Julia Gigerina, a business consultant on staff management and labour law, describes how intangible motivations will be better suited to staff members who belong to " culturers " and what inspires " carriers " .

Why do people go to work? To bring profits to shareholders or to carry out a plan for the company? I don't think so. We'll get to the psychological conclusions. According to the the theory of the needs of a well-known psychologist, M.E. Lithuaniaka, who overhauled the famous pyramid Maslow, the human needs are as follows:

• Food instinct (physical needs);
• A defensive instinct (to feel safe, we need clothes, apartments, car, security, etc.);
• Sexual instinct (under the title);
• a sense of self-responsiveness or leadership instinct (the need to be the first in anything, the desire to be recognized as a social environment).

Almost all these needs can be met through work. We buy food and clothes for the money we earned. The sad and the cherished are becoming attractive to the opposite sex. And, of course, we satisfy our sense of our own significance, reaching the height of our profession. That's what we're motivated by: money and social confession.

If food and defensive instinct can be satisfied with money is material motivation, the intangible motivation is based on a sense of its own significance or an instinct of staff member ' s leadership. We'll talk about it in more detail.

Types of groups formed in the collective

For different groups of staff, I believe different ways should be used intangible motivation♪ What groups are these? According to the theory of informal groups developed by M.E. Lithuaniacom (M.E. Lithuanian " Komanda or Obey " ), one or more groups of the following types may be formed in each group::