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Seller Code of Ethics IBM has three corporate principles that govern company policy: respect for the individual; providing customers with a service that no other company in the world is capable of; and calculation on the performance skills of employees.

Reputation: value, credibility, moral character A positive public attitude is the most valuable asset an organization can have. Having a well-informed public that is positive about the organization is essential

NO BLUE GUNPOWDER

The expressive effectiveness of the expression ensures its continued existence - and long after related words and even the form of the same word have already been lost in living speech or have undergone drastic semantic changes. Many idiomatic expressions have developed and survived due to their vivid expressiveness.

Here is an example. In modern Russian, the colloquial expression is occasionally used not a blue of gunpowder(no, will not remain) in the meaning of the negative amount of "nothing". "Well, I'll die, and - no blue powder there won’t be any left after me!” Tiunov spoke convincingly.” Nor blue-gunpowder - for us, an indecomposable idiom. Its complexity is palpable, but its lexical composition is not amenable to direct comprehension and explanation; in it even syntactic link elements is broken. Obviously, no blue powder goes back to the archaic phrase no blue powder(cf. in broad daylight, young and old etc.). phrase blue powder we don't use it. However, even in the "Tale of Igor's Campaign" we find: "blue wine", "blue haze"; cf. in the "Word of the Transdon": "birds of heaven, grazing that one, fly under the blue shells." Acad. I. I. Sreznevsky points out that in the Old Russian language blue also meant "dark, dark from blue" (cf. xinq - Ethiopian, black creature) (Sreznevsky, 3, p. 358). It should be remembered that in Serbian sûњ means "blue and greyish"; si? њav - "gray"). Etymologically related to blue seems to be located and gray(cf. Preobrazhensky, 2, p. 287). Powder in this regard indicates dust, a speck of dust.

Word powder in the meaning of "dust, ashes" was still alive in the Russian literary language of the late XVIII - early XIX in. (see the words of AR 1822.5, pp. 8-9; words - powder, powder, powder).

In the dictionary of 1847 in the word powder, in addition to the modern meaning, was also noted as the main “small particle of the earth; dust, ashes (...)”. " Gunpowder in the eye hit” (1867–1968, 3, p. 792).

Blue powder in the eye as an image, it receives the meaning “the smallest, smallest amount”, with a negation - “not at all” (like one powder in the eye). For example, in the “Painter” of 1772 (l. 23) in the message “To my son Falaley”: “The girl is not poor, she knows how to read and write, and most of all, a great housekeeper: she nor blue powder will not be wasted, such and such, son, I found you a bride ”(Russian satirical journal of the 18th century, p. 196). Compared like blue powder in the eye or simply gunpowder in the eye expressed singularity, the extreme limit of uniqueness. For example, in “The Painter” (l. 24): “Please, my light, me; you're the only one with me, like blue powder in the eye how can I not love you (ibid., p. 198). Wed D. Fonvizin in “The Undergrowth”: “Would it really be necessary to meet my own father, on whom all hope, who we have one, like gunpowder in the eye"(Prostakov Starodum).

In V. I. Dal’s “The Adventures of Violdamur and his Arshet”: “... in the opposition party, he stands, one like a finger - one like a poppy color - one like blue gunpowder in the eye - alone, like the sun in the sky - alone, like a goblin in a swamp - stands a new friend of Violdamur, acquired in Muddle, Mr. Mokrievich-Khlamko-Nagolny ... ”(Dal, 1898, 10, p. 135). A. I. Levitov in the story “Sweet Life”: “... the captain is nothing - powders it was impossible to notice the smallest in his eyes...” (1911, 1, p. 98). Saltykov in "Provincial Essays": "... in two hours they have, one might say, no blue powder will not remain ... ”(in the speech of mother Mavra Kuzmovna). In Leskov's essays "Laughter and Grief": "... I see that my room is being carefully cleaned and washed and that not a single thing of mine is left in it, positively, as they say, no blue powder". In P. P. Gnedich in the “Tree of Life”: “I thought I would give you a sheepskin coat for the holiday for kindred feelings, but now I won’t let you no blue powder". In the memoirs of B. N. Chicherin (vol. 2, “Moscow of the forties”, p. 82): “And your mind no blue powder. And the darling in you is mean!” (Alyabyev's poems about D.P. Golokhvastov). Wed Pisemsky in the story "Leshy": "I ... interrupted everything before gunpowder blue, but what he was looking for, he did not find ”(in the speech of the police officer).

The article has not been published before. The archive preserved the manuscript (5 sheets of different formats yellowed from time to time) and typescript without author's corrections.

Published according to the manuscript with the necessary corrections and clarifications. - E.X.

“The problem of motivation has been confusing for several generations of leaders. One reason for this problem is that motivation is not directly observable.”
G.P. Lathem, E.A. Lok

Let's start with terms. Motivation is a psychological phenomenon that determines human activity. The motive is based on the need directed to a certain subject. Stimulation is the use of external factors to obtain a given human response. In the process of leadership intrinsic motivation employee and his external stimulation should be in consistent interaction. And here a serious difficulty arises, indicated in the epigraph.

In order for a manager to be able to correlate the applied incentives with the motives of employees, he needs a practical way to determine the motives of the staff. The model described below suggests such a method. The model combines the whole variety of motives of activity into two principal groups:

• a group of motives for creative transformation (here we will call them "creative motives");
• a group of motives for maintaining the status quo (“conservative motives”).

Further - more about the features of the labor behavior of employees with the prevailing motives of one or another group and, then, about practical application this model, primarily for the organization of systemic material incentives.

conservative motive

For people with a pronounced conservative motive, work is part of the necessary order of life. Such people get a job because it is “supposed”. The payment of wages and the provision of normal working conditions, according to this employee, is an unconditional obligation of the employer. For his part, such a person intends (having received "normal" conditions) to work also "normally", conscientiously. If the working conditions, including a guaranteed salary, satisfy the employee, then he will cherish such work and strive to keep it.

Conservative motivation leads to the emergence of "guard" behavior aimed at minimizing risks. Protective behavior is manifested in reliance on rules and in resistance to risky changes. Simply put, in order to maintain stability, the employee tends to follow the rules and not do anything that increases the risks. Accordingly, such an employee well perceives incentives aimed at maintaining order. The presence of rules and restrictions and an understanding of the penalties for violations are already, as a rule, sufficient incentives for him. But even to punishments, especially if they are justified and streamlined, the conservative employee is sympathetic.

Conversely, incentives designed to reward achievement do not work well for such employees. Evaluation of work can be perceived as a manifestation of distrust, and the promise of bonuses for special achievements - as unfair discontent his conscientious work. A variable salary, even if it is clearly tied to performance indicators (KPI), is a strong stressful factor for such an employee (and therefore reduces labor productivity).

And since the criteria for evaluating his own work are usually blurred (he serves “faithfully and truthfully”, the company pays “decently”), a slightly underestimated or somewhat overestimated salary does not affect the intensity and quality of his work. If the needs for wages and under normal working conditions are not met significantly and constantly, the employee has dissatisfaction with the work. He may complain about discomfort or low pay, but he will not do anything special to earn more. A demotivated conservative for a long time does not decide to look for another job, but begins to “permit” himself all forms of laziness for which penalties are not provided. It is this situation that the old Soviet aphorism describes: “They think we are paid, so let them think that we are working for them.”

And what happens if the needs of the conservative are greatly "oversatisfied"? To accomplish something that goes beyond the norm, the inflated guaranteed salary, however, like other unjustified preferences, does not stimulate in any way. But “oversatisfied” needs certainly increase the “security” behavior, and the more undeserved benefits such an employee receives, the more careful he will be in his decisions and actions.

creative motive

The format of the article will not allow delving into the nature of creative and conservative motivation. Therefore, we simply postulate that the antipode of security behavior is creative behavior.

If the conservative type is motivated to resist changes in the content, organization and working conditions, then the creative type is aimed at continuous change, the transformation of reality. Here is the formulation of Nikolai Berdyaev: “The creative act is always liberation and overcoming. It has an experience of power." Work for such an employee is a way of self-realization and achievement of recognition. Naturally, for such an employee, the main thing in the work is its content and freedom of activity. Standards, norms, routine are the main demotivators for this type of worker.

Here it must be emphasized that creative behavior is not an exclusive feature of the so-called "free" professions. Any innovative, project activity, marketing, commerce and, of course, management - all this involves the author's transformation of reality (we will return to the connection between motivation and professions below). What else can characterize an employee with creative motivation? Such features are easy to formulate by "reversing" the characteristics of the conservative presented in the previous part. So, the creative type strives more for development than for stability; sees new opportunities rather than threats; prefers desire to duties, experimentation to standards, and initiative to discipline.

The main driver for this type of worker is the expectation of the joy of experiencing success. According to the exact wording of William Schutz, "joy is a feeling that arises in a person as a result of realizing the realization of one's possibilities." Therefore, the most important part of the motivational program should be when setting goals - the criteria for success, and when summing up - its recognition.

And what is the significance of material incentives in the case of an employee with creative motivation? Obviously - absolutely symbolic, in the truest sense of the word. Getting even a high salary is not exactly the same as being successful. The award for this type of people is not so much a material good, but a sign and measure of success. Just as the success of an athlete is determined by the number of medals won, the success of an employee can be determined by him through the size of his bonuses. But only if the bonus is in harmony with the actual and recognized merit.

No motive

It remains to deal with the situation when the employee has neither a conservative nor a creative motive. Such an employee could be called unmotivated (or demotivated if he lost his former motivation). But he is unmotivated only in the sense that he sees no interest either in working conditions or in labor victories. Only there is no activity without a motive. Therefore, such an employee needs an additional motive. This is where money comes in.

Without going into details, we note that the motive for the labor activity of such an employee is outside this activity. As a rule, he needs a job to provide a material basis for his existence outside of work. He, as they say, "makes a living." Either such work has an ultimate goal for him - to save up for the purchase of something. Since the employee is motivated solely by money, his salary should be as closely related as possible to the performance of his work. In other words, this situation is the basis of piecework payment.

Here it must be emphasized that such a situation is by no means bad or even special: not every profession and position implies the possibility and necessity of motivating an employee by the content or working conditions. Rather, on the contrary - which explains the prevalence of the transaction in remuneration.

Motivation options

Here we are considering a model, i.e. deliberately simplified representation of a real phenomenon. But to reduce the motivation of all people to just three types is too rough an approximation to reality. As a rule, people are driven not by one type of motive, but by a combination of them. And we can only talk about the type of motivation that prevails in a person. And to display such combined motifs, we can use a coordinate grid:

In the figure you see a matrix, on the axes of which three degrees of expression of each motive are plotted. Cells Nos. 3 and 7 show the groups described above with the maximum degree of conservative and creative motivation, respectively. The 1st number is the same “unmotivated”, or rather, type motivated solely by money. In the remaining cells, there are combinations of these motives in different "proportions".

Shades of green background on the diagonal display the importance of money as an incentive to work. We emphasize once again: a white background does not mean that such an employee does not need money. It means that the promise of bonuses or the threat of bonus deductions do not affect the labor behavior of such an employee.

Finally, we note that motivation is the result of the impact on a person of a variety of both fundamental and situational factors, which, in fact, creates the opportunity for the manager to influence the labor behavior of employees with the help of incentives.

How to work with the model

First and obvious: it is useful for a manager to focus on the type of motivation of his subordinates in a personal approach. You can use the features described above to determine the type of motivation of each of your employees (one of the nine "subtypes") and then apply incentives that best match their "profiles".

But in addition to an individual approach, the company also needs systemic solutions implemented in corporate rules for rewards and penalties, in the remuneration system. For acceptance system solutions it is necessary to find out what types of motivation form the majority at the enterprise (this will be the rule), and which ones form the minority (exceptions) - both in general and in the context of professional groups or divisions.

What determines the actual distribution of the personnel of the enterprise by type of motivation? In a well-established enterprise, people who work are not random in the sense of motivation. Most people choose a profession and work based on their inclinations. Therefore, accountants are usually pedantic, attentive and well-perceiving people. In commerce, proactive, sociable and flexible people succeed. And those who want to bring something new to the world, depending on their skills, become artists or startups. Thus, industry-specific professional features and the organizational structure of the enterprise create a kind of filter that selects workers with certain motives in the labor market for each division.

After that, a secondary selection takes place within the enterprise associated with organizational culture, which, in turn, depends on the values ​​professed by management and on the stage of the company's life cycle. In young start-up companies, the focus should be shifted to the creative “corner”, in companies at the stage of rapid growth, along with a strong creative component, there should be a lot of money-oriented personnel, in old stagnating companies conservative motivation prevails.

Therefore, at a particular enterprise, an incentive system can be developed that focuses on the specifics of the enterprise and its divisions, and not on the individual characteristics of employees. And, of course, such a system of incentives, in turn, forms one of the most important "filters" that attracts and retains personnel in the company that matches its motivational profile, and displaces "inappropriate" personnel.

The matrices above show a generalized approximate picture. The first thing you can do in such a matrix is ​​to depict the actual and target profiles of the company. They will be the same if you are satisfied with the nature of the organizational culture, or they will be different if you have the intention to change something in this regard.

Profiles can be defined in a group of expert managers. The fact that you do not have an accurate tool for measuring motives is not scary: experienced leaders are able to intuitively generalize their knowledge, observations and feelings, and group discussion minimizes subjective errors.

Then you can check the current incentive system against the profile to see if it is adequate. Say, if you have a profile like the one in the central matrix in the figure above (“STARTUP”), and in fact 30% of employees receive a fixed salary and 70% work on a direct deal, there is an obvious contradiction between the desired motivation profile and incentive tools.

From the company profile, you can go to departmental profiles. Of course, in each division, employees with different types motivation. But the personnel who set the tone in the organizational culture (first of all, the leader) must correspond to the target profile of their unit.

The matrix can be built using the MS Excel "bubble chart" tool, which takes into account the number of staff groups (the size of the "bubbles" corresponds to the number). The example below shows such a diagram, which also includes the goals of changes in the nature of the motivation of three groups of employees (red "bubbles"):

So, by comparing target motivation profiles with actual observed behaviors and incentives actually applied, you can identify problems in staffing and necessary changes in rewards and penalties systems.

Finally, the same matrix will help you choose the best forms of remuneration. The matrix below shows proportions illustrating the incentive logic. "C" means "deal", "F" - "fixed payment", "B" - "bonuses". Bonuses here mean large bonuses paid for successfully completed projects or special achievements, and the “deal” is, of course, tying salary to measurable results of work. The entry “F 50% C 50%” means that half of the planned salary of such an employee should be fixed (depend on the conscientious performance official duties during working hours), and the second half - piecework, depending on the measured performance indicators. Of course, the proportions shown are arbitrary and demonstrate the general logic of the model.

So, now you can determine the actual and target motivational profiles of the company, departments and individual positions, and assign an incentive system that matches the target profiles.

Here we did not understand what exactly bonuses should be paid for, what to tie piecework payments and material sanctions to. But that, as they say, is a completely different story.

Russian

English

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Based on your request, these examples may contain coarse language.

Based on your request, these examples may contain colloquial vocabulary.

Translation of "amenable to direct" in Chinese

One of these aspects amenable to direct user perception; others can only be assessed by NSI.

Are directly observable by users; others only the NSI can assess.">

However, these data were based on different definitions, classifications and time intervals, and therefore not amenable to direct comparison.

directly comparable.">

Marine fish populations amenable to direct visual definition, and therefore estimates of abundance are based on conceptual models, the acceptability of which is often questioned and changes over time.

Suggest an example

Other results

In most cases, these goals amenable to direct quantitative assessment, except in difficult areas such as child protection, academic achievement and quality education.

In most cases, those goals are directly measurable, with the exception of challenging areas in child protection, learning achievement and education quality.

Are directly measurable, with the exception of challenging areas in child protection, learning achievement and education quality.">

In addition, Statistics Canada will not administer training in areas that are not amenable to direct quantitative assessment (and the number of exceptions to this rule is constantly decreasing), even in cases where these areas directly related to the issues under consideration by the Office.

Nor will Statistics Canada administer training in those areas that do not lend directly to quantification (with a decreasing number of exceptions) even when they are directly linked to the subject at hand.

Lend themselves directly to quantification (with a decreasing number of exceptions) even when they are directly linked to the subject at hand.">

The physical consequences of global warming are not amenable to direct as human rights violations, not least because the harms associated with climate change often cannot be clearly traced to the actions or omissions of specific States.

The physical impacts of global warming cannot easily be classified as human rights violations, not least because climate change-related harm often cannot be clearly attributed to acts or omissions of specific States.

Easily be classified as human rights violations, not least because climate change-related harm often cannot be clearly attributed to acts or omissions of specific States.">

As Dr. Jagan noted, “The key factors that give rise to our problems and which therefore can be used to solve them are, for the most part, not lend themselves our direct control.

outside our immediate control.">

The Committee notes that most budget performance indicators lend themselves measurement and have immediate relation to expected accomplishments; in case of a significant discrepancy between the actual results and the planned ones, an explanation of the reason for such a discrepancy is given.

The Committee observes that most performance indicators are measurable and relevant to the expected accomplishments; an explanation is provided of significant variations in performance indicators, compared with the planned output.

Are measurable and relevant to the expected accomplishments; an explanation is provided of significant variations in performance indicators, compared with the planned output.">

Most organizations are good at calculating and calibrating outcomes, because outcomes tend to be lend themselves quantification and directly dependent on activities overseen by program managers.

Most organizations are good at defining and measuring results at the output level as outputs are generally measurable and directly influenced by the activities controlled by program managers.

Measurable and directly influenced by the activities controlled by program managers.">

One of them directly related to the state of the forests themselves, they are easily lend themselves definition and are called "direct causes".

Directly on the forest itself and are often easily recognizable in the field: these are referred to as "direct causes".">

It was also noted that the problems caused by the imposition of sanctions, in many cases directly explained by the specifics of the general economic situation of the affected states and not lend themselves partial solution.

It was also noted that problems stemming from the imposition of sanctions were in many cases part and parcel of the overall economic situation of the affected States and did not lend themselves to a piecemeal solution.

Parcel of the overall economic situation of the affected States and did not lend themselves to a piecemeal solution.">

The Board may wish to invite the secretariat to review selected projects and programs immediate the results of which lend themselves quantitative analysis in order to evaluate their benefits.

Immediate causes of maternal, infant and child mortality are largely lend themselves prevention and treatment through proven, cost-effective and currently available practices.

Direct causes of maternal, newborn, and child deaths are largely preventable and treatable using proven, cost-effective, and currently available interventions.">

However, the unexplained gap (18.1%) should not be directly regarded as discrimination because, on the one hand, some of the remaining pay gap may also be determined by characteristics that are not lend themselves accounting.

Nevertheless, the unexplained gap (18.1 per cent) should not be directly interpreted as discrimination, because on the one hand, some of the remaining wage difference might also be due to characteristics that could not been taken into account.

Directly interpreted as discrimination, because on the one hand, some of the remaining wage difference might also be due to characteristics that could not been taken into account.">

This is of particular importance in situations that are difficult to lend themselves settlement on the basis of the rule of law, when decisions of the Council directly affect the rights and obligations of specific individuals who are not entitled to individual remedies.

Directly affect the rights and obligations of individuals who are not entitled to individual legal remedies - a situation which can be difficult to reconcile with the rule of law.">