MANAGEMENT OF PERSONNEL MOTIVATION USING HR ANALYTICS: FORMATION OF A NEW PARADIGM IN LABOR ECONOMY

Abstract

The article presents a comprehensive theoretical and methodological study of modern trends in personnel motivation management in the context of the digital transformation of the labor economy. The evolution of scientific approaches to understanding motivation is revealed – from classical economic determinism, which considered the employee as a rational subject guided by material incentives (F. Taylor, E. Mayo), to modern integration models that combine substantive (A. Maslow, F. Herzberg, K. Alderfer) and procedural (W. Vroom, J. Adams, E. Locke) theories with the concept of self-determination (D. Deese, R. Ryan). It is revealed that the foundation of the modern motivation system is the satisfaction of the basic psychological needs of employees – autonomy, competence and social belonging, which determines the stability of internal motivation and staff involvement. It is substantiated that the development of HR technologies creates the prerequisites for the transition to a new paradigm of motivation management, based on personalization, analytics and proactivity of management decisions. The functional areas of influence of HR technologies (LMS, PMS, HR Analytics, Compensation Software, Well-being Programs, Gamification) on key motivational factors of work are systematized. It is proven that such tools ensure the implementation of both substantive and procedural theories of motivation: LMS and gamification platforms contribute to meeting the needs for competence and development; Performance Management (PMS) and KPI systems form a transparent connection between efforts and rewards; Compensation & Benefits Software guarantee fairness and security; corporate social networks support a sense of connection and involvement. Special attention is paid to HR analytics as the highest level of development of digital HR systems, which ensures the transition from descriptive analysis to predictive and prescriptive motivation management. It is shown that the use of HR Analytics allows not only to record the current state of employee engagement or satisfaction, but also to predict various risks to personnel, identify demotivation factors and develop optimal individualized incentive packages. The article also identifies the main risks of digitalization of motivational systems, including threats of privacy violations, algorithmic bias, the digital generation gap and the loss of interpersonal interaction in personnel assessment processes. The results obtained confirm that digital transformation changes not only the tools, but also the philosophy of labor behavior management; a new paradigm of motivation in the labor economy is being formed, in which data, analytics, individualization and a human-centric approach become key. HR analytics is not just a technological tool, but a strategic resource for human capital development, capable of ensuring the sustainable competitiveness of an organization in the digital economy.