Motivation of the personnel in the scientific organisations

4.2 Motivation of the personnel in the scientific organisations

As already it was told above, the motivation of the personnel of the scientific organisations in a sense does not differ from motivation of representatives of other trades. We will consider this motivation. Base of modern theories of motivation of the personnel in the scientific organisations is the theory of requirements developed by American psychologist A.Maslou (1908? 1970) [19]. A.Maslou has assumed that the person is based on satisfaction of a series of the requirements built in hierarchy or a pyramid from five groups. In an increasing order it: - physiological or base requirements (food, heat, a refuge, safety, sex etc.) ; - Requirements of safety (protection, an order); - social requirements (dialogue, an accessory to group); - requirements for respect (self-esteem and respect of others; the status, prestige, glory); - requirement for self-realisation (creative results, achievements, career) [16]. Маслоу has made the assumption that in the elementary case of requirement are satisfied one for another i.e. as soon as one requirement is satisfied, it acts as motivation for satisfaction of the following. But if at satisfaction of group of requirements, arises what? Or the new base requirement, the person will pay the attention first of all to it. From the point of view? Motivations in work? The employer considering that the person lives only bread uniform, will be nonplused, as its workers will be unfortunate and немотивированны. According to A.Maslou, the person only there lives bread uniform where in general there is no bread. It is necessary to remember three important positions of the theory of Maslou: 1) the Hierarchy of requirements reminds development of the person since the childhood till an old age: the baby requires food and heat, safety and love; in process of growth there is a gradual development of self-esteem and, at last, appears? Itself the motivated? The adult. 2) disappearance of the satisfied requirements and occurrence of others in the form of motivation is not realised process: as soon as you have got a job, you will forget at once all last hardship and will start to think of career, etc. if it does not occur, you will feel unfortunate as though and at all have no work. 3) Maslou notices that five steps are not something independent. There is a certain degree of interaction between them. The theory of Maslou is under construction on the assumption that while necessity for satisfaction of base requirements for hierarchy as is important, as, for example, requirement of a human body for the vitamins, the healthy person will be guided, basically, requirement of self-realisation of the potential. If with the person interfere in satisfaction of requirements of lower level, requirements of higher level cannot arise. A.Maslou's theory has brought the all-important contribution to understanding of that underlies aspirations of people to work. The head should understand that to motivate the person it should give the chance to it to satisfy its major requirements by means of that line of action which promotes achievement of the purposes of the organisation. It is necessary for head to investigate carefully requirements of the subordinates for the purpose of satisfaction in interests of business and group [21, with. 218].

4.3 Problem of a choice of the optimum schedule (mode) of work in the scientific organisations

The structure of workers of the innovative enterprises is not homogeneous. So, along with science officers in these organisations engineers, and also technicians and laboratorians work. Besides, and work of scientists is not homogeneous for the maintenance. It can include original and typical works, and also the works of organizational character connected with the coordination and the control over activity of experts. Certainly, as the work schedule cannot be universal for all categories of workers of scientific division and even for experts of one category. At introduction of new types of operating schedules it is necessary to pay attention not only to a kind of work of experts, but also on economic gains (expenses on heating, illumination, rent of premises, a food of workers, payment of parking places etc.) and technical possibilities (presence of phones, faxes, personal computers etc.) . Besides, new types of operating schedules can be considered and as original not monetary methods of stimulation of productivity. So, for example, according to German researchers, about 20 % of workers a flexible operating schedule consider as a primary factor of positive motivation. As a whole the work schedule is characterised by stability. Usually people work 5 days in a week, 40 hours per week, from 9 o'clock in the morning to 6 o'clock in the evening, have standard lunch time. Along with obvious advantages, such mode has also lacks: traffic jams, turns at lifts are created. Besides, people often have stresses because are late for work, they have conflicts to the chief. As new types of an operating schedule usually name: the flexible hours, the compressed working week (the summarised working day), a partial employment. The flexible operating schedule is understood as the work schedule at which the worker can choose time of arrival-leaving in certain limits which are established by a management. The compressed working week represents the work schedule in which there is an exchange between quantity of the hours fulfilled daily, and quantity of the working days within a week. So, the usual number of hours can be fulfilled not for five days, and for four (for ten hours daily) or for three days (for twelve hours daily). The Partial employment (partial hiring)? It is work with performance of the same duties, but during smaller time. The greatest distribution to the scientific organisations the flexible hours (have got flexible time, flexible working hours). It is under construction in the different ways: and #61485; the Daily choice of time of the beginning and the work termination; and #61485; Variable duration of the working day; and #61485; Allocation of the general (присутственного) time (i.e. Time established by the head when all employees should be on work). Depending on flexibility degree, it is possible to allocate various types of schedules. We will consider them in a direction from least to the most flexible. All of them are used in practice. The flexible cycle demands from workers of a choice of certain time of the beginning and the work termination, and also work under this schedule during the certain period (for example, weeks). The sliding schedule allows to change time of the beginning and the work termination, but thus it is necessary to work a full time? 8 hours. Variable day allows to change duration of the working day (for example to work one day of 10 hours, and another? 6 hours but so that as a result in a weekend it has turned out only 40 hours or for a month of 160 hours). The sliding schedule and variable day are most effective in a branch science. Abroad analogue it are laboratories of industrial firms and a private small-scale business. Very much the flexible hours demand presence of workers during the general time (for example, from 10 o'clock in the morning to 2 o'clock in the afternoon, but only on Monday and Friday). Flexible placing allows to change not only hours, but also a work arrangement? It is possible to work at home, in branches, etc. The flexible hours cannot be used in the event that the work period depends on work of any equipment, for example, for the workers performing skilled and experimental works. The great value, along with a choice of an optimum operating mode for the scientist has time effective utilisation. It is possible to allocate three reasons aggravating congestion: and #61485; Small degree of delegation of responsibility; and #61485; incorrectly selected priorities; and #61485; too big absorption in daily efforts. For optimisation of use of time principles of Pareto and Eisenhower have great value. In 1897 The Italian economist Pareto has invented the formula showing that all blessings are distributed non-uniformly. In most cases the greatest share of incomes or the blessings belongs to a small number of people. M.S.Lorentz (the American economist) has illustrated this theory with the diagramme. The doctor D. M.Dzhuran has applied the diagramme to classification of problems of quality on not numerous essentially important and numerous insignificant and named this method the analysis of Pareto. Application of a principle of Pareto is expedient and at working hours planning. In this case means that concentration of attention on the vital activity most of all influences achievement of desirable results. The rule 20/80 from here follows: concentration of 20 % of time on the most important problems can lead to reception of 80 % of results. The others of 80 % of time provide only remained 20 % of results. Eisenhower's principle is important for definition of the importance of problems. Eisenhower subdivided problems on their importance and promptness into problems And, In and С "A-problems": very important and urgent? To carry out immediately. "In? Problems": important, not urgent? To define, in their what terms it is necessary to carry out." S-problems ": less important, but urgent? To delegate. Affairs which are not neither important, nor urgent should not distract attention of the head. In connection with the aforesaid, the great value gets definition of optimum parities between workers of various qualification. Optimum it is possible to consider such parity at which science officers do not carry out functions unusual for them. There are recommendations according to which optimum parity between technicians and engineers should make 0,3 / 1 at performance of researches and 1,7 / 1 at performance of developmental works. On the average this parity should make 1 / 2. Questions of formation of target groups in scientific personnel In a general view understand as group of two and more persons who co-operate with each other in such a manner that each person influences others and simultaneously is under the influence of other persons. It is noticed that association of workers in groups allows to solve a number of problems: As much as possible to use creative potential; to involve workers in managerial process. Target groups (time creative collectives), created of engineers and science officers have the features in comparison with quality mugs as before groups more difficult purposes are put. Practice of formation of target groups of the scientists working in various research divisions of firm is extended. Creation of such groups for working out of any one important problem gives the chance to be beyond existing departments and laboratories that is the important factor of increase of an efficiency of scientific research. Target groups of experts (time creative collectives) differ from circles of quality that operate on the basis of in advance formulated problem and always carry a temporality. They can be created for different terms: from 2-3 and more years. It defines also selection of participants of groups. Groups are created as for study of separate organizational or technical questions, and for the decision of difficult cardinal problems. The overall performance of groups is influenced by following factors: the size, structure, group norms, unity, a conflictness, the status and a functional role of its members. Before formation of target group (time creative collective) it is necessary to carry out the morphological analysis which leads to splitting of the general problem into a number of subtasks and reveals possible alternatives of their decision. Each subtask breaks into stages. To generate collective of executors, it is necessary to have the list of all subtasks which should be solved in the course of work performance; characteristics of each subtask with definition of requirements to their potential executors. Besides it is necessary to have a databank on all possible executors of work. At division of a task in view into subtasks each executor should know the concept of designing of all object. The new tendency is allocation of personnel services for needs of the time organizational structures which are engaged in process of innovations. Such personnel services also carry a temporality and move on divisions according to stages of realisation of the project. The actual organizer of work on attraction and personnel development is the head of the innovative enterprise who embodies the idea and is financially interested in innovation introduction. The head of division defines quantity of executors of each subtask, recognising that one executor performs from two to three stages of work. Selection of executors is carried out proceeding from complexity of performed work. Thus the potential of executors should be a little above, than demanded. At a stage of working out and realisation of the ideas which have been put forward by target groups, sometimes there are the so-called design groups, different in the big scales of carried out works and большей number of executors. In any target group select the most prepared experts. But even at the most careful selection almost always there is a distinction between them on readiness degree to performance of a problem assigned to them. In this connection training of less skilled executors at more qualified should be provided. Short-term employment on which each expert has an opportunity better will sometimes be organised to imagine sense of a collective problem and the basic approaches to its decision. Still большее value gets preliminary training at creation of the design groups which work has more long-term and complex character. In these cases for experts special seminars can be held. The seminar program should cover acquaintance of its participants with features of the organisation of works in design group, with specificity of planning, with establishment principles приоритетности in performance of works, methods of search of optimum decisions on the basis of the analysis of real situations. The attention is given also to working off of practical skills of teamwork in group. At a seminar there is an acquaintance of experts to the future project head which should spend some employment. It allows it to come into contact and to prepare participants of design group for forthcoming activity. Upon termination of a seminar to its participants the special certificate on the right to work over the project can stand out. In the USA creation of interfirm target and design groups is observed also. Usually in their structure experts from the external research organisations are involved. As a result of such cooperation from firm innovative structures in which are occupied both members of groups, and scientific shots can separate. In this case it is possible to define the innovative enterprise as target group which is created for industrial development and adjustment of sale of production based on the new technical concept.

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