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Technology How to efficient complex motivation

The described technology of motivation is a necessary component of knowledge of a competent manager, regardless of the level occupied in the management of the company and functional affiliation. Especially useful for HR-specialists and managers.
Technology “How to” effective complex motivation of personnel, developed and used in training and consulting practice by the company “Business Consulting Igor Chugunov” correspond to the management activities, i.e. activities of managers at all levels of management aimed at achieving the goals of the enterprise.
This technology refers to labor motivation, the creation of a motivating work environment, which is one of the problems of human resource management. The significance of the technology is determined by the fact that it is the managers of the company who are responsible for the effectiveness, efficiency, and most importantly, the effectiveness of its activities, ensuring the company’s ability to survive in a competitive market and achieve its goals for net profit, positive net cash flow and market value of the company. The term “as it should be” in the name of the technology means that this is exactly what is needed to achieve the above goals. This is verified by the author’s personal management practice and complies with the best modern knowledge in the field of motivation.
In “How to” technology, effective complex motivation under effective complex motivation refers to the process of forming a strong long-term motive in the manager’s mind to achieve the goals set before him, based on ensuring compliance between the manager’s individual motivational profile and the complex of significant opportunities and threats to his external environment.
The logic of effective complex motivation is described using a graphical model consisting of four consecutive  compliance between that exist in the mind of a manager:
(1) the probabilistic relationship “Efforts – Results”;
(2) the probabilistic relationship “Results – Consequences (rewards)”;
(3) the probabilistic relationship “Consequences (rewards) – Satisfaction”;
(4) the probabilistic relationship “Satisfaction – Effort”.
The fact that the model starts with the effort of the manager is important. This means that the technology of effective complex motivation comes from the fact that the manager is naturally intrinsically motivated for hard work and good results, which is ensured by a quality selection before hiring. Motivation is manifested in the efforts of the manager, which consist of his desire and responsibility. An internally motivated manager wants to do the work assigned to him and is committed to doing it well. Whether the natural intrinsic motivation will be supported during the whole period of its work depends on the other components of the model, which are grouped into four consecutive probabilistic relationships: (1) “Efforts – Results”, (2) “Results – Consequences (rewards)”, (3) “Consequences (rewards) – Satisfaction”, (4) “Satisfaction – Efforts”. These crucial relationships can be formulated in the form of questions that the manager ponders, deciding whether to work more actively, change the program for completing the task, or try to improve the quality. The first question is: “If I make great efforts, can I get the expected result?”. The second question: “What will the consequences (rewards) for me result in obtaining the desired result?”. The third question: “Will the expected consequences (rewards) lead to the satisfaction of my needs?”. The fourth question: “Will the satisfaction of my needs cause even greater efforts or will they maintain their high level?”
Depending on the perception of the consequences (rewards), the manager will experience some degree of satisfaction or dissatisfaction. Satisfaction leads to the emergence of a positive feedback loop that enhances the manager’s natural intrinsic motivation, which is manifested in the growth of his efforts. Dissatisfaction, on the contrary, results in a loss of diligence and, as a result, a decrease in results and rewards. If this situation is not corrected, it will inevitably lead to an increase in inactivity and staff turnover.
The relationships in the model of effective complex motivation are probabilistic, which means the possibility of changing the strength of these relationships from very small, corresponding to zero probability, to very large, corresponding to the highest probability, equal to one. The strength of each relationship is probabilistic in nature, since it is determined by the dependence of the strength of each relationship on the system of environmental factors of the manager and his competence (specific personal characteristics, knowledge and skills). Managing a system of factors affecting the probability of interrelationships according to the criterion of increasing the strength of motivation is the key to achieving high motivation of the company’s management.

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