The comparative analysis of international models of company personnel motivation

Aim. The work aimed to conduct a comparative analysis of international models of personnel motivation, as well as to identify their features, advantages and disadvantages when determining the possibilities of adapting advanced international experience in Russian human resource management practice.

Objectives. The work seeks to study the features of the Japanese model of personnel motivation based on the principles of collectivism and long-term loyalty; to study the American model of motivation with an emphasis on individual achievements and financial encouragement; to analyze European models of personnel motivation (German, French, English) and their specific features; to conduct a comparative analysis of the considered international models of motivation indicating their strengths and weaknesses; to determine the possibilities and prospects for applying elements of international experience in Russian conditions.

Methods. The author employed general scientific methods (analysis, synthesis, systematization) to substantiate the provisions and conclusions, as well as a systematic and synthetic approach to the study of international experience in human resource management, as well as a comparative approach to the consideration of various models of motivation.

Results. The article analyzes in detail the main international models of personnel motivation in a modern company, identifies their features, advantages and disadvantages while determining the possibilities of adapting advanced international experience to Russian human resource management practice. It seems appropriate for the Russian model of personnel motivation to use a synthetic approach that combines the best elements of various international models. The transparency of evaluation criteria and the connection of remuneration with results can be adopted from the American system. The value of European experience consists in the developed system of social guarantees and investments in personnel development. The Japanese model can be useful in terms of forming a corporate culture and long-term loyalty of employees.

Conclusions. Based on the study, the author concluded that the effectiveness of motivational systems is largely determined by the cultural, economic and social characteristics of a particular country. What works in Japan may be ineffective in the United States, and vice versa. This indicates the need to adapt international experience to Russian conditions, taking into account national specifics.

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