Innovative practices in Bulgaria
Sharing innovations for improving local self-government
Nonmaterial Incentives for Municipal Employees
Svishtov Municipality
Background
The absence of nonmaterial incentives that would improve the motivation of municipal employees, the need for evaluation and encouragement for quality performance and recognition for efforts made, as well as limited finances have generated the concept of introducing nonmaterial incentives to Svishtov Municipality. However, can this be considered innovative practices? Why nonmaterial, rather than material incentives? Do they change the municipal administration work environment in any way?
The absence of nonmaterial incentives that would improve the motivation of municipal employees, the need for evaluation and encouragement for quality performance and recognition for efforts made, as well as limited finances have generated the concept of introducing nonmaterial incentives to Svishtov Municipality. However, can this be considered innovative practices? Why nonmaterial, rather than material incentives? Do they change the municipal administration work environment in any way?
Practice
The idea emerged on the basis of the experience of American local government. In October 1998, the Secretary of the municipal authorities in Svishtov had the opportunity to acquaint herself with that experience. She was impressed by the proficiency in encouraging municipal employees and enhancing satisfaction with their job.
We sometimes forget that the desire to be noticed, to earn positive recognition, to be encouraged, is intrinsic to human nature. It is important that his efforts, and ultimately the results thereof, be recognized not only by one s colleagues, but also by one s friends, family and the public.
It is possible that an exclusive article in the local paper, a letter of appreciation to the family, a certificate for exceptional contribution in resolving municipal issues or an original idea may motivate the modern-day municipal employee.
It is essential to have the desire to do it; understanding and support by the municipal leadership; the need in employees to receive work recognition; keen interest in and sensitivity on behalf of citizens to the efforts of municipal employees. It is very important to have an aptitude for change and a willingness to put innovation into daily practice. Municipal authorities are aware that if they fail to impart mutual respect and commitment to the problems of colleagues as a principal premise, and likewise willingness to offer support in difficult times, they will find it strenuous to change public attitudes to municipal authorities.
Achievements in the area to date are minimal but are a step forward in the development of a modern employee incentives program, consistent with current standards. The motivational techniques used, or the different program components are as follows:
In recent years employees have been assured participation in seminars and postgraduate training courses in public administration, organized by foundations and associations.
Special attention is paid to training organized by the Organizational Department, whereby every seminar concludes with the award of a certificate.
Letters of appreciation, commendations and letters of praise are also be awarded for participation by municipal employees in exhibitions, contests, birthday parties, name days and other family holidays.
Party outings are also organized at the recreation and tourist facilities in the village of Vidima, property of Svishtov Municipality.
A photo album is being prepared, featuring the daily life of municipal employees.
The idea emerged on the basis of the experience of American local government. In October 1998, the Secretary of the municipal authorities in Svishtov had the opportunity to acquaint herself with that experience. She was impressed by the proficiency in encouraging municipal employees and enhancing satisfaction with their job.
We sometimes forget that the desire to be noticed, to earn positive recognition, to be encouraged, is intrinsic to human nature. It is important that his efforts, and ultimately the results thereof, be recognized not only by one s colleagues, but also by one s friends, family and the public.
It is possible that an exclusive article in the local paper, a letter of appreciation to the family, a certificate for exceptional contribution in resolving municipal issues or an original idea may motivate the modern-day municipal employee.
It is essential to have the desire to do it; understanding and support by the municipal leadership; the need in employees to receive work recognition; keen interest in and sensitivity on behalf of citizens to the efforts of municipal employees. It is very important to have an aptitude for change and a willingness to put innovation into daily practice. Municipal authorities are aware that if they fail to impart mutual respect and commitment to the problems of colleagues as a principal premise, and likewise willingness to offer support in difficult times, they will find it strenuous to change public attitudes to municipal authorities.
Achievements in the area to date are minimal but are a step forward in the development of a modern employee incentives program, consistent with current standards. The motivational techniques used, or the different program components are as follows:
In recent years employees have been assured participation in seminars and postgraduate training courses in public administration, organized by foundations and associations.
Special attention is paid to training organized by the Organizational Department, whereby every seminar concludes with the award of a certificate.
Letters of appreciation, commendations and letters of praise are also be awarded for participation by municipal employees in exhibitions, contests, birthday parties, name days and other family holidays.
Party outings are also organized at the recreation and tourist facilities in the village of Vidima, property of Svishtov Municipality.
A photo album is being prepared, featuring the daily life of municipal employees.
Results
Relations between colleagues continually grow more open and sincere. Interest in the work of others in the department increases. Mutual assistance and interchangeability become evident in critical situations. The attitude to citizens changes - employees are more sympathetic and patient. Through a series of exhibitions of paintings, tapestries, knitwear and embroideries made by municipal employees, the public began changing their notion of municipal employees, they perceive municipal staff as citizens, as human beings with their own problems, interests and creative potential.
Relations between colleagues continually grow more open and sincere. Interest in the work of others in the department increases. Mutual assistance and interchangeability become evident in critical situations. The attitude to citizens changes - employees are more sympathetic and patient. Through a series of exhibitions of paintings, tapestries, knitwear and embroideries made by municipal employees, the public began changing their notion of municipal employees, they perceive municipal staff as citizens, as human beings with their own problems, interests and creative potential.
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