Образования
Keywords: motivation, bank personnel, labor stimulation, remuneration, system, satisfaction of needs, respondent. Introduction
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ХАБАРШЫ (1) (1)
- Бұл бет үшін навигация:
- Materials and methods
- Results and discussion
| Keywords: motivation, bank personnel, labor stimulation, remuneration, system, satisfaction of needs, respondent.
Introduction. It is known that in modern models of a market economy, the banking system of the state plays an important role in the functioning of the economic mechanism, it is, in fact, the "circulatory system" of the economy, which regulates the total money supply, controls the movement of financial flows, accumulates and invests monetary resources. carrying out mutual settlements between economic entities, lending to various sectors of the economy and the population. At present, the problems associated with the labor motivation of bank personnel remain insufficiently studied, the methodological basis for motivating bank labor has not been fully formed, the issues of value orientations, the type of motivation and the degree of job satisfaction of bank personnel are not sufficiently clarified. Considering that the banking sector is of key importance in the development of the country's economy, and the nature and content of banking labor has its own characteristics, therefore, the study of issues of improving the system of bank personnel management is relevant in the field of management. The aim of this work was to analyze the state of the personnel management system in second-tier banks using an integrated approach, including the study of quantitative, qualitative and social indicators, and the development of practical recommendations to increase the motivation and stimulate the work of bank personnel. Materials and methods. In the process of studying the problem, the methods of sociological survey were used. Information was obtained on value orientations, motivational structure, type of motivation and degree of job satisfaction of bank personnel. Highlighted the priority directions of development of methodological approaches to stimulating bank personnel. Results and discussion. It was concluded that when analyzing the state of the bank personnel management system, it is necessary to use an integrated approach, including both the study of quantitative, qualitative indicators and social indicators. The analysis of the personnel management system in second-tier banks showed that, in general, the banking personnel management system is at the stage of improvement and implementation of modern technologies. The results of the sociological survey made it possible to obtain information about value orientations, motivational structure, type of motivation and the degree of job satisfaction of bank personnel. A model of motivation and stimulation of labor in the banking system is proposed. Currently, it is necessary to build a system of motivation and incentives for personnel that is adequate to the goals and objectives of the development strategy of the country's banking sector as a whole and the corporate development strategy of second-tier banks. Analysis of modern scientific approaches in the field of labor motivation made it possible to single out the anthropocentric approach as the most promising for building a system of motivation and stimulation of personnel in the banking sector. It was also found that the indicator of the success of the system of motivation and incentives is the level of job satisfaction achieved by the employee. As a result of the sociological research, it was revealed that, in general, the banking personnel has a sufficiently developed motivational structure: according to Maslow's pyramid of needs - the severity of secondary needs (60.7%) over primary ones; according to the classification of motives of Kibanov A.Ya. - the majority of employees (about 75%) belong to the second type of motivation, i.e. predominantly focused on wages and status values (pragmatic orientation); according to the classification of motives Trifonenko V.V. - almost the same severity of social motives (30%) and motives of self-realization (31%), with a slight predominance of rationalistic motives (39%); when ranking the five most significant motivating factors - along with rationalistic motives, social motives and motives of self-realization are expressed. During the study, a questionnaire was used, compiled according to a modified methodology developed by V.A. Rozanova, and described in the work of M.A. Mustafina, A.K. Mukanov [14]. The study of the type of motivation, value orientations of the respondents was carried out by analyzing the answers to the 1-question of the questionnaire No. 1 according to the classification of motives described in the manual by A.Ya. Kibanov. [15, p.302], according to which the block of questions is divided into 4 subgroups, aimed primarily at: the content of the work (questions 4,8,11,14); public utility (question 13); wages (questions 3,5,9); employee status (questions 1,2,6,7,10,12,15) Despite the fact that the study of the motivational structure was carried out by different methods (Maslow's pyramid, classification by A.Ya. Kibanov and V.V. Trifonenko, the ranking method), it was found that, on the whole, against the background of almost identical severity of social motives and motives of self-realization, there is a slight predominance of rationalistic motives. The results of our research on the type of motivation and orientation of orientation are consistent with the data of Kibanov A.Ya., according to which: “The bulk of workers now belong to the type of motivation, the motivational core of which is based on high (in their understanding) wages (the second type motivation, employees, mainly focused on wages and status values). Their motives are aimed at avoiding the reduction of the benefits received (preserving them) ” [8, p.490]. The analysis of the degree of job satisfaction of bank personnel showed that according to the scale of overall job satisfaction, the bulk of the respondents (86.2%) are satisfied or rather satisfied with their work, with the maximum peak being 80% .; however, only 79.7% of the respondents answered that they were completely satisfied with their work; 87% of employees have their needs, requests and expectations satisfied, the degree of their satisfaction is in the range of 21-32 points, which is assessed as “satisfied”, and on a five-point scale corresponds to an assessment of “4”, while the average score is 28 points. According to researchers, the indicator of overall job satisfaction in Russian banks is lower and equal to 72.7% [5, p.71]. “According to a survey by the Industry Conference Council, 80% of American workers say they are satisfied with their jobs, with a third (27%) being very satisfied. Of the 20% unsatisfied, 6.5% are very dissatisfied with their work ”[4, p.584]. It was found that only 68.3% of the respondents were satisfied with the size of their wages. 42.3% of employees are not satisfied with the level of social benefits and payments. According to Russian scientists, more than 40% of bank employees consider the system of remuneration and bonuses to be unsatisfactory [1, p.85; 6, p.88]. Almost 31% of respondents are not satisfied with career opportunities. 30% of employees are not satisfied with the opportunities for professional development. Men are not satisfied with opportunities for career advancement and professional development. Women, in comparison with men, make more demands on the level of social benefits and payments (48%) and the attitude of the administration to the needs of workers (32.4%). Other researchers also point out in their works that women have great claims to the level of remuneration, remuneration and benefits, and men - to the opportunities for professional and career growth, manifestations of their own importance are also indicated in their works [7, p.129]. It was revealed that employees with higher education are not satisfied with the level of social benefits and payments, persons with secondary specialized education are not satisfied with the opportunities for career growth and professional development. It was revealed that if employees under 40 are not satisfied with the size of wages and opportunities for career advancement, advanced training, then their colleagues over 40 expressed dissatisfaction with the level of social benefits and the state of moral encouragement. It was found that if respondents who have worked for less than 5 years are not satisfied with the level of remuneration, then employees with long work experience noted dissatisfaction with the level of social benefits and the attitude of the administration to the needs of employees. It is also noteworthy that 77.2% of the respondents noted that they would not switch to a less paid, but interesting job, which indicates the predominance of material incentives. The importance of financial incentives for bank personnel and the lack of desire to change jobs among 67.1% of employees is also noted by A.V. Selyuk in his studies. [6, p.71]. The respondents referred to the five most important measures to increase labor productivity: “improve the remuneration system” (76.4%), “expand the list of social benefits and payments” (73.2%), “improve conditions for advanced training” (70.7%), “To expand opportunities for career growth” (66.7%) and “to make work more meaningful and creative” (63.4%). The results obtained indicate that in order to increase labor productivity, to improve the quality of working life and the formation of strong labor motivation, along with the use of material methods, it is necessary to use non-material incentive methods. The materials of the study indicate the need for additional adjustments in measures and the adoption of measures aimed at increasing the motivation and stimulation of banking labor. Intrabank learning can be carried out in the workplace using the so-called “learning by doing” methodology [13], which provides for group step-by-step learning, planning and solving complex problems based on collective knowledge and contributing to team building. Thus, the analysis of the results of the sociological research showed that there is a predominance of rationalistic motives against the background of almost identical severity of social motives and motives of self-realization. The observed tendency towards the predominance of rationalistic motives is possibly associated with the negative consequences of the global financial crisis, which raised the importance of the material side of working life in the post-crisis period. Revealed different degrees of severity of motivating factors depending on gender, age, educational level, qualifications and work experience. The indicator of fully satisfied with work is 79.7%, while in Russian banks this indicator is lower (73%). The degree of satisfaction of needs, requests and expectations is assessed as “satisfied”, and on a five-point scale corresponds to an assessment of “4”. A tendency to an increase in job satisfaction in the sequence “cashier – specialist – manager” was revealed. It was found that, in general, male workers are more satisfied with work. Depending on the age, young people are more satisfied with their work than their colleagues over 40. In terms of education level, respondents with specialized secondary education are completely satisfied with their work. Depending on the length of service, those who have worked for less than 1 year are more satisfied with their work, which can be explained by the lower claims of those who have worked less than 1 year to the nature and conditions of work. An analysis of respondents' satisfaction with various aspects of work activity revealed a high level of satisfaction with the moral and psychological climate in the team (91.1%), which indicates the formation of a close-knit team of like-minded people. In Russian banks, according to researchers, this figure is only 63%. Only 68.3% of respondents are satisfied with the size of their wages. 42.3% of employees are not satisfied with the level of social benefits and payments, in Russian banks, according to researchers, this figure is 40%. Almost 31% of respondents are not satisfied with career opportunities. 30% of employees are not satisfied with the opportunities for professional development. Men are not satisfied with opportunities for career advancement and professional development. Women, in comparison with men, make more demands on the level of social benefits and payments and the attitude of the administration to the needs of workers. Employees with higher education are not satisfied with the level of social benefits and payments, persons with secondary specialized education are not satisfied with opportunities for career growth and professional development. It was revealed that if employees under 40 are not satisfied with the size of wages and opportunities for career advancement, advanced training, then their colleagues over 40 expressed dissatisfaction with the level of social benefits and the state of moral encouragement. It was found that if respondents who have worked for less than 5 years are not satisfied with the level of remuneration, then employees with long work experience noted dissatisfaction with the level of social benefits and the attitude of the administration to the needs of workers, which is possibly associated with increased requirements for the fairness of the assessment of personal contribution among those who have worked for more than 5 years. years. A fairly high level of dedication (85.4%) of bank employees was revealed. 21.1% of the respondents noted that they have higher qualifications that do not correspond to the position held, which indicates the need to use them in the formation or rotation of personnel. The presence of frequent negative mental states associated with work was noted mainly among cashiers (47.1%), which is possibly related to the specifics of their activities. Three negative factors encountered during work include: "monotony and monotony of work", "long work at the computer" and "uneven workload during the working day (month, year)", which indicates the presence of existing shortcomings in the organization of work and the need to take appropriate action. The five most important measures to increase labor productivity include: "improve the remuneration system", "expand the list of social benefits and payments", "improve conditions for advanced training", "expand opportunities for career growth" and "make work more meaningful and creative". The materials of the study indicate the insufficient perfection of the motivational component of the existing system of motivation and stimulation of labor; the need for additional adjustments in measures and the adoption of measures aimed at increasing motivation and stimulating bank labor. Significant reserves for increasing labor motivation are hidden in such factors as material remuneration, improving the professional and qualification level, creating a system of job growth, increasing the content of work and involvement in the management process. To stimulate material remuneration, it is necessary to strengthen the role of the variable part of remuneration (bonuses, bonuses, profit sharing), to introduce into practice the accounting of work experience and "life peaks" (important events in life), to introduce a "cafeteria-style reward system". The professional and qualification level can be improved by introducing modern teaching methods using the latest computer technologies and virtualization; job growth can be achieved by applying the “double ladder of career”; to increase the content of labor by involving management decisions in the development and implementation process. Currently, there is a need for models of motivation and incentives that would combine a complex of various forms of material, moral and social reward, which contribute to an increase in creative activity and involvement in solving production problems. The development and practical application of such models, taking into account both organizational and economic methods and the socio-psychological factors prevailing in the team, will improve the quality of working life of bank personnel. Considering that along with the use of material incentive methods, it is necessary to use non-material methods, since “over time, the value of money as a means of motivation decreases, and economic incentives do not give the expected effect” [9, p. 567], we have proposed a model of motivation and incentives labor in the banking system, including both traditional forms of material remuneration and forms of labor incentives, which are currently not given enough attention, such as profit sharing, pay taking into account seniority and "life peaks" (important events in life), implementation “Reward systems based on the cafeteria principle” (providing the opportunity to choose a package of benefits by the employee himself), the introduction of a “double career ladder”, providing gradual career growth from a simple specialist to a senior, leading and chief specialist, and then to heads of departments and his deputies, and then to the advisors of the bank director. The importance of creating a mechanism of "social lifts" for young Kazakhstanis was also pointed out in his speech by the President of the country N.A. Nazarbayev [3, p.3]. According to the “cafeteria-based remuneration system”, at the end of the year, based on the needs of the staff and the bank's capabilities, various options for a compensation package are drawn up with the same cost, but different content to provide an opportunity for the employee to choose. The methods of motivating the performance of employees can also be classified as: direct economic (piece-rate pay, hourly pay, rationalization bonuses, profit sharing, tuition fees, payments for absence of absences); indirect economic (preferential meals, additional payments for work experience, preferential use of housing, etc.) and social (non-monetary) methods (enrichment of labor, flexible work schedules, labor protection, a program to improve the quality of working life, promotion, participation in decision-making ) [10]. The next criterion is the flexibility of the developed motivation system, i.e. the possibility of promptly making changes taking into account the current events in the external market, in the internal environment of the enterprise [11]. Violations that trigger certain sanctions, which are established by the "collective consciousness" and are supported by the power of public opinion, various forms of coercion) [12]. When drawing up options for a compensation package, it is necessary to take into account the fact that, depending on the qualifications of managers, there is a pronounced social motives and motives for self-realization, specialists - along with them, rationalistic motives are also expressed, and cashiers are characterized by a pronounced rationalistic motives; depending on the length of service, there is an increase in the importance of the rationalistic motive for those who have worked for less than 5 years and the severity of the social motive with an increase in the length of service. Thus, when developing and forming a model for motivating and stimulating the work of bank personnel, it is necessary to take into account the following basic requirements: the complexity of the use of stimulating factors, including both material and non-material incentives; flexibility in the use of incentive factors, ensuring the possibility of choosing a package of benefits by the employee himself; a differentiated approach to the use of stimulating factors, appointment depending on gender, age, qualifications, educational level and work experience; efficiency, the possibility of making changes taking into account the current events in the domestic and foreign markets; fairness, the appointment of stimulating factors, taking into account the results achieved; guaranteed prescription of stimulating factors; openness and awareness of the purpose of stimulating factors; involvement of personnel in the development of a system of motivation and incentives; the presence of constant feedback from staff on the results of the current system of motivation and incentives. Based on the analysis of domestic and foreign literature, as well as the results of the study, the following recommendations were developed for improving the personnel management system in second-tier banks based on labor motivation: when analyzing the state of the banking personnel management system, it is necessary to use an integrated approach, including the study of quantitative (number, structure), qualitative (indicators of income, expenses) and social (job satisfaction, attitude to work) indicators; for material incentives for bank personnel, it is necessary to strengthen the role of the variable part of remuneration, using both traditional (bonuses, additional payments) and more modern forms of incentives (participation in profits, bonuses). In Japanese firms, each employee receives up to 50% of the base salary as a bonus. 28% of Japanese people receive their main income through a flexible payment system (participation in the bank's profits). In Russia, the share of regular premiums in total earnings is 60% [2, p. 121]. When calculating wages, take into account the length of service, i.e. professionalism that grows with the increase in continuous experience, as well as various "life peaks" (important events in life); the following types of social benefits can be recommended as additional remuneration: solving the housing problem, providing loans with a reduced rate; provision of medical examinations, sanatorium and resort rehabilitation, as well as indirect methods of economic incentives (shorter working hours, sliding flexible hours). In the United States, social benefits and benefits account for about 20% of all payments [2, p.123]. When granting benefits, use the “reward system based on the cafeteria principle” [4, p. 573], provide the opportunity for the employee to choose a package of benefits; for moral stimulation, expand the reward system with awards, badges of distinction, as well as thanks, both in writing and orally, including using corporate e-mail; given that working conditions (comfort, technical illumination) have a positive impact on labor activity, it is necessary to organize the workplace in accordance with modern requirements and individual characteristics of the employee; to meet the social needs of the staff, it is necessary to create a united team spirit at the workplace, conditions for informal communication between employees (organization of trips out of town); more meaningful work needs to be provided to meet the need for respect; provide an opportunity for job growth, while applying the "double ladder of career" [2, p.91], providing gradual career growth; to meet the need for self-expression, it is necessary to create modern training and professional development centers. жүктеу/скачать 2,01 Mb. 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