Postindustrial transformations of administrative approaches to creative motivation
The decisive feature of creative management is the creation of conditions for self-realization, which determines the relevance of the study of the transformational vector of creative motivation for the development of creative capabilities of staff. A significant problem of psychological management approaches to creative motivation is the awareness of the need for continuously updated material incentives for staff. A reward received as a deserved prize may cause its unjustified expectation in the future, and its absence begins to be perceived as an unfair incentive system. Monetary motivation is also not an effective tool for stimulating the creative development of staff, because its positive-motivating effect only manifests itself in the first 48 hours. The introduction of a bonus system as a short-term incentive usually indicates the desire of managers to mechanically control the motivation of employees. The use of bonuses is based on the incorrect assumption that an employee does not fully utilize his own potential, and this leads to a motivated inconsistency between the actual and the possible volume of work. Thus, the system of bonus incentives, not taking into account the complex interweaving of market factors, market conditions, prices, products, competition, can destroy the employee's responsibility for achieving the resultant results. Motivated systems that directly rely on quantitative results of work often target workers to achieve short-term success, ignoring long-term development prospects. The effect of displacement of internal motivation with external motivation is manifested: interest in remuneration displaces interest in creative work. Material incentives appear to be incapable of motivating most of them to a long-term desire for self-improvement, development and achievement of creative results. Job satisfaction, diverse activities that require dedication, self-planning goals, education and training, and participation in management are often more important than attractive wages and bonuses in the form of a bonus. The psychological danger to the head is also the use of established non-material methods of stimulating creativity, which often provoke material expectations from the staff. The newest managerial approaches to creative motivation must mutually coordinate the nonlinear combination of different directions of material and immaterial stimulation, despite their certain contradictory nature. Thus, the motivation of creativity focuses on the psychological self-regulation of the individual, integrating the intellectual, motivational, volitional and emotional components of creative activity.
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