IMPLEMENTATION OF INTERNATIONAL EXPERIENCE IN EMPLOYEE
MOTIVATION INTO ENTERPRISE MANAGEMENT SYSTEM

Oksana VERSTIAK

Chernivtsi Institute of Trade and Economics of SUTE, Chernivtsi

https://orcid.org/0000-0002-4222-4964

DOI: http://doi.org/10.34025/2310-8185-2025-3.99.05

Keywords: personnel motivation, international experience, enterprise management, incentive system, work efficiency.

Summary

Relevance. Problem Statement. The modern world is characterized by a high level of globalization, which requires enterprises to adapt to international business standards. Employee motivation is one of the key factors of effective management, directly influencing worker productivity, enterprise competitiveness, and success in the international environment. The relevance of the topic is driven by the need to implement international experience in employee motivation within Ukrainian companies to enhance their efficiency and facilitate adaptation to global market conditions.

Ukrainian enterprises face a series of problems that hinder effective employee motivation: low wage levels and a lack of transparent bonus systems; economic instability and inflation; limited application of non-material incentives (recognition, development, corporate culture); low levels of trust between employees and management; high staff turnover and labor migration abroad; insufficient innovation culture and weak implementation of modern human resource management approaches. The core problem lies in the absence of a systematic approach to forming an effective motivational policy and the neglect of international practices in human resource management.

Purpose of the Study. The purpose of the article is to analyze international experience in employee motivation, identify the most effective incentive models (European, American, Asian), and determine opportunities for their adaptation to Ukrainian enterprises, taking into account national economic characteristics and corporate culture.

Methodology. The tasks set in the article were addressed using general scientific research methods, namely: analysis, systematization, and generalization. The methodological basis of the study comprises logical-dialectical methods of scientific cognition, systems analysis methods, as well as specialized methods, including synthesis and analysis.

Results. The key components of motivational systems in European countries are identified: financial reward, social guarantees, development, corporate culture, and recognition. The American motivation model, based on meritocracy and performance evaluation, is described. The Swedish model, based on the principle of social justice and employee profit-sharing, is presented. The Asian approach, which combines collectivism, long-term employment, and moral encouragement, is characterized. International motivation factors are determined: economic level, cultural characteristics, legislation, and globalization. The specific features of Ukrainian enterprises are analyzed, where financial motivation prevails while non-material incentives are lacking. The main problems highlighted include economic instability, low trust, brain drain, and corruption.

Practical Significance. The research results can be used for: developing effective employee motivation systems at Ukrainian enterprises; implementing international incentive models (e.g., bonus systems, social partnerships, corporate culture); increasing labor productivity and reducing staff turnover; forming a long-term motivational strategy involving non-financial incentives; and strengthening the positions of Ukrainian companies in the international market.

Prospects for Further Research. Future research may focus on: developing a model for integrating international motivational practices into the management of Ukrainian enterprises; investigating the impact of digitalization and flexible employment forms on employee motivation; studying the psychological aspects of motivation in a multicultural environment; analyzing the effectiveness of combining material and non-material incentives in modern conditions; and developing state policies to support employee motivation through tax, educational, and social mechanisms.

Biographies of authors:

Oksana VERSTIAK,

Chernivtsi Institute of Trade and Economics of SUTE

Candidate of Economic Sciences, Associate Professor

Associate Professor Department of Management, Marketing and Logistics

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