STAFF MOTIVATION AS A STRATEGIC TOOL FOR ENTERPRISE MANAGEMENT IN THE CONTEXT OF MODERN ORGANISATIONAL TRANSFORMATIONS
DOI:
https://doi.org/10.32782/pdau.eco.2025.4.2Keywords:
employee motivation, motivation system, material incentives, non-material incentives, digital motivation, employee engagement, human resource managementAbstract
The article explores the essence of employee motivation as a key component of enterprise management, determining its competitiveness, innovative capacity, and ability to adapt in a dynamic market environment. The evolution of motivation theories is summarized – from content theories (A. Maslow, F. Herzberg, D. McClelland), which explain what drives an individual to work, to process theories (V. Vroom, S. Adams, Porter-Lawler model), which view motivation as a decision-making process shaped by expectations, perceived fairness, and performance outcomes. Special attention is devoted to modern integrated approaches, including self-determination theory, emotional intelligence, and digital motivation, which incorporate psychological, social, cultural, and technological factors. The structure of an enterprise motivation system is systematized, covering material incentives (salary, bonuses, benefits), non-material incentives (recognition, career development, participation in decision-making), organizational and psychological methods (corporate culture, supportive climate, teamwork), and innovative tools (gamification, HR analytics, digital platforms, employer branding). It is shown that in the context of the digital economy and generational shifts, the importance of individualized motivation, engagement management, coaching, and mentoring is increasing. The article outlines the stages of implementing a motivation system in practice and identifies key areas of its application: material stimulation, organizational-managerial methods, socio-psychological tools, and learning-development activities. It is concluded that an effective motivation system should be based on principles of fairness, transparency, partnership, and human capital development, ensuring alignment between employees’ personal goals and the strategic objectives of the enterprise, and creating sustainable prerequisites for long-term organizational development.
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