that there is no direct connection between the effort expended and the results achieved, then, according to expectancy theory, motivation will weaken. A lack of communication may occur because the employee has poor self-image, because the employee is poorly trained or trained, or because the employee has not been given sufficient authority to perform the assigned task.

Expectations regarding results - rewards (R-B) are expectations of a certain reward or incentive in response to the level of results achieved. Thus, a restaurant manager can expect that, as a result of his efforts, he will be assessed by management as a highly qualified specialist and will receive a promotion and associated benefits and privileges.

In this case, as in the previous one, if a person does not feel a clear connection between the results achieved and the desired encouragement or reward, the motivation to work will weaken. If a person is confident that the results achieved will be rewarded, but with a reasonable amount of effort he cannot achieve these results, then motivation in this case will be weak.

The third factor that determines motivation in expectancy theory is the valence or value of the incentive or reward. Valence is the perceived degree of relative satisfaction or dissatisfaction resulting from receiving a particular reward. Because different people have different needs and desires for rewards, the specific reward offered in response to performance may not be of any value to them. Let's continue our example. A restaurant manager may receive an increase in salary for a job well done when he was hoping for a promotion or more interesting and challenging work, or for a greater degree of respect and recognition for his achievements. If the valence is low, i.e. Since the value of the reward received for a person is not too great, then the theory of expectations predicts that the motivation to work will weaken in this case.

If the value of any of these three factors critical to determining motivation is small, then motivation will be weak and work results will be low.

For managers who seek to enhance workforce motivation, expectancy theory provides various opportunities to do so.

Since different people have different needs, they value specific rewards differently. Therefore, the management of the hotel enterprise must compare the offered compensation with the needs of the employees and bring them into line. Quite often, rewards are offered before employees evaluate them.

For motivation to be effective, the manager must establish a firm relationship between the results achieved and the reward. In this regard, it is necessary to give rewards only for effective work.

Managers must set high but realistic expectations of results from subordinates and convey to them that they can achieve them if they put in the effort. How employees assess their strengths largely depends on what management expects from them. Analyzing this problem, Sterling Livingston, known for his work in the field of theory and practice of management, notes: “The relationship between boss and subordinates is largely determined by what bosses expect from them. If a leader's level of expectations is high, subordinates' performance is likely to be excellent. If his expectations are not too high, then productivity will most likely be low. Everything happens as if there were a law that the performance of subordinates must meet the expectations of the boss. The powerful influence that one person's expectations have on the behavior of another has long been recognized by physiologists and behaviorists, and more recently by educators. But the idea that management expectations can have a noticeable impact on the performance of one person or an entire group of subordinates was, until recent years, supported only by a narrow group of specialists.”

It should be remembered that employees will be able to achieve the level of performance required to receive valuable rewards if the level of authority delegated to them and their professional skills are sufficient to complete the task.

Experimental studies generally support expectancy theory. Some critics of this theory, however, call for experimental studies that take into account the specific characteristics of both individuals and organizations. Other experts believe that it is necessary to clarify and refine the technical, conceptual and methodological foundations of the theory of expectations.

2.2.2. Theory of justice

Another explanation of how people distribute and direct their efforts to achieve their goals is provided by the theory of justice. Equity theory suggests that people subjectively determine the ratio of reward received to effort expended and then compare it with the rewards of other people doing similar work. If the comparison shows imbalance and injustice, e.g. If a person believes that his colleague received more compensation for the same work, then he experiences psychological stress. As a result, it is necessary to motivate this employee, relieve tension and correct the imbalance to restore justice.

People can restore balance or a sense of fairness by either changing the level of effort expended or by attempting to change the level of reward received. Thus, those employees who feel they are underpaid compared to others may either work less intensively or seek higher compensation. Those employees who believe that they are overpaid will strive to maintain work intensity at the same level or even increase it.

The main implication of equity theory for management practice is that until people begin to believe that they are receiving fair compensation, they will tend to reduce the intensity of work. However, the perception and assessment of fairness is relative, not absolute. People compare themselves with other employees in the same service or with employees of other services performing similar work. Because employees who perceive their compensation as unfair (because someone else doing similar work is paid more) will experience performance issues, they need to be told why the difference exists. If the difference in remuneration is due to different performance, then it is necessary to explain to employees who are paid less that when their performance reaches the level of their colleagues, they will also receive the same increased remuneration.

2.2.3. Porter-Lawler model

Lyman Porter and Edward Lawler developed a comprehensive process theory of motivation that includes elements of expectancy theory and equity theory. In their model (Appendix 4), five variables appear: effort expended, perception, results obtained, reward, degree of satisfaction. According to the Porter-Lawler model, the results achieved depend on the efforts made by the employee, his abilities and characteristics, as well as his awareness of his role. The level of effort exerted will be determined by the value of the reward and the degree of confidence that a given level of effort will actually entail a very specific level of reward. Moreover, the Porter-Lawler theory establishes a relationship between reward and results, i.e. a person satisfies his needs through rewards for achieved results.

In order to better understand how Porter and Lawler explained the mechanism of motivation, we will analyze their model element by element. The figures given in parentheses in the text are taken from the figure in Appendix 4. According to the Porter-Lawler model, the results achieved by an employee depend on three variables: the effort expended (3), the abilities and characteristics of the person (4), as well as on his awareness its role in the labor process (5). The level of effort expended in turn depends on the value of the reward (1) and the extent to which the person believes in the existence of a strong connection between the expenditure of effort and the possible reward (2). Achieving the required level of performance (6) may entail internal rewards (7a), such as a feeling of satisfaction from the work performed, a sense of competence and self-esteem, as well as external rewards (7b), such as praise from the manager, bonus, promotion.

The dotted line between performance and extrinsic reward means that there may be a connection between the performance of an employee and the rewards given to him. The fact is that these rewards reflect the reward opportunities determined by the manager for a given employee and the organization as a whole. The dotted line between performance and rewards perceived as fair (8) is used to show that, according to equity theory, people have their own assessment of the fairness of rewards given for certain results. Satisfaction (9) is the result of external and internal rewards, taking into account their fairness (8). Satisfaction is a measure of how valuable a reward actually is (1). This assessment will influence the person's perception of future situations.

One of the most important conclusions of Porter and Lawler is that productive work leads to satisfaction. This is exactly the opposite of what most managers think about this. They are influenced by early theories of human relations, which believed that satisfaction leads to better performance at work or, in other words, that more satisfied workers perform better. In contrast, Porter and Lawler believe that a sense of accomplishment leads to satisfaction and appears to improve performance.

Research supports Porter and Lawler's view that high performance is a cause of overall satisfaction, not a consequence of it. Ultimately, the Porter-Lawler model made a major contribution to the understanding of motivation. She showed that motivation is not a simple element in the chain of cause and effect. This model also shows how important it is to integrate concepts such as effort, ability, results, rewards, satisfaction and perception within a single interconnected system.

CHAPTER 3. ANALYSIS OF THE MANAGEMENT OF MOTIVATION OF STAFF OF TOURISM INDUSTRY ENTERPRISES IN MURMANSK.

3.1. Analysis of personnel motivation management at tourism industry enterprises in Murmansk

Currently, about 85 travel companies engaged in travel agency and tour operator activities operate in the tourism services market of our region.

On average, a travel agency employs 5-7 people. But, unfortunately, despite the small number of employees, there are problems with labor motivation. The state of this problem depends on many factors, which include the general state of the tourism industry in our region. The vast majority of travel agencies work to send tourists, and about 7 thousand people a year travel through organized tourism, which are divided among all agencies. It follows that the number of potential customers is small. Inbound tourism is developing very poorly. This is mainly transit, or arrival at the invitation of commercial partners, i.e. They practically don’t contact travel companies. There is no point in obtaining a license for tour operator activities, since the costs for it are not justified. All this suggests that the region is fighting for every client.

A lot also depends on whether the company is engaged in other types of activities in order to have additional income that would cover the seasonal decline. The conditions in which the staff have to work are also not encouraging. As a rule, offices are rented by travel agencies, the rent is quite a decent amount and the average agency is not able to rent a room large enough to provide comfortable working conditions.

If we talk about material incentives, it should be noted that the basic salary of employees is very low (with the exception of a few) and amounts to about 2–2.5 thousand rubles, to which only a percentage of the sale of vouchers, insurance and visas is added. The average sales manager, even during the season, does not have a competitive salary in terms of staff motivation.

Often there is an irrational distribution of functional responsibilities (for example, in one of the companies in Murmansk, the chief accountant is responsible for processing visas and insurance).

Among the disadvantages is the fact that the majority of company employees do not have the opportunity to grow in their positions.

For a more in-depth analysis of the problem of staff motivation, a study of the level of staff motivation at tourism industry enterprises in Murmansk was conducted.

Employees of the firms were asked to answer a number of survey questions. (Appendix 5).

What methods of increasing staff motivation are the most effective?

Getting an answer to this question was the main goal of the study, which also revealed:

What incentive methods are the most popular in Murmansk companies?

Are the company's management taking actions to increase employee motivation?

The survey was conducted in December 2002 at 20 enterprises located in Murmansk. Both company managers and ordinary employees answered the survey questions.

“What is better: to use one method, but “expensive”, or several, but “cheap”, to increase employee motivation? There are three answer options:

One, because it's easier;

A lot because it’s cheaper;

You need to use what works.

As our survey showed, the overwhelming majority of managers of Murmansk enterprises are still inclined to the first answer, and the third, seemingly the most “correct” option is recognized in words, but in reality is not implemented.

Before moving on to finding out the most popular incentive methods undertaken by the management of travel companies, we were interested in how they themselves assessed the organization of the employee motivation system at the enterprise.

The results were as follows:

24% of respondents said that motivation is high;

43% of respondents rated the level of motivation at the enterprise as low;

9% found it difficult to answer.

The remaining part of the respondents (24%) strongly disagreed with the fact that motivation can be low or high, and stated that it either exists or it does not. Accordingly, the answer of this group was: “There is no motivation at the enterprise.”

In connection with the answers received to the first question, it is interesting to know: are any actions taken by management to increase employee motivation?

At 59% of surveyed enterprises this does not manifest itself in any way, and only 41% of respondents answered positively.

At the same time, 10% of them answered that the actions taken had no effect, and 5% - that the actions of management only reduced the motivation of employees.

The following were named as the most popular incentive methods: linking salaries to work results, increasing them, team-building activities and creating opportunities for career and professional growth of employees.

It should be noted that the opportunity for career and professional growth refers only to the professional growth of employees. This is explained by the fact that the companies studied have been operating on the market for quite a long time and the team has been formed; there is no rapid expansion of activities and, accordingly, no expansion of staff either. Most of the enterprises are small, with a small team, and opportunities to climb the career ladder are limited, so at these enterprises it is important to improve their own qualifications.

Also, only a very limited number of travel agency managers pay for their employees for sports activities, trips, recreation centers, and give valuable gifts.

Despite the fact that tying salaries to performance is most often used by management, it has not been evaluated as an effective method of motivating employees, since it most often depends on a percentage or sales volume and is of small magnitude.

Verbal praise is used, as a rule, without “linking” with other methods of stimulation and, according to respondents, does not bring the desired result.

In most organizations, in addition to salary payments, staff motivation is not manifested in any way, but it should be noted that it has a fixed amount (and, as a rule, it is not large), can only increase during the active sales season, and does not stimulate the employee to increase labor productivity .

To the question of what methods of increasing employee motivation are the most effective, the following answers were received.

The leader by a huge margin is the increase in wages. In second place is the creation of opportunities for career and professional growth, followed by improvement of working conditions and team-building activities.

It is important that the most popular methods of stimulating employees coincided with their assessment as the most effective, however, linking labor results to payment did not gain as much popularity as in the previous question. Moreover, linking wages to labor results is most often found together with the provision of greater freedom and power to employees, and verbal praise is found in a complex of various incentives, but not separately.

Many respondents noted that despite the fact that the team is small, there is an unfavorable psychological climate at the enterprise. It was proposed to solve this problem using:

1. team building activities;

2. shifts of individual employees.

The issue of increasing wages is always relevant. It is clear that it is the main and often the only means of generating income.

When asked whether it would be useful to improve the incentive system, the overwhelming majority of respondents answered positively; some found it difficult to answer.

Many people begin to think about this issue when a company is faced with high staff turnover. However, at the time of the survey, only one out of 20 surveyed enterprises was developing a new incentive system.

The development of an incentive system is decided individually at each enterprise; a necessary condition for its effectiveness is the proper correspondence of motives and incentives.

It is important that the methods most often used by management to motivate employees are not considered the most effective.

The likely reason for this discrepancy may be that the enterprises did not analyze employee motivation and select suitable incentives. The same reason may explain the opinion of employees of surveyed enterprises that managers do not take visible steps to increase motivation.

Developing an incentive system is one of the management tasks.

Summary of study results:

· In a quarter of the companies surveyed, employee motivation is assessed as high;

· In only 20% of travel companies, management takes action to increase employee motivation;

· Employees indicated salary as both the most popular and effective incentive;

· The vast majority of respondents noted that the incentive system used at their enterprise needs to be improved.

“Every self-respecting enterprise must have a system of motivating employees” - no one dares argue with this postulate. However, when a manager hears the words “motivation system,” an impressive stack of money appears in his imagination that will have to be spent on developing and maintaining this system. “It’s a good thing, but there’s no money for it now”—that’s the answer from the overwhelming majority of managers.

Yes, and it also takes a lot of time to create, maintain and adjust it, and sometimes radically change it. When setting up a motivation system, there is room to expand. Table 1 shows only some of the motivation methods that can be used in a travel agency.

Is it really all that scary and difficult? Is large-scale spending always justified? We can say with complete confidence that no. You can start building a motivation system from any angle - the main thing is that it is truly a system tied to the goals of the enterprise. And it is not at all necessary to develop it all at once “from nose to tail”; it can be developed and expanded depending on the needs of the organization. Naturally, it needs to be maintained and adjusted (at least slightly so that it does not cause an addictive effect).

Table 1

1. Conduct competitions during the season for the maximum number of vouchers sold and, based on the results of the competition, provide bonuses to employees.

2. Introduce a bonus system, rewarding the most diligent employees with trips on promotional tours.

3. Pay for fitness classes. On the one hand, this is a material incentive, and on the other, one of the opportunities for team unity.

4. Unfortunately, not every travel company can pay for medical care for its employees, but in some cases (depending on the situation) this can be used as one of the ways to increase motivation.

5. Personnel training includes not only all kinds of training seminars, but also payment for tuition at universities, language courses, advanced training courses, etc. Unfortunately, this is not practiced in any of the companies in the city.

6. It is necessary to inform employees in detail about everything that is happening in the company and not treat the staff as performers. Provide the opportunity to participate in decision-making regarding the future work of the company and the expansion of its activities.

7. If possible, allow employees to prove themselves and assign them new, interesting work.

8. Never forget to appreciate the results of the work of the company’s employees, maybe even introduce the long-forgotten presentation of certificates. This may seem funny to some, but remember your parents, who still keep the certificates that were awarded based on the results of their work.

9. Never forget about the company’s image - it also has a great influence on the motivation of employees, since not everyone deserves to work in a prestigious company.

CONCLUSION

With the best plans, an effective organizational structure, modern equipment (office equipment, means of collecting and processing information), but without the motivation of the company’s employees, it is impossible to achieve the desired results: members of the work team will not cope with their official responsibilities. Leaders have always recognized the need to encourage people to work for the organization. However, they believed that simple material rewards were enough for this. This paper shows why this is usually successful, although essentially incorrect. At the same time, we can conclude that the assumption that money always encourages a person to work harder is erroneous.

In order for employees to fulfill the tasks set by the organization, it is necessary to interest them in this; in other words, there must be a motive for a person’s behavior in her interests.

Economic motives for people's behavior are based on receiving material benefits for performing certain work. Since Russia has a fairly low level of income, most of the needs, at least of the lower order, are satisfied with money, the main source of which is wages. Therefore, choosing the most optimal remuneration system is one of the most important management tasks.

In a market economy, approaches to remuneration change; it is not the costs that are paid, but the results of labor - the market recognition of the product of labor as a commodity. Each manager, from a variety of forms of remuneration, chooses the option that best suits the specific production conditions.

However, the manager must also take into account non-material incentives for work, using them with the highest efficiency.

Firm management can use the entire wide range of modern labor motivation systems. These include promotion, public assessment of the employee’s merits, raising employee morale, increasing business spirit and creating a comfortable climate in the team.

Material and moral incentives mutually complement and enrich each other, making work enjoyable and highly productive.

Much of the work is devoted to consideration of theories of motivation that have been developed over the past 30 years. Having examined the foundations of modern views on the motivation of human activity, it is clear that the true motives that force one to give maximum effort to work are difficult to determine, and they are extremely complex. Only by mastering modern models of motivation will a manager be able to significantly expand his capabilities in attracting an educated, wealthy employee of today to perform tasks aimed at achieving the goals of the organization.

When working with subordinates to the head of a company, it is always necessary to take into account that most people want to get not only money from work, but also pleasure. The very first approach to the problem of labor motivation is to create satisfaction among the company’s employees in all aspects of its activities. Correct assessment of the work activity of employees allows us to ensure that the average becomes the best. By analyzing a person’s place, his abilities and needs, it is possible to coordinate and stimulate the employee’s activities.

A rational, balanced management system for a tourism enterprise aimed at meeting the needs of not only tourists, but also its employees is the key to quality tourism services. The essence of rational management is to give the employee of a tourism enterprise the opportunity to earn enough, feel satisfaction from his work and participate in the management of the enterprise. Respect for the individual reveals the essence of management’s humanism.

Aspects of management activities include organizational culture and the image of the enterprise, which contribute to maintaining the good internal and external state of the organization. One of the prerequisites for a company's success in the services market is the creation of conditions under which the natural inclinations and motivations of people are closely related to the prosperity of the company. At their core, people strive to prolong life and maintain health, which is manifested both in the tendency to avoid situations that pose a threat to life and in the tendency to work for the sake of the future. The company, therefore, must pursue such a policy and set itself such goals that would coincide with the natural inclinations and needs of people.

If a person’s internal inclinations and his natural behavior coincide with the company’s policy, then harmony will occur: they will work hand in hand. And vice versa, if the company’s policy is hostile to human instinct, then any progress is impossible without violence against the individual. Only a constructive approach to personnel ensures the quality contribution of each employee to the common cause.

New business conditions have posed new challenges for organizations, which can only be solved by relying on motivated personnel. It is not enough for an employee to have material interest and accurately perform his functions and responsibilities; the employee is required to have motivated behavior and show initiative. The time when a manager told an employee what to do and how to do it has sunk into oblivion.

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Annex 1

Motivation mechanism

Appendix 2

Methods for satisfying higher level needs

Appendix 3

Main characteristics of Maslow's models,

McClelland and Herzberg

Appendix 4

Porter-Lawler model

Appendix 5

Name of company__________________________________________

Full Name ____________________________________________

Job title ________________________________________________________

1. How do you assess the motivation of employees at the enterprise as a whole?

1 high

1 rather high

1 rather low

1 I find it difficult to answer

1 other__________________________________________________________

2. Are any actions taken by management to increase employee motivation?

1 yes, hurry

1 yes, no effect

1 this does not manifest itself ==> question 4

1 management’s actions only reduce employee motivation ==> question 4

3. If undertaken, which ones?

1 salary increase

1 improvement of working conditions

1 shift of individual employees

4. What do you think are the most effective methods for increasing employee motivation at your company?

1 salary increase

1 linking wages to labor results

1 improvement of working conditions

1 team building activities

1 providing more freedom and empowerment to employees

1 creating opportunities for career and professional growth

1 verbal praise, presentation of certificates

1 shift of individual employees

1 other ______________________________________________________________

5. Why are these methods the most effective?

_____________________________________________________________________________

6. Do you think that it would be useful for your company to improve the incentive system?

1 I find it difficult to answer

Pugachev V.P. Personnel management of an organization: Textbook. – M.: Aspect Press, 2000.

Fundamentals of Management: Textbook. for universities / D.D. Vachugov, T.E. Berezkina, N.A. Kislyakova and others; edited by D.D. Vychugova. – M.: Higher. school, 2001.

Travin V.V., Dyatlov V.A. Fundamentals of personnel management - M.: Publishing house. "Business", 1995.

The most important task of the management of a travel agency is to create a motivational mechanism that encourages employees to work effectively (people will work well only if they want to). This is a fairly important aspect in managing the activities of a travel agency, which is very often neglected, which is why travel agencies usually experience high staff turnover, which leads to such negative consequences as;

• spending time and money on finding a new employee for a travel agency;
• time spent on mentoring at the initial stage of a new employee’s work by his senior colleagues;
• disunity of the team, since it is very difficult to work in a team where employees are constantly changing;
• lost profits and downtime, due to the fact that the remaining employees (this is especially true for small travel agencies) are sometimes unable to cope with the load of servicing a large flow of tourists. This is especially critical for a travel agency in the economic aspect during the “high” tourist season.

To prevent these negative aspects, the head of a travel agency must initially imagine the possible reasons for the dismissal of employees at their own request and deliberately try to build a system of motivational and incentive mechanisms in such a way that, if not eliminated, then at least try to reduce the staff turnover rate in the travel agency to acceptable levels.

Among the main reasons for staff turnover in a travel agency are the following:

• low wages in comparison with other enterprises in other sectors of the economy;
• almost complete lack of career growth." It is believed that mobility, growth, career prospects are one of the conditions for stabilizing the staff. A travel company, alas, is deprived of this. The maximum that can happen in this regard is: someone who has been working for a long time and already knows Many of the intricacies of working in the travel industry, a courier can be promoted to manager, and then mainly in the absence or a long search for the right candidate, or the manager can count on the position of head of a travel agency, which is extremely rare, due to the fact that the heads of travel agencies, as a rule, are also their the same owners;
• unfavorable working conditions in a travel agency. This is one of the very common reasons for employees leaving a travel agency. Often they are expressed in:
• - irrational layout of the workplace, which does not ensure savings in effort and work movements in the activity zone - a space within the boundaries of which a person can perform work without moving in a horizontal or vertical plane (for example, sitting at a desk);
• - lack of optimal lighting. Rational lighting increases productivity by 13%, reduces defects and errors in activities by 25%.;
• - unfavorable microclimatic conditions. Indoor workplaces require control, maintaining temperature at 18-20° C, humidity - 40-60% (minimum - 25%), minimum dust and microbes. This is largely achieved with the help of air conditioners, the use of which increases labor productivity by up to 15%. Very often, especially at the initial stage of the work of a tourist office, many managers save on installing air conditioners by purchasing their cheaper analogues - floor fans;
• - a tense intra-company atmosphere among employees, caused by personal hostility and a number of other factors.

This often happens due to the fact that when selecting employees for a travel agency, the company’s management, not having the required competencies in this field of activity, evaluates mainly the professional level of candidates, while forgetting about their personal characteristics, psychotypes, etc.;

Weak system of motivational and stimulating activities, etc.

The basis for constructing a motivational mechanism is needs - the internal state of a person, reflecting a physiological or psychological deficiency of something, a feeling of discomfort. Its experience influences the feelings, behavior and thinking of people and can subjugate the entire person. To successfully manage the subordinates of a travel agency, it is necessary to know, at least in general terms, the main motives of their behavior, ways of influencing them (developing desirable ones, weakening undesirable ones) and the possible results of such efforts.

It should be remembered that travel agency employees become more motivated to work if they:

• meet the requirements of the job and have a positive attitude towards it;
• clearly understand their tasks and role in the activities of the travel agency;
• have team support;
• have training opportunities;
• feel interest and respect from the head of the travel agency;
• gain the right to act independently;
• are fairly remunerated;
• have the necessary information to carry out their official duties.

Among the main motivational and stimulating activities used in tourism companies, the following can be noted:

Employee training through the use of introductory and promotional tours. Employees involved in the sales of travel packages are sent on study tours two to three times a year. The cost of such a week-long trip, for example, to Turkey and

Egypt per person is $300-400. The purpose of this event is to increase the level of competence of employees regarding the country and the tourist destination where they offer and sell tours to tourists, and regarding those hotels on the basis of which they are accommodated. On average, during a trip, managers visit 6-10 hotels every day. At the same time, it must be remembered that here, too, the company is not so much concerned about its employees as it is pursuing its commercial goals. This is due to improving the quality of customer service for the company - it is always easier to sell what you have already seen. An element of motivation for employees is the fact that:

• The cost of this trip in the vast majority of cases is paid by the travel agency, although there are exceptions. For example, some travel agencies that previously covered all costs for study tours have abandoned this practice, and now managers pay for the trips themselves, and the company reimburses them after they send a certain number of tourists to this destination;
• This is an opportunity to change your surroundings and relax at the same time. Moreover, on a week-long tour, as a rule, one or two days are free from the business program, and in the evening, employees are given free time, which they can use at their own discretion;
• this is an increase in the level of competence of a travel agency employee, which makes him a more qualified specialist and increases his competitiveness in the labor market (the latter, of course, is viewed extremely unfavorably by the travel agency).

At the same time, it is important to remember that if there are inexperienced employees in a travel agency, it is better to initially send them on such a tour immediately, and upon their return, send experienced ones there as well. This is also important for objective reasons, since at the time a young person graduates from a higher educational institution, the level of his education (set of competencies) will already lag behind real living conditions by several years - after 10-12 years of work in his specialty, starting professional and managerial knowledge become obsolete by 50%, after 24 years - by 75, by the end of work - by 90.

Bonuses(section 3.3.). A bonus is considered an extraordinary reward (research suggests that it is more motivating than an annual salary increase) because it is paid only in certain cases, otherwise it becomes a salary and loses its exclusivity. At the same time, very often in tourism the size of the bonus does not meet the expectations of travel agency employees. In order for the bonus to play the role of an effective stimulating factor, its value, as F. Taylor once showed, should be at least 30% of the basic earnings. A modern bonus at the lowest level of management can be 10-30%, at the average - 10-40, at the highest 15-50. In addition, the management of a travel agency needs to remember that bonuses as such are one of the least effective ways of incentives, because:

• valid only up to certain limits;
• they poorly take into account the nature and complexity of work, cannot cover the entire scope of work, since many labor functions are not recorded at all in job descriptions and regulations;
• may not coincide with the value system of employees (different people value remuneration differently and are subject to its stimulating influence);
• only for a limited time they inspire work enthusiasm. People quickly get used to them, and the size of payments must be constantly increased;
• high premiums may attract unskilled labor.
• 3. The opportunity to purchase tourist products at a significant discount, and usually this rule applies not only to the employee himself, but also to his entire family and relatives.
• 4. Public recognition of an employee’s merits is intended to stimulate the work of not only this subject, but also the entire team of the travel agency. In accordance with the Labor Code of the Russian Federation for conscientious, exemplary performance of labor duties, increasing labor efficiency, improving the quality of results, etc. Travel agency employees, in addition to bonuses and valuable gifts, very often receive gratitude, a certificate of honor, are nominated for the title of best employee (based on the results of a specific period), and are noted in another way in accordance with the internal labor regulations. For example, in some, especially large tourism companies, as in the practice of the hotel business, there are such concepts as “best employee of the month”, “best employee of the quarter”, “best employee of the year”. Travel agency employees who have worked best in a certain period of time and shown significant results are given the honor of bearing this title, with the travel agency's clients being appropriately informed about this. Usually this is a diploma or photograph with the employee’s data in a frame located in one of the most prominent places in the travel agency. In addition, these titles also entail material rewards, usually in the form of gifts, and the “best employee of the year” can also be awarded a free short-term tourist trip to nearby countries.

It should be noted that for the effective work of the team and its cohesion, the measures presented above are usually not enough and they should be more diverse. You should use such motivational and stimulating activities as:

• bonuses for the professional skills of employees. This is especially relevant in connection with the transition of Russian education to a two-level system. There should be allowances for those who have a special education in this field of activity, and differentiate depending on its level: bachelor, specialist, master in tourism. This will not only attract a professional team to the travel agency, but also encourage employees who do not have this education to obtain it;
• bonuses for long continuous work experience in a travel agency. This is extremely important from the point of view of maintaining the team, retaining qualified specialists in the travel agency and minimizing staff turnover;
• provision of food during work. Large travel agencies can afford to allocate financial resources to catering for employees. Those travel agencies that are limited in these funds can offer employees partial coverage of these costs. Today, lunch delivery to the office is a very common service in the restaurant business. This will allow employees to feel that the company’s management cares about them and their health;
• attracting employees to participate in the affairs of the travel agency. Employees need to be given the right to vote in solving a number of problems, primarily of a social nature, to delegate certain powers, that is, in essence, to give them greater freedom of action and treat them with greater trust;
• personnel rotation. This is especially true for large travel agencies engaged in a wide range of activities in various tourist and geographical areas and having an expanded organizational structure. For example, if an employee worked in the department of European directions, transfer him to Asian directions; if an employee was involved in tours in England, transfer him to tours in Portugal, etc. This practice allows a travel agency employee to:
• - identify your strengths and weaknesses;
• - gain new production experience;
• - expand general knowledge and horizons;
• - better understand the problems of others;
• - “shake yourself up”, get a new charge of mental strength, strengthen self-confidence, overcome stress.

Rotation is beneficial for a company in that it weakens bureaucratic tendencies and helps maintain contacts between departments, but at the same time it is associated with a temporary drop in productivity, leads to the dispersion of knowledge and skills, and creates the risk of “forgetting” a person in another department. Therefore, the only thing is that it is necessary for management to remember that rotation must be carried out thoughtfully and planned in relation to employees, otherwise it may give not a positive, but a negative effect.

It is also important to remember that the manager in managing the personnel of a travel agency can also use disciplinary measures for committing a particular offense, i.e. for failure to perform or improper performance by an employee, through his own fault, of the labor duties assigned to him. These measures may include:

• conversation in an informal setting. The goals of the disciplinary conversation are: to improve the performance of the travel agency employee’s duties; assistance in solving problems that arise when performing work, in self-improvement, and maintaining one’s position; exclusion of violations of norms in the future;
• verbal warning. First, the head of the travel agency must explain the essence of the complaints, then listen to the offender and his explanations and find out how he is going to change the situation;
• system of fines. Collection should not be considered as retaliation as it is carried out in accordance with pre-established criteria. It is effective when it refers to an action, and not to a person; in this case, the offender internally agrees with it, feels guilty, and is ready to accept the demands of the head of the travel agency. You cannot subsequently remind about the punishment and the action that caused it, or change the usual style of communication with the person;
• a written warning given when behavior has not changed after a verbal warning or another violation has occurred. It is always entered into a personal file;
• forced dismissal.

The management of the travel agency must remember that the use of penalties not provided for by law, the charter of the travel agency or the regulations on discipline is unacceptable. Wherein:

• punishment is applied for a specific offense;
• the penalty must take into account the specifics of the action and the character of the person, the severity of the offense, the circumstances of its commission, the previous work and behavior of the employee;
• punishment must be timely and must be carried out;
• You can't punish the team.

It is important for the management of a travel agency to remember that when building a motivational mechanism in a travel agency, the following principles must be taken into account:

• linking with the goals of the travel agency employees, their significance;
• simplicity, clarity, fairness;
• availability of necessary conditions for implementation;
• possibility of adjustment;
• focus on both supporting the creation of something new and its adoption;
• rationality, interconnectedness of elements.

• Motivation is the process of creating a system of conditions or motives that influence a person’s behavior, regulating the intensity of his work, encouraging him to show conscientiousness, perseverance, and diligence in achieving goals. Motivation is the process of motivating oneself and others to achieve personal goals and organizational goals; it is the basis human management.
• Mentoring is the transfer of knowledge and skills from a more experienced and competent person to a less experienced person in the process of their personal communication.
• A business career is the progressive advancement of an individual in any field of activity, a change in skills, abilities, qualifications and remuneration associated with the activity.
• Rotation is sequential work in different positions, including in other departments of the organization.

The content of the work:
Introduction………………………………………………………………………………….3-4
Chapter 1 Theoretical part
1.1. Motivation as an economic category……………………………5-8
1.1.1 The essence of motivation, its types, structure and models……….……...5-12
1.2. Motivation and stimulation of work as elements
human resource management process…………………………………………………….12- 29
1.2.1. Strategies for managing human resources of a company………12-14
1.2.2. Methods of motivation, factors and principles of their influence
on people's behavior. The essence of economic motivation……………..15-23
1.2.3. Labor stimulation as a method of economic motivation...24-29
1.3. Features of staff motivation and incentives
travel company…………………………………………………….30- 35
1.3.1. Motivation as a function of travel agency management...30-31
1.3.2. Forms and methods of stimulating tourism workers
companies………………………………………………………………… ………32-35

Chapter 2 Practical part
2.1. Analysis of the motivation management system in the travel agency “ZHARA”…..36-49
2.1.1. Characteristics of the travel company…………………………36-37
2.1.2 Analysis of motivational models used in the travel agency “ZHARA”………………………………………………………………………………………….38-40
2.1.3 Development of recommendations for improving the motivation system in the tourist organization “ZHARA”…………………………………41-43
Conclusion……………………………………………………………44-48
References………………………………… …………………...49

Introduction
This course work is devoted to the topic “Stimulation and motivation of work in the field of tourism.”
The main goal of this work is to define the concepts of motivation and stimulation of labor and their place in the activities of tourism enterprises.
To achieve this goal, the following tasks were solved:

the concepts of motivation and stimulation of work are considered;
motivational models and methods of motivation have been studied;
An analysis of methods for managing the motivation of employees of the travel agency "ZHARA" was carried out.

Research methods:
· Graphic method
· Literary method
· Tabular method

Chapter 1 Theoretical part
1.1. Motivation as an economic category.
1.1.1 The essence of motivation, its types, structure and models.
In the economic literature there is still no consensus on the definition of the essence of motivation. Economists, sociologists and psychologists look at the category of motivation differently. At the same time, some scientists identify motivation with labor stimulation, others contrast these two categories, and still others consider stimulation as one of the methods of motivation. In order to determine the essence of motivation, individual points of view on this issue should be analyzed.
The first of these points of view is shared by the Ukrainian scientist A.S. Afonin, who believes that motivation is the process of stimulating a specific person or group of people to activities aimed at achieving the goals of the organization. In the publications of Russian scientists Yu.G. Gribin and I. Gushchina also do not observe a difference between motivation and stimulation. The same point of view is shared by the authors of the textbook “Fundamentals of Management” M. Albert, M. Meskon, F. Khedouri.
In Soviet literature, labor motivation was at one time interpreted even more narrowly, as reward for work in the form of bonuses. Currently, this point of view is no longer considered.
Psychologists consider motivation as a set of internal driving forces - needs, interests, values, ideals, attitudes, on the basis of which some economists form their views.
The following point of view combines the concepts of intrinsic and extrinsic motivation, which allows:

consider motivation broader than incentives;
define this category as one of the functions of management, thereby including it in the system of economic relations;
do not completely abandon the psychological side of the issue, relegating it to the internal side of the motivational issue.

Motivation in management is defined as the process of motivating an individual to act in order to achieve the goals of the enterprise.
The importance of the issue of motivation is fully consistent with the attention that was paid to it by theorists of scientific management. Modern theories of motivation are divided into substantive and procedural. Content theories are based on determining needs and identifying personal motives that encourage people to act in a very specific way. Process theories do not dispute that a person acts on the basis of motives and to satisfy needs, but they focus their attention on the behavior of people taking into account their upbringing and cognition.
The most famous substantive theories of motivation are those of A. Maslow, D. McClelland and F. Herzberg.In general, these theories are focused on two groups of needs: primary - associated with physiological factors and secondary - which are psychological in nature.
According to Maslow (Fig. 2), physiological needs are fundamental for humans: they require their satisfaction first. After satisfying physiological needs, the need for safety comes to the fore, when a person seeks to protect himself from possible bodily harm, as well as from unfavorable economic conditions or threatening behavior of other people. The next need is the need for spiritual intimacy and love. Satisfying it requires a person to establish companionship and determine his place in the group. Satisfaction of these needs brings forward the needs for esteem and self-esteem. Often these are the needs that are important for a person; he needs to feel his own importance, confirmed by the recognition of others. Maslow’s hierarchy of needs ends with the needs of a person to realize himself, to translate into activity the reserve of his strengths and abilities, and to fulfill his destiny.

Rice. 2. Maslow's pyramid of needs
As the needs at one level are partially satisfied, the needs of the next level become dominant. It is important to keep in mind that only those incentives that satisfy a dominant need are motivating. For example, it is a very common opinion that the main factor in effective work is money: the more a person receives, the better he works. This belief is not true, because if a person is dominated by, for example, the need for close relationships or the need for self-realization, then he will prefer a place where he can satisfy this need to money.
In the mid-50s, F. Herzberg developed his model of motivation based on needs. According to his theory, all motives for work are divided into hygienic factors related to the environment in which work is carried out (this includes working conditions, pay and other factors related to the physiological needs of a person), and motivation itself - factors related to the character and the essence of the work. Moreover, Herzberg believed that hygiene factors are not motives, but if they are not provided, job dissatisfaction arises.
Another motivation theorist, David McClelland, believed that hygiene factors should not be taken into account at all. Since the issue of satisfying physiological needs has already been resolved (one can probably agree with this, given the high level of life support in economically developed countries), then all attention should be paid to only three human needs: power, success and belonging (the needs of people in a circle of familiar, friendly relationships , providing assistance).
Among the process theories of motivation, the most famous are expectancy theory, equity theory, and the Porter-Lawler model.
Thus, Victor Vroom developed the expectancy theory, according to which motivation depends not only on the presence of an active need, but also on three other important factors:

expectations of a possible result;
expectations of reward from this result;
expected value of the reward.

Schematically, this theory can be represented by the following formula:

Based on expectancy theory, the motivation and satisfaction received by an employee depend on how well the expected reward corresponds to the results of his work.
If a person does not feel a clear connection between the achieved result and the desired reward, motivation will weaken and the employee will strive to minimize the costs of his labor.
Equity theory complements expectancy theory by stating that people not only determine the relationship between rewards received and effort expended, but also compare their own rewards with the rewards of other people doing similar work. When there is an imbalance between the rewards of colleagues, motivation also decreases. The imbalance can be corrected either by increasing the reward or decreasing the effort.
Lyman Porter and Edward Loller developed a model of motivation that combined expectancy theory and equity theory. In the Porter-Lawler model, five variables are interconnected: effort expended, perception, results obtained, reward, degree of satisfaction. According to this theory, the results achieved depend on the efforts made by the employee, his abilities, and also on his awareness of his role. The level of effort expended will depend on the value of the reward and how confident the employee is in the stability of the reward for his work.
One of the most important conclusions from this model is that productive work leads to satisfaction and therefore contributes to increased job performance.
Various theories of motivation generally do not contradict each other, but complement each other, reflecting the versatility and non-standard nature of the motivation process itself and predetermining the need for an integrated approach to solving this complex problem.

1.2. Motivation and stimulation of labor as elements of the personnel management process.
1.2.1. Strategies for managing human resources of the company.
One of the main tasks for enterprises of various forms of ownership is the search for effective methods of labor management that ensure the activation of the human factor. The decisive causal factor in people's performance is their motivation.
Motivational aspects of labor management are widely used in countries with developed market economies. In our country, the concept of labor motivation in the economic sense appeared relatively recently in connection with the democratization of production.
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.
This definition shows the close relationship between the managerial and individual psychological content of motivation, based on the fact that the management of a social system and a person, in contrast to the management of technical systems, contains, as a necessary element, the coordination of the chains of the object and subject of management. Its result will be the labor behavior of the object of management and, ultimately, a certain result of labor activity.
Douglas McGregor analyzed the activities of the performer in the workplace and found that the manager can control the following parameters that determine the actions of the performer:
- tasks that a subordinate receives;
- quality of task execution;
- time of receiving the task;
- expected task completion time;
- the means available to complete the task;
- the team in which the subordinate works;
- instructions received by a subordinate;
- convincing the subordinate that the task is feasible;
- convincing the subordinate of reward for successful work;
- the amount of remuneration for the work performed;
- the level of involvement of the subordinate in the range of work-related problems.
All these factors depend on the manager and, at the same time, to one degree or another influence the employee, determine the quality and intensity of his work. Douglas McGregor came to the conclusion that, based on these factors, it was possible to apply two different approaches to management, which he called “Theory X” and “Theory Y”.
“Theory X” embodies a purely authoritarian management style, characterized by significant centralization of power and strict control over the factors listed above.
“Theory Y” corresponds to a democratic management style and involves delegation of authority, improving relationships in the team, taking into account the appropriate motivation of performers and their psychological needs, and enriching the content of work.
Both theories have an equal right to exist, but, due to their polarity, are not found in their pure form in practice. As a rule, in real life there is a combination of different management styles.
McGregor's theories were developed in relation to an individual person. Further improvement of approaches to management was associated with the development of the organization as an open system, and the work of a person in a team was also considered. This led to the concept of a holistic approach to management, i.e. to the need to take into account the entire range of production and social problems.
So William Ouchi proposed his understanding of this issue, called “Theory Z” and “Theory A”, which was greatly facilitated by differences in management, respectively, in the Japanese and American economies.
Ouchi notes the disproportionate emphasis on engineering and technology at the expense of the human factor. Therefore, “Theory Z” was based on the principles of trust, lifelong employment (as attention to the person) and the group method of decision-making, which also provides a strong connection between people and a more stable position.
In general, the Japanese and American approaches are different. However, it is obvious that management has developed mostly towards the ideas embodied in “Theory Y”, a democratic management style.
Thus, with certain assumptions, “Theory Z” can be called a developed and improved “Theory Y”, adapted, first of all, to Japan. “Theory A” is more typical for the USA. However, some companies in Western countries successfully apply the principles of “Theory Z”, including the IBM Corporation.

1.2.2. Methods of motivation, factors and principles of their influence on people’s behavior. The essence of economic motivation.
Each company adapts the strategic theories of human resource management discussed above to the specific features of its functioning. The success of resolving this issue determines whether subordinates will strive to work well or simply serve their attendance hours.
According to “Theory Y”, any employee, coming to a new place of work, would like to prove himself and is interested in his new activity. In addition, management is interested in employees being creative and enthusiastic about their responsibilities. However, due to a number of factors, an employee may become disappointed in his work.
This is usually caused by the following reasons:
- excessive interference from the immediate supervisor;
- lack of psychological and organizational support;
- lack of necessary information;
- excessive dryness and lack of attention of the manager to the requests of the subordinate;
- lack of feedback, i.e. the employee’s ignorance of the results of his work;
- ineffective management of the employee’s problems;
- incorrect assessment of the employee by the manager.
These factors make the average worker feel inferior. The sense of pride, self-confidence, the stability of one’s official position and the possibility of further advancement are undermined.
The process of loss of interest in work can be considered as consisting of six stages (Fig. 3).

Fig.3. Stages of employee loss of interest in work

Fig.4. Model of motivational characteristics of work

bonuses should not be too general and widespread, otherwise they will be perceived as simply part of the normal salary in normal conditions;
the bonus must be related to the employee’s personal contribution to production, whether individual or group work;
there must be some acceptable method of measuring this increase in productivity;
employees should feel that bonuses are based on additional rather than normative efforts;
the additional efforts of employees stimulated by bonuses should cover the costs of paying these bonuses.

1.2.3. Labor incentives as a method of economic motivation.
As noted earlier, incentive is a narrower concept than motive, implying the individual’s material interest in the results of his work. Accordingly, labor stimulation, which is an integral part of the motivational process at the enterprise, implies material incentives for employees and is implemented through the remuneration system, as well as various bonuses and premiums.
There are two forms of labor incentives: material and non-material incentives.
Material labor incentives are a set of forms and methods of ensuring and increasing the material interest of workers in achieving certain individual and collective results. There are monetary and non-monetary incentives.

Material monetary incentives are material incentives that regulate people’s behavior through the use of various types of monetary rewards and sanctions.

Material non-monetary incentives are material incentives for workers based on the use of those benefits that are scarce or cannot be purchased for money.

1. 3. Features of motivation and stimulation of travel company personnel.
1.3.1. Motivation as a function of travel agency management.
Even with the best plans, an effective organizational structure, modern equipment (office equipment, means of collecting and processing information), but without the motivation of the company’s employees, it is impossible to achieve the desired results, the members of the work team will not cope with their official responsibilities. Why do some people work well and others poorly? What does it take for people to work effectively? What causes the desire and need to work? Answers to these questions can be obtained by studying the problem of motivation.
Motivation is the work of a manager aimed at activating the company's employees in terms of increasing the efficiency of their work to achieve both personal goals and the goals of the company.
When considering this issue, management focuses on two aspects of this problem: travel motivation and labor relations motivation.
If we consider the motivation of labor relations, then in this sense motivation is understood as a set of incentives that encourage employees to be active in their work, i.e. After carrying out organizational activities, the manager must ensure that the work is completed. For these purposes, the following are used: a) stimulation, i.e. encouraging employees to be active with the help of external factors (material and moral incentives); b) motivation itself, i.e. creating an internal motivation for work among employees. The main ones here are interest in work, the need for work activity and satisfaction from it. This indicates that human behavior is always motivated.
As a result, the manager is faced every day with how to motivate the activities of employees, i.e. how to direct their energy to do a specific job. Managers have always been interested in the conditions under which a person is motivated to work on someone else’s assignment.
A person who has acquired knowledge and skills in the process of training, advanced training and accumulation of production experience wants to apply his skills in work. And the more he succeeds, the greater the degree of his satisfaction, and, accordingly, the degree of expression of his motives. In this case, the employee considers the goals of the organization to be his goals. A person’s desire to realize himself in his business is undeniable: that’s the way he is made. Where management and labor organization provide employees with such an opportunity, their work will be highly effective and their motivation to work will be high. Therefore, motivating employees means touching on their important interests, giving them a chance to realize themselves in the process of work.
Due to the fact that there are different ways of motivation, a manager must:
First, establish a set of criteria (principles) that most strongly influence the behavior of the employee. These criteria, brought together, form his own personal philosophy, which is the basis for his choice of behavior;
Secondly, create an atmosphere favorable for motivating employees;
Thirdly, actively communicate with your employees, because in order for an employee to be fully motivated and work with full dedication (effectively), he must clearly understand what is expected of him. Direct communication with the manager indicates that he is equally accessible to all employees. Feedback provides a strong foundation for motivation.

1.3.2. Forms and methods of stimulating employees of a travel company.
In order to reconcile their work requirements and the labor behavior patterns of employees, entrepreneurs are forced to engage in such things as coercion or inducement, and they have nothing to do with motivation. After all, as noted earlier, motivation is the creation of such conditions regulating labor relations, within the framework of which workers have a need to work selflessly. To create such conditions, you need to come up with and implement a way to identify the interests of the employer (organization) and the employee.
An employee in labor relations acts as a specialist, performer and member of the organization; entrepreneur – as employer, manager and owner. It is possible to identify the interests of the employee and the entrepreneur only with the functioning of three effective systems designed to stimulate the employee. These are: 1) tariff system (relationship between specialist and employer); 2) contractual (resulting) system (relationship between executive and manager) and 3) profit sharing system (relationship between member of the organization and owner).
As a result, the employee receives:

tariff (salary) with current adjustment (overtime, additional work, administrative leave, etc.);
premium (equal to the current tariff) with a decrease (depreciation).
For example, for each delay – 4 hourly rates; for each violation of the deadlines “established by orders, instructions, official sources” - 10; for each fact of abuse of power - 10; deduction of bonuses cannot exceed the amount of the bonus, i.e. the basic tariff is not reduced by fines.