TY of the LABOUR L

TY of the LABOUR L. IFE 3.1. Satisfaction of the worker the work One of the most important last development in the field of management of human resources is connected to creation of programs and methods of improvement of quality of a labour life. Dzh. R.Hekman and Dzh. Lloyd Sattl define quality of a labour life as that degree up to which members of the industrial organization can satisfy the important personal needs via their work in this organization. High quality of a labour life should be characterized by the following 1. Work should be interesting. 2. Workers should receive fair compensation and a recognition of the work. 3. The working environment should be pure, with low noise level and good light exposure. 4. Supervision on the part of a management should be minimal, but be carried out always when in it there is a necessity. 5. Workers should take part in the decision-making, touching their and work. 6. The guarantee of work and development of friendly mutual relations with colleagues should be provided. 7. Means household and health services should be provided.

Quality of a labour life can be raised, having changed any organizational parameters influencing people.

It includes decentralization of authority, participation in a question of a management, training, preparation of the managerial personnel, programs of management of promotion, training of workers to methods of more effective dialogue and behaviour in collective. All these measures are directed on giving people additional opportunities for satisfaction of the active personal needs at simultaneous increase of efficiency of activity of the organization. 3.2. Perfection of the organization of work Management sciences much of early ideas rotated around of development of the task in such a way which would allow to use advantages of a division of labour in the maximal degree, modern technology and automatics. As the American workers became more and more economically provided, educational, cultural and social values changed, the industry began to experience difficulties, connected to character of work. The increasing quantity of people found, that highly specialized, repeating operations cause exhaustion and loss of interest.

Hooky and turnover of staff have increased, cases of sabotage have appeared even. Accordingly, the gain of productivity which would be normal to expect from narrow specialization, has considerably decreased.

For the decision of a problem a number of the most progressive firms have started to experiment the organization of work that work began to give the greater internal satisfaction and more opportunities for satisfaction of the maximum needs of the person - to interest, self-affirmation and development of the person.

The management thus, certainly, hoped that the satisfaction which has increased as a result of such changes by the work will lead to increase of productivity and will lower losses from hooky, high turnover of staff and decrease in quality.

Expansion of volume and enrichment of the maintenance of work. Two most widely used method of reorganization of work is an expansion of volume of work and enrichment of its maintenance.

The volume of work is a quantity of the various operations which are carried out by the worker and frequency of their recurrence. Volume name narrow if the worker carries out some operations and repeats them frequently.

As a typical example work on the assembly conveyor can serve. Volume of work name wide if the person carries out many various operations and repeats them seldom. The volume of work of the bank cashier usually is wider in comparison with work of the person borrowed only with data input through the keyboard in system of the financial account. Pithiness of work is a relative degree of that influence which the worker can render for work and a working environment.

Such factors, as independence in planning and performance of work, definition of a rhythm of work and participation in decision-making here concern. Work of the laboratorian will not be considered substantial if she is reduced only to installation of the equipment, loading of chemicals and cleaning of laboratory. If the laboratorian can order chemicals and the equipment, to carry out some experiments and to prepare for reports on results of works pithiness will be high. Work can be reordered, having changed its volume or pithiness.

Integration of work concerns to perfection of the organization due to increase in its volume. Enrichment of its maintenance provides changes due to increase of pithiness. When change of the organization of work becomes desirable Amplification of motivation and increase of productivity by change of the organization of working conditions is one more of concepts in which basis the two-factorial theory of motivation Gertsberga lays. Researches Gertsberga have shown, that work is the factor of motivation, money are basically the hygienic factor.

Unfortunately, it not always so. Recent researches in the field of motivations specify, that this theory cannot be fair for all people and in all situations. Therefore changes in the organization of work are pertinent only with reference to people and the organizations possessing certain characteristics. These characteristics are generalized in the model developed by Richard Hekmanom and Greg Oldhemom there are three psychological conditions, determining satisfaction of the person the work and motivation the perceived importance of work, i.e. a degree from which the person perceives the work as something important, valuable and worth the felt responsibility, i.e. that degree in which the person feels like responsible and accountable for results of the work knowledge of results, i.e. a degree of understanding the person of efficiency or productivity of the work. Those kinds of works which are organized so that all these three conditions in enough high degree allow any part of workers to test, should give high motivation due to the work, high workmanship of works, the big satisfaction work, and also lead to decrease in quantity of hooky and reduce turnover of staff.

The sensation of the importance of work can be realized granting to the worker of an opportunity of expansion of quantity of labour skills, definiteness of production targets, increase of their importance.

The responsibility for results of work can be strengthened, having given to the worker there is more than independence.

Comprehension of real results of the work develops, if the worker receives the reciprocal information. However it is necessary to have in view of and what not all workers positively react from a similar sort of change. As it was already marked above, by consideration of a problem motivatski, people differ on needs, the attitude to work, the hopes connected with work. Researches have shown, that people with strong aspiration to growth, achievements, self-esteem usually positively react to enrichment of the maintenance of work. When people not so strongly are based on needs of a high level, enrichment of the maintenance of work frequently does not give appreciable successes.

An opportunity of changes of working conditions can influence and features of technology. The organizations using mass technology, have much less opportunities in this respect, than the enterprises which are letting out individual production.

For firms with mass technology cost of reorganization of working conditions frequently outweighs profit expected from it. There, where the technology not so flexible also demands the big capital investments, cost of reorganization can appear very high. One of the most optimal, opportunities for introduction of the progressive organization of work opens at creation of new manufactures factories, the enterprises, establishments.

Actually, some of the most known experiments in this area just also have been lead at creation of new capacities. Nevertheless, though the existing technology also limits opportunities of reorganization of working conditions in firms with mass production, such opportunities nevertheless exist. 4. THE CONCLUSION The volume of the lead researches for the present is insufficient for final conclusions about productivity of programs on reorganization of working conditions, but already available data show, that such programs promote development of feeling of satisfaction by work, decrease in quantity of hooky and turnover of staff and improvement of quality of production. At the same time it has been established, that in many cases of increase of labour productivity it was not marked, that, probably, it has been caused by an extreme degree of his specialization.

Though these results also specify that programs of change of the organization of work promote increase of efficiency of activity of the organizations, there are the experts criticizing such programs.

The some people of criticism assert, that it is impossible to give a priority to feelings of satisfaction of the worker, on reasons of economic efficiency. If to change technology and the equipment for improvement of working conditions they speak it is necessary to do that it only when changes promise higher profit. Others speak, that many workers do not feel alienation from the work and do not want the greater responsibility or attachment to work. Besides the same authors declare, that attempts to enrich the maintenance of work frequently are broken about the restrictions established by trade unions as duty regulations, requirements to terms of stay in a post, statutory acts on a number of specialities, and also encounter the general mistrust.

Thus, the management should abstain from reorganization of working conditions until it will be convinced that workers are predisposed to it. During performance of some programs by the worker gave more independence, than they wished that. Result - bad work and annoyance of workers.

The criticism of idea of reorganization of working conditions conducting recently supports such sights. Nevertheless, at due study of the program perfection of the organization and working conditions promotes development of feeling of satisfaction of workers, improvement of quality of work, decrease in quantity of hooky and turnover of staff.

The LIST of the USED LITERATURE 1. Travin V.V Djatlov V.A. of the Basis of personnel management , М-95 , -95 2. Shekshlja S.V. Management of the personnel of the modern organization , М-96 , -96 3. Krichevskij R.L. If you are a head , М-96 -96.