COMPARATIVE CHARACTERISTICS OF THE RESULTS-ORIENTED MOTIVATION SYSTEM OF THE INDUSTRIAL ENTERPRISE IN THE SUGHD REGION OF TAJIKISTAN

The article provides a comparative analysis of the existing system of
motivation of an industrial enterprise with the introduction of a result-oriented system as a
combination of internal and external elements of influence. The main provisions of the most
common substantive and procedural theories of motivation are briefly outlined. The definition
of the essence of motivation showed that it can be described as a kind of motivating action that
is aimed at a person to get a better result than before. To determine the ways of managerial
influences on personnel to achieve the goals of the enterprise, methods of motivation are
considered. It is shown that increasing the motivation of personnel is one of the main problems
of management, the solution of which will improve the economic results of the enterprise. The
organizational structure of the enterprise "Tochfiliz" LLC, a modern plant for the production of
building fasteners in the Republic of Tajikistan, is considered from the point of view of the
transition to a new system of personnel motivation. It is shown that the linear-functional type of
the organizational structure, which is characterized by the separation of the activities of linear
and functional units and increased coordination and functioning in the process of implementing
managerial activities, makes it possible to improve the qualifications and responsibility of
personnel. The paper substantiates the transition to the KPI system - key performance
indicators, which allows the company to assess the degree of achievement of both strategic and
tactical goals, such as attracting new and retaining existing customers. After detailing the top-
level KPIs and transferring them to the levels of departments and personnel, you can “tie”
personnel remuneration to them. For this purpose, indicators for evaluating the results of work
for key positions have been determined, for example, for a sales manager, these are: fulfillment
of the sales plan, fulfillment of the sales plan for products with high profitability, average
turnover per 1 client, fulfillment of the plan for the growth of new customers, overdue
receivables. It is shown that using the system of key performance indicators, it is possible to
form a variable part of the system of direct financial incentives. Comparative characteristics of
personnel remuneration systems by management levels showed that each employee, despite the
position, receives a well-deserved salary based on results, the variable part of which is about
20% of the monthly salary.

Motivation, personnel, enterprises, labor activity motivation, labor resources, KPI - key performance indicators, result-oriented, motivation system.

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