Motivation, from the Latin movere, is, in a general sense, a person’s motivation for some action, be it personal motivation or the motivation of another person — for example, staff at work. Motivation is an active processthat sets the behavior of a person, the direction of his activity and the structuring of his actions. In practical terms, it is a set of incentives that contribute to the achievement of a goal, that which directs and moves forward along the path to solving a problem.
In general terms, these incentives can be divided into two groups: economic and non-economic. Separation is applicable both to the incentives of one person, and when prompting the team; for example, with an economic (material) impulse, one person reminds himself that for a reward awaits him along the way and at the end of it. In the case of work with staff, this refers to the motivating material factor - both when performing a major task and in an intermediate way (the last factor is no less important than the first; employees should be encouraged not only at the end of the path, but also on an irregular basis to provide incentives for good work).
Material motivation supportOf course, it is not limited to a purely substantive issue: various privileges should also be included here, in general career advancement as such, and an improvement in the quality of life and work environment. In this case, both productive activity itself (positive reinforcement) and the absence of negative aspects (negative reinforcement) can be encouraged. Research and general practice show that, with regular material stimulus, this one ceases to be perceived as, in fact, a motivating element; one has to either increase the rewards or distribute them more irregularly, unexpectedly - the expected reward, by definition, does not provoke an increase in activity in achieving the goal. On the other hand, there is also an inverse technique: to apply for a stimulus not encouragement, but the threat of demotion, loss of privileges and property, and so on.
In the case of non-economic, intangible stimulus it comes to personal and psychological motivating elements. This goes back to the psychological needs that stand above the physical in a number of classifications - such as the classification of Maslow's needs. In her needs for self-realization, aesthetic and spiritual requirements are located at the top of the pyramid, while the physiological and physical needs - from food to security - form the basis of the hierarchy.
Thus, the needs that evolve from a person’s personal experience and knowledge must find a response in his existence and activity: this is the solution of some problems and issues, and the aspect of fulfilling the expected moments (contentment in life and work) and the issue of self-actualization . It all boils down to moral and psychological incentives and motivation problems, and the main, priority here is the diagnosis private needs, followed by the development of a specific scheme of steps, assessments and decisions - to move towards solving the problem or reject it. In many ways, this consists of personal feelings, knowledge and predispositions.
As in the case of material encouragement and punishment, in the question of the psychological sphere of non-material motivation, conversation can also be conducted on two types of motivation: the first one includes positive evaluations, praise, support, and respect, which contrasts the second type - this is a negative motivation by punishment, censure and perspective deterioration of the situation, reduction in the position in the team. Which of the types is “more efficient” - the practice decides: some enterprises choose the side of awards and commendable recommendations, others go along the hard path of penalties and criticism. In any case, both stimuli are effective for human psychology - whether it is the desire to achieve even more, or the desire to escape from unwanted effects. In general, the method of punishment can be used both in the actual performance of unsatisfactory actions and in their suppression.
It should be noted that needs tend to change - not by themselves, but as side effects of motivation, especially motivation of excess. Thus, the seemingly effective method of constant reinforcement will quickly lead to the satisfaction of needs and a change in their scheme; will require the development of a new approach. In this regard, it is necessary to regularly make diagnostics of needs, and, in principle, not to create situations that contribute to the change thereof; to put it simply, everything is good in moderation.
