Figure 1 - Simple motivation model
Each employee has basic (basic) needs, such as food, advances, in incomes that generate internal tension to meet behavioural aspirations. Depending on the extent to which behaviour is successful, a person receives some remuneration, i.e. satisfies the need. A person ' s assessment of his conduct as acceptable and his repetition in the future also depends on the remuneration received.
The resulting requirement is subdivided into internal and external. Internal remuneration is a satisfaction that a person receives in the course of a certain action. Thus, the difficult task is a good feeling of achieving the goal, addressing a problem of great concern to other people can be perceived by the individual as performing his or her own mission.
Figure 1 shows that the value of motivation is determined by the fact that it is the manager ' s ability to achieve from subordinates the relevant purposes of the organization of conduct. The study of the motivational theory and the practical application of its provisions enables managers to better meet the needs of workers and to encourage them to work more productively. If the level of motivation of staff to achieve organizational goals is not sufficient, managers need to review the pay-for-work system.
The manager ' s approach to encouraging subordinates to work and the remuneration used is determined by his perception of motivational problems. There are three approaches to motivation: traditional, human and human resources. The new theories of motivation are another, fourth, which is known as modern approaches.
Traditional approach. The study of the motivation of workers began in the era of scientific management (the essential role of F. Taylor). We recall that scientific management involves a systematic analysis of the work performed by staff members, the purpose of which is to use the data obtained to increase productivity. The supporters ' attention is focused on pay, i.e. the worker is regarded as an economic person willing to do more for money. The development of this approach has led to the development of incentive pay systems, where the employee ' s wages are strongly related to the quantity and quality of the work done.
Approach. ♪

and procedural theories of motivation
The theories of motivation describe the needs underlying people ' s motivation. At any time, a person has several basic needs, such as the need for food, achievements or remuneration. These needs are transformed into internal inspiration, which is influenced by certain individual behavioural patterns aimed at meeting these needs. Human needs can be compared to a hidden list of things that an individual would want, for which he is involved in the labour process. Awareness of the management of the needs of the subordinates determines the exact extent to which they can build the remuneration system and channel the energy of employees towards the achievement of the organization ' s objectives.
Maslow's theory.
Perhaps Abraham Maslow has developed the most famous theory of motivation. His needs hierarchy theory suggests that the motivation of the individual is based on a set of needs, with the needs of the individual in a hierarchical manner (see figure 2).