Main Article Content

Valentina ZAITSEVA


Introduction. Today, the use of motivational technologies is complicated in times of crisis, because under the influence of restrictions changing the conditions of operation of enterprises and teams. The crisis is leading to a change in the format of work motivation of staff. Therefore, in modern conditions it is important for domestic biotechnology companies to use such technologies of staff motivation, which in crisis conditions will still motivate staff to achieve the goals set for the company. The final result of the company depends on the activity of staff, their creative and innovative nature. The modern mechanism of work motivation in the domestic economy is underdeveloped, so the study of technologies for motivating staff of biotechnology companies is one of the main priorities that determines the relevance of the research topic.

Purpose. The aim of the article is to study the approaches to the formation of an effective system of motivation of the company's staff.

Results. It is revealed that the main reference point for improving the existing technologies of staff motivation is the market. Therefore, two approaches are considered when using the system of material technologies of stimulation: employee-oriented pay system ("lifetime pay" system); the system of remuneration, which is focused on the results of work.

In the first case, the goal is not to stimulate direct results, but to motivate the employee to long-term, active and voluntary participation in solving the problems of the enterprise. In a results-oriented pay system, the main emphasis is not on the needs of the employee, but on the needs of the organization. The aim is to directly influence the results of work. Remuneration received by an employee depends on individual or group differences in performance.

It is established that the most common in use are the Japanese, American and European models of staff motivation. And the use of innovative technologies to motivate the staff of biotech companies also depends on traditions, customs, worldview, culture, religious preferences, mentality etc. It has been found that the Japanese system of staff motivation is characterized by outpacing the growth of labor productivity in relation to the growth of living standards, including wages. The main features of the Japanese system of staff motivation are: long-term or lifelong employment; remuneration depending on the length of service of the employee; combining professions; collectivism; mandatory participation in in-house unions, lifelong learning, collective decision-making and responsibility, increased attention to personality, etc. The system of work motivation is based on the following factors, namely: professional skills, age and remuneration, which depends on the length of service.

The American model of staff motivation is based on the desire of everyone to succeed. The basis is wages. The most widespread are various modifications of hourly pay with standardized tasks, supplemented by various forms of bonuses. Today, one of the most common forms of remuneration in the United States for both primary and secondary workers is pay, which combines elements of piecework and hourly systems. In this case, the employee's daily earnings are defined as the hourly wage rate multiplied by the number of hours worked. If the employee fails to comply with the daily norm in physical terms, the work is continued until the norm is met. This system of remuneration does not provide for the payment of bonuses, because, according to American economists, these amounts are already laid down in the high tariff rate of the worker and the salary of the employee. A distinctive feature of this system is the simplicity of accrual of earnings and planning of wage costs. However, most US companies are inclined to use systems that combine pay with bonuses.

The European model of staff motivation is essentially a mixed model, as it contains some elements of the Japanese and American systems. One of its features is that European companies use negative and positive incentives. At the same time, negative incentives cause increased motivation to avoid (fines, threats of punishment) and weak motivation to achieve. Such incentives are quite effective in motivating those who lag behind. Positive stimulation is necessary to motivate innovation: it occurs when emphasizing the side of leaders, innovators, causing increased motivation for achievement.

Originality. It is established that staff motivation technologies are divided into tangible and intangible, and in both areas various tools are used to motivate staff. The tools of both tangible and intangible technologies at the level of biotechnology companies are considered.

Conclusions. It is established that  the most companies use a variety of staff motivation technologies, including pay, profit sharing, leisure motivation, career opportunities, corporate competitions, and more. For domestic companies, the use of such a range of technologies is not yet a mass phenomenon, instead, it has been found that in Ukrainian companies the most common use of fixed rates and salaries. The use of intangible incentives in Ukrainian companies is infrequent.

Article Details

Author Biographies

Valentina ZAITSEVA , Bohdan Khmelnytsky National University of Cherkasy

PhD student,

Bohdan Khmelnytsky National University

of Cherkasy, Ukraine

Viktoriya DENYSENKO, Bohdan Khmelnytsky National University of Cherkasy

PhD (Economics), Associate Professor,

Bohdan Khmelnytsky National University

of Cherkasy,  Ukraine


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