Iryna Petrova

A leading force in successful Human Resource Management is a sound motivation system that can significantly improve the efficiency of employees and companies. However, there are significant differences in the motivation of the small business staff. The article aims to identify the peculiarities of this type of motivation and develop recommendations for their practical application. More specifically, motivation process in small food businesses is identified as a subject of research. Using the methods of theoretical and statistical analysis, the article also focuses on the behavioral approach and pays special attention to individual aspirations, performance, engagement and all those vital moments that shape motivation as a psychological process. Besides, the article has described the impact of socio-economic factors on work activity, set the basic principles for small business staff motivation, outlined the prevailing financial and moral incentives and substantiated the main components of an effective motivational system for small enterprises. Most elements of this system can be applied to any small company, not only the food industry.

The article reveals the central role of information and communication technologies in the economy of the country, which have long become an important component of each person’s life and is a defining characteristic of digital transformation. The basis of digitalization is the digital presentation of data, which leads to better quality of life and economic efficiency of the individual country and the world as a whole. The article analyzes the specific features of digital economy and stipulates the consistency of creating the digital employment. It has been determined that the development of the digital economy and digital technologies leads to changes in all spheres of human life, predominantly in employment relations, manifested in the appearance of digital workplaces, workers with digital competencies, specific relations in the digital segment of labor market. The results of the work in the digital segment are the technologies, products, and services, some of which are analyzed in the article (eHealth, digital insurance, e-security, e-rights and e-technical passport, smart cities, SmartFactory – smart production, digital workplace, blockchain, “GAFAnomy”). In the digitalization process, the employment acquires the multivector flexibility, and has both positive and negative consequences. Taking these consequences into consideration is necessary for regulating the economic and social sphere.

The article indicates the impact of digitalization and automation of manufacturing processes on demand and supply on the Ukrainian labor market. The analysis showed the positive effects of digitization, which stabilize the situation in the domestic labor market. In particular, in the extreme conditions of the pandemic and war, these are the emergence of new digital professions, the possibility of remote work, the individualization of forms of employment and conditions of cooperation for the personal needs of labor market entities. The concept of digital professions has been introduced as a creative labor activity, since it is associated with the promotion, security of functioning and the expanded practice of digital technologies in manufacturing processes in any sphere of economic activity. The trend of increasing the number of digital practitioners in the wake of the worldwide trend of inducing a global information society has been grounded. The consequences of digitalization are shown that hinder the effective functioning of the labor market and manifest themselves in the increase in unemployment due to the emergence of unnecessary workers whose skills are impractical in digitized reality, the outflow of personnel to foreign labor markets, and the increase in inequality of the population in labor opportunities. The necessity of interaction between educational institutions, business and the state in achieving a balance of supply and demand in the labor market of Ukraine in the context of digitalization is emphasized.

The article is devoted to the development of creativity using methods and tools of strategic human resource management. As a result of a number of factors, the need for every organization to create is increasing as the main source of its competitiveness and business success. The author examines different approaches to creativity and gives her own vision of its characteristics with other related concepts. With this in mind, creativity is not just any creative action, but creativity in the field of specific business processes, focused on profit (income) by satisfying certain needs of consumers, both real and potential. Unlike other manifestations of creativity, the article puts forward and substantiates the idea of creativity as a strategic imperative, the achievement of which requires a purposeful and coordinated interaction of all processes in the field of personnel management. To ensure the imperative, it is necessary to develop a human resource management strategy focused on the creative development of personnel and the organization in general. The strategy of managing the creative development of personnel allows you to build a cycle of creativity with a certain sequence of elements, as well as to develop a mechanism for reproducing this cycle. The article analyzes HR technologies that contribute to the development of creativity of human resources. A new look at the problem is the justification of the need for methods of “soft” creativity management by creating a favorable environment for its development.

The relevance of the research is determined by the need of modern agricultural enterprises for innovations. Only on the basis of innovative development they can be competitive and later enter industry 4. The purpose of the article is to analyze and justify an innovative approach to the formation of technological networks in the agricultural sector based on the use of competitive advantages of human capital and strengthening of its creativity. The authors note that in order to attract innovation, project managers must coordinate the company's strategy with the strategy of knowledge management and creativity development. The study summarizes the results of using an innovative model in the Brazilian agricultural sector that promotes human capital development and knowledge generation, as well as environmental sustainability (the UTAUT model). The evaluation of these results showed that a significant factor in the successful implementation of the innovation model is the creation of an appropriate organizational and management culture, focused on the involvement of innovations in the activities of agricultural enterprises. The authors conducted a survey of agricultural workers of large and small enterprises of this industry in order to identify their need and degree of readiness for innovations. The results of the survey showed significant differences between large and small enterprises in the given parameters, which require the choice of different ways and sources of strengthening their innovativeness. The problem raised in the article is also relevant for Ukraine as a country with a traditional agricultural sector.