Personnel Management Based on Internal Motivation

Introduction. The incentive-based personnel management system is generally recognized and widespread, but has a number of disadvantages, in particular, it creates the ground for conflicts in teams, requires an effective control apparatus and, most importantly, does not contribute to the disclosure of the creative potential of employees. The author observed examples of the organization of effective work of collectives, mainly creative ones, without the use of incentive tools (rewards or punishments), moreover, attempts to use incentives in such collectives led to a decrease in their effectiveness. Goal. The purpose of the study was to formulate and investigate a model of personnel management without the use of incentive tools, called motivational, as well as to interpret the results of observations of industrial practice from the standpoint of this model. Materials and methods. The research method consisted in the author’s critical understanding of personal industrial experience, correlating it with the available literature data in the field of industrial psychology and personnel management. Results. As a result of the research, the postulates of the motivational model of personnel management are formulated, its features, advantages and disadvantages are analyzed in comparison with the incentive-based management model. Examples from production practice are considered and their assessment is given from the point of view of two models. Conclusions. The author came to the conclusion about the possibility and expediency of personnel management without the use of incentives and the inevitability of switching to a motivational management model as more effective and humanistic. The article may be of interest to the heads of labor collectives.

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