Perm, Perm, Russian Federation
Change is an essential part of life in modern industrial enterprises, inevitably leading to changes in the field of personnel management, including in the practice of managing remuneration and material incentives. Organizational changes often cause negative reactions from employees and dissatisfaction among managers. The article describes the situation that arose at an industrial enterprise after the introduction of a new system of material incentives for workers. The analysis was conducted in one of the divisions using a questionnaire covering four topics related to the functioning of the new incentive system: the link between performance and remuneration, the incentive potential of bonus payments, fairness in determining the amount of incentive payments, and the clarity and comprehensibility of the incentive system. Significant discrepancies were found in the assessments of workers and managers on all topics of the survey. The main result of the study confirms the need to improve change management practices, focusing on the preparation and control of managers’ activities when implementing changes in the material incentive system. The conclusion offers practical recommendations, including digital tools for organizing information support and counseling for employees at all stages of change.
material incentives for labor, fairness of assessment, managerial competence, change management in human resource management
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