МЕТОДИЧНІ ЗАСАДИ ВДОСКОНАЛЕННЯ МОТИВАЦІЙНОГО МЕХАНІЗМУ НА ПРОМИСЛОВИХ ПІДПРИЄМСТВАХ

Abstract

In the conditions of further transformation of the national economy, which are accompanied not only by political and social instability but also by the inhibition of entrepreneurial activity at the national level due to the threat to life and health of citizens, the problem of motivation in industrial enterprises has become even more urgent. Preservation of human resources with forced cost savings requires improvement of the motivational mechanism in the conditions of each individual enterprise. The purpose of the study is to summarize theoretical developments on the practice of staff motivation in Ukrainian enterprises, the formation of analytical basis and development of methodological principles for improving the motivational mechanism in industrial enterprises, in particular to reduce human resources losses caused by the Covid-19 pandemic. To form the theoretical foundations of improving the motivational mechanism in industrial enterprises used methods: induction and deduction, comparison and systematization - in the study of the essential characteristics of the terms "motivation" and "motivational mechanism"; synthesis and analysis - to form an analytical basis for improving the motivational mechanism in industrial enterprises; morphological analysis - to clarify the content of tangible and intangible incentives for individual motivation of employees of industrial enterprises; abstract-logical - for theoretical generalizations and conclusions of the study. Taking into account the practice of staff motivation used in Ukrainian enterprises, and taking into account foreign experience, it is proposed to make changes in the motivational mechanism by adjusting tangible and intangible incentives. The expediency of allocating three components is substantiated. The first component - material reward - is focused on creating opportunities for employees to meet their own physiological needs, as well as the needs associated with the welfare of their families. The second component - additional material incentives - is focused on professional development, improvement of physiological and psychological condition and meeting the needs of the highest order. The third component is intangible incentives, which should be targeted, ie meet the individual needs of each employee. The expediency of increasing the share of material remuneration for high-quality performance and over fulfillment of tasks and more active use of intangible incentives in accordance with the individual needs of employees is substantiated.