Management of internal motivation of employees. Motivation for safe work of railway employees

  • What methods of involving workers in the labor protection process can be used in the enterprise?
  • In what cases is it possible to reduce bonuses to employees?
  • How to use moral and psychological methods of employee engagement?

To provide preventive measures to reduce industrial injuries, occupational diseases, accidents, incidents, fires, it is important to motivate employees to:

  • creating and maintaining safe and healthy working conditions at every workplace;
  • keeping in proper condition tools and devices, equipment, buildings, structures and objects,
  • meeting the requirements for the safe performance of work;

To foster a conscious responsibility among employees for compliance with all applicable production activities labor protection requirements and industrial safety, Gazprom Dobycha Nadym LLC (Further - company) developed the "Regulations on the system of motivating employees of Gazprom Dobycha Nadym" to address issues of industrial safety

Methods for involving workers in the process of creating a healthy and safe working environment

Methods for involving workers can be divided into administrative, economic, sociological, organizational and moral-psychological.

Administrative methods

Administrative methods are based on power, discipline and punishment and are known throughout history as the "stick method."

Administrative methods are a way of doing management influences on personnel and are based on authority, discipline and discipline. There are five main methods of administrative influence: organizational, administrative, financial liability and penalties, disciplinary liability and penalties, administrative liability.

Organizational impacts are based on the preparation and approval of internal regulations governing the activities of the personnel of a particular organization. These include the Charter of an enterprise or organization, a collective agreement between the administration and the labor collective, Internal Labor Regulations, organizational structure management, staffing of the organization, regulations on structural divisions, job descriptions of employees, tariff and qualification instructions for workers and employees and organization of workplaces. These documents (except for the Charter) can be drawn up in the form of the organization's Regulations and must be put into effect by order of the head of the organization. Moreover, they are mandatory for all employees, and failure to comply with them entails the application of disciplinary sanctions.

Regulatory influences are aimed at achieving the set management goals, compliance with internal regulatory documents or maintaining the organization's management system in the specified parameters through direct administrative regulation. Known methods of administrative influence include orders, instructions, instructions, instructions, target planning, labor rationing, coordination of work and control of execution.

The material liability of employees is expressed in their obligation to compensate for damage caused by a culpable act or omission of the enterprise in which they work.

IMPORTANT!
Material liability rests with employees for damage caused to the enterprise with which they are part of labor relations, as well as for damage incurred in connection with compensation for damage caused by his employees to third parties, if this damage is compensated by the company.

In this case, on the basis of the filed claim, the employee may be charged with recourse to compensate this damage to the enterprise within the limits stipulated by civil law. Labor legislation provides for material liability not only of employees to the enterprise, but also of the enterprise to employees.

Disciplinary liability and penalties are applied in case of violation of labor laws, when there is a disciplinary offense, which is understood as unlawful culpable failure to perform or improper performance of labor duties by an employee. Failure by an employee to fulfill his labor duties exists when his personal guilt is proven and he acted deliberately and recklessly. If the employee has violated his labor duties due to reasons beyond his control (lack of normal working conditions, insufficient qualifications to perform the assigned work, etc.), then he cannot be brought to disciplinary responsibility.

Administrative liability and penalties are applied in cases of committing administrative offenses regulated by the Code of Administrative Offenses. Administrative penalties are imposed by state or municipal government on the officials enterprises that committed offenses. The fact of bringing to administrative responsibility does not entail convictions and dismissal from work.

Positive and negative impacts of management practices

Positive method of influence

Negative method of influence

1. Growth in the level of regulation of management (organizational impact):
1.1. The presence of a well-developed charter of the organization with free access to it for employees.
1.2. Development of partnerships between the administration and trade unions through a collective agreement.
1.3. Development of clear internal labor regulations and work with personnel in accordance with the Civil and Labor Code of the Russian Federation.
1.4. Availability of clear organizational and staffing structures and their annual adjustment in connection with changes in production conditions.
1.5. Development of clear regulations on divisions that regulate administrative and functional relations within the organization.
1.6. The presence of clear job descriptions with a definition functional responsibilities employee and labor rationing.
1.7. Development of the contractual system of organization and remuneration of labor and an increase in the proportion of employees with contracts.

1. Ineffective organizational impact on personnel:
1.1. Model charter of the organization, kept with seven seals.
1.2. Acceptance of formal collective agreements (or lack of them in the organization) and confrontation with trade unions.
1.3. Use of standard or outdated Internal Labor Regulations, work with personnel in violation of the Labor Code of the Russian Federation and the Civil Code.
1.4. The absence or use of an outdated organizational structure, the presence of "snowdrops" in the staffing table.
1.5. Absence or use of outdated provisions on subdivisions that do not meet production conditions.
1.6. Lack of job descriptions, orientation towards oral instructions from management, use of outdated instructions.
1.7. Absence or liquidation of the contractual system of organization and remuneration.

2. Effective species administrative influences:
2.1. Clear orders indicating the status of the issue, activities, resources, deadlines and who are responsible.
2.2. Clear orders from the management indicating operational instructions.
2.3. Clear oral instructions from management at all levels of government.
2.4. Application of the document execution control system in the organization.

2. Ineffective types of regulatory actions:
2.1. Vague or contradictory orders with a statement of the state of the issue and without clear measures.
2.2. Vague or conflicting management orders.
2.3. Unclear and conflicting verbal guidance from management.
2.4. Lack of a document execution control system in the organization or its low efficiency.

3. Balance between administrative methods of punishment and reward:
3.1. Reducing staff turnover, analyzing the reasons for dismissal and developing measures to eliminate them.
3.2. Dismissal of employees on the initiative of the administration only in the event of a gross violation of internal regulations.
3.3. Exceptional and rare use of methods of punishing employees (severe reprimand and reprimand).
3.4. Effective application of methods of administrative incentives for employees for the results achieved (promotion, increase in remuneration, referral to internships).
3.5. Using the Japanese rule: omissions are recorded, achievements are encouraged.

3. Imbalance between administrative methods of punishment and reward:
3.1. Growth in staff turnover, lack of analysis of the reasons for dismissal.
3.2. Indifference to the dismissal of employees, reprisals against unwanted ones, etc.
3.3. Frequent and not always justified use of methods of punishment of employees to ostracize others.
3.4. Lack of communication of administrative incentives with the results achieved by the employee (reprimand and then promotion).
3.5. Lack of clear rules for punishment and reward.

Economic methods

Economic methods are based on the correct use of the economic laws of production and are known by their methods of influence as the "carrot method". Economic methods are a way to implement control actions on personnel based on the use of economic laws and categories.

Economic methods act as different ways influence of managers on personnel to achieve the set goals. With the positive use of such methods, the end result is manifested in good product quality and high profits. And if economic laws are applied incorrectly, ignored or disregarded, one can expect low or negative results (losses, overstocking, non-payments, strikes, bankruptcy).

Positive and negative impact of economic management practices

Positive impact

Negative impact

1. Planned farm management:
1.1. The enterprise is a free commodity producer and operates on the market on the basis of the developed marketing strategy according to the long-term plan.
1.2. A plan is being developed economic development based on the set long-term goals, a matrix calculation of the production and consumption of resources is carried out on the basis of economic standards.
1.3. The portfolio of orders is formed in advance, serves as the basis for the development of an economic development plan, the portfolio of orders is optimized in terms of time and cost.
1.4. The performance criteria of the enterprise are clearly defined and ranked in order of importance (the most important is profit); optimization of plans is carried out on the basis of selected performance criteria.
1.5. The end results of production are clearly defined (revenue, sales, productivity, quality, cost, etc.). They are the basis for planning, accounting and analysis, motivation and stimulation of labor, they are stable in time and in terms of management levels, ordinary employees know about them.

1. Unplanned housekeeping:
1.1. The company is not a free commodity producer, does not have its own marketing strategy, and there is no long-term plan.
1.2. An economic development plan is not being developed, there is no correlation between production volumes and required resources, and there are no economic standards.
1.3. The order book is formed spontaneously, does not serve as a basis for economic planning, and the plan is not optimized according to economic criteria.
1.4. Enterprise performance criteria are not clearly defined. Profit is not the main criterion. Optimization and evaluation of work efficiency according to the criteria are not carried out.
1.5. The end results of production are not well defined or vague. They are not the basis for planning, accounting and analysis, motivation and stimulation of labor, they often change over time and by levels of management, are not communicated to ordinary employees.

2. Development of cost accounting:
2.1. Decentralized planning.
2.2. The normative method of mutual settlements of subdivisions.
2.3. Shared participation of divisions in profits.
2.4. Opening of personal accounts of divisions.
2.5. Approval of the regulation on on-farm self-financing.

2. Liquidation of cost accounting:
2.1. Centralized planning.
2.2. Factory-wide production cost accounting system.
2.3. Lack of participation of divisions in profits.
2.4. Liquidation of subdivision personal accounts.
2.5. Cancellation of the provision on on-farm self-financing.

3. Wage growth:
3.1. Indexation of wages taking into account inflation and increased production.
3.2. Development of forms of additional wages, taking into account working conditions and qualifications.
3.3. Distribution of remuneration for the final result by KTU (KTV) directly in the divisions.
3.4. The presence of a clear regulation on the remuneration of personnel.

3. "Freezing" of wages:
3.1. Fixed wage at the lowest level in the industry.
3.2. Payment of additional wages at a minimum within the limits of the Labor Code of the Russian Federation.
3.3. Centralized distribution of remuneration by the management of the enterprise.
3.4. Lack of clear regulations on staff remuneration.

4. Development of the system of bonuses out of profit:
4.1. Bonus payments to personnel from profits as a percentage of the official salary (tariff rate) or according to KTU.
4.2. Distribution of bonuses from profits according to the final results of the activities of the divisions and within the team itself.
4.3. Development of payments of material assistance from profit, taking into account the personality of the employee and various situations.
4.4. The presence of a clear provision on bonuses.

4. Elimination of the bonus system from profits:
4.1. Occasional bonuses to personnel from the wages fund without reference to profit.
4.2. Centralized distribution of bonuses in proportion to official salaries (tariff rates) by the management of the enterprise.
4.3. Termination of payment of material assistance or its provision only in extraordinary circumstances.
4.4. Absence (cancellation) of the provision on bonuses.

5. Encouraging the growth of material needs:
5.1. Providing employees with interest-free loans for the purchase of durable goods.
5.2. Providing employees with free or partially paid housing (hostel).
5.3. Providing employees with free or minimally paid social infrastructure (children's institutions, a health center, a dispensary, parking lots, etc.).

5. Ignoring the growth of material needs:
5.1. No loans or their provision at bank interest.
5.2. Lack of provision of housing or sale of it at market prices.
5.3. Elimination or absence of free social infrastructure for employees of the enterprise.

6. Development of social and medical security:
6.1. Creation of a non-state pension fund or additional payment of pension at the expense of the enterprise.
6.2. Insurance of employees at the expense of the company.
6.3. Providing employees with free or partially paid branded clothing and footwear, food, transport.

6. Ignoring social and health care:
6.1. Using only state pension funds.
6.2. Liquidation or lack of insurance for employees at the expense of the company.
6.3. Elimination or lack of provision of branded clothing, food, transport.

IMPORTANT!
Remuneration is the main motive labor activity and a monetary measure of the cost of labor. It provides a link between the results of work and its process and reflects the number and complexity of work of workers of various qualifications.

Economic methods are developed in accordance with the policy for the management of remuneration of employees of PJSC Gazprom organizations (hereinafter - the Policy for the management of remuneration of labor).

In accordance with clause 2.5.1 of the Wage Management Policy, organizations included in the budgeting system of PJSC Gazprom develop regulations on wages of employees not exceeding uniform corporate standards, taking into account financial and economic opportunities.

The remuneration management policy provides for the use of various tools to increase employee interest in compliance with safety requirements.

Employees of the company are encouraged by bonuses based on the results of work for a month, taking into account participation and personal contribution to strengthening labor discipline and improving the state of labor protection and industrial safety.

So, for active work to improve the state of industrial safety at the end of each month, provided that performance indicators, trouble-free work, absence of violations of technological and labor discipline, an increase in the amount of payments is carried out, including for:

  • work without industrial accidents, accidents and fires;
  • active work on the prevention of industrial injuries and occupational diseases;
  • active participation in measures to improve labor protection conditions and sanitary and recreational activities;
  • active participation in competitions and competitions on labor protection;
  • introduction of rationalization proposals aimed at improving working conditions;
  • active work on conducting a special assessment of working conditions;
  • active work to prevent violations of labor and production discipline.

Bonuses to employees, managers, specialists and employees of the administration and structural divisions under the administration, as well as the administrative and managerial personnel of the company's branches can be made monthly, provided that gas production is ensured in the volume of the planned task by the Company and when the established performance indicators of each branch are achieved (separately for each indicator) subject to the fulfillment of the conditions of bonuses.

IMPORTANT!
If the employee has omissions, including for violation of the rules and instructions on labor protection, industrial and fire safety, industrial sanitation, it is possible to reduce the size of:
- remuneration based on the results of work for the year;
- monthly bonuses for the results of production and economic activities.

The reduction in the amount of these payments is carried out in accordance with the lists of production omissions.

For the commission of a disciplinary offense, the employer may deprive the employee of the production bonus in whole or in part, as well as reduce or deprive the remuneration based on the results of the company's annual work in accordance with the Regulations on bonuses to employees for the main results of production and economic activities and the Regulation on the payment of remuneration based on the results of the work of LLC " Gazprom Dobycha Nadym ".

In accordance with clause 5.2 of Appendix 3 to the Payroll Management Policy, the size of one-time bonuses may be reduced to employees who have not disciplinary action on the date of publication of the organizational and administrative document on the payment of the premium.

Sociological methods

Sociological methods are based on the methods of motivating social impact on people through the “opinion of the collective”.

I N F O R M A C I Z

Sociological methods play an important role in personnel management, they allow:

  • establish the purpose and place of employees in the team;
  • identify leaders and provide their support;
  • to link the motivation of people with the final results of production;
  • to provide effective communication and the resolution of conflicts in the team;
  • provide the necessary data for the selection, assessment, placement and training of personnel;
  • allow you to make informed personnel decisions.

Social planning ensures the setting of social goals and criteria, the development of social standards (wages, the need for housing, working conditions, etc.) and target indicators, the achievement of final social results. For example, a decrease in the incidence rate, an increase in the level of education and qualifications of workers, a decrease in industrial injuries.

To introduce a social life support system, a medical and sanitary unit was organized at Gazprom Dobycha Nadym LLC, which performs the tasks of protecting the health of workers, providing medical and sanitary support. industrial production, prevention of diseases and rehabilitation of health conditions, ensuring the interaction of the company's divisions in solving issues of labor protection and health of personnel working in extreme climatic conditions of high northern latitudes.

The priority in the activities of the medical and sanitary unit is the implementation of preventive measures aimed at protecting health and preventing diseases, including medical support for labor collectives, which is not included in the basic program of compulsory medical insurance of the municipal health care system, which is necessary for the systematic work of the gas-extracting industry enterprise and the implementation of a comprehensive health program. in the Far North.

Taking into account the financial capabilities of the company, as well as in the event that insured persons cannot receive medical care of adequate quality and within an acceptable time frame within the framework of the territorial program of state guarantees for the provision of free medical care, the company includes the following types of medical care in voluntary medical insurance (VHI) programs:
- outpatient and polyclinic services (additionally may include dental care, home care, drug provision during outpatient treatment);
- inpatient services (may additionally include medical transportation);
- rehabilitation and rehabilitation treatment; ambulance and emergency medical care; antenatal care for pregnant women; obstetrics.

REFERENCE
In order to ensure the inflow of promising young people into the Gazprom system, graduates of secondary general education and secondary specialized educational institutions are selected to be sent to higher education. schools, with the assignment of the status of "target student" and the payment of personal scholarships from the company's budget. Targeted career guidance work is carried out, as well as activities for the selection and consolidation, with subsequent employment in the company's divisions, the best and most promising graduates educational institutions higher professional education. Thus, a competent professional reserve is being formed in the company.

Organizational methods

TO organizational methods can be attributed:

  1. setting and monitoring the implementation of goals and objectives aimed at ensuring healthy and safe working conditions;
  2. participation of employees in the company's activities in the field of ensuring safe working conditions (involvement of employees in the risk management process, informing about working conditions, incidents that have occurred in the company, as well as about their consequences, causes and measures taken; about identified hazards and the level of risk; about current regulatory documents containing health and safety requirements, real delegation of rights and responsibilities to employees in the field of industrial safety).

The company guarantees its employees decent and safe working conditions, fulfills the requirements for ensuring industrial safety. Monitoring of working conditions is carried out on a continuous basis, a special assessment of working conditions is carried out, compulsory social insurance against industrial accidents and occupational diseases is implemented.

Formation of a high level of industrial safety culture is a prerequisite for achieving a strategic goal. One of the main directions for the implementation of strategic goals is the formation of a high level of culture of industrial safety: the creation of views, behavior models, rules and approaches in the work of personnel, including motivational aspects.

In striving to achieve a high level of industrial safety, the company strives for a culture of industrial safety in which there is a real commitment to safety as a system of values ​​and working methods of all employees. In the company, a significant part of employees adhere to the process of continuous improvement of safety and are actively involved in it. This attitude contributes to the benefits for the company as a whole, including improved quality standards and environment, improving technological discipline.

The culture of industrial safety is characterized by an awareness of the importance of the tasks of ensuring industrial safety in the system of personal and social values, the prevalence of stereotypes safe behavior in daily activities and in dangerous situations.

To form a high culture of industrial safety, the company implements the following strategic goals:

  • development of the qualities and properties of industrial safety culture objects, contributing to the formation of an internal target setting for its provision;
  • formation of commitment by the management of the company and its branches to the basic principles of ensuring industrial safety (trust, responsibility, communication, focus on practical actions, cooperation);
  • formation of personnel knowledge about safe activities in interaction with the surrounding industrial, social and natural environment;
  • the formation of stable individual and social behavioral complexes in the field of industrial safety: corporate traditions, stereotypes, norms of behavior;
  • creation of motivational conditions for individual employees, labor collectives of the company, necessary for the implementation of these tasks.

Moral psychological methods

Moral psychological methods are based on knowledge of human psychology, his inner world of mind and are known as the "method of persuasion."

Moral and psychological methods play a very important role in working with personnel, since they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personified and individual. Their main feature is an appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise.

Labor takes up a third of a person's adult independent life. In addition, work determines a person's life in other periods of his life (both during the “preparation” for work and in retirement). Therefore, labor and its protection are of great importance for any person and are impossible without his active participation.

It is known that human behavior is determined by his intrinsic motivation called need, and external factors affecting motivation, called incentives... Human behavior is determined by those needs and incentives that dominate at a given moment in time. Positive motivation activates a person's abilities, negative motivation inhibits their manifestation.

Weak employee motivation for safe work makes him the "weakest link" in the entire chain of ensuring the safety of work and production, a potential victim of unfavorable working conditions, leads to the manifestation of all that we call the "human factor".

As you know, numerous technical systems become interconnected only due to the presence of such a basic link as a person, and approximately 20-30% of equipment failures (incidents) are directly or indirectly related to human errors. Often these failures pose a threat to human safety. It is known that from 60 to 90% of injuries occur through the fault of the victims themselves.

Experience shows that accidents and injuries are too often based not on engineering and design defects of equipment and tools, but on organizational and psychological reasons: low level vocational training on safety issues, lack of discipline, admission to hazardous types of work of persons with an increased risk of injury, people being in a state of fatigue or such a physical and mental condition that reduces their level of safety.

The relationship between the quality and faultlessness of a person's work and acting loads shows that the dependence of the error rate on the acting loads is nonlinear. At very low levels of workload, most people work ineffectively and the quality of their work is far from optimal. At moderate loads, the quality of work is optimal, therefore moderate exercise can be considered a sufficient condition for ensuring attentive work of a person... With a further increase in loads, the quality of a person's work begins to deteriorate, which is mainly due to such types of physiological stress as fear, anxiety, etc. At the highest level of loads, the accuracy of a person's work decreases to a minimum value.

Human error related to safety can occur when an employee: 1) deliberately strives to perform work by violating safety rules; 2) does not know how to work safely; 3) responds slowly to a changing situation and is inactive at the very moment when his active actions are necessary.

Management of motivation for maintaining a high level of labor safety is aimed at developing personal and group long-term interests and appropriate attitudes towards unconditional motivated compliance with labor protection requirements, as well as appropriate behavior in hazardous industrial situations.

It is necessary to distinguish between incentive management (positive motivation), associated with the reward of the employee, and punitive management (negative motivation), associated with the employee's responsibility for their actions / inaction.

For the formation of sustainable directed positive motivation in all divisions and work groups (brigades), a variety of methods should be used to stimulate workers to acquire knowledge and gain experience in ensuring labor and production safety, to reduce accident rates, incidence rates, industrial injuries and occupational morbidity.

Violation of labor protection and production safety requirements gives grounds for bringing such an employee to disciplinary responsibility.

A proven method of positively stimulating employees' focus on safe work is the organization of a review competition "For Safe Work and Production". The strategic task of such a competition is to develop a system of methods of moral and material incentives (incentives) for employees who know and comply with the requirements and standards of labor protection, while maintaining the system of disciplinary actions on insufficiently trained and undisciplined employees.

The main goals of such a review competition:

1) the formation of sustainable motivation of employees for knowledge and compliance with the rules and regulations on labor protection;

2) increasing the interest of employees in improving the state of working conditions and labor protection at workplaces and in divisions;

3) increasing the diligence of employees to comply with labor protection requirements, instructions for the safe conduct of work;

4) strengthening the labor and technological discipline of employees, since an increase in the general discipline of employees leads to a decrease in industrial injuries and occupational morbidity.

Review-competition is held between individual employees and between separate units of the same type, both within each unit and for the same type job responsibilities or by profession.

Summing up the results of the review competition is carried out regularly, as a rule, at a meeting of the labor collective of a division, a group of divisions, the entire organization, or at an extended meeting of the heads of divisions who participated in the competition. If in the organization the holiday "Day of the Company" has become a tradition, then it is better to sum up the results to coincide with this day. If the organization celebrates any industry holiday, for example, Miner's Day, then the award ceremony for the winners of the review competition can be held on that day. Information about the winners of the review competition, about the nature and amount of incentives is drawn up in writing in the form of an order for the organization.

Incentive measures are selected in order to create a real interest of workers in ensuring the safety of every workplace and all industries, development and consolidation of incentives to fulfill safety requirements, awareness of individual and group interests, employee responsibility for the state of injuries in the work collective, correction of subjective ideas about the dangers from their real significance for the sustainable development of the enterprise.

It is convenient to time the summing up of the results of the competition to World day labor protection. World Day for Safety and Health at Work is celebrated on 28 April. Historically, World Day for Safety and Health at Work is associated with the initiative of American and Canadian workers, who proposed to celebrate since 1989 the Day of Remembrance of workers killed or injured at work. The International Confederation of Free Trade Unions (ICFTU) supported this initiative and incorporated the concepts of sustainable work and sustainable jobs into its content. In 2003, the ILO proposed to change the concept of the Day of Remembrance of the Victims and to focus on the prevention of industrial accidents and occupational diseases, calling this day the Day of Labor Safety!

The observance of World Day for Safety and Health at Work could lead to an awareness-raising campaign on the prevention of work-related accidents and illnesses. On this day, all employees can once again think and discuss the organization of their work safety and determine measures that will help to avoid injuries and illnesses not only on April 28, but throughout the year.

An important task of the celebration of the World Day is increasingly becoming the promotion of occupational health and safety culture / safety culture.

A health / safety culture in the workplace can be understood as a set of values, relationships, rules, management systems and methods, principles of participation of social partners and work regimes that lead to the creation of a safe and healthy working environment in which people's work will be of high quality and productive.

In our country, the need to improve the culture of labor protection is due to an unfavorable demographic situation, a high level of, in principle, preventable mortality and disability.

A high culture of labor protection will help limit the growth of costs associated with industrial accidents and occupational diseases.

However, an effective occupational health and safety culture in general can only become effective when a continuous process of raising awareness and training of workers at all levels is organized, when it is possible to consult a specialist on any issue of occupational safety and health, when an agreement is reached between the social partners. and also eliminated the contradiction between various economic and financial institutions, when the work done in the field of labor protection will be periodically analyzed and the corresponding problems identified.

The dynamic and evolving process of forming an OSH culture has much in common with the processes of effective development of an organization.

Continuous development of production and the enterprise is most effective and sustainable, provided that the proposals made by employees of all levels are taken into account. These are all essential elements of a systematic approach to solving occupational health and safety management problems at the enterprise level, as set out in the ILO Guidelines on Occupational Safety and Health Management Systems (ILO-OSH 2001). ILO is considering this systems approach as a cornerstone global strategy labor protection, aimed at the formation and maintenance of a national culture of labor protection of a preventive nature.

One of the ways to involve employees in labor protection management is the participation of members of labor protection committees (commissions) and authorized (trusted) persons for labor protection in all types, forms and levels of control over the implementation of labor protection requirements.

To inform employees on labor protection issues, by decision of the head in the organization, labor protection offices or labor protection corners are created at the enterprise.

The labor protection office and the labor protection corner are created in order to meet the labor protection requirements, disseminate legal knowledge, carry out preventive work to prevent industrial injuries and occupational diseases.

In organizations with 100 or more employees, as well as in organizations whose specific activities require a large amount of work to be carried out with personnel to ensure labor safety, labor protection offices are created, in organizations with less than 100 employees and in structural divisions of organizations - labor protection corners.

The main activities of the labor protection cabinet and the labor protection corner are:

a) provision of effective assistance in solving labor safety problems;

b) creation of a system for informing employees about their rights and obligations in the field of labor protection, about the state of working conditions and labor protection in the organization, at specific workplaces, about the adopted regulatory legal acts on labor safety and protection;

c) promotion of labor issues.

In the office or corner of labor protection, various labor protection measures are carried out, including:

· Seminars, lectures, talks and consultations on labor protection issues;

Occupational safety training, including safe methods and methods of performing work, the use of collective and individual protection, methods of rendering first aid;

Briefings on labor protection, thematic classes with employees, who are subject to the requirements of special knowledge of labor protection and sanitary standards, checking the knowledge of the requirements of labor protection of workers;

· Exhibitions, expositions (in addition, in the labor protection office, as a rule, there are stands, models and other types of visual agitation and propaganda of best practices in creating healthy and safe working conditions);

· Analytical studies of the state of working conditions in the organization (at workplaces) and assessment of their impact on the safety of labor activity.

The following information is placed in the labor protection corner of the structural unit (site) of the organization:

· Work plans of the labor protection office (if it is created in the organization);

· Schedules of briefing and the schedule of training sessions on labor protection;

· Orders and instructions concerning labor protection issues of the organization, plans to improve working conditions and labor protection;

· About harmful and dangerous production factors and protective equipment at the workplaces of the structural unit (site);

· On violations of the requirements of the legislation on labor protection;

· About cases of industrial injuries and occupational diseases in the organization and measures taken to eliminate their causes;

· On receipts in the office of labor protection of new documents, educational and methodological literature, training videos on labor protection, etc.

Labor safety depends to a large extent on the motivation of employees. Among the directions for improving the state of safety related to the human factor, the following can be noted:
- development of control systems for technological discipline to eliminate the human factor;
- development is fundamentally new system management of occupational safety and health protection based on risk management, taking into account the human factor;
- development of innovative training complexes and training methods for personnel in order to reduce the influence of the human factor on reliability and safety.
According to a broad interpretation, the human factor determines the limitations of capabilities or errors that occur due to the fact that the psychophysiological characteristics of a person do not always correspond to the level of complexity of the tasks being solved. The human factor includes conditions arising from the interaction of a person and technical systems. The reluctance of an employee to comply with safety regulations that can lead or lead to injury can also be attributed to a human factor. The research results presented in the article determine the main causes of industrial injuries in the structural divisions of Russian Railways:
- organizational (52.2%);
- the human factor (31.5%);
- impact external environment (6,0%);
- technical (5.9%);
- educational (4.4%).
The data indicate a significant predominance of organizational causes in injuries, followed by the impact of the human factor, which together make up 83.7%. The influence of organizational reasons on industrial injuries is indirectly related to the human factor, as it is determined by the activities of managers and performers of work. It is now generally recognized both in the scientific literature and in practical activities that the efficiency of labor activity (including the employee's orientation towards safe work) is predetermined by the level of professional and behavioral competence (Fig. 1). In turn, behavioral competence is determined by the state of employee motivation. Depending on the ratio of the level of professional and behavioral competence, the following groups of workers are distinguished (see Fig. 1).
1. Full compliance is an ideal case when a specialist has the required level of functional competence and is motivated to work, which is expressed in behavioral competence.
2. Formal compliance exists when the functional competence of the individual coincides with the requirements of the position and low behavioral competence of the employee.
3. Complete inadequacy means a low level of both functional and behavioral competence.
4. Compensatory compliance assumes that the employee can compensate for a low level of functional competence with a high level of behavioral competence (since in this case
motivation can effectively compensate for the lack of, for example, knowledge and experience, such workers demonstrate a willingness to perform unfamiliar work, master new things, overcome difficulties that would not arise in a specialist with high professional competence). The considered options for the relationship between the professional and behavioral competence of an employee have a direct impact on the state of labor safety.

Rice. 1. The ratio of the level of professional and behavioral competence of an employee

Managing safety motivation

The study of the problems of motivation for the safe labor activity of workers while observing the requirements of labor protection was carried out at the Department of Management in Social and Economic Systems of the Ural State University of Transport Controls within the framework of the advanced training program for various categories of managers and specialists of enterprises railway transport"Psychology of labor safety and management of employee motivation for safe work." Motivation management to maintain a high level of labor safety is aimed at developing personal and group long-term interests and appropriate attitudes towards unconditional motivated compliance with labor protection requirements, as well as appropriate behavior in hazardous industrial situations.
In the Methodology for assessing the influence of the human factor on the occurrence of an injury accident, three main categories of causes of violations of labor protection requirements are identified:
- category M - violations of the motivational part of actions are manifested in unwillingness to comply with labor protection requirements, deliberate violation of rules, instructions and work technology;
- category O - violations of the indicative part of actions are manifested in ignorance of the rules, instructions, norms and methods of their implementation, including due to the absence of the employee necessary information on the organization of work and changes in the conditions for the implementation of work;
- category I - violations of the executive part is manifested in the failure to comply with the rules, instructions, norms due to the mental and physical capabilities of a person's work.
The initial stage of reducing the level of industrial injuries is the analysis of the existing causes of hazardous actions of workers, which allows further specifying measures to minimize the impact on the employee of the identified causes. Table 1 summarizes the most common causes of hazardous actions of an employee (identified by us during seminars and discussions with students of advanced training programs), which are grouped in accordance with the Methodology.

Table 1 The main groups of causes of hazardous actions of workers and proposed management tools

Groups reasons for in accordance with the Methodology

The most common reasons for unsafe actions worktoe

Yingmanagement tools, allowing minimitate influence reasons

A. Doesn't know how. The employee does not possess the knowledge necessary for this work, the appropriate skills, methods, techniques, methods of work.
  1. Low level of professional competence.
  2. Lack of practical experience.
  3. Ineffectiveness of training.
  1. Improving the institution of mentoring.
  2. The use of innovative forms of training, instruction, control of knowledge and skills.
  3. Improvement of the system of professional selection of personnel.

B. Not wants. The employee knows how to perform this work (operation) with high quality and safety, but he has no desire to comply with safety requirements, ie. there is no motivation, the psychological attitude to comply with these requirements is not developed.
  1. The predominance of elements of punishment in the system of employee motivation.
  2. Problems in relationships with a leader (authoritarian management style) or colleagues.
  3. Frequent performance of duties in excess of the job description.
  4. Ineffective (over or under) control.
  5. Lack of a clear distribution of responsibility between employees.
  6. Low wages, biased bonus system.
  1. Actualization and creative rethinking the existing system motivation for the needs of employees of a particular organization.
  2. Identifying and rewarding employees with a high level of motivation.
  3. Improvement of the system of professional selection of personnel.
  4. Improving the efficiency of the system of organization and remuneration.
  5. Organization feedback workers with managers.

V. Not mstandbyno. The employee is in such a physical or psychological state that, despite skill and desire, he allows a dangerous action.
  1. Feeling unwell.
  2. Unfavorable emotional and psychological state of a person.
  3. Psychophysiological characteristics of the employee (fear, absent-mindedness, weak memory, slowness of psycho-motor reactions, etc.).
  1. Improving the moral and psychological climate in the team.
  2. Development of measures aimed at preventing such negative phenomena among employees as the occurrence of a state of severe stress (distress) or professional burnout.
  3. Development of a program of work with families of violators of labor protection requirements.
  4. Search for reserves for improving the organization of labor.
  5. Improving the system of professional selection of personnel (taking into account the psychological compatibility of employees).

G. Not provided. The employee does not perform the prescribed action because he is not provided with the necessary conditions (tools, materials, devices, information, etc.).
  1. Lack or inadequate quality personal protective equipment.
  2. Imperfection or non-compliance with the technological process.
  3. Deterioration of machines, equipment, mechanisms.
  4. Lack or inadequate quality of tools and materials.
  5. Unfavorable working conditions.
  6. Lack of time (rush).
  7. Lack of information on the organization of work and changes in the conditions of work.
  1. Search for reserves for improving the organization of production and organization of labor.
  2. Improvement of the system of material and technical support of the enterprise.
  3. Involvement (study of opinions) of employees when making decisions on the choice of personal protective equipment, tools, etc.
  4. Improving the efficiency of the information support system.

The level of employee motivation is most pronounced in group B - “Doesn't want to”. As you know, the initial attribute of a person's motivational state is the awareness by himself and the leaders of the employee's needs, which can be satisfied in work. Among the reasons we have identified for the presence of problems in the motivational sphere, we will point out the following.
1. Lack of complex scientific research to study the real needs of various categories and groups of employees of the organization, the degree of their satisfaction, etc.
2. The motivation system is not adapted to the specific needs of workers in specific groups. All employees of Russian Railways know the system of corporate values ​​(what the organization expects from them). However, the needs of specific people (what people expect from the organization) are not always taken into account in the motivation system.
3. Employees are not sufficiently informed about the elements of the system of motivation in the organization and do not use all its possibilities. To study the needs of employees of the organization, various methods can be used, the choice of which depends on the purpose of the study.
The methodology of K. Zamfir as modified by A.A. Reana put the concept of the relationship between internal and external motivation. The desire for active actions, participation in a certain work arises as a result of either internal personal motives (determination to achieve something, activity, initiative, etc.), or on the basis of external factors(management impact). In this case, the positive effect of external
factors is achieved if it is aimed at meeting the internal needs of a person.
Intrinsic motivation (intrinsic) is associated with the very content of the activity or the internal motives of the subject (for example, a person enjoys this activity). Intrinsic motivation can also include doing work without much desire, but under the influence personality traits character: willpower and understanding that this work is so necessary on the path to success. Such an activity may be unpleasant, but a person will try to perform it, since internal high-level motives dominate in him. External motivation (extrinsic) is due to circumstances external to the subject. The main task of external motives is to induce the employee to take certain actions or certain behavior. External motives are divided into external positive and external negative. Positive motivation is based on positive incentives, such as increased productivity or sales, and, in the context of our research, ensuring operational safety and meeting health and safety requirements. In the event of negative motivation, a person is restrained from unwanted actions, in particular, violations of labor protection requirements. In this case, the person's behavior is governed by the fear of possible troubles or punishment and the desire to avoid them. Motivation of the leaders of the Sverdlovsk railroad Within the framework of professional development programs, we used the indicated methodology to identify the main motives of the labor activity of the leaders of the Sverdlovsk railway. According to the methodology, it is possible to determine the level of expression of the three components of motivation professional activity: internal, external positive and external negative. The ideal ratio of the elements of the motivational complex:
intrinsic motivation> extrinsic positive motivation> extrinsic negative motivation.
Table 2 presents the quantitatively expressed values ​​of the main motives of labor activity of top and middle managers of the Sverdlovsk railway, obtained on the basis of a survey of 50 people.

Table 2 The main motives of the leaders of the Sverdlovsk railway

Types of motivesworkers

WITHednuiball

in group 1

(16 people)

WITHednuiball

in group 2

(16 people)

WITHednuiball

in group 3

(18 people)

WITHednuiball

for allgroups(50 people)

Rank znimportancemotive

Satisfaction with the process itself and the result of the work

Cash earnings

The possibility of the most complete self-realization in this particular activity

The need to achieve social prestige and respect from others

Seeking to avoid criticism from a manager or colleagues

Striving to avoid possible punishment or trouble

Commitment to advancement at work

In the first and third places among the identified motives for the work of managers are elements of internal motivation (satisfaction from the process itself and the result of work, the possibility of the most complete self-realization in this particular activity). At the same time, the desire to avoid criticism and punishment is in fifth and sixth places, which indicates their low significance. Thus, about half (40-60%, here the indicator varies depending on the group of students) of the leaders of the Sverdlovsk Railroad in terms of the level of motivation fit into the ideal ratio of elements of the motivational complex (intrinsic motivation> extrinsic positive motivation> extrinsic negative motivation), which indicates good motivational potential of transport industry managers.
An unfavorable ratio of elements of the motivational complex (external negative motivation> external positive motivation> internal motivation) is rare (5–10%). The provision of the necessary connection between external and internal motivation is realized with the help of such tools of motivational influence that make it possible to use the internal motives of managers, for example, to entrust an employee with the performance of more complex, responsible or creative tasks. After determining the priority motives of workers' work, it is necessary to carry out a creative rethinking of the existing system of motivation in relation to the needs of specific groups of workers. The results obtained allow us to conclude that attention is needed to expand the use of tools of positive motivation. The results of the teamwork of railway transport managers within the framework of professional development programs "Psychology of labor safety and management of employee motivation for safe work" determined measures to increase employee motivation, dividing them into elements of moral motivation, material motivation and elements of punishment. Among the first group, we note:
- availability of employee feedback with managers, support by the manager of his subordinates;
- discussion of the positive results of the team's work in the field of ensuring the safety of production processes;
- installation of a box of comments, wishes and ideas in the field of safe work;
- assignment of the title "The best area for labor protection";
- the right to use vacation in convenient time;
- attraction of specialists-psychologists, sociologists to the teams;
- The second group includes activities:
- bonus payment for trouble-free work;
- encouraging mentors based on the results of the work of the employees assigned to them;
- additional paid vacation days for employees who have not committed a violation;
- providing comfortable conditions for delivery to the place of work and back;
- life and health insurance;
- allocation of sanatorium-resort vouchers;
- training for second professions or advanced training of employees at the expense of the company;
- expansion of the corporate social package.
Elements of punishment include deprivation of bonuses for violation of labor protection requirements, establishing a clear dependence of the degree of punishment on the severity of the offense, reducing the lump-sum remuneration for loyalty to the company, etc.
Based on the preliminary results obtained, it is further proposed to identify elements of the motivation system to ensure the safe work of employees, which should be integrated into common system motivating employees of the organization. Each direction requires a more detailed study, taking into account the specifics of the organization's activities and the priority of the motives of specific groups of workers.

V.S. PARSHINA, Dr. Sci., Professor of Uralsky state university ways of communication, [email protected]
T.B. MARUSCHAK, Cand. econom. Sci., Associate Professor, Ural State University of Railways

The standard establishes the procedure for material incentives for employees for compliance with safety requirements, the dissemination of experience to improve working conditions and activation in understanding the importance of solving industrial safety issues, - says Head of HSE Department Tatiana Borozdina.

Prevention of industrial injuries, increasing responsible attitude, ensuring high organization in all work collectives, strict observance of rules and instructions have always been the most important tasks set at NSMMZ in the field of labor protection.

Strict control over compliance with requirements presupposes, among other things, a system of punishments, both for ordinary employees and for managers. Over time, the punishment-based system required improvement. The team, which has already formed a responsible and conscientious attitude to the observance of HSE requirements, should also be ready for the introduction of positive motivation. In other words, the motivation: “I have to follow the rules, because if I don’t, they will be caught and fined” is replaced by “I follow the rules, because I understand their importance and my responsibility”.

At the same time, we do not shift all responsibility to our teams. We tried to include employees in joint work, - continues Tatiana Petrovna. - So, for example, all employees of the enterprise are involved in the work on identifying risks: from shop managers to representatives of almost all professions in each division. As a result, a register of hazards will be prepared.

Recall that the goal of this work is to classify risks and identify those that must be eliminated or become manageable, which ultimately will become the basis for improving the health and safety management system.

It should be noted that at NSMMZ and before the development of the Standard of Motivation, employees and entire divisions were encouraged for their attentive attitude to labor protection, the absence of comments and violations. This was done annually for the World Day for Safety and Health at Work. Monetary remuneration was received by that shift or team that had no comments on health and safety, individual employees were awarded based on the results of the competition. Within the framework of the Standard, the results and, accordingly, cash bonuses are planned to be paid every quarter.

The work is done in the following way - the employee writes a proposal and passes it on to his manager, then it goes to the HSE department for consideration.

All proposals are ultimately aimed at improving working conditions and increasing the level of safety in the workplace. In addition, workers offer safe practices when performing technological operations. All this will allow us to supplement the action plan for certification of workplaces and develop proactive measures. The implemented proposals are reviewed monthly by a commission with the participation of the executive director. For the first months of the implementation of the Standard, I would like to acknowledge the workers of the power department of the Revda site and the ESPC, - Tatiana Petrovna sums up.


1. General concepts of intrinsic motivation Positive motivation - activates a person's abilities. Negative motivation - inhibits the manifestation of a person's abilities. Need is the inner state of a person. Incentive - external factors affecting motivation.






Reasons for violations of labor protection requirements The employee is in a hurry to fulfill the "norm", to do the assigned work as easily and quickly as possible; The employee works as always, not suspecting that these methods and methods of specific work that have developed in the team are not safe;


The working conditions have changed significantly, but the employee, due to poor THEORETICAL training, does not know about it, does not see or “feel” it, works “as always”; While working, the employee thinks about his own and becomes inattentive, indistinct even in his usual movements; The employee does not feel well (gets sick or on the eve "took on the chest" too much ...), and therefore poorly coordinates all his actions;




2. The human factor in ensuring safety As you know, numerous technical systems become interconnected only due to the presence of such a basic link as a person, and approximately 20-30% of equipment failures (incidents) are directly or indirectly related to human errors. Often these failures pose a threat to human safety. It is known that from 60 to 90% of injuries occur through the fault of the victims themselves.


Cases of human error: 1. An employee deliberately strives to perform work by violating safety rules. 2. The employee does not know how to work safely. 3. The employee reacts slowly to the changing situation and is inactive at the very moment when his active actions are necessary.


The main reasons for human error: professional unsuitability for this type of work; poor training or low qualifications; blindly following instructions with unsatisfactory safety procedures; poor working conditions in the workplace.


Conclusion: Taking into account the psychology of workers is an important link in the structure of measures to ensure labor protection. When organizing the management of labor protection, it is necessary to take into account mental processes, mental properties and, in particular, analyze in detail various forms of mental states observed in the process of labor activity.




Professionally important qualities: life force ( the physical state, endurance, mobility, optimism); activity and dynamism (efficiency, rhythm of work, initiative); aggressiveness or suggestibility (a tendency towards self-affirmation or an inclination to seek help and protection);


The degree of development of the sensory sphere (sense organs); emotionality; sensitivity; sociability; allocentrism (the tendency to put oneself in the place of others in order to better understand them) or egocentrism (the tendency to consider others only in comparison with one's “I”).


Spontaneity or slowness of reactions; the level of mental energy (the ability to resist, self-control, coordination of various tendencies); large or small field of consciousness (the ability to simultaneously perceive many objects or to focus on one, isolating from the rest); practical mind, logical mind, creative mind.


Professional qualities for executing workers performing "delicate" work: hard work; equilibrium; ability to take into account circumstances; accuracy and cleanliness of work; self-control and correction of one's own mistakes; productivity and pace of work; insensitivity to monotonous work; initiative; the ability to get along with the team and bosses.






Conscious attitude to the use of materials and tools; ability to organize, coordinate, assess the situation; the ability to use work experience and timely carry out restructuring; striving for knowledge replenishment; the ability to monitor the work and advise employees;




Personnel assessment: The purpose of the assessment, its main tasks - why are we assessing? Personnel appraisal, selection, placement, promotion to the reserve, assessment of new employees, forecast of employee promotion up the career ladder, promotion, change in wages and other goals Object of assessment - who are we evaluating? Managers of various levels, middle-level personnel, executors, administrative workers, maintenance and operating personnel, employees of various specializations


Evaluation methods - how do we evaluate? Quantitative, qualitative, combined. A set of methods is preferred. The subject of the assessment - who is assessing? Experts (“bottom”, “top” at the level of category positions); group personality assessment; self-assessment of business, personal and professional qualities; assessment of personality parameters by a psychologist, sociologist. Time, place, procedure for assessing - where and how do we assess? Assessment in the morning; the presence of a specially prepared room; group or individual work; processing the results manually or on a computer.


The result of the assessment - what is the ultimate goal of the assessment? Presentation of the results in the form of various psychograms intended for the management of the enterprise, the attestation commission and for the person being assessed; drawing up socio-psychological characteristics of the studied units and groups; psychological opinion on the most complete use of specialists (drawn up by a specialist psychologist without the use of computer programs).


Conclusion: Such studies show that the safety of any technical systems and collectives directly depends on psycho-informational factors, on the quality of perception, information processing both by the person himself and by groups of people and by human-machine systems.


4. Management of the motivation of workers' labor protection activities. Management of motivation for maintaining a high level of labor safety is aimed at developing personal and group long-term interests and appropriate attitudes towards unconditional motivated compliance with labor protection requirements, as well as appropriate behavior in hazardous industrial situations. Management of motivation for maintaining a high level of labor safety is aimed at developing personal and group long-term interests and appropriate attitudes towards unconditional motivated compliance with labor protection requirements, as well as appropriate behavior in hazardous industrial situations.


Establishing the personal responsibility of employees allows: together with other forms of preventive work, to bring into a single system the activities of managers and specialists, as well as supervisors to ensure safe working conditions; assess the level of preventive work in the field of labor protection;


Regularly receive information about the condition of machines, equipment, tools and workplaces in terms of their safety (safe operation) and take measures to eliminate deficiencies; receive data on the fulfillment of labor protection requirements by employees, take disciplinary measures against violators.




4. The concept of “labor protection culture” Labor protection / safety culture is a conscious position of persons whose actions affect the state of labor protection / safety, who are convinced that ensuring labor protection / safety is a priority goal, who are aware of responsibility and control their actions.


Occupational health / safety culture is a set of values, attitudes, rules, management systems and methods, principles of participation in work regimes, leading to the creation of a safe and healthy work environment in which people can work with a high degree of quality and productivity.


Conclusion 1: A dynamic and evolving process of forming an OSH culture has a lot in common with the processes of effective organization development. While it is widely recognized that there is no single recipe for creating and improving a safety culture, there is a growing perception of similarities in key characteristics and practices that organizations can implement to progress in this direction.



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Therefore, in the future, by motivational regulation we will mean a system of measures that induce and stimulate a person to take certain actions in order to achieve appropriate individual or collective goals and solve problems. With regard to labor protection, this is the stimulation of safe actions and the creation of conditions for safe production works. Accordingly, the mechanism of motivational regulation of labor protection is understood as the procedure for incentives for positive results and active assistance in solving labor protection problems, as well as taking action for non-compliance with regulatory requirements, labor duties, etc.

The task of motivation in the field of labor protection, first of all, is to increase the interest of personnel in strict adherence to established regulations, as well as in organizing and improving labor protection processes. However, motivation can be aimed not only at the formation of safe behavior, but also at such safety categories as:

· Development of creative initiative;

· Improving the quality, discipline, culture of labor processes;

· Increased responsibility of employees not only for individual, but also for group results;

Development of competition, both between employees and between departments (ultimately, the reliability of the enterprise's functioning increases)

The initial prerequisite of motivational regulation is that the motive of immediate benefit (increased productivity, salary, etc.), as is often the case, is opposed to the motive of safety. For this, it is necessary that security be raised to the rank of a need in our consciousness, only then will it become a driving motive.

Motivational regulation as a function of OT management is to stimulate individual employees, specialists, heads of departments for their contribution to:

· Implementation of the enterprise policy;

· Solution of target tasks;

· Active participation and creative initiative in the development and ensuring the effective functioning of an OSMS;

· Introduction of labor protection measures;

· Creation of jobs with safe working conditions, etc.

Equalizing rewards, when everyone gets the same little (the so-called "bean soup" principle), should be supplanted by a system of incentives, when tangible and intangible rewards are linked to the employee's (department's) contribution to the end result. It has been proven that nothing can be as unfair as giving the same encouragement to unequal workers.

The motivational complex in general and safe human behavior in particular is of a polymotivated nature, includes a wide range of motivational regulators, both material and intangible and has a certain hierarchy. On a personal level, working productively and safely is beneficial to the person himself; the success of the work of his unit depends on it; and finally - it is necessary for the enterprise (company). That is, in order to solve labor protection problems, it is necessary to motivate employees to work safely not only for themselves, but also for those around them.

At the same time, they proceed from the recognition that almost any employee can be interested in any motive, since there are absolutely no people who are not motivated for anything!

Violation of the established norms and rules, and as a result - injuries, indicates that a person, performing labor and production processes, is guided by other priorities. That is, the gradient of momentary interest dominates the gradient of danger (risk). Hence, difficulties and tasks arise: what to oppose to momentary interests, how to generate motivation in employees to work safely, what forms of motivational influence can be used for this purpose, how to form an opinion (attitude) in society about the need to be guided by the rules of safe behavior? Apparently, only appeals, appeals, declarations, propaganda will hardly be able to solve these problems. It is necessary to find such ways to influence people so that they realize the need to work safely, create such “rules of the game” within which it would be beneficial for a person to comply with the established regulations. And he should feel this influence directly in the process of all labor activity.

Only then can the promotion of a safe lifestyle lead to success. In fact, we are talking about the formation of a new culture of OSH management.

We will talk about this below, but first we will make some digression.

Conventionally, the gradations of states that characterize the professional level, personal characteristics and attitude of workers to the performance of their functions are represented in two coordinate axes: "they want - they do not want", "they can - they cannot" work productively:

However, it should be noted that being able and willing to work, first of all, means working not only productively, but also safely, with high quality and work culture. Proceeding from this, the task is to transfer employees (s) from the categories “do not want” and “cannot” to the category “want” and “can” (1st quadrant) on the basis of appropriate motives. How to do this depends on in which quadrant certain employees are positioned in terms of their professional and personal qualities. This is clearly shown in the figure and can be done only for those categories of workers who belong to the second and fourth quadrants. Carrying out any measures for workers of the third quadrant, apparently, is inappropriate, they should be recommended professional reorientation.

In order to determine the main directions in which the activities of management and labor protection services at the enterprise should be carried out, to offer a person certain incentives, it is necessary to understand what motives or a system of motives underlie his activities and interests.

At the same time, there can be no incentive system that motivates all employees equally. The system of incentives should be personalized, carefully dosed and developed for each person or a specific group of people with similar dominant needs, or the general system should be individualized. Therefore, monitoring the dominant needs of personnel is a necessary condition for the functioning of the motivational mechanism. Based on this, it is possible to determine the types of incentive rewards. They can be material, moral, socially significant, moral and psychological.

As a rule, all types of motives are divided into internal and external. Internal reward is the satisfaction that a person receives as a result of performing certain actions (from the very process of work, self-realization). External remuneration is a benefit that includes an increase in salary, promotion, etc. motivation labor protection professional

The strength of a motive is determined by the degree of significance corresponding to a person's needs; in turn, the intensity and result of the activity depends on the strength of the motive. Activity without motive or with a weak motive or not carried out at all, or turns out to be extremely unstable. Actualization of a certain motive leads to the setting of a specific goal.

In this regard, the results of a survey conducted by the author among the workers of the Illichivsk port about the importance for them of different types motives in order to diagnose the motivation of professional activity in general and labor protection in particular. 116 employees of various professional orientations, age qualifications ( average age about 46 years) and work experience, constituting the category of work organizers (foremen, foremen, mechanics, warehouse workers, stevedoring staff).

The survey was conducted according to the method of K. Zemfir modified by A. A. Rean, which is based on the concept of external and internal motivation of personnel. The indicator of the severity (significance) of each of the seven types of motives was assessed on a 5-point scale.

For analysis and evaluation, the survey included the following types of motives:

1) cash earnings;

2) striving for promotion;

3) the desire to avoid criticism from managers or colleagues;

4) striving to avoid possible punishments or troubles;

5) the need to achieve social prestige and respect from others;

6) satisfaction from the process itself and the result of the work;

7) the possibility of the most complete self-realization in this particular activity.

The following categories were adopted for assessing the importance (significance) of motives:

· To a very insignificant extent (1 point);

· Insignificantly (2 points);

· To a small, but also to a large extent (3 points);

· To a greater extent (4 points);

To a very large extent (5 points)

If we compare the estimates obtained for a separate motive - money earnings in terms of its degree of significance, it turns out that the number of workers for whom it matters is almost twice as many of those for whom it does not matter.

And yet, a comparison of the significance of motives in terms of the absolute values ​​of the number of assessments obtained indicates that for employees the motives of satisfaction from the process and the result of work play the greatest role - 86 assessments and the possibility of self-realization - 72 assessments. Apparently, this alignment will be different for the working personnel.

On the basis of the results obtained, the indicators of internal motivation (IM), external positive motivation (VPM) and external negative motivation (PTO) were determined.

They make up:

· The BM indicator, when activity in itself is important for a person, is 3.82 points;

· IPM indicator - 3.25 points, that is, when motivation is based on the desire to satisfy other needs external to the content of the activity itself (motives of social prestige, salaries, etc.);

· PTO indicator - 3.35 points, that is, when motivation is based on the desire to avoid criticism or punishment from colleagues and managers.

The following two types of combinations are considered the best, optimal, motivational complex:

VM> VPM> PTO and VM = VPM> PTO.

The worst motivational complex is the type:

PTO> VPM> VM.

In our case, the indicator of intrinsic motivation turned out to be greater than the indicator of external negative motivation, which, in turn, is greater than the indicator of external positive motivation:

VM> PTO> VPM.

This indicates that the categories of intrinsic motivation dominate over other motives, and the determining factor is not always wages (although it is quite important for some categories of workers), but also other social incentives, but not the desire to avoid criticism or punishment.

In addition, another survey was conducted in which 56 people participated in order to rank practically the same motives (the only difference is that positions 3 and 4 were combined).

Judging by the highest value (24 assessments), the first place among the most important motives is still occupied by money earnings.

Comparing the first and second polls, we can conclude that in the process of activity people are guided not only by material interests, but also by non-material incentives. The findings make it possible to target the motivational mechanism.

Based on these principles, the Regulation on the mechanism of motivational regulation of labor protection was developed, which, on the one hand, established the procedure for incentives (rewards) for positive results and active assistance in solving labor protection problems, and on the other hand, taking action measures for non-compliance with regulatory requirements. , labor duties and activities, for the unsatisfactory state of labor protection.

As methods of motivational regulation, various incentives of a social, material and non-material nature were used, as well as disciplinary measures and material sanctions for violations of legislative or other regulatory requirements.

List of sources used

1. Bychin V.B., Malinin S.V. Labor rationing: Textbook. / Ed. Odegova Yu.G. - M .: Publishing house "Exam", 2003.

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    Research of theoretical and methodological foundations of labor motivation management. The role of wages in the system of labor motivation. Modern intangible technologies of motivation and stimulation of labor. Characteristic labor resources State Unitary Enterprise RO "Dubovskoe DRSU".

Labor safety depends to a large extent on the motivation of employees. Among the directions for improving the state of safety related to the human factor, the following can be noted:
- development of control systems for technological discipline to eliminate the human factor;
- development of a fundamentally new management system for occupational safety and health protection based on risk management, taking into account the human factor;
- development of innovative training complexes and training methods for personnel in order to reduce the influence of the human factor on reliability and safety.
According to a broad interpretation, the human factor determines the limitations of capabilities or errors that occur due to the fact that the psychophysiological characteristics of a person do not always correspond to the level of complexity of the tasks being solved. The human factor includes conditions arising from the interaction of a person and technical systems. The reluctance of an employee to comply with safety regulations that can lead or lead to injury can also be attributed to a human factor. The research results presented in the article determine the main causes of industrial injuries in the structural divisions of Russian Railways:
- organizational (52.2%);
- the human factor (31.5%);
- the impact of the external environment (6.0%);
- technical (5.9%);
- educational (4.4%).
The data indicate a significant predominance of organizational causes in injuries, followed by the impact of the human factor, which together make up 83.7%. The influence of organizational reasons on industrial injuries is indirectly related to the human factor, as it is determined by the activities of managers and performers of work. It is now generally recognized both in the scientific literature and in practice that the efficiency of work (including the employee's orientation towards safe work) is predetermined by the level of professional and behavioral competence (Fig. 1). In turn, behavioral competence is determined by the state of employee motivation. Depending on the ratio of the level of professional and behavioral competence, the following groups of workers are distinguished (see Fig. 1).
1. Full compliance is an ideal case when a specialist has the required level of functional competence and is motivated to work, which is expressed in behavioral competence.
2. Formal compliance exists when the functional competence of the individual coincides with the requirements of the position and low behavioral competence of the employee.
3. Complete inadequacy means a low level of both functional and behavioral competence.
4. Compensatory compliance assumes that the employee can compensate for a low level of functional competence with a high level of behavioral competence (since in this case
motivation can effectively compensate for the lack of, for example, knowledge and experience, such workers demonstrate a willingness to perform unfamiliar work, master new things, overcome difficulties that would not arise in a specialist with high professional competence). The considered options for the relationship between the professional and behavioral competence of an employee have a direct impact on the state of labor safety.

Rice. 1. The ratio of the level of professional and behavioral competence of an employee

Managing safety motivation

The study of the problems of motivation for the safe labor activity of workers while observing the requirements of labor protection was carried out at the Department of Management in Social and Economic Systems of the USUPS within the framework of the advanced training program for various categories of managers and specialists of railway transport enterprises "Psychology of labor safety and management of employee motivation for safe work" ... Motivation management to maintain a high level of labor safety is aimed at developing personal and group long-term interests and appropriate attitudes towards unconditional motivated compliance with labor protection requirements, as well as appropriate behavior in hazardous industrial situations.
In the Methodology for assessing the influence of the human factor on the occurrence of an injury accident, three main categories of causes of violations of labor protection requirements are identified:
- category M - violations of the motivational part of actions are manifested in unwillingness to comply with labor protection requirements, deliberate violation of rules, instructions and work technology;
- category O - violations of the tentative part of actions are manifested in ignorance of the rules, instructions, norms and methods of their implementation, including due to the lack of the necessary information on the organization of work and changes in the conditions of work;
- category I - violations of the executive part is manifested in the failure to comply with the rules, instructions, norms due to the mental and physical capabilities of a person's work.
The initial stage of reducing the level of industrial injuries is the analysis of the existing causes of hazardous actions of workers, which allows further specifying measures to minimize the impact on the employee of the identified causes. Table 1 summarizes the most common causes of hazardous actions of an employee (identified by us during seminars and discussions with students of advanced training programs), which are grouped in accordance with the Methodology.

Table 1 The main groups of causes of hazardous actions of workers and proposed management tools

Groups reasons for in accordance with the Methodology

The most common reasons for unsafe actions worktoe

Yingmanagement tools, allowing minimitate influence reasons

A. Doesn't know how. The employee does not possess the knowledge necessary for this work, the appropriate skills, methods, techniques, methods of work.
  1. Low level of professional competence.
  2. Lack of practical experience.
  3. Ineffectiveness of training.
  1. Improving the institution of mentoring.
  2. The use of innovative forms of training, instruction, control of knowledge and skills.
  3. Improvement of the system of professional selection of personnel.

B. Not wants. The employee knows how to perform this work (operation) with high quality and safety, but he has no desire to comply with safety requirements, ie. there is no motivation, the psychological attitude to comply with these requirements is not developed.
  1. The predominance of elements of punishment in the system of employee motivation.
  2. Problems in relationships with a leader (authoritarian management style) or colleagues.
  3. Frequent performance of duties in excess of the job description.
  4. Ineffective (over or under) control.
  5. Lack of a clear distribution of responsibility between employees.
  6. Low wages, biased bonus system.
  1. Actualization and creative rethinking of the existing system of motivation for the needs of employees of a particular organization.
  2. Identifying and rewarding employees with a high level of motivation.
  3. Improvement of the system of professional selection of personnel.
  4. Improving the efficiency of the system of organization and remuneration.
  5. Organization of employee feedback with managers.

V. Not mstandbyno. The employee is in such a physical or psychological state that, despite skill and desire, he allows a dangerous action.
  1. Feeling unwell.
  2. Unfavorable emotional and psychological state of a person.
  3. Psychophysiological characteristics of the employee (fear, absent-mindedness, weak memory, slowness of psycho-motor reactions, etc.).
  1. Improving the moral and psychological climate in the team.
  2. Development of measures aimed at preventing such negative phenomena among employees as the occurrence of a state of severe stress (distress) or professional burnout.
  3. Development of a program of work with families of violators of labor protection requirements.
  4. Search for reserves for improving the organization of labor.
  5. Improving the system of professional selection of personnel (taking into account the psychological compatibility of employees).

G. Not provided. The employee does not perform the prescribed action because he is not provided with the necessary conditions (tools, materials, devices, information, etc.).
  1. Lack or inadequate quality of personal protective equipment.
  2. Imperfection or non-compliance with the technological process.
  3. Deterioration of machines, equipment, mechanisms.
  4. Lack or inadequate quality of tools and materials.
  5. Unfavorable working conditions.
  6. Lack of time (rush).
  7. Lack of information on the organization of work and changes in the conditions of work.
  1. Search for reserves for improving the organization of production and organization of labor.
  2. Improvement of the system of material and technical support of the enterprise.
  3. Involvement (study of opinions) of employees when making decisions on the choice of personal protective equipment, tools, etc.
  4. Improving the efficiency of the information support system.

The level of employee motivation is most pronounced in group B - “Doesn't want to”. As you know, the initial attribute of a person's motivational state is the awareness by himself and the leaders of the employee's needs, which can be satisfied in work. Among the reasons we have identified for the presence of problems in the motivational sphere, we will point out the following.
1. Lack of comprehensive scientific research to study the real needs of various categories and groups of employees of the organization, the degree of their satisfaction, etc.
2. The motivation system is not adapted to the specific needs of workers in specific groups. All employees of Russian Railways know the system of corporate values ​​(what the organization expects from them). However, the needs of specific people (what people expect from the organization) are not always taken into account in the motivation system.
3. Employees are not sufficiently informed about the elements of the system of motivation in the organization and do not use all its possibilities. To study the needs of employees of the organization, various methods can be used, the choice of which depends on the purpose of the study.
The methodology of K. Zamfir as modified by A.A. Reana put the concept of the relationship between internal and external motivation. The desire for active actions, participation in a certain work arises as a result of either internal personal motives (determination to achieve something, activity, initiative, etc.), or on the basis of external factors (influence of leadership). In this case, the positive effect of external
factors is achieved if it is aimed at meeting the internal needs of a person.
Intrinsic motivation (intrinsic) is associated with the very content of the activity or the internal motives of the subject (for example, a person enjoys this activity). Internal motivation can also include performing work without much desire, but under the influence of personal qualities of character: willpower and understanding that this work is so necessary on the path to success. Such an activity may be unpleasant, but a person will try to perform it, since internal high-level motives dominate in him. External motivation (extrinsic) is due to circumstances external to the subject. The main task of external motives is to induce the employee to take certain actions or certain behavior. External motives are divided into external positive and external negative. Positive motivation is based on positive incentives, such as increased productivity or sales, and, in the context of our research, ensuring operational safety and meeting health and safety requirements. In the event of negative motivation, a person is restrained from unwanted actions, in particular, violations of labor protection requirements. In this case, the person's behavior is governed by the fear of possible troubles or punishment and the desire to avoid them. Motivation of the leaders of the Sverdlovsk railway As part of the advanced training programs, we used the indicated methodology to identify the main motives of the labor activity of the leaders of the Sverdlovsk railway. According to the methodology, it is possible to determine the level of expression of three components of motivation for professional activity: internal, external positive and external negative. The ideal ratio of the elements of the motivational complex:
intrinsic motivation> extrinsic positive motivation> extrinsic negative motivation.
Table 2 presents the quantitatively expressed values ​​of the main motives of labor activity of top and middle managers of the Sverdlovsk railway, obtained on the basis of a survey of 50 people.

Table 2 The main motives of the leaders of the Sverdlovsk railway

Types of motivesworkers

WITHednuiball

in group 1

(16 people)

WITHednuiball

in group 2

(16 people)

WITHednuiball

in group 3

(18 people)

WITHednuiball

for allgroups(50 people)

Rank znimportancemotive

Satisfaction with the process itself and the result of the work

Cash earnings

The possibility of the most complete self-realization in this particular activity

The need to achieve social prestige and respect from others

Seeking to avoid criticism from a manager or colleagues

Striving to avoid possible punishment or trouble

Commitment to advancement at work

In the first and third places among the identified motives for the work of managers are elements of internal motivation (satisfaction from the process itself and the result of work, the possibility of the most complete self-realization in this particular activity). At the same time, the desire to avoid criticism and punishment is in fifth and sixth places, which indicates their low significance. Thus, about half (40-60%, here the indicator varies depending on the group of students) of the leaders of the Sverdlovsk Railroad in terms of the level of motivation fit into the ideal ratio of elements of the motivational complex (intrinsic motivation> extrinsic positive motivation> extrinsic negative motivation), which indicates good motivational potential of transport industry managers.
An unfavorable ratio of elements of the motivational complex (external negative motivation> external positive motivation> internal motivation) is rare (5–10%). The provision of the necessary connection between external and internal motivation is realized with the help of such tools of motivational influence that make it possible to use the internal motives of managers, for example, to entrust an employee with the performance of more complex, responsible or creative tasks. After determining the priority motives of workers' work, it is necessary to carry out a creative rethinking of the existing system of motivation in relation to the needs of specific groups of workers. The results obtained allow us to conclude that attention is needed to expand the use of tools of positive motivation. The results of the teamwork of railway transport managers within the framework of professional development programs "Psychology of labor safety and management of employee motivation for safe work" determined measures to increase employee motivation, dividing them into elements of moral motivation, material motivation and elements of punishment. Among the first group, we note:
- availability of employee feedback with managers, support by the manager of his subordinates;
- discussion of the positive results of the team's work in the field of ensuring the safety of production processes;
- installation of a box of comments, wishes and ideas in the field of safe work;
- assignment of the title "The best area for labor protection";
- the right to use the vacation at a convenient time;
- attraction of specialists-psychologists, sociologists to the teams;
- The second group includes activities:
- bonus payment for trouble-free work;
- encouraging mentors based on the results of the work of the employees assigned to them;
- additional paid vacation days for employees who have not committed a violation;
- providing comfortable conditions for delivery to the place of work and back;
- life and health insurance;
- allocation of sanatorium-resort vouchers;
- training for second professions or advanced training of employees at the expense of the company;
- expansion of the corporate social package.
Elements of punishment include deprivation of bonuses for violation of labor protection requirements, establishing a clear dependence of the degree of punishment on the severity of the offense, reducing the lump-sum remuneration for loyalty to the company, etc.
Based on the preliminary results obtained, it is further proposed to identify the elements of the motivation system to ensure the safe work of employees, which should be integrated into the general system of motivation for the employees of the organization. Each direction requires a more detailed study, taking into account the specifics of the organization's activities and the priority of the motives of specific groups of workers.

V.S. PARSHINA, Dr. Sci., Professor, Ural State University of Railways,
T.B. MARUSCHAK, Cand. econom. Sci., Associate Professor, Ural State University of Railways

Hello friends! Do you need a health and safety program? Our colleague Anatoly Konstantinovich Yudin, who more than once pleased us with his materials, figured out the Access program (supplied with the office from Microsoft) and taking into account his professional experience developed a free OSH program to automate the work of managers and OSH specialists. For those interested, look further.

Access based OSH program

Important! The program requires MS Office (2013-2019) 64 bit. If you do not know what it is, then consult with a knowledgeable person (for example, an IT specialist at work).

If the conditions described above are met, then download the program and enjoy 😉

The proposed information system of a labor protection specialist (IS SOT) in the initial version provides:

Accounting for the data of the organization's personnel and the convenience of entering information;
- selection from the list of personnel upon request and preparation of lists for periodic medical examination;
- registration of health and safety certification for the contingent: AUP with the calculation of the dates of the next certification;
- taking into account the dates of testing the knowledge of labor protection for the contingents: (engineers and specialists, workers) with the calculation of the dates of the next checks of knowledge of labor protection requirements;
- formation of lists by categories of personnel;
- quick access to the required documents from the organization's document base;
- quick access to information sites on health, safety and civil defense;
- displaying information in the form of entering information in accordance with the data of SOUT cards and other NTD:

  • an icon about the need for a medical examination;
  • the list of PPE (item number by order of the Ministry of Labor of Russia dated 09.12.2014 No. 997n);
  • the name of the washing agents;
  • clauses of the order of the Ministry of Health and Social Development of Russia dated 12.04.2011 No. 302n;
  • the name of the harmful factors present in the workplace;
  • class of working conditions;
  • the frequency of the medical examination;
  • year of the next medical examination;
  • dates of the next certification of the category of personnel (AUP) for OT and PTM;
  • dates of the next examination of the personnel's knowledge of labor protection requirements.

The program is applied:

In the work of a specialist in labor protection, industrial safety and civil defense.
- When preparing lists of employees for periodic medical examination.
- When planning certification and testing of knowledge of the labor protection requirements of employees of the organization.
- When conducting introductory briefing of employees and familiarizing them with working conditions at the workplace.

A detailed description of the OSH program with pictures, as well as instructions for use, can be found in the ZIP archive. If you have any questions about working in the program, then write comments (form below). Anatoly Konstantinovich promised to provide user support.

ATTENTION! History of updates of the IS SOT program

Version 2.0

1. Optimized for importing existing personnel data in an organization into IS tables.

2. In the data entry form, logical fields are used to simplify the input of information, the creation of requests and reports on the personnel of the organization.

3. Added forms for accounting for industrial, environmental safety and Civil Defense and Emergencies.

4. Reporting documents for all sections of the information system are presented.

5. Introduced into the program some documents and hyperlinks for downloading documents.

6. Added a section on personal protective equipment for workers.

7. Created the possibility of adding new SOUT cards when new jobs appear and the next special assessment of working conditions.

8. An instruction has been prepared for setting up the IS and transferring the available personnel data to the program.

Version 3.0

9. Personal accounting cards for issuing PPE - generated automatically.

10. Protocols for testing knowledge of labor protection and certificates for labor protection - generated automatically.

11. Checklist for briefings (training) when hiring workers.

12. Accounting for personnel numbers of employees.

13. Counting the remaining days until the next certification and testing of knowledge of labor protection.

14. Indication of the year of the next SOUT and a request for a list of SOUT cards to be revised for the specified year.

15. The ability to add new SOUT cards when new jobs appear and the next special assessment of working conditions is carried out (the counter is replaced with a numeric field).

Version 4.0

16. IS SOT is optimized for entering information on personnel (the substitution method is returned from the list for positions and departments when entering data).

17. Introduced a record of psychiatric examination.

18. In the checklist for hiring a new employee, the field "Familiarization of the employee with the working conditions at the workplace using the SOUT card and obtaining a personal PPE card" has been added.

19. Training hours (16 or 20) have been introduced into the “Training Protocol” and “Labor Protection Certificates” for the “Workers” category of personnel. Occupational safety training program titles are inserted automatically.

20. The form "Organizer of the main tasks (activities)" for health, safety, civil defense, industrial safety and ecology has been created.

21. Introduced diagrams operating in automatic mode. In the "Organizer" form (for Office 2016), the list of tasks is represented by a picture from the IS SOT created in Office 2019.

22. The form "Instructions on labor protection, fire safety and ecology" has been created. A logical field has been added to the form for the ability to add instructions to the register of specific departments.

23. A register of instructions has been introduced in accordance with the form of Appendix No. 9 to Methodical recommendations on the development of state regulatory requirements for labor protection, approved by the decree of the Ministry of Labor of Russia dated December 17, 2002 No. 80, - is generated automatically.

24. Registers of instructions for departments are generated automatically.

DOWNLOAD IP SOT PROGRAM

Information system of a labor protection specialist from A.K. Yudina (version 4.0)

Instructions for using the IS SOT program

You can find other materials by Anatoly Yudin using the All-Searching Search.

That's all. If you liked the program, then do not skimp on the rating stars and thanks in the comments 😉 Thank you for your support and participation!

To be continued...

UDC 331.103

MANAGING THE INTERNAL MOTIVATION OF EMPLOYEES FOR SAFE WORK AND FULFILLMENT OF LABOR PROTECTION REQUIREMENTS

The causes of injuries are given. There is a low level of labor protection culture and its dependence on motivation for safe work. The article contains proposals for increasing the motivation to perform work in accordance with the norms in force in the field of labor protection.

Keywords: Occupational Health and Safety Management, Motivation for Safe Work, Requirements for Occupational Safety and Health Management System

II. PROBLEMS AND JUDGMENTS PROBLEMS AND OPINIONS

V.A. Matvienko

Head of the Center for Continuing Professional Education of the Kemerovo Institute (branch) of the Federal State Budgetary Educational Institution of Higher Professional Education “PRUE im. G.V. Plekhanov "

T.M. Kostina

Lecturer of the Kemerovo Institute (branch) of the Federal State Budgetary Educational Institution of Higher Professional Education "PRUE G.V. Plekhanov "

T.A. Tumanova

Senior Lecturer FGBOU VPO Kemerovo Technological Institute of Food Industry

In the current economic situation in Russian Federation, increasing the competitiveness of enterprises is one of the urgent directions. In his 2003 message to the Federal Assembly, the President of the Russian Federation set the task of doubling the country's gross domestic product (GDP) in a decade. At the same time, he noted that solving this problem will require "the consolidation of political forces, society." It should be noted that for the period from 2003 to 2013. GDP increased by only 48.5%.

At present, an opinion has been formed about the external and internal factors that determine the competitiveness of the enterprise. And if external factors practically do not depend on the enterprise, then internal ones lie in the field of management's activity and are a tool for ensuring its competitiveness. At the same time, such factors as: the production and organizational structure of the enterprise come to the fore; the degree of qualification of the personnel; control system.

Since at the heart of any production,

institution, organization lies human activity, it is quite obvious that the share of the influence of each factor on the competitiveness of the enterprise depends on the person.

Annual analyzes of the causes of industrial accidents with severe consequences allow us to conclude that almost two thirds of accidents occur due to anthropogenic causes (“human factors”). Basically, this is an unsatisfactory organization of work, violations of work technology and safety rules, labor discipline. As a rule, the realization of these reasons in negative phenomena is accompanied by a low level of professionalism and ignorance of safety issues.

Thus, the maxim of the times of industrialization of our country - "Personnel decide everything" is relevant today.

The main goal of any enterprise is to make a profit, and to achieve it, an increase in the quantity and quality of products is required. As a rule, economic spending on non-production needs, including improving working conditions and increasing the level of safety, is undesirable, which significantly reduces the competitiveness of enterprises, and causes a high level of injuries, including fatalities, and a large number of jobs with harmful working conditions. ...

The state, having a priority in its policy in the field of labor protection, preserving the life and health of workers, has entrusted the employer with a number of duties, including providing workers with working conditions that meet the requirements of safety and hygiene. The local regulatory framework for the performance of the aforementioned duties is the Occupational Safety and Health Management System (OSHMS).

OSMS, in fact, being a part (subsystem) organizational system enterprise management, depends on the type of its structure and the specifics of production.

Methodological guide for the development and implementation of an OSMS for a linear structure

management is GOST 12.0.230-2007 “Occupational safety management systems. General requirements"And GOST R 54934 - 2012" Occupational safety and health management systems "for the rest. The fund of working time lost due to industrial injuries, compensations provided to employees when working in places with harmful working conditions, in the form of reduced working hours and additional leave, reached 180.1 million man-days, which in monetary terms amounted to 1.1 trillion rubles and caused a decrease in GDP by about 7%. The structure of this loss of working time is shown in Table 1.

Practice shows that the employer, who, according to the legislation, is the main responsible for labor protection at the enterprise, is himself unmotivated to fulfill this direction of his duties, and, being the manager of finances, he often does not find it necessary to allocate them for labor protection, which is a violation of the requirements of the federal law of the Labor Code.

This situation could not but affect the trend of an increase in the number of jobs with harmful and hazardous working conditions and, in turn, led to an increase in injuries, occupational diseases, working hours and economic costs.

Economic losses resulting from unsatisfactory working conditions consist of:

Expenses for compensation and means of protection for workers employed in work with harmful and (or) hazardous working conditions;

The expenses of the Pension Fund of the Russian Federation for the payment of early pensions for work in harmful and (or) hazardous working conditions;

Costs due to the loss of the fund of working time due to unfavorable working conditions and injuries.

In the period from 2009-2013. in Russia, there is a tendency for the proportion of workers employed in harmful and (or) hazardous working conditions to grow (Table 2).

Table 1 - Characteristics of losses

Reason% of 180.1 million person days

Additional vacation 77,6

Shortened working day 13.7

Disability due to occupational injuries 8.3

Table 2 - The proportion of those working in conditions that do not meet hygienic standards

Year 2009 2010 2011 2012 2013

Indicator,% 27.5 29.0 30.5 31.8 32.2

Highest specific gravity working in harmful working conditions (with an average indicator for Russia of 32.2%) was observed in 2013 in the Siberian Federal District - 41.9%, while in the Kemerovo region it was 59.9%, which is the highest indicator in the Russian Federation ... The high rate is explained by the large number of coal mines, since during the extraction coal underground method 77.8% of jobs are characterized by unsatisfactory working conditions.

According to Rospotrebnadzor, in 2013, for the first time, occupational diseases were diagnosed in 6993 people, which increased by 4.4% compared to 2012, of which more than a third are in the Siberian Federal District, of which 1227 are in the Kemerovo Region.

In Russia, the average level of occupational diseases diagnosed for the first time in 2013 is 2.5 cases per 10 thousand employed, while in the Kemerovo region there are 19.6 cases per 10 thousand employed, the highest level of occupational disease among workers employed in underground coal mining is 135.1 per 10 thousand employees.

Abroad, where historically developed economic system production and distribution based on private property, the employer, not without the help of strong trade unions, realized that only a socially protected worker with normal working conditions is motivated to work highly productive - to produce a lot of good quality products.

Personnel motivation is of a targeted nature and largely predetermines the state of the country's economy.

Human behavior, reflecting his internal state, depends on external factors - stimuli. Effective activity is possible only if employees have the appropriate motivation, that is, the desire to work. Positive motivation activates a person's abilities, negative motivation inhibits their manifestation.

In order to avoid additional costs and other negative consequences of accidents at work, the employer's actions should be aimed at motivating all personnel to perform work without violating technology, equipment operating instructions, safety rules, etc.

At the same time, given the significant share of causes of anthropogenic accidents, attention should be paid to training personnel in occupational safety and hygiene issues, as well as increasing the level of professionalism. In practice, this means that engineering and technical personnel must know and perform work in accordance with job description, and ordinary personnel - instructions on labor protection.

It is the joint actions of the entire team of the enterprise, including the employer, that will be able to form the responsibility of each person for safety at their workplace, and at the employer's - at all workplaces.

All employees, and primarily managers of all ranks, must be informed, trained and involved in the management of labor protection, as well as monitoring the implementation of safety and hygiene requirements. Practice, namely, attendance at occupational safety training courses, shows that the higher the rank of a manager, the more formal his attitude to the study of issues and problems in this area.

Since January 2014, certification of workplaces has been replaced by a new procedure - a special assessment of working conditions. Without noting its features, disadvantages and advantages, we note that Federal law"O special assessment working conditions ", the task is to raise the interest, that is, to motivate employers to eliminate harmful and dangerous factors of the working environment and labor process at workplaces or reducing their negative impact through the use of effective means personal protection. For this, the law provides for the introduction of an additional rate of insurance contributions to the Pension Fund of the Russian Federation, the presence and value of which is directly established depending on the class (subclass) of working conditions at the workplace.

The dependence of the level of material responsibility of the employer to the Pension Fund of the Russian Federation in the form of individual tariff contributions, which is an increase in the usual tariff from two to eight percent, on the quality of the working environment and the labor process, is aimed at motivating his activities in the field of labor protection.

Analysis of the results of work in the field of labor protection as in industrialized countries,

and at leading domestic enterprises allows us to conclude that a reduction in the number of accidents at work and occupational diseases takes place where measures are introduced to prevent negative accidents, and each person knows his rights, obligations and responsibility for violating state requirements in the field labor protection. This means that the labor protection management system at the enterprise is effective, and the results of its activities ensure the constitutional human right to safe and healthy working conditions.

To improve working conditions, prevent accidents and occupational morbidity, knowledge of occupational risks, their impact on a person and methods of protection are of great importance, since the level of a person's competence in the world of dangers determines the level of his safety. An employer who understands the relevance of staff motivation and wants to use human

a factor in its own interests must develop a system of influence of external factors. The ways intangible motivation of employees are diverse, it is also a human attitude towards personnel, which implies simple gratitude for a good job, recognition of the difficulties that arise in its implementation, and help to overcome them. These include such well-known actions as a prize, a certificate of honor, presentation for the title "Best in Profession", etc.

But one of the main factors of motivation is the possibility of acquiring new knowledge, increasing professionalism, and the possibility of career growth.

The personnel motivation system is aimed at increasing the efficiency of the enterprise through labor management, including increasing the level of its safety. And the goal will be achieved if it is possible to connect the material interests of employees with the strategic objectives of the enterprise.

BIBLIOGRAPHIC LIST

1. Implementation report public policy in the field of labor conditions and labor protection in the Russian Federation in 2013 was prepared by the Ministry of Labor and Social Protection of the Russian Federation (as amended on November 13, 2014). [Electronic resource]. - Access mode: http://www.rosmintrud.ru/docs/mintrud/ salary / 15

2. Pugachev, V.P. Labor motivation: / V.P. Pugachev. - M .: INFRA-M, 2011 .-- 394 p.

3. Labor Code Of the Russian Federation No. 197-FZ dated 30.12.2001 (as revised on 04.11.2014).

MONITORING OF EMPLOYEES

INTERNAL MOTIVATION FOR SAFE LABOR AND

COMPLIANCE WITH THE LABOR PROTECTION

Matvienko V. A., Kostina T. M., Tumanova T.

A. Matvienko Valentina Andreevna

The reasons of injuries are described. Low e-mail: [email protected]

level of labor protection culture is pointed out and

its dependence on safe labor motivation. The Kostina Tatiana Mikhailovna

article gives the suggestions how to increase the

motivation for safer way of labor according to Tumanova Tamara Aleksandrovna

the actual regulations in force in the field of labor e-mail: [email protected]

Key words: LABOR PROTECTION

MONITORING, MOTIVATION FOR SAFE

LABOR, DEMANDS FOR LABOR PROTECTION

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