Willingness and readiness of people to do their jobs are among the key factors of a successful enterprise. In XXI century intellectual human labour is gaining unprecedented value and is being developed actively. The demand for intellectual labour calls forth an increasing number of jobs and professions that require an extensive preparation, a large number of working places, high level of integration of joint human efforts, growth of social welfare. These trends are becoming ever more pervasive and are spreading widely (...) in service industries, and that explains the rapid development of the latter when compared to the traditional areas of human activity. In its turn, it heightens the need for staff in service companies, supported by significant personnel turnover and a certain shortage of skilled professionals. These circumstances determine the need for developing a new concept of fostering staff motivation at the enterprises in the sphere of services. In order to reach the stated purpose while conducting our research into tourism and hospitality industry, as well as retail chains, we have examined the problems that arise in the process of staff motivation, and studied the foreign practice of motivating staff in hotels. The obtained analysis results enabled us to work out practical recommendations on improvement of the mechanism of tangible and intangible rewards in service companies, which are based on external and internal motivational factors. Additional attention in the article is paid to the statement that financial incentives should be based on key performance indicators (KPI). We give a detailed consideration to the classification of internal motivation incentives of the staff according to the terms of their realization, and give a schematic representation of the performance dynamics of the internal motivation model in service businesses. (shrink)

In modern conditions the questions of personnel management, including motivation, acquire new meaning. Particularly given the problems relevant to the service sector, where at the beginning of the XXI century employing more than 60% of the workforce in developed countries. These circumstances determine the need for a modern concept of material and immaterial motivation of service industries. Such factors determine the need for the development modern concept of material and immaterial motivation of service industries staff. To obtain indicated objective during (...) research analyzed the existing concepts and paradigm of staff motivation with highlighting their advantages and disadvantages. The results obtained allowed to establish that scientific and expert community does not have the unified approach to the classification and identification of the most effective ones. Special attention is given to modern developments and approaches to the motivation problem. This fact caused the structure of follow studies, including three interlinked vectors: analysis of the essential content of the fundamental concepts in the field of staff motivation; defining features of employee motivation at the enterprises sphere of services; introduction to the key successful international practices which apply by service companies. In general, the results obtained enabled the author’s model of the modern concept of material and non-material motivation at the enterprises the service sector and the corresponding mechanism for the implementation. (shrink)

Special features of different innovative approaches towards shaping of organizational culture in service firms were analyzed in this paper. Methodological aspects of culture shaping were investigated. This allowed a better understanding of organizational culture as a social phenomenon: its emergence, existence, functioning, and development. It also allowed analyzing its meaning, nature, internal structure, and development logics. A particular emphasis was put on the role of an individual in society and on the development of the professional culture of the service firms’ (...) personnel. Specific characteristics of service firms needed for the shaping of the organizational culture were defined and described. It was shown that the tools of organizational culture, such as learning and training of employees, are currently underrated. (shrink)

“Beilis affair” (1911–1913) is one of the most resonate events in Kyiv of the early 20 th century. It was a subject of a huge number of investigations. However, a special analysis of the role that the members of Kyiv Theological Academy community played in this affair has not been made yet. Facts and data available require further reflections and deeper interpretations. For this, both a time span and a thematic content should be expanded. Thus, the author tries to reveal (...) the specifics of the discourse wherein the members of the community were predisposed to interpret both “Beilis affair” and “Jewish question” as a whole. The materials published in “Kyiv Theological Academy Studies” journal throughout all years of its existence in pre-revolutionary Russia (1860–1917) constitute the main source of information. In the study, the author tries to widen another researcher’s idea that “Beilis affair” became a unique case of the dialogue between Christians and Jews. The article shows that the foundations for this dialogue had been created in the previous years by many Kyiv Theological Academy community members, such as Andrii Khoinatskyi, Fedir Ornatskyi, Vasyl Pevnytskyi, Afanasii Bulhakov, Dmytro Bohdashevskyi, Olexandr Voronov, Mykola Stelletskyi, Viktor Ivanytskyi, Hryhorii Malevanskyi, Akym Olesnytskyi, and others. This experience as well as perfect knowledge of the European and world context, which the members of Kyiv Theological Academy intellectual community such as Olexandr Hlaholiev and Pavlo Tykhomyrov had, enabled them to make a real impact on the establishment of the dialogue between Christians and Jews in particular in the “Beilis affair”. (shrink)