Role of the motivator is not to cause activity, but to activate and direct that activity in the desired direction, in order to achieve the corresponding goal.

1. MOTIVATORS IN THE WORKING PROCESS
Role of the motivator
The word "motivators" has several terminological meanings, such as: stimulators,
stimulants, etc., but they have one thing in common, which is that they are means
that directly activate or stop, speed up or slow down certain processes in people.
The role of the motivator is not to cause activity, but to activate and direct that activity
in the desired direction, in order to achieve the corresponding goal.
There are some differences between motives and motivators. Motives are primarily
needs, and motivators are the means to satisfy those needs. For example, thirst is a
motive, and water is a motivator that will satisfy that need. There are many
motivators in the human environment. They can be classified into positive and
negative. Positive ones enable human survival (water, air, food), while negative ones
have the opposite effect – they slow down human activity.
As with motives, so with motivators, there is a certain hierarchy and systematization.
The value of motivators, that is, their place in the ranking, depends on the number of
needs they can satisfy. There is a traditional rule that reads – the more needs a
motivator can satisfy, the higher his rank. Thus, for example, money as an incentive
to work has a wide stimulatory effect, because it can respond to a large number of
human needs.
However, it is a mistake to think that an individual can be motivated only by money.
Money is actually a motivational tool with which we satisfy numerous needs, but it is
not the only and main stimulating tool.
The motivational effect of certain work motivators for most employees depends on
the degree of identification with the work, that is, with the company. There is a high

2. degree of work motivation among those employees who have identified with the
company, considering it a "second home", because it is through it that they satisfy
numerous needs. While, on the other hand, those employees whose identification
with the company is low, naturally lose motivation to work, and that demotivation is
the biggest problem for employees, and ultimately for the organization itself.
Incentives, raises, rewards and punishments for workers
• Reward in shares: a specific motivator through which shares are given away or
offered at favorable prices. Top professionals must have worked at the company for
at least five years to enter the stock award program. For example, highly competitive
companies in the West offer this reward program in order to attract talented
managers, thereby maintaining the "image" of the company's competitiveness.
• Incentives : this type of motivation is given to employees for a precisely defined job
and a precisely defined period of time, and they are not an integral part of the
workers' salary. In addition to incentives being given for the individual's individual
abilities and achievements, incentives are also given for group, team-achieved
performance.
•Increase: the increment program implies that the total salary of the employee is the
base salary plus the increase as a reward for the achieved performance. A salary
increase has a pronounced motivational effect.
All the listed types of motivators for employees are considered material rewards,
while non-material rewards include: participation, awards, praise, punishments and
so on.
• Participation in decision-making: active consultation with employees on matters
that are within the scope of their work is a significant motivational tool for work. A
good manager will always motivate employees by giving them the opportunity to
participate in the organization's decisions, which is of mutual interest to both the
employee and the company.
• Rewards and punishments: numerous studies show that the issue of motivation
in order to achieve the company's goals is possible through reward or punishment,
whereby preference is given to rewards, and punishment is the last motivational tool
for employees. However, it should be borne in mind that the effect of reward and
punishment largely depends on the characteristics of the person and the situation
itself. The manager will not be wrong if he encourages, that is, rewards the behavior
of the employees that he wants to develop and improve (for example, the quality of
work), and if he punishes the behavior that he wants to suppress (for example ,
absenteeism). Punishment is unlikely to encourage the individual who was punished,
but it will serve as an example to others.

3. • Praise: as a motivator, they have an effective effect on employees, whether it is an
individual or a group. Praise has the greatest motivating effect if it comes from a top
manager, both for the one who is praised and for other employees.
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In addition to money, shares, rewards, punishments, praise and other motivational
techniques, other motivators within the company should be mentioned.
It is about the so-called integral technique of motivation. This technique is specific
and is based on the program for improving the quality of working life (QWL – Quality
of working life). The goals of the program are to increase productivity, increase the
quality of products and services, reduce dissatisfaction, conflicts, absenteeism and
improve the health of employees. The program includes a team of various experts:
human resources manager, psychologist, economist, work organization expert,
doctor specialist, architect, designer, environmentalist and others.
Motivating managers
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Unlike employees, who receive the most attention when it comes to motivating, far
less attention is paid to motivating managers. In the West, the motivation of
managers and other experts is expressed through a specific motivation technique.

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In addition to salary, stock awards, social reputation, power, prestige, career and
more are also used. To understand the motivation of managers, we can use the
teachings of David McClelland, who lists numerous motivators that drive managers
to achieve company goals:
• Need for power (authority): it is perceived in the desire to influence other people
and is considered the main motivator of the manager.
• Need for success: similar to the previous motivator, it reflects on a person's
internal potential to work, create and produce. The goal is to achieve success and
gain a sense of superiority over others.
• Need for career development : it is expressed in the desire to achieve an
enviable position, power and reputation in the company.
• Need for companionship: it is reflected in the desire of a person to be a member
or guide of an informal group, to be loved and appreciated in it.People who have
developed aspirations to socialize are not suitable for a manager.