Motivation as a Part of the Management Process

  • Oleksandr Poprotskyy National Academy for Public Administration under the President of Ukraine
Keywords: motivation, public administration, strategic planning, management decisions

Abstract

The article deals with the important issues of modern science of public administration regarding the use of motivation by the authorities in the process of administrative decision-making. In particular, their main types are investigated, as well as the concept of the specific gravity of motivation and its essence are substantiated. The types of motivation are highlighted, each of which has its specific weight or importance for the motivated participants involved in the strategy implementation process. The factors of change of the share of motivations with application of the coefficient determined by experts of the group of strategic planning and implementation of the strategy are described.

It has been determined that the transformation of motivations can contribute to the formation of certain demand for available values and services, and may create the preconditions for the emergence and provision of new ones.

Formation of motivation plan as a tool of motivational support of strategic management is developed and substantiated. The concept of a motivational plan is defined as a plan of quantitative and qualitative expansion of motivations of supporters of a strategic initiative of an organization, state authority or local self-government.

The main task for the heads of organizations is determined, which is to increase the motivation of the participants of the strategy implementation process by all possible measures, taking into account the rights of the person to full pay. It is found that each participant of the strategy implementation process may have not one but several types of motivations, each of which has its specific weight, that is, the importance for the motivated participant. With regard to the expansion of motivation, the requirements for working with the participants involved in the strategy implementation process are stated, as well as the main purpose of such work in terms of increasing the share of motivations.

References

Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55 (1), pp. 68–78. https://doi.org/10.1037110003-066X.55.1.68.

Vroom, V. H. (1964). Work and motivation. New York : Wiley,. 331 p.

Tokareva, E. A. (2008). Povysheniye effektivnosti deyatelnosti organizatsii na osnove sovershenstvovaniya motivatsii personala v usloviyakh rynka. Sankt-Peterburg: Nauka.

Maslou, A. (1999). Motivatsiya i lichnost. Sankt-Peterburg: Evraziya.

Hrytsiak, N. V. (2004). Formuvannia gendernoi polityky v Ukraini: problemy teorii, metodolohii, praktyky. Kyiv: Vyd-vo NADU.

Balabanova, L., & Sardak, O. (2006). Upravlinnia personalom. Kyiv: Profesional.

Informatsionnyy vakuum. Mylo i verevka. (n.d.). Retrieved from Advertology.Ru: http://bit.ly/2TQsyzb.

Published
2019-12-27
Section
MECHANISMS OF PUBLIC ADMINISTRATION