Theoretical and Practical Aspects of Managing the Motivational Potential in an Enterprise


DOI: 10.26352/CJ02F5015


In this article the author considers the reasons for lay-offs of the employees and trainees, analyses theoretical aspects of the motivational potential of enterprise employees, identifies the relationship between labour and motivational potential, and presents the principles for managing the motivational potential.


Table of contents

1. Introduction

2. Theoretical aspects of the research

3. Analysis of problem status in the enterprise

4. Conclusions


1. Introduction

Retail trade occupies one of the leading positions in the share of employed population and helps people to solve one of the most important tasks: improving the standard of living through meeting the peoples needs for quality goods at affordable prices. In the past three years, there has been a marked decline in economic performance among companies working with imported products; besides, the negative impact of external economic conditions is exacerbated by a trend towards lower labour productivity. One of the reasons for this situation is the low return from the workforce in companies due to high level of staff turnover in retail enterprises and shortage of qualified personnel trained in sales techniques.

Modern retail network is open for changes system that interacts with the business environment as efficiently as possible. The rate of systems responsiveness directly affects the competitiveness of the organization and the pace of further development. Effect of retail networks reaction depends on the employeescompetence level, their ability to make competent and balanced managerial decisions, that is, on labour potential. In current continuously changing business environment, the labour potential can be defined as a set of certain physical, psychic and spiritual qualities of an employee that determines the opportunities for the employee to participate in the work activity, achieve high results and improve his/her personal qualities in the work process. Lets consider the differences between the motivational potential and the labour potential of the organization (Nagibina, 2016).


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Contributo selezionato da Filodiritto tra quelli pubblicati nella Rivista “Journal of Economic and Social Development – Vol.5, No.2/2018”

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