employee
Russian Federation
student
The relevance of the study is due to the increasing role of non-material motivation factors in the context of digital transformation, high staff turnover and increasing requirements for staff involvement. In modern organizations, corporate culture is becoming not just an element of the internal environment, but a key tool for managing organizational behavior and stimulating productivity. The purpose of the study is to identify the relationship between the types of corporate culture and the level of non-financial motivation of employees in Russian organizations, as well as to develop recommendations for optimizing the system of non-monetary incentives, taking into account the specifics of various departments. The hypothesis of the study is that the dominance of bureaucratic and market cultures in an organization reduces the effectiveness of intangible incentives, while the strengthening of the features of clan and adhocratic cultures contributes to the growth of involvement and internal motivation of staff. The scientific novelty of the study consists in empirical confirmation of the differentiated influence of corporate culture types on the motivational preferences of employees of various functional departments, as well as in the proposal of a comprehensive model for adapting intangible motivation to modern challenges of the digital economy. The results of the study include the identified correlations between an atmosphere of trust, career opportunities, management support and job satisfaction, as well as sound recommendations for the transformation of corporate culture with an emphasis on flexibility, autonomy and teamwork. In conclusion, it is emphasized that an effective motivation system should be dynamic, take into account the individual and collective characteristics of staff, and develop in parallel with the evolution of organizational culture.
corporate culture, intangible motivation, organizational behavior, staff involvement, market culture, clan culture, incentive system, digital transformation
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