TRANSFORMATION OF MOTIVATIONAL MANAGEMENT UNDER CHALLENGES AND THREATS
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Abstract
Introduction. Modern economic development is accompanied by large-scale transformational processes encompassing digitalization, innovative changes in the sphere of labor, global crises, and military threats. Under these conditions, traditional models of motivational management lose their effectiveness, as they were formed during a period of relative stability and do not account for the dynamics of the new reality. The digital economy imposes new requirements on personnel: flexibility, innovativeness, readiness for continuous learning, and adaptation. The COVID-19 pandemic and the war in Ukraine have highlighted the need for psychological support, security, and non-material incentives, which significantly alter the motivational priorities of employees. At the same time, competition for talent intensifies, and the importance of individualized motivational strategies that take into account personal values and regional specificities within the framework of sustainable development increases. Thus, a scientific problem arises — the development and substantiation of new models of motivational management capable of ensuring organizational effectiveness and resilience in the context of contemporary challenges and threats.
Purpose - to investigate the transformation of motivational management under the conditions of contemporary challenges and threats caused by the digitalization of the economy, global crises, and war. The objectives consist in identifying key trends in changes to motivational approaches, analyzing new models of motivation, and substantiating their significance for ensuring organizational effectiveness and resilience. Particular attention is paid to the integration of classical theories of motivation with innovative practices that address employees’ needs for security, psychological support, flexibility, and professional development, as well as to the formation of motivational strategies capable of ensuring enterprises’ competitiveness in the post-war period.
Results. From the perspective of contemporary challenges and threats, motivational management acquires a multidimensional character, encompassing economic, social, and psychological aspects. Key trends in the transformation of motivational systems have been identified:
increasing importance of non-material incentives (trust, communication, leadership); prioritization of personalized motivational strategies that consider individual values and digital habits; integration of digital platforms into personnel management processes; development of new motivational models aimed at organizational resilience and competitiveness. The results provide a foundation for designing universal metrics to quantitatively assess the impact of motivational management on enterprises’ sustainable development indicators.
Conclusions. Traditional models of motivational management are increasingly losing their effectiveness, they fail to take into account the dynamics of digitalization, crisis phenomena and military threats. The digital economy is creating new requirements for employees, among which flexibility, innovation and readiness for continuous learning are key. Also, motivational systems should combine material incentives with possible professional development, career growth and work-life balance. The transformation of motivational management is taking place on an industry-specific basis. Personalization of motivation is becoming a determining factor that allows preserving the individual values of employees. Global crises have actualized the need for psychological support, security and non-material incentives. The war in Ukraine has created new challenges for motivational management, where employee safety has become a key motivation factor. Models of "patriotic management", "hybrid motivation" and "psychological resilience" have acquired strategic importance for supporting labor potential and forming readiness for military reconstruction. Transformation of motivational management ensures the formation of new models of motivation, capable of ensuring the effectiveness and competitiveness of the organization in modern conditions of challenges and threats. Further research should be aimed at developing universal metrics for quantitative assessment of the impact of motivational management on sustainable development indicators
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