ON-TRADITIONAL FORMS OF PERSONNEL MOTIVATION IN MODERN CONDITIONS

Abstract

The article examines the features, significance and applied aspects of the use of non-traditional forms and practices of personnel motivation in modern business conditions. It is noted that traditional forms of stimulation, based mainly on material rewards and administrative methods, are insufficient to ensure a high level of employee involvement and loyalty. It is proven that non-material factors are dominant in the formation of long-term employee motivation and are growing in importance in conditions of dynamic changes in the labor market. The feasibility of using such non-traditional forms of motivation as: flexible work schedules, results orientation, gamification, a system of recognition and praise, the practice of work-life balance and professional development on the productivity, involvement and loyalty of modern employees is substantiated. Special attention is paid to the use of the practice of work-life balance, which is quite popular and caused by a change in the value orientations of the new generation of specialists who deconstruct the concept of work-centrism. It is shown that incentives aimed at ensuring a balance between professional duties and personal life (for example, private medical services, additional days off, flexible work schedules) have shown high efficiency in increasing motivation and reducing staff burnout. The main directions of employers' actions for the correct and effective implementation of the work-life balance practice are proposed. The predicted effects of the influence of non-traditional forms of motivation on the main indicators of personnel management are determined, as well as the possible advantages and limitations of the use of modern motivational practices. The feasibility of developing and implementing innovative non-traditional forms of motivation in human resource management processes is substantiated, taking into account the modern challenges of the business environment. It is noted that further research in this area should be aimed at quantitatively assessing the impact of specific non-traditional practices on key indicators of organizational effectiveness, as well as at developing models for adapting these practices for different types of organizations.