STRATEGIC DEVELOPMENT OF PERSONNEL MOTIVATION IN HR MANAGEMENT OF ENTERPRISES

Authors

  • Volodymyr Korol cand.sc.(econ.), assoc. prof., assoc. prof. at the department of international economics, marketing and management, Ivano-Frankіvsk Educational and Scientific Institute of Management of West Ukrainian National University, Ivano-Frankivsk

DOI:

https://doi.org/10.37332/

Keywords:

HR management, personnel motivation, human capital, HR strategy, strategic personnel management, workforce security, enterprise competitiveness

Abstract

Korol V.S. STRATEGIC DEVELOPMENT OF PERSONNEL MOTIVATION IN HR MANAGEMENT OF ENTERPRISES

Purpose. The aim of the study is to investigate the strategic aspects of personnel motivation management within the HR management system of enterprises and to substantiate its role as a strategic factor in ensuring enterprise competitiveness, workforce security and sustainable development.

Methodology of research. The study employs a systems approach to determine the role of motivation management within the strategic HR management system of an enterprise. The analysis method was used to examine contemporary scientific approaches to personnel management, human capital and motivation systems. The comparison method made it possible to identify differences between traditional and strategic HR management approaches as well as between material and non-material motivation instruments. The generalization method was used to systematize scientific approaches and formulate the author's conclusions regarding the integration of motivation management into enterprise HR strategy. Logical synthesis was applied to formulate the scientific originality, practical implications and conclusions of the study.

Findings. The study establishes that under conditions of digital transformation, labour market changes, economic instability and wartime challenges, personnel motivation has become a strategic factor in ensuring long-term enterprise performance. The generalization of modern scientific approaches made it possible to determine that the effectiveness of the motivation system depends on its integration with the overall HR strategy of the enterprise, a comprehensive combination of material and non-material incentives, the development of corporate culture, the professional development of personnel, and the use of digital HR technologies. It has been substantiated that strategic motivation management contributes to higher labour productivity, human capital development, workforce security, lower staff turnover, enhanced employee engagement, and the achievement of competitive advantages for the enterprise.

Originality. The conceptual approach to viewing employee motivation management as a strategic functional component of an organization’s HR management has been further developed; unlike existing approaches, this approach calls for its integration with the organization’s overall development strategy and a focus on ensuring long-term competitiveness, workforce security, and the development of human capital. The scientific approach to defining the motivational system as an instrument of strategic human capital management has been improved through the comprehensive integration of material and non-material incentives in accordance with current digital transformation and environmental instability challenges.

Practical value. The obtained research results can be used by enterprise managers, HR managers, and personnel management specialists when forming HR strategies, improving motivational policies, developing human capital development programs, increasing employee engagement, strengthening personnel security, and increasing the long-term competitiveness of the enterprise.

Key words: HR management, personnel motivation, human capital, HR strategy, strategic personnel management, workforce security, enterprise competitiveness.

 

References

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Published

2026-08-28

Issue

No. 3 (2026): INNOVATIVE ECONOMY

Section

Статті

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How to Cite

“STRATEGIC DEVELOPMENT OF PERSONNEL MOTIVATION IN HR MANAGEMENT OF ENTERPRISES”. INNOVATIVE ECONOMY, no. 3, Aug. 2026, pp. 60-67, https://doi.org/10.37332/.