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BUSINESS I ADMINISTRARE / BUSINESS AND ADMINISTRATION

.METODOLOGIA DE FORMARE FORMATION AND


I IMPLEMENTARE IMPLEMENTATION OF STAFF
A SISTEMULUI DE MOTIVARE MOTIVATION SYSTEM
A PERSONALULUI N CADRUL METHODOLOGY AT
NTREPRINDERII AN THE ENTERPRISE
IN MODERN CONDITIONS
Drd. Snejana MUSCA, ASEM,
profesor la Catedra Economie PhD student Snejana MUSCA,
a Universitii de Stat din Comrat Lecturer, Chair of Economics,
Comrat State University
n acest articol, se efectueaz o compa-
raie a algoritmului de formare a motivaiei per- This article shows a comparison of the
sonalului i se analizeaz etapele de punere n algorithm of staff motivation formation and the
aplicare a sistemului de stimulare a personalului
stages of staff motivation system implementation
din ntreprinderi n condiiile actuale. Autoarea
at the enterprise in modern. Own methodology of
propune o metodologie proprie de formare a
formation of personnel motivation and the main
motivaiei personalului i principalele etape de
implementare a sistemului n cadrul ntreprin- stages of system implementation at enterprises in
derilor din Republica Moldova. the Republic of Moldova is offered by the author.
Cuvinte-cheie: sistem de motivare, algoritm Key words: motivation system, formation
de formare, implementare, motivarea persona- algorithm, implementation, motivational model,
lului, model motivaional, proiect-pilot, stimulare. pilot project, stimulation.
JEL: 24, 28, 31, 33. JEL: 24, 28, 31, 33.

Introducere Introduction
Gestionarea cu succes a ntreprinderii The effectiveness of enterprise management
depinde, n mare msur, de starea sistemului de largely depends on the state of personnel motiva-
motivare a personalului, datorit cruia crete tion system, which is the main reason for achie-
eficiena i eficacitatea organizaiei n ansamblu, ving the overall efficiency of the company and the
de aceea, n condiiile actuale, apare necesitatea industry as a whole, so, there appears a necessity
de a elabora un sistem efectiv de motivare a to develop an effective system of personnel
resurselor umane n cadrul ntreprinderii. motivation at the enterprise in modern conditions.
Scopul acestui articol este de a compara The pur pose of this ar ticle is to compare
etapele de formare i implementare a sistemului the stages of formation and implementation of
de motivare a personalului i a prezenta algo- staff motivation system; to present the authors
ritmul de formare i implementare a sistemului algorithm of formation and implementation of
respectiv la ntreprindere. staff motivation system at the enterprise.
Analiza principalelor rezultate tiini-
Main scientific r esults. Further on we will
fice. n continuare, examinm metodele existente
examine the existing methods of motivation
de formare a sistemelor de motivare, propuse de
system formation, proposed by the leading scien-
emerii oameni de tiin n domeniul manage-
mentului. tists in the field of management.
A. I. Kibanov, I. A. Batkaeva, E. A. Mitro- A. Y. Kibanov, I. A. Batkaeva, E. A. Mitro-
fanova, M. B. Lovceva propun urmtoarele etape fanov, M.V. Lovcheva offer the following techno-
ale tehnologiei de formare a sistemului de logy of motivation system formation:
motivare: 1. Diagnosis of the existing motivation infor-
1. Diagnosticul sistemului de motivare exis- mation about the labour market, system the
tent care presupune informarea cu privire existing methods and forms of motivation.
la piaa forei de munc, la metodele i 2. Formulation of the objectives and principles
formele de motivare existente. in the field of personnel motivation present
2. Formularea obiectivelor i principiilor a report about the strategy of the mana-

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BUSINESS I ADMINISTRARE / BUSINESS AND ADMINISTRATION

n domeniul motivrii personalului la gement of the personnel in the field of


aceast etap are loc prezentarea rapoar- motivation and formation of the composition
telor privind strategia de gestionare a and structure of staff motivation system.
personalului n domeniul motivrii i for- 3. Development of the system of material
mrii componenei i structurii sistemului stimulation: the analysis of the personnel
de motivare a resurselor umane. structure, vacancies and job positions
3. Elaborarea sistemului de stimulente mate- is held.
riale n cazul dat, se efectueaz analiza 4. Development of material non-monetary in-
structurii personalului, locurilor de munc centive illustrates the content and the
i funciilor. differentiation of the social package accor-
4. Elaborarea sistemului material non-finan-
ding to staff categories.
ciar de stimulare ilustreaz coninutul i
5. Development of the system of non-financial
diferenierea pachetelor sociale pe cate-
stimulation: the definition of the main areas
gorii de personal.
5. Dezvoltarea sistemului de stimulare ne- and differentiation of non-financial stimu-
material unde are loc identificarea lation for staff categories.
direciilor principale i diferenierea sti- 6. Development of internal regulatory docu-
mulentelor nemateriale, pe categorii de ments of the new motivation system, deve-
personal. lopment of the content and concepts of
6. Elaborarea actelor normative interne ale regulatory documents in the field of staff
noului sistem de motivare la etapa dat, stimulation [3].
se stabilesc componena i prevederile N. Kitaeva [9] offers a theoretical approach
documentaiei normative de reglementare a to the construction of the motivation system. By
activitii n domeniul stimulrii persona- combining well-known theories, the author iden-
lului [3]. tifies a group of key employees, for which the
N. Kitaeva [9] propune o abordare teo- system of motivation should be developed, which
retic a construciei sistemului de motivaie. Prin consists of the following steps: allocation of
combinarea teoriilor bine cunoscute, autoarea hygiene and motivational needs (Theory of
evideniaz un grup reprezentativ de angajai, Herzberg), determination of the efficiency of the
pentru care este necesar dezvoltarea unui sistem motive (the theory of Litvinyuk), the definition of
de motivare, ce const din urmtoarele etape: the leading need (theory of McClelland), the
evidenierea necesitilor igienice i motiva- detailing of the need (the theory of Richie and
ionale (teoria lui Herzberg), determinarea puterii Martin) and the characteristics of manifestation
de aciune a motivrii (teoria lui Litvinyuk), (Alderfer theory). The final stages are the
determinarea necesitii prioritare (teoria lui
mechanism of impact (Maslow's theory), and the
McClelland), detalierea necesitilor (teoria lui
analysis of the impact according to the conclu-
Ritchie i Martin) i caracteristica manifestrilor
(teoria lui Alderfer). Etapele finale sunt: meca- sions of the theory of motivation [4].
nismul de aciune (teoria lui Maslow) i analiza According to the author, the positive
rezultatelor impactului n conformitate cu con- moment of N. Kitaeva is that the needs of staff are
cluziile teoriei motivaionale [4]. taken into account and the negative moment is
Potrivit autorului acestui articol, un lucru that the description of the relationship of
pozitiv, la N. Kitaeva, rezid n faptul c se iau n employees needs and the needs of the organi-
considerare nevoile personalului, iar unul negativ zation is missing.
c lipsete descrierea relaiei dintre necesitile In scientific writings of E.A. Rodionova, the
salariailor i cele ale organizaiei. formation of staff motivation system is proposed
n lucrrile sale tiinifice, E. A. Rodio- in the form of 2 blocks:
nova propune formarea sistemului de motivare a a) stimulation block, which includes the defi-
personalului secionat n dou grupe: nition of work motivation , the contents and
a) grupa de stimulare care include: defi- the structure of the compensation package;
nirea motivrii de munc, coninutul i the development of regulatory documents
structura pachetului de compensare; elabo- regulating and consolidating the system of
rarea actelor normative care reglementeaz

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i stabilesc sistemul de remunerare, de rewards, training of the HR personnel and


instruire a colaboratorilor serviciului Re- monitoring, audit and control of the reward
surse Umane i monitoringul, auditul i system.
controlul sistemului sus-menionat; b) value block represents an estimate of the
b) grupa valoric ce reprezint o estimare a motivational profile of the organization and
profilului de motivaie a organizaiei i employees, the ratio of these motivational
angajailor, raportul dintre aceste profiluri profiles and the identification of demo-
motivaionale i identificarea factorilor tivating factors.
demotivani. Based on the analysis of the Value and
n baza analizei rezultatelor obinute de Stimulation Blocks results, E.A. Rodionova offers
grupa valoric i grupa de stimulare, E. A. Ro-
the following stages of implementation of the
dionova propune urmtoarele etape de imple-
work motivation and stimulation system: the
mentare a sistemului de motivare i stimulare a
formation of the motivational profile of the
muncii: formarea profilului motivaional al
ntreprinderii, efectuarea unor seminare-training enterprise, a training seminar training for the
pentru personalul organizaiei i monitorizarea employees of the organization and monitoring of
procesului de implementare a sistemului de the implementation of motivation and stimulation
motivaie i stimulare [7]. system [7].
A. N. Koelev a elaborat o abordare com- A comprehensive approach towards the
plex de formare i implementare a sistemului de formation and implementation of personnel moti-
motivare a personalului, care const din urm- vation system, which consists of the following
toarele etape: steps, was offered by A.N. Koshelev:
monitorizarea sistemului real de motivare, monitoring a real motivation system: ana-
care const din analiza sistemului de lysis of the existing system of motivation of
motivare a personalului existent n ntre- the personnel at the enterprise, including the
prindere, inclusiv analiza documentelor i analysis of documents and regulations
regulamentelor ce descriu efectiv sistemul describing the actually used system of
de remunerare utilizat; remuneration;
diagnosticul factorilor interni i externi de diagnosis of internal and external factors of
motivare a personalului: adic analiza ne- staff motivation i.e.: staff needs analysis,
cesitilor personalului, condiiile de lucru, working conditions, labour relations and
relaiile de munc i politica de resurse human resources policy;
umane; identifying the influence degree of staff
identificarea gradului de influen a moti- motivation on the performance indexes of an
vaiei personalului asupra indicilor de enterprise;
funcionare a ntreprinderii; forming and implementing measures to
stabilirea i punerea n aplicare a msurilor improve the motivation efficiency;
de sporire a eficienei motivaiei; optimization staff motivation system, its
optimizarea sistemului de motivare a per- coordination with the goals and the organi-
sonalului, concordarea acestuia cu obiec- zation strategy;
tivele i strategia organizaiei; control of the system of motivation, using a
controlul sistemului de motivare, folosind variety of criteria [4].
diverse criterii [4]. In modern practice of motivation, the most
n practica actual a motivaiei, cele mai common basics for the development of a moti-
cunoscute baze pentru dezvoltarea sistemului de
vation system are as follows:
stimulare sunt cele care activeaz conform:
a) E. Hay method of classification [2];
a) metodei de clasificare E. Hay [2];
b) Management by objectives (MBO). The
b) administrrii prin intermediul obiectivelor
MBO (management by objectives) auto- authors of the concept are: T. Santalaynen,
rii concepiei fiind T. Santalainen, E. Vou- E.Voutinlaynen, P. Porenne, Y. H. Nissinen
tilainen, P. Porenne, I. H. Nissinen [8]; [8];

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c) indicatorilor echilibrai (Balanced Score- c) Balanced scorecard the authors of the BSC
card) autorii conceptului sunt ISSP (BSC); concept are: D. Norton and R. Kaplan [6];
D. Norton i R. Kaplan [6]; d) Combination of the above identified basics.
d) combinaiilor dintre bazele identificate It should be noted that both approaches
mai sus. MBO and BSC are focused more on the variable
Este de remarcat faptul c ambele abordri: part of work remuneration (bonuses and additional
MBO i BSC sunt axate mai mult pe partea
payments) and nonmaterial motivation, but the
variabil a remuneraiei (prime, pli suplimen-
method of E. Hay on permanent assets.
tare) i pe motivaia non-financiar, iar metoda
lui E. Hay pe poriunea mijloacelor fixe. However, as practice shows, building a
Cu toate acestea, dup cum ne demon- personnel motivation system in the organization,
streaz practica, la instituirea n organizaie a unui the managers should take into account the cha-
sistem de motivare a personalului, managerii racteristics, that cause common addiction in terms
trebuie s in cont de caracteristicile ce determin of forms and stimulation methods, leadership
preferinele tipice cu privire la formele i metodele styles, dominant motives and expectations of both
de stimulare, stilul de conducere, motivele the managers and subordinates. Staff should be
dominante i ateptrile, att ale conductorilor, aware that the motivation system is the result of
ct i ale subalternilor. Personalul trebuie s tie c their labour.
sistemul de stimulare este rezultatul muncii lor. On the basis of outlined methods of moti-
n baza metodelor de formare a sistemului vation system formation, mentioned above, own
de motivare menionate, autorul acestui articol algorithm of formation and implementation of
propune un algoritm propriu de formare i punere motivation system, is proposed by the author, and
n aplicare a unui sistem de motivare, care este
is shown in figure 1.
prezentat n figura 1 i pe care l vom examina
pe etape:

Etapa I/ Monitorizarea obiectivelor strategice ale organizaiei/


Monitoring the organizations strategic objectives
I Stage

Etapa a II-a/ Efectuarea auditului resurselor umane: motivarea personalului/


Conducting motivational audit
II Stage

Etapa a III-a/ Elaborarea modelului motivaional/


Developing motivational model
III Stage

Etapa a IV-a/ Realizarea proiectului-pilot/


Implementation of the pilot project
IV Stage

Etapa a V-a/ Implementarea modelului motivaional/


V Stage The introduction of the motivational model

Etapa a VI-a/ Evaluarea eficienei modelului motivaional/


VI Stage Evaluation of the effectiveness of the motivational model

Figura 1. Algoritmul de formare i punere n aplicare a sistemului de motivare/


Figur e 1. The algor ithm of motivation system for mation and implementation
Sursa: elaborat de autor/ Source: developed by the author

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ETAPA I. Monitorizarea obiectivelor STAGE 1. Monitoring the organizations


strategice ale organizaiei. Etapele sus-enumerate strategic goals. Suggested steps demonstrate that
ne demonstreaz c, mai nti, sunt necesare the strategic objectives should be defined first,
definirea obiectivelor strategice, stabilirea stra- strategies should be selected, determined sequence
tegiei, determinarea succesiunii aciunilor, etapelor of actions, stages, through which the company
cu ajutorul crora compania intenioneaz s-i intends to achieve the strategic goals. Additio-
ating obiectivele strategice. Pe lng aceasta,
nally, the decomposition of goals should be
trebuie s se efectueze diversificarea obiectivelor
carried out, based on the strategic goals of the
i, pornind de la scopurile strategice ale com-
paniei, s se stabileasc obiectivele diviziunilor, company, goals for divisions, departments,
departamentelor i ale angajailor. employees should be set up.
ETAPA a II-a. Efectuarea auditului STAGE 2. Conducting motivational audit.
resurselor umane: motivarea personalului. n Currently, there is no unique method of com-
prezent, nu exist o metod unic de efectuare a pany's motivational audit. However, the author
auditului motivrii personalului la ntreprindere. believes that to effectively manage the staff, at
Cu toate acestea, autorul consider c, pentru a first, it is necessary to carry out the analysis, in
gestiona eficient resursele umane, este necesar ca, order to identify and eliminate the negative effects
n primul rnd, s se efectueze o analiz n scopul and to find ways to increase staff motivation; as a
identificrii i eliminrii neajunsurilor i gsirii result, there should be an increase in productivity
unor modaliti de stimulare a motivrii perso- and economic activity of the enterprise. The
nalului, a cror realizare va conduce la creterea analysis of the scientific literature, based on
productivitii muncii i activitii economice a methods of motivational audit realization, showed
ntreprinderii. Analiza literaturii tiinifice cu pri-
that the majority of authors [1,7] identify a group
vire la tehnicile de audit al motivrii personalului
of methods, defining the diagnosis of staff
ne-a demonstrat c majoritatea autorilor [1, 7]
disting o grup de metode, care stabilesc modelul motivation, valuable orientations and personnel
de diagnostic al motivrii angajailor, orientrilor job satisfaction of the in a company.
valorice i satisfaciei n munc a personalului In our opinion, motivational audit involves a
ntreprinderii. n opinia noastr, auditul motivrii more detailed research, rather than the diagnosis
personalului presupune efectuarea unui studiu mai of staff motivation. For its implementation, the
aprofundat dect, pur i simplu, diagnosticul aces- entire staff of the organization, as well as its
tuia. Pentru implementarea auditului respectiv, individual categories can be affected.
este necesar s fie antrenat ntregul personal al Stages of motivational audit realization at
organizaiei, att cel din eantionul superior de the enterprises:
conducere, ct i cel din structurile subordonate. 2.1. Audit of the motivational state of the
Etapele de derulare a auditului motivrii enterprise. We propose to carry out an audit of the
personalului la ntreprindere sunt urmtoarele: motivational state of the enterprise, with the help
2.1. Aprecierea strii motivaionale a of certain groups of estimated figures in the
ntreprinderii propunem s fie efectuat cu aju-
following areas of analysis:
torul unui set individual de indicatori de evaluare,
din urmtoarele domenii de analiz:
group 1. Analysis of the companys moti-
vational policy includes: the analysis of
grupul I. Analiza politicii motivaionale a
ntreprinderii presupune: analiza necesit- needs, that can be implemented in the
ilor care pot fi satisfcute n cadrul ntre- enterprise, what motivation systems are
prinderii; stabilirea sistemelor de stimulare used; the analysis of contents and dynamics
ce pot fi utilizate; analiza componenei i of the wages fund, factor analysis of the
dinamicii fondului de salarii; analiza facto- wages fund, the analysis of the effectiveness
rial a fondului de salarii; analiza eficienei of wages fund usage, the analysis of docu-
cheltuielilor cu salariile; analiza actelor mentation currently in force (regulatory
normative n vigoare (asigurarea sistemului documentation support of the personnel
de stimulare a personalului cu documen- system motivation).
taia necesar);

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al II-lea grup. Analiza indicatorilor de per- group 2. Analysis of personnel performance


forman a personalului include: analiza indicators: the analysis of plan fulfilment
realizrii planului de cretere a productivi- according to the labour productivity growth
tii muncii i definirea sporului de pro- and the identification of an increase in
ducie cauzat de acest factor; analiza output due to this factor, factor analysis of
factorial a productivitii muncii i rezer- labour productivity and the rise in labour
vele de cretere a acesteia; productivity reserves.
al III-lea grup. Analiza modului de utili- group 3. Analysis of the labour utilization:
zare a forei de munc: analiza mediului de
the analysis of enterprise's provision with
asigurare a ntreprinderii cu resurse umane;
human resources, analysis of the skills level
analiza nivelului de calificare a persona-
lului, analiza formei, dinamicii i cauzelor of staff, analysis of the forms, dynamics and
de transfer al personalului; analiza utili- causes of personnel movement; analysis
zrii timpului de lucru. of timing.
2.2. Auditul strii motivaionale a per- 2.2. Audit of personnel motivational state is
sonalului se efectueaz conform urmtoarei teh- carried out according to the following technology:
nologii: evaluarea strii de satisfacie a perso- an estimate of satisfaction of the existing per-
nalului conform sistemului motivaional existent; sonnel's motivational system; analysis of the
analiza sferei motivaional-necesare a angajailor; need-motivational area of the workers; identifi-
identificarea necesitilor urgente i principale, cation of areas of urgent and basic needs; the
potenialului stimulentelor complexe (cum ar fi potential of complex incentives, such as the social
climatul social i psihologic n colectiv), stilului and psychological atmosphere in a team, leader's
de conducere al managerului, specificului culturii management style, the characteristics of corporate
corporative; determinarea profilului motivaional culture; identification of motivational profile of
al lucrtorilor, stabilirea factorilor demotivani.
workers; identification of demotivating factors.
2.3. Analiza SWOT. n baza rezultatelor
2.3. SWOT-analysis. On the basis of the
obinute n urma auditului, se constituie o
SWOT-matrice special, pe baza creia se ntoc- results of motivational audit, a special motiva-
mete un document, care conine raportul spe- tional SWOT-matrix is formed, on the basis of
cialistului cu privire la rezultatele auditului which, the document, that contains the auditor's
motivrii personalului i se prezint admini- report on the results of the audit, is made and is
straiei. n conformitate cu SWOT-matricea dat provided to the management. On the basis of the
i raportul auditorului, se elaboreaz modelul SWOT-matrix and the audit report, a motivational
motivaional. model is developed.
ETAPA a III-a. Elaborarea modelului STAGE 3. Motivational model develop-
motivaional. n baza rezultatelor raportului de ment. Based on the results of the audit report,
audit, sunt identificate zonele problematice ale problematic areas of motivation system are
sistemului motivaional i se scot n eviden extracted and the prevailing motivational per-
valorile motivaionale dominante ale persona- sonnel values are identified, on the basis of which
lului, conform crora se formeaz att profilul both individual motivational profile of staff and
motivaional individual al personalului, ct i al
the company's as a whole, is made. On the basis
ntreprinderii, n general. n conformitate cu
of motivational profiles, the decomposition of
profilurile motivaionale, se elaboreaz detalierea
programelor motivaionale (pe categorii de motivational programs (by categories of personnel
personal i de sex.). and by gender) is developed.
Elaborarea programelor de motivare pre- The development of motivational programs
supune munc n dou direcii: dezvoltarea sis- involves work in two directions: the development
temului de impact direct asupra comporta- of a direct impact on employee's behaviour
mentului angajailor prin aplicarea stimulrilor through material and non-material stimulation and
materiale i nemateriale i elaborarea unui sistem the development of the system of indirect impact
de impact indirect prin asigurarea condiiilor by providing optimal conditions for the labour
optimale de munc. activity.

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Etapele finale ale elaborrii modelului The final stages in developing a motiva-
motivaional presupun ntocmirea actelor nor- tional model suggest the preparation of docu-
mative de reglementare i consolidare a siste- ments, regulating and consolidating the system of
mului de motivare a personalului, precum i staff motivation and the creation and training of a
crearea i instruirea grupului special de imple- task force on the implementation of system of
mentare a sistemului de motivare. motivation.
ETAPA a IV-a. Realizarea proiectului- STAGE 4. Pilot project implementation.
pilot. nainte de a implementa n organizaie A pilot project is executed before the introduction
sistemul motivaional elaborat, se realizeaz un of the developed motivation system into the
proiect-pilot. organization.
Obiectivele proiectului-pilot sunt:
The aim of the pilot project to:
a) validarea rezultatelor evalurii i seleciei;
a) confirm the accuracy of the results of
b) determinarea gradului de utilitate real
evaluation and selection;
a modelului motivaional la ntreprinde-
rea dat; b) determine actual suitability of the motiva-
c) colectarea de informaii pentru implemen- tional model at the enterprise;
tarea modelului motivaional. c) collect information for the motivational
model implementation.

ETAPA a II-a
Planificarea PP /
STAGE II
Plan PP
ETAPA I ETAPA a III-a
Diagnosticul Realizarea PP/
atributului PP/
STAGE I STAGE III
PP attributes Realization of PP
diagnostics

ETAPA A V-a ETAPA a IV-a


Luarea deciziei privind Evaluarea PP
implementarea PP/
STAGE V STAGE IV
Decision on the PP PP Valuation
implementation

Punerea n aplicare Dezicerea de Implementarea Respingerea PP, n general/


a PP/ Performing implementare a PP/ suplimentar a unui PP / To refuse the use of PP
additional PP To refuse the PP Implementation of PP in general

Figura 2. Etapele de realizare a proiectului-pilot (PP) /


Figure 2. The stages of the pilot project implementation (PP)
Sursa: elaborat de autor n baza 1, 5, 7, 10 /
Source: formed by the author on the basis of, 1, 5, 7, 10

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n continuare, examinm fiecare dintre Let us look at each stage of the pilot project
etapele proiectului-pilot (PP) prezentate n figura realization presented in Figure 2 [10]:
2 [10]: 4.1. Stage I. PP diagnostics. At this stage,
4.1. Etapa I. Diagnosticul atributului PP. the characteristics of a pilot project are effect-
La aceast etap, se efectueaz caracteristica tuated, according to the following criteria: the
proiectului-pilot conform urmtoarelor criterii: field of use; scalability, representativeness, criti-
domeniul de aplicare; scalabilitatea, reprezen- cality and characteristics of the project team.
tativitatea, atitudinea critic i caracteristicile 4.2. Stage II. Planning PP . At this stage, the
echipei de proiect. plan PP is developed, which must contain the
4.2. Etapa a II-a. Planificarea PP. La
following information: the goals, objectives and
aceast etap, se elaboreaz planul PP, care
evaluation criteria; staff; procedures and agree-
trebuie s conin urmtoarele informaii: scopul,
sarcinile i criteriile de evaluare; personalul; ments; training; schedule and resources.
procedurile i acordurile; modul de instruire; 4.3. Stage III. The pilot project realization
graficul de producie i resursele. is carried out in accordance with the plan, as well
4.3. Etapa a III-a. Realizarea proiectului- as the preparation of reports on the questions of
pilot, precum i pregtirea raportului privind acquisition, support, expertise and upgrades
achiziionarea, susinerea, expertiza i moderniza- versions.
rea versiunii, se efectueaz n conformitate cu 4.4. Stage IV. PP evaluation . After the pilot
planul. project realization, it is necessary to evaluate the
4.4. Etapa a IV-a. Evaluarea PP. Dup results. Having this assessment, there is a possi-
realizarea proiectului-pilot este necesar s fie bility to identify the advantages and disadvantages
evaluate rezultatele acestuia. Cu ajutorul acestei of the current project. Besides, the evaluation can
evaluri, este posibil identificarea avantajelor i provide information regarding the adjustment of
dezavantajelor proiectului. n afar de aceasta, the implementation process.
evaluarea mai poate furniza informaii cu privire 4.5. Stage V. Decision making on the PP
la ajustarea procesului de implementare. implementation. At this stage, the following cate-
4.5. Etapa a V-a. Luarea deciziei privind gories of decision making of the pilot project are
implementarea PP. La etapa respectiv, este possible:
posibil utilizarea urmtoarelor metode n luarea a) implement an additional pilot project: this
deciziilor cu privire la proiectul-pilot: option is considered only if there have been
a) punerea n aplicare a proiectului-pilot
left any specific unresolved issues regarding
(PP): rezultatul etapei de fa este un
the implementation of the motivational
document n care se examineaz reuitele
proiectului-pilot i se iau decizii detaliate model in the organization.
cu privire la implementare; b) refuse the implementation of the motiva-
b) dezicerea de implementare a modelului tional model: in this case, the organization
motivaional: n acest caz, organizaia may take a decision not to implement this
poate decide s nu pun n aplicare motivational model, as the selected model
modelul motivaional respectiv, deoarece does not meet the needs of the organization,
modelul selectat nu satisface necesitile but before proceeding with its activity
organizaiei, dar nainte de a continua implementation, the needs of the organiza-
activitile de implementare, trebuie s fie tion and the results of motivational audit
revzute necesitile organizaiei i rezulta- should be reviewed.
tele auditului motivaional; c) refuse the use at all: this option is considered
c) implementarea suplimentar a unui pro- as a bad choice of a pilot project or of a
iect-pilot: asemenea opiune este luat n developed motivational model. In this case,
consideraie numai n cazul, n care au the organization completely refuses the
rmas probleme specifice nerezolvate, project implementation. The failure of the
privind punerea n aplicare a modelului pilot project allows avoiding more signify-
motivaional n cadrul organizaiei; cant and costly failures in the future.
d) respingerea proiectului-pilot (PP), n d) introduce a pilot project: the result of this
general: aceast opiune este vzut ca o
stage is a document where the results of
alegere nefericit a proiectului-pilot sau a

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BUSINESS I ADMINISTRARE / BUSINESS AND ADMINISTRATION

modelului motivaional elaborat. n acest the pilot project are discussed and the solu-
caz, organizaia abandoneaz completa- tions for the implementation of decisions
mente implementarea proiectului. Eecul are detailed.
proiectului-pilot a evitat eecuri mai sem- STEP 5. Implementation of the motiva-
nificative i costisitoare n viitor. tional model. After the successful completion of
ETAPA a V-a. Implementarea modelului the pilot project and the decision on changes
motivaional. Dup finalizarea cu succes a proiec- introduction into the system of staff motivation,
tului-pilot i decizia de a face modificri n the necessity of realization is logical, that is, the
sistemul de stimulare a personalului, devine logic introduction of a new motivational model.
necesitatea de realizare, deci de implementare a
5.1. It is necessary to develop locally a normative
unui nou model motivaional. n acest caz:
act of a new staff motivation system imple-
5.1. Este necesar s se elaboreze un act nor-
mativ, de interes local, pentru implemen- mentation. This act should be clear to all the
tarea noului sistem de motivare a persona- staff and should be of a small volume.
lului. Coninutul documentului trebuie s 5.2. The official adoption of a new system of
fie explicit, clar i concis, pe nelesul personnel motivation that is signed by the
ntregului personal; head of the organization.
5.2. Trebuie s se adopte oficial noul sistem de 5.3. Familiarization of the personnel with the
motivare a personalului, adic s fie sem- new system of personnel motivation.
nat de conductorul organizaiei; STEP 6. Evaluation of the motivational
5.3. Personalul s se familiarizeze cu noul sis- model effectiveness. At this stage, the assessment
tem de motivare. of the impact of the implemented motivational
ETAPA a VI-a. Evaluarea eficienei system on the resulting company's operating rates
modelului motivaional. La aceast etap, se is carried out. The effectiveness of the imple-
evalueaz impactul sistemului de motivare mentation of the motivation system is assessed by
implementat asupra performanelor n munc a measuring the operating rates of the company,
ntreprinderii. Eficacitatea sistemului dat se related to:
evalueaz prin msurarea performanei activit- financial condition (the size of the actual
ilor ntreprinderii n legtur cu: marginal contribution, lei, the percent of the
starea financiar (mrimea real a marjei de additional net income distributed to the
profit n lei; procent din venitul net sup- bonus fund, %);
limentar, repartizat la fondul de premii, %);
position of the enterprise on the market
poziia ntreprinderii pe pia (numrul de
(number of customers, market share, the
clieni; cota-parte din pia; ratingul
ntreprinderii pe pia etc.); rating of the company on the market, etc.);
procesele interne de business, adic atin- internal business processes, that is, the
gerea nivelului de realizare a principalilor level of achievement of those key per-
indicatori de performan, pe care i i-a formance indicators, which are set by the
planificat organizaia [11]. organization [11].
Concluzii Conclusions
Astfel, n baza rezultatelor studiului asupra Thus, based on the results of the study of the
punctelor de vedere emise de mai muli oameni scientists views and the conducted research on
de tiin i datorit cercetrii, analizei efectuate the formation and implementation of staff
cu privire la formarea i implementarea motivation system, the analysis held the method
sistemului de motivare a personalului, autorul a of forming and implementing the motivational
dezvoltat, n mod individual, o metodic de system at the enterprise, was independently
formare i punere n aplicare a sistemului de developed by the author. The advantage is that it
motivare la ntreprindere. Avantajul acesteia is directed not only on the strategic goals
const n faptul c este destinat att rezolvrii decisions and on the increase of labour produc-
obiectivelor strategice, creterii productivitii, tivity, but also on the labour relationship: main-
ct i reglementrii raporturilor de munc: tenance and attraction of qualified personsnel;
pstrarea, atragerea i implicarea n procesul de their involvement in the companys work and the
munc a personalului calificat i dezvluirea
disclosure of their potential.
potenialului de care dispune.

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BUSINESS I ADMINISTRARE / BUSINESS AND ADMINISTRATION

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