PERSONNEL MOTIVATION AS AN IMPORTANT TOOL FOR EFFICIENT ENTERPRISES

The article examines the issues of increasing the efficiency of motivation of enterprise personnel. The definition of the essence of the concept of “motivational mechanism in personnel management of the enterprise” is specified, the categories of material and intangible incentives are considered.The thesis is substantiated that the complex application by employers of methods of direct and indirect motivation allows to keep the staff and increase the efficiency of labor activity, helps to increase the inclusion of employees in the labor process. The priority types of material and intangible incentives for employees are summarized. Priority directions of the motivational mechanism which will allow to increase efficiency of system of management of the personnel of the enterprise and to improve the organization of social and labor relations between workers and employers are developed. In modern conditions, human resources are one of the most important elements in the enterprise. For the successful operation of any production and any company, regardless of the services it provides and the goods it produces, you need an efficient work team. The purpose of the article is to determine the directions of the system of motivation of personnel of domestic enterprises. The following general and special methods were used in the research process: abstract-logical and structural-logical analysis – for theoretical generalizations and clarification of the concepts of “personnel management”, “personnel evaluation”, statistical analysis method for analysis and iden-tification of main trends and management system staff; graphical method – to illustrate the results of the study. The article considers the theoretical foundations of staff motivation, summarizes the existing types and methods of motivation. Motivation is one of the most important elements of the personnel management system, because it is through motivation that the company’s management manages to influence employees.

Motivational regulators of migration behavior of the population

The article explores migration behavior of the population as an object of motivational influence and regulation. The basic types of mechanism for the regulation of migration behavior of the population are determined. The motivational mechanism of regulating the migration behavior of the population with the settlement of ideological and instrumental blocks is presented. The main tools for regulating the migration behavior of the population are identified. In terms of pointing out the intentions of migration, it is improving the competitive conditions of Ukrainian labor market using a financial and economic wage regulator. Due to the practice of migration – it is social protection of migrants through the application of the regulatory legal framework for the conclusion of interstate agreements and control over the observance of their provisions. Due to the consequences of displacement – it is promoting the effective use of migrants 'cash income through re-emigration programs, tax, investment and credit regulators (support for former migrants' businesses and their employment.

Can the Hole–Board Test Predict a Rat’s Exploratory Behavior in a Free-Exploration Test?

This study focuses on the rat activity in a hole–board setting that we considered a type of exploratory behavior. The general hypothesis is based on the claim that a motivational mechanism is central to both the response to novelty in a highly familiarized environment and the activity in the hole–board apparatus. Our sample consisted of 80 experimentally naive Lister Hooded rats. All rats were tested in the hole–board apparatus. Twenty individuals with the highest hole-board scores and twenty subjects with the lowest hole–board scores subsequently underwent an established free-exploration test. In our study, the scores obtained in the hole–board test had little predictive value for the rats’ activity in the free-exploration test. Based on our previous experience in studying exploratory behavior in the free-exploration test and the data presented in this paper, we suggest that the hole–board test is not an appropriate tool for measuring exploratory behavior in laboratory rodents.

Artificial Intelligence (AI) and Translation Teaching: A Critical Perspective on the Transformation of Education

The majority of the universities and private institutions have initiated the use of artificial intelligence (AI) and machine translation (MT) in teaching translation. Translators have been trained by a systematic teaching method with newly designed curriculum with the addition of computer-assisted technology. However, the learner’s face-to-face experience is relating them to advance self-learning of languages through AI machine, which lack the motivational mechanism. This review paper presents the recent advancement in the use of AI and MT in the teaching translations to translators. The aim of the study is to investigate the pedagogical implications of AI for teaching translation studies. The study concludes that there is lack of critical reflection of challenges and jeopardies of AI in translation teaching, there is a weak connection to academic instructive perceptions, and that there is a need for further exploration of principled and enlightening approaches in the application of AI in translation teaching in higher education.

A Motivational Mechanism Framework for Teachers' Online Informal Learning and Innovation During the COVID-19 Pandemic

Online informal learning (IL) spreads quickly in the COVID-19 Pandemic. Studies have predicted that both online and workplace IL have potential value to individual and organization development, whereas the study on its link with innovation remains scarce. IL is an individualized learning pattern different from formal learning, and its functioning mechanism on innovation will deepen our understanding of the relationship between learning and innovation. Self-efficacy and autonomous motivation are considered as two streams of motivational mediating mechanisms to innovation. However, previous studies have proceeded largely in separation from each other. Researchers highlight the need to develop a more fine-grained theory of motivation and innovation. In addressing these literature gaps, this paper takes college teachers as the sample and focuses on the motivational mediating mechanism between online IL and innovation. The results showed that teachers IL could positively predict innovative teaching performance. Personal teaching efficacy and autonomous motivation played as sequential mediators on the link between IL and innovative teaching performance. This study extends the literature of IL–innovation relationship and enriches understanding of cognition-oriented motivation theory, highlighting one's internal autonomous construction is the key to innovation. Theoretical and practical implications for psychological empowerment are discussed.

Head’s Leadership Styles and Effectiveness of School Teams: Exploring the Role of Motivational Mechanisms

The literature reveals that participative leadership style (PLS) is overwhelmingly advantageous over the contrasting directive leadership style (DLS). Therefore, the key objective of this study was to find out the relative effect of a PL style as compared to a DL style on the motivational mechanism (organizational commitment and empowerment) and effectiveness (innovation and in-role performance) of school staff teams. However, the mediating role of motivational mechanism in the relationship between school heads’ leadership styles and effectiveness of school staff teams had also been studied. The data were collected through a questionnaire based cross-sectional survey. The data were collected from the 402 teachers working in 80 academic teams. The SEM results revealed that DLS was significantly related to teams’ in-role performance and organizational commitment. While, PLS was significantly related to in-role performance, team’s innovation, organizational commitment and personal empowerment. Teachers’ personal empowerment partially mediated the relationship between heads’ PLS and team innovation. But, organizational commitment fully mediated the relationship between heads’ PLS and teams’ in-role performance. However, organizational commitment partially mediated the relationship between heads’ DLS and teams’ in-role performance. It is suggested that heads might concurrently combine participative and directive leadership behaviors to make their school teams more effective.

Understanding and combating misperceived polarization

By many accounts politics is becoming more polarized, yielding dire consequences for democracy and trust in government. Yet a growing body of research on so-called false polarization finds that perceptions of ‘what the other side believes’ are inaccurate—specifically, overly pessimistic—and that these inaccuracies exacerbate intergroup conflict. Through a review of existing work and a reanalysis of published data, we (i) develop a typology of the disparate phenomena that are labelled ‘polarization’, (ii) use that typology to distinguish actual from (mis)perceived polarization, and (iii) identify when misperceived polarization gives rise to actual polarization (e.g. extreme issue attitudes and prejudice). We further suggest that a specific psychological domain is ideal for developing corrective interventions: meta-perception , one's judgement of how they are perceived by others. We review evidence indicating that correcting meta-perception inaccuracies is effective at reducing intergroup conflict and discuss methods for precisely measuring meta-perception accuracy. We argue that the reputational nature of meta-perception provides a motivational mechanism by which individuals are sensitive to the truth, even when those truths pertain to the ‘other side’. We conclude by discussing how these insights can be integrated into existing research seeking to understand polarization and its negative consequences. This article is part of the theme issue ‘The political brain: neurocognitive and computational mechanisms’.

Formation of motivational mechanism in strategic management of a diversified enterprise

The successful functioning of a diversified enterprise requires a well-organized team of workers and well-chosen business structures for cooperation and integration to provide balanced and effective development of its business units aimed at the maximum satisfaction of its own interests and achievement of the general goal of the enterprise functioning. The establishment and support of such relations depend significantly on the effective motivational activities both for the enterprise employees (internal ones) and its partners (external ones). At the same time, the intensity of the motivational activities for different business entities depends on the level of their possible influence on the efficiency of the corresponding business entity performance, the level of coordination and optimality of mutual relations between these business entities, and success of the strategic development of the whole diversified enterprise. That is, the motivational activities for different influence groups are different depending on the enterprise mission, the focus of its long-term goals, the chosen strategic way of the development, and others. Purpose. Consequently, the objective of this article is to elaborate theoretical and methodical recommendations regarding the formation of the complex motivational mechanism of the diversified enterprise by grounding and selection of a motivational system for each influence group attractive for it at a certain point of time (employees, consumers, opponents, and suppliers). Methodology. To achieve the set objective, the research of this work is conducted using the methods of generalization, abstraction, analysis, synthesis, and situational modeling. The calculation of the efficiency of the proposed activities of the complex motivational mechanism is conducted using the methods of factor analysis, effective competition theory, and integral method. Findings. The research conducted resulted in the definition of the structure of complex motivational mechanism of the diversified enterprise, description of the features of its external and internal constituents, and formation of the influence groups for each constituent. Possible ways of the combination of important for the enterprise influence groups are formed and of the main conditions for their use are presented depending on the selected general strategy of the enterprise development. Originality. The novelty of this article involves theoretical and practical recommendations for the formation, implementation, and realization of the activities of the complex motivational mechanism for the diversified enterprise. Practical value. The activities of the complex motivational mechanism for the JV Spheros-Electron Ltd. have been developed. The key elements of the formation and the methods of realization of the motivational systems for different influence groups of the enterprise under study have been described. The efficiency of the proposed activities has been calculated which proves their effectiveness, soundness of the development, and necessity of realization.