A MECHANISM FOR MANAGING STAFF INTRINSIC MOTIVATION IN THE CONTEXT OF TECHNOLOGICAL CHANGE
Author(s): Melnikova E.V.
Rubric: Management
DOI: 10.21777/2587-554X-2026-3-101-110
Release: 2026-3 (58)
Pages: 101-110
Keywords: intrinsic motivation, innovative activity, management mechanism, values, technological change, motivation management, staff
Annotation: The importance of maintaining the staff’s high intrinsic motivation is demonstrated as a long-term factor for the success of technological change. The requirements of innovative economic development call the cultivation of transprofessional skills, creativity, proactivity, innovative engagement, and receptivity among staff, while man- agement systems need flexibility and fine-tuning. The lack of attention to intrinsic motivation management and the limitations of the theoretical framework are largely due to the multi-level and interdisciplinary nature of the phenomenon. A spectrum of perspectives on the relationship between extrinsic and intrinsic motivation is pre- sented. A case study revealed that approaches to assessing motivation, without distinguishing between extrinsic and intrinsic, are focused on short-term effects and are more likely to favor extrinsic motivation. Strengthening external economic incentives can reduce intrinsic motivation in the long term. The proposed motivation manage- ment mechanism is based on identifying subprocesses and levels of motivational analysis, integrating environ- mental (value-based) and subject-object (situational) management paradigms. Despite the significant applied interest in value-based motivation management, a considerable “dead zone” can be observed at the behavioral level, with no opportunities for direct management. Target competencies, realized primarily through intrinsic motivation, are identified. Principles for managing intrinsic motivation are proposed.
Bibliography: Melnikova E.V. A MECHANISM FOR MANAGING STAFF INTRINSIC MOTIVATION IN THE CONTEXT OF TECHNOLOGICAL CHANGE // Economics and Management. – 2026. – № 3 (58). – С. 101-110. doi: 10.21777/2587-554X-2026-3-101-110