Optimization of motivation systems in enterprises in the context of modern challenges

This article presents a strategic analysis of methods for increasing labor productivity, viewing it as a component of a comprehensive efficiency system that also includes quality, economy, and innovation. In the post-industrial economy and under rapid digitalization, the focus is shifting from capital intensity to intellectual capital and employees’ intrinsic motivation. To establish an effective incentive system, a harmonious combination of material and non-material methods is proposed. Key recommendations for material incentives include: ensuring transparency and fairness through a job grading system, limiting key performance indicators to 3-5 metrics that include quality and cost-effectiveness criteria, and replacing annual bonuses with quarterly payments to strengthen behavioral reinforcement. Non-material methods, grounded in the theories of Herzberg and Adams, focus on human capital development (training, career path) 20 and organizational comfort (ergonomics, rest facilities). The optimal balance of incentives is dynamic and industry-specific (e. g., 70/30 for retail, 40/60 for IT). In the context of remote work, non-material factors related to flexibility, autonomy, and credibility critically important, necessitating a shift to «results management» based on clear key performance indicators and objectives and key results (OKR).