Republic of uzbekistan andijan machine-building institute fundamentals of business management

 
Interaction with workersLabor 
security 
The level of control of labor 
discipline 
 
1. 
 
2. 
 
3. 
 
4. 
 
5. 
 
Achievements 
 
Promotion through the service ladder 
High responsibility 
Achievement recognition and support 
Opportunity to grow creatively and within 
service 
 
The first groupfactors are called "hygienic factors". If the workplace is dirty, dark, and out of 
sight, it weakens the desire to work. On the contrary, if the workplace is clean, perfect from an 
ergonometric point of view, clearly oriented motives for work appear. Money is also important 
here. But it is also dangerous to look at money as a measure of human worth. If the desire for 
money completely takes over a person, it will create a tendency to multiply and lead him to prove 
his superiority over others. As a result, he is separated from people and the community. Hersberg's 
theory does not contradict Maslow's theory, but complements it. 
Expectancy theorydeveloped by the American psychologist W. Vroom in 1964. Its essence 
is that motivation is not only to satisfy the need, but also to the goal 

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also depends on the desire chosen to achieve. The interaction of 3 important factors plays a key 
role in the expectancy theory: 
• Expect the difference between labor costs (MH) and the result (N) (MH-N); 
• expectation (NR) of the difference between the outcome (N) and the stimulus (R); 
• incentive value (Q), that is, a relative measure of satisfaction or dissatisfaction. The 
relationship between all three factors can be expressed as follows: 
Motivation (M)=(MH-N)(NR)Q. 
The more the expectation leads to satisfaction, the stronger the motivation. This means that in 
addition to the concept of need, the leader must create situations in which complex, difficult work 
and hard work are well paid and motivated. The essence of the waiting theory also requires this. 
According to equity theory, people compare the level of incentive they receive with the level of 
incentive received by other people employed in the same system. Dj. According to Adams, the 
cost includes not only the labor spent by the employee to perform this work, but also his seniority, 
qualification level, age, social status, etc. 
If, as a result of all evaluations and comparisons, it is known that injustice is not allowed, then 
motivational factors work in a positive direction. If he is treated in the same way as others are 
treated, then the employee will work harder and work harder, and vice versa. That is, if the 
employee feels that there is injustice here, if there is inequality in incentives, then a state of 
nervousness will arise in the enterprise, which will cause conflicts to occur. The scales of justice 
will be broken. 
Whoever strives for more than he can, he is deprived of justice. 
As long as people are not rewarded according to their work, ability, knowledge, they will not 
try to increase productivity and intensity. The atmosphere of harmony in the enterprise is not 
settled. X (iks) and Y (igric) theories also occupy a special place in motivation. The author of these 
theories is the American psychologist D. McGregor, who represents the attitude of managers and 
employees to work. 
X (ix) theoryworkers do not want to work, avoid responsibility, they are lazy and unmotivated 
by nature. Therefore, they should be constantly pushed, forced, controlled and threatened with 
punishment. Only then will they work well for the enterprise.