Pattern of the rational worker incentive system

The article presents a model of rational incentive system with the structure consisting of three blocks. The first block (financial incentives) provides monetary compensation to a worker. The second block (stimulating by comfortable living conditions) is aimed to regulate the quality of a worker's life in and outside the place he works. The third block (non-financial incentives) takes into account cultural and social worker’s needs. The proposed structure of incentive system provides the most comprehensive coverage to the employee's needs and organizes them in the way accessible both for specialists of labor economics and human resource management and for ordinary workers.


Introduction
The question about possibility of drafting a universal rational incentive system (RIS) is difficult to answer unequivocally.Incentive system, which works effectively in one organization, may not be so effective for another one [1,2,[4][5][6][7][8][9][10][11][12][13][14][15]19].And no matter what justifications analysis of the reasons of this situation gives, for the enterprise it is important to obtain significant results for the current / planned time period [3,12,17,22].It is therefore particularly important that the RIS could be adapted to the maximum number of companies, despite the variety of activities.the difference in the number of personnel, the length of functioning time on the market and other factors.

Pattern of the rational incentive system, its structure
Proposed by the author RIS structure is shown in Fig. 1.The rationality of the system is determined by the possibility to take into account large number of factors that could influence the worker's labor activity.Most of the proposed RIS cells are generally known, but the originality of the proposed structure lies in the uniqueness of their particular grouping, which will be understood by the worker even without learning the basics of labor remuneration.In formulating the titles and the construction of the proposed incentive system structure author relied on such principles of its construction as transparency, simplicity and capacity.The system takes into account the principle of social importance and economic advantages for the subjects of social and labor relations [8] The simplicity of the language, and a small number of relationships makes it possible to talk about the rationality of the proposed incentive system.An important feature of a rational incentive system is that it makes possible selfdetermination by the organizations (according to the needs of workers as well as their own capabilities, available resources and the existing limitations) of the structure of their incentive system [8].The proposed model provides a choice (like the menu in the cafeteria) by the organization needed and possible (rational for it) components of the incentive system.

Content of the rational incentive system
For each element of the proposed RIS may be proposed special target for assessing the degree of practical implementation of each component.
Financial incentives provide five components.The components of the financial incentive structure are shown in Table 1.
The "qualification" component is to measure worker on four elements: The level of education, taking into account the number of years the person has spent on education.Recommended scale of its assessment may include the following gradation: 1)

Deprivation of bonuses
The importance of the position for organization Career management

Creativity and participation in governance
Consolidation / staff interaction Official recognition of merit

Time
The benefits received by the worker in the workplace The benefits provided for the worker outside the workplace The benefits for the worker personally The benefits for the worker family RIS structure

Financial incentives With comfortable living conditions Non-financial incentives
There is no general education; 2) general education of 9 classes; 3) general education of 11 classes; 4) initial vocational -vocational school); 5) secondary vocational (technical school, college); 6) Higher professional (university); 7) The number of higher education, the availability of an advanced degree.The author is of the view that education should be assessed.In accordance with today's realities cash costs are added to the years of life spent for the educate (free education in Russia is becoming less accessible to the public), so employee efforts aimed at the acquisition of knowledge should be rewarded.Compliance of education with the position held by worker.The author proceeds from the fact that, in practice, not uncommon is the situation when a person receives a certain qualification, and then actually works in a completely different, and sometimes not even contiguous, sphere of activity.This problem is typical for the Russian labor market on the whole.It is worth noting that employees occupying similar positions, but having different professional training, should not receive the same incentive payments.Thus, it is necessary to provide extra payments to the workers, who works for an in educational institution received specialty.
Experience in the position [8,18].The longer a worker performs certain functions, with the more confidence he or she can be called a professional.The organization is required to appreciate and encourage such workers.
Experience in the organization.This element is provided in order to form a stable team.Devotion to the organization is one of the most important qualities of personnel.These people are potentially willing to support the company in its difficult times.And they need to be valued at the usual and financially stable time.These workers should be encouraged in such a way that their number increased.Evaluation criteria for "experience" indicator should be developed, based on the age of the organization and staffing.It is advisable to provide the scale of time of working in the company and the related additional payment for work experience at the company, starting with a five-year.For example, you can use a scale interval from 5 to 10 years, from 11 to 20 years from 21 years.
The second part -"Bonuses" -involves two elements: Implementation of the targets.Targets are different by different position.It makes sense to bind the targets to the objectives and functions of the office.For some occupations in Table 2 are proposed examples of targets that have been identified by the author based on a survey of people working on these professions at least three years.Compliance with regulations.It is estimated the actual number of days worked.An employee may be absent for valid reasons (illness, studies, etc.), but it is recommended to keep records of presence, because it is the present personnel aim to solve current production issues.
Next component -"Deprivation of bonuses" -involves two elements: Violation of the production process.Actions of personnel caused material losses (sanctions by the contractors and others.), the change of produced / sold product quality, SPbWOSCE-2016 8056 inadequate paperwork requirements, worsening opinion of the contact audiences about the brand / brand of the enterprise, the enterprise lawsuits with the various actors, etc.
Violation of labor discipline (the presence of delays, the turnout in the workplace in an invalid form, etc.) Next is the component "The importance of the position for the organization", which means extra payments for workers in occupations that are deemed by expert assessment to be the most important for the organization.Such positions are often checked for competency, here is stronger tracked flow index (organization should strive for the stability of this contingent).
The final component of the financial incentive -"Compensation" is focused on the presence of harmful working conditions: in exposure to biological rhythms of sleep and wakefulness of a person; under high physical and mental stress, etc.
The second element of proposed structure of the RIS is promoting the comfortable living conditions, implying ensuring of workers with benefits in addiction to monetary rewards.If the worker is provided with comfortable working conditions, access to the recognized benefits, he or she will strive to work on this enterprise and as a result, try to diligently perform his or her duties.
Stimulation with comfortable living conditions includes two components.The first component provides benefits to workers in the workplace.Figure 2 shows the possible direction of the incentives.

Fig. 2. The benefits provided to the worker in the workplace
Personal space takes into account the office area, worker's workplace, the number of people in the office, ergonomics and interior design, environmental working conditions.Software and hardware support is focused on the level of use of technology and software, and employee's access to these benefits (provision with PCs, telephone line, internet access), supply the employee with supplies.Improvement / maintenance of health takes into account the possibility of attending directly to the recreation room (relaxation), massage, psychology, etc. Catering service accounts the presence of canteen in the company, cafes, etc. Advising of staff is focused on access to legal and other services for personal purposes.
The benefits provided to the worker outside the workplace, are divided into two categories -"The benefits personally for the worker" and "The benefits for the worker's family." Figure 3 reflects the essence of this kind of benefits.
The benefits provided to the worker in the workplace  The third structural element of the RIS -non-financial incentives -includes five components: career management, creativity and participation in the management, consolidation / team interaction, formal recognition and time.
The components of non-financial incentives are presented in Table 3.The consolidation / staff interaction corporate events to the all-Russian holidays or significant dates for the organization organization of professional competitions Work Team (branches, representative offices, departments, divisions, departments, teams, etc.) competitions master classes from recognized professionals and experts of various profiles formation of departments, taking into account the factor of psychological compatibility, etc. and other Official recognition of merit presentation of workers to awards of different levels (professional, community, government, etc.) opportunity to get on the board of honor interviews and articles in the media, including corporate designation of merit at public events mentioning at meetings of different levels granting of deeds, official messages of thanks and other Stimulation with time additional days off flexible schedule flexible forms of employment and other Non-financial incentives are focused on such workers needs, as recognition, communication, social interaction, justice, creativity, achievement, power, social role, affiliation, meaningfulness of work, respect, joy, pleasure, etc.

Conclusions
Thus, structure of the rational incentive system consists of three blocks, each of which is aimed at meeting the specific workers' needs.The company independently, proceeding from its existing capabilities and developed workers' needs, chooses the components of three kinds of incentives (financial, with comfortable living conditions, non-financial).Creating RIS structure, the authors sought to make it as clear as possible for practitioners, economists, researchers, personnel management, and for the average enterprise employees.

Fig. 1 .
Fig. 1.Model and structure of the RIS.

Table 1 .
Financial education Compliance of education with the position held by worker Experience in the position Experience in the organization Bonuses Implementation of targets Compliance with regulations Deprivation of bonuses Violation of the production process breach of discipline The importance of the position for the organization Assessment of the significance of posts and jobs for the enterprise Compensations By reducing the time for rest (attracting at holidays, weekends) In the conditions of the impact on the biological rhythms of sleep and wakefulness of human In conditions of high physical and mental stress Other conditions

Fig. 3 .
Fig.3.The benefits provided to the worker outside the workplace

Table 2 .
Performance Indicators for a variety of professions

Table 3 .
Structure of non-financial incentives