Operational management tools in assessing and activating the incentive system for enterprise personnel under martial law

Abstract

The article examines operational management tools in the context of assessing and activating the system of incentives for personnel of enterprises under martial law. The purpose of the study is to identify relevant management tools and methods that ensure the preservation of employee productivity and the enterprise's adaptability to external challenges. In the course of the study, the author used the methods of comparative analysis, generalisation, graphical representation and a systematic approach to studying changes in motivational approaches in the pre-war and wartime periods.

As a result of the analysis, it was found that the key tools of operational management, in particular KPI, BSC, PDCA cycle, SWOT analysis, have been adapted in accordance with the new conditions requiring flexibility, efficiency and sustainability. It has been determined that during martial law, intangible motivation factors, such as psychological security, flexible working hours, mental health support, and career opportunities due to the reformatting of the labour market, have become a priority. At the same time, financial incentives, including bonuses and bonuses, have lost their traditional effectiveness due to economic instability.

A comparative characterisation of incentive methods before and during martial law is carried out, in particular through the prism of operational management in crisis conditions. It is found that enterprises that quickly implemented digital tools and crisis planning managed to maintain a stable level of employee motivation. Particular attention is paid to the impact of socio-psychological changes in staff on the effectiveness of management decisions.

The article substantiates the need for an individual approach to stimulating different categories of employees: top management, specialists and workers. For each group, a set of relevant tangible and intangible incentives has been formed, which allows to increase their involvement, loyalty and efficiency. The article also examines the peculiarities of adaptation of operational management to the conditions of limited resources, limited planning and high uncertainty.

The generalised results allow us to conclude that the use of operational management tools and modern motivational strategies is the key to the sustainability of enterprises in crisis conditions.