DIRECTIONS FOR IMPROVING WORK MOTIVATION AT THE ENTERPRISES IN THE SERVICE FIELD: FEATURES OF IMPLEMENTATION DURING A CRISIS PERIOD

Abstract

This paper examines the main areas of improvement of the labor motivation system in the crisis period on the example of enterprises in the service sector. It was determined that traditional methods of labor motivation, such as non-material and material, are insufficient in crisis conditions. According to the authors, the following measures should be added to the intangible ones: motivational meetings, congratulations on important dates, opportunities for professional growth, public praise of the best employees, comfortable working conditions, measures to support and increase team spirit, flexible schedule, additional days off, providing corporate discounts to the company's services, established feedback. In the conditions of war and accompanying socio-economic crisis phenomena, the moral and psychological support of employees is particularly relevant, according to the authors. In particular, measures such as providing comfortable conditions for work and ensuring safety for relatives are among the priority areas of non-material motivation. According to the authors, the motivation system for the effective operation of the enterprise should be harmonized at all levels – starting from the motivation subsystem of an individual employee and ending with the motivation system of the entire enterprise.According to the conducted research, the authors concluded that it is advisable for the manager of a service company to apply four main methods of improving motivation: the material method – a method in which a system of stimulating the company's employees, based on the theory of reinforcement, is used; the target method is a method of regulating the behavior of employees by setting goals, or managing by goals; the method of diversity and complex unification of business processes, which is based on changing the characteristics of work; partnership method in management – a method of involving employees in management, i.e. their participation in joint decisionmaking. Such measures will have a number of positive effects: they will contribute to the creation of a mechanism for professional growth of all employees; will prevent conflicts between managers and employees; will contribute to employee job satisfaction.