Nowadays, in the context of labor market development, the ability of enterprises to form an effective motivation system is becoming indispensable. Insufficient attention to the needs and labor potential of personnel often leads to a decrease in performance and staff turnover, which necessitates a deeper study of the motivation of labor behavior.
From a number of interpretations of the definition of “motivation for labor behavior” (Table 1), we can conclude that this concept involves a combination of external and internal incentives that motivate employees to achieve personal and organizational goals. It is based on needs, interests, and a system of incentives, both material and non-material. Working conditions and job content play an important role, and employees' priorities are increasingly shifting from purely financial rewards to professional development, creativity, and job satisfaction.
Table 1 – Definitions of the concept of “motivation for labor behavior”
The following text is based on the analysis, comparison, and generalization of sources [1], [2], [3], and [4].
In a broad economic sense, motivation is seen as an internal and external drive to achieve certain results at work. For an entrepreneur, this shows up as a desire to make a profit and influence resources, control performance, and decide how to use the income generated.
The basis of the motivational mechanism is entrepreneurial interests, i.e., interaction with the state, the market, and other participants in economic relations to satisfy one's own needs. For an entrepreneur, work is a manifestation of personality, combining material incentives (income, profit) and opportunities to realize abilities and independent initiatives.
Entrepreneurial motivation combines ownership, management, and innovation functions, influencing the economic behavior and activity of the owner. To foster a positive attitude toward work among employees, it is important to create conditions that promote self-improvement, professional growth, and a sense of belonging to the organization.
The motivation system at the company is based on a set of requirements that ensure effective and fair teamwork. It provides equal opportunities for employment and career growth, aligns remuneration with performance, and recognizes individual contributions to overall success. In addition, the incentive system includes fair distribution of income, creation of safe and comfortable working conditions, support for professional development and training, as well as the formation of an atmosphere of trust, interest in common goals, and open two-way communication between management and employees.
Based on the above, it becomes clear that modern labor market conditions require companies to use traditional personnel management and, at the same time, actively implement modern motivational strategies that can combine financial, psychological, and innovative incentives. Effective motivation today is increasingly focused on developing the creative potential of employees, their professional self-realization, and involvement in the decision-making process. In this context, shaping work behavior becomes a key factor in the competitiveness of organizations, allowing them to adapt to rapid changes in the economic environment and strengthen the long-term stability and efficiency of the enterprise.
References:
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2. Вакарюк Л.В. Місце та значення локальних нормативних актів у правовому забезпеченні стимулювання трудової діяльності працівників. Трудове право і право соціального забезпечення. Публiчне право: науково-практичний юридичний журнал. № 3 (47). 2022. С. 55-62. URL: https://doi.org/10.32782/2306-9082/2022-47-8 (дата звернення: 15.10.2025).
3. НАДС. Мотивація персоналу, як інструмент управління персоналом на публічній службі. 2023. URL: https://nads.gov.ua/news/motyvatsiia-personalu-iak-instrument-upravlinnia-personalom-na-publichnii-sluzhbi (дата звернення: 15.10.2025).
4. Вакарюк Л.В. Правові стимули високоефективної праці як проблема трудового права. The European dimension of modern legal science : Scientific monograph. Riga, Latvia: «Baltija Publishing». 2022. С. 122-149. URL: https://archer.chnu.edu.ua/xmlui/bitstream/handle/123456789/6204/colmono_Wloclawek_ OSUIA_law_%d0%bd%d0%be%d1%8f%d0%b1%d1%80%d1%8c_2022.pdf?sequence=1&isAllowed=y (дата звернення: 15.10.2025).
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