Bulletin of Semashko National Research Institute of Public HealthBulletin of Semashko National Research Institute of Public Health2415-84102415-8429FSSBI «N.A. Semashko National Research Institute of Public Health»1839Научная статьяTHE IMPACT OF THE DEGREE OF SATISFACTION OF HEADS OF STATE AND COMMERCIAL MEDICAL INSTITUTIONS ON THEIR MOTIVATIONAL ATTITUDESCherkasovS. Ncherkasovsn@mail.ruKostikovaA. Ykostikova-a@list.ruOleynikovaV. Sreruka@rambler.ruNational Research Institute for Public Health151220177798314042022Copyright © 2017,2017As a special category of personnel can be considered for managers of medical institutions. Their motivational attitudes may differ significantly from other employees of healthcare organizations. The degree of motivation of the leader depends largely on the quality of the entire medical organization, i.e. the concept of labour efficiency of enterprises directly connected with the labor efficiency of a Manager. When comparing statistical models of managers in commercial and government health organizations draws attention to the sharp difference in gender and age composition. In public health organizations very little heads up to 40 years. Whereas in commercial medical organizations have heads under 30 years of age. It is worth noting that in the age group of 51 leaders of state health organizations. For managers of public health organizations in four priority two factors can be attributed to repressive: "the Fear of losing a job" and "administrative Measures". For heads of commercial medical organizations important repressive factor only one "administrative Measures" and it's positioning in fourth place. Therefore, for leaders of public health organizations factors of administrative pressure play a greater role than for heads of commercial medical organizations. A high degree of satisfaction with labor activity is combined with more varied motivational structure, regardless of ownership of medical organization, desire to make independent and perhaps risky decisions and orientation toward professional growth and improvement of their professional skills.satisfaction of staffmotivation for workудовлетворенность персоналамотивация к труду1.Костикова А.Ю., Черкасов С.Н. Теоретические основы мотивации медицинского персонала // Российская академия медицинских наук. Бюллетень научно-исследовательского института общественного здоровья имени Н.А. Семашко, Россия, г. Москва. - 2015. - выпуск 6. - с. 70-81.2.Костикова А.Ю., Черкасов С.Н. / Мотивационные установки руководителей медицинских организаций. Здоровье и образование в XXI веке, Том 19 (№ 4, 2017) стр. 78.3.Веснин В. Р. Практический менеджмент персонала: пособие по кадровой работе / В. Р. Веснин. - М.: Юристь, 2007. - 495 с.4.Черкасов С.Н., Сараев А.Р. Мотивационные аспекты новой системы оплаты труда в здравоохранении // Саратовский научно-медицинский журнал. 2009. Т. 5. № 4. С. 524-526.5.Кузнецова Т.Н., Сальникова К.М. / Конфликты в сфере здравоохранения // Бюллетень медицинских Интернет-конференций, 2016, с. 578-578