MOTIVATIONAL MANAGEMENT IN THE SYSTEM OF INNOVATIVE DEVELOPMENT OF AN ENTERPRISE: PSYCHOLOGICAL PRINCIPLES AND DIAGNOSTIC TOOLS
DOI:
https://doi.org/10.32782/city-development.2026.3-8Keywords:
motivational management, innovative development, staff motivation, innovative behavior, psychological safety, staff involvement, motivation diagnostics, personnel managementAbstract
The article examines motivational management as an integral component of the innovative development of an enterprise, with particular attention to the psychological determinants of employee behavior and the diagnostic tools needed to support innovation-oriented management decisions. The purpose of the study is to substantiate the role of motivational management in the system of enterprise innovation development and to determine effective approaches to diagnosing employee motivation, engagement, psychological safety, readiness for change, and innovative behavior. The authorial contribution consists in integrating psychological and managerial approaches to motivation into a single diagnostic and managerial framework. The study systematizes the key psychological determinants of innovation-oriented motivation, including intrinsic motivation, autonomy, competence, psychological safety, engagement, organizational justice, meaningfulness of work, and social relatedness, and connects them with corresponding management instruments and areas of diagnosis. A diagnostic structure is proposed that includes assessment of the employee motivational profile, psychological safety and trust, engagement and readiness for change, actual innovative behavior, and the organizational context of motivation. The scientific novelty lies in the development of a cyclical model of motivational management for innovative enterprise development, which combines strategic innovation goals, diagnosis of motivational barriers and drivers, selection of differentiated managerial tools, creation of a supportive psychological environment, activation of innovative behavior, evaluation of innovation outcomes, and repeated diagnosis for further adjustment. The practical significance of the results is determined by the possibility of using the proposed approach in the design of personnel policies, motivation systems, professional development programs, internal communication practices, innovation support mechanisms, and regular employee diagnostics. The study concludes that effective motivational management requires a balanced combination of material and non-material incentives, autonomy and responsibility, individual and team recognition, professional development, psychological safety, and systematic feedback. Sustainable innovative development is therefore supported not by the number of incentives applied, but by the enterprise’s ability to create an environment in which employees are willing and able to contribute ideas, exchange knowledge, participate in change, and transform their professional and creative potential into practical innovative solutions.
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