EVALUATION AND REMOVAL OF DEMOTIVATING CRITERIA IN ORGANIZATIONAL SUPPORT OF THE ENTERPRISE STAFF INCENTIVE MECHANISM

252 ISSN 2306-4994 (print); ISSN 2310-8770 (online) UDC 658.012 Levytska I. Doctor of Economics, Professor, National University of Life and Environmental Sciences of Ukraine, Kyiv, Ukraine; e-mail: ilevytska@nubip.edu.ua; ORCID ID: 0000-0003-3739-6662 Tarasiuk H. Doctor of Economics, Professor, Zhytomyr Polytechnic State University, Ukraine; e-mail: galinatar@ukr.net; ORCID ID: 0000-0001-5112-102 Klymchuk A. Doctor of Economics, Zhytomyr Polytechnic State University, Ukraine; e-mail: alena_klumchyk@ukr.net; ORCID ID: 0000-0002-5246-8778 Postova V. Ph. D. in Economics, Senior Lecturer, Vinnytsia Trade and Economic Institute KNTEU, Ukraine; e-mail: valjapostova@ukr.net; ORCID ID: 0000-0002-0056-5648 Chahaida A. Ph. D. of Technical, Associate Professor, Zhytomyr Polytechnic State University, Ukraine; e-mail: andrey11081968@ukr.net; ORCID ID: 0000-0003-1826-9545

three key levels of evaluation of demotivators of enterprise personnel: choice of demotivator evaluation strategy, selection of evaluation tactics, as well as operative evaluation of demotivators ( Fig.).

Fig. Algorithm for evaluating and reducing demotivators of enterprise personnel
Examining the above problems, everything points to the existence of so-called demotivators of labor, the inevitability of which is due to problems with doing business in a competitive environment, the company's focus on high profits, the inconsistency of senior and lower management, and more [1].
Within this approach, we propose to determine the levels of personnel demotivators, where the lower the level of the coefficient D, the greater the balance between staff motivation and performance indicators of the enterprise. At the same time, increasing the D factor poses a threat to the implementation and effective operation of the mechanism. According to the value of the demotivator coefficient D, we determine the five levels of demotivators listed in Table 1 [10].   At the enterprises, the balance between factors of motivation of the personnel and indicators of efficiency of activity is observed.
2. Average level of demotivator 20,01 < D 40,00 Measures aimed at increasing motivation and stimulation are to some extent perceived by the staff but do not help to increase its effectiveness. Therefore, it may be necessary to maintain the proper state of the motivation of employees. 3. Increased level of demotivator 40,01 < D 60,00 There is a risk of reduced staff motivation due to employee dissatisfaction with their working conditions. 4. High level of demotivator 60,01 < D 80,00 Measures aimed at increasing motivation and incentives are either not perceived by the staff, or are ineffective, which does not contribute to either increase its productivity or improve the performance of the enterprise as a whole.
5. Catastrophically high level of demotivator 80,01 < D 100,00 Measures to increase motivation and stimulate staff are absent, which leads to a catastrophic decline in staff performance and excessive staff turnover, which is generally quite negative for the company.
Therefore, in order to successfully assess, increase motivation and stimulate staff, it is necessary to study demotivators using an integrated indicator of the level of demotivator, which is a function of groups of individual demotivators: where D 1 -is a set of normative-legal and scientific-methodical demotivators, D 2 -is a set of organizational and managerial demotivators, D 3 -is a set of financial and economic demotivators, D 4 -is a set of socio-psychological demotivators, D 5 -is a set of production and technological demotivators. In order to calculate the indicator of the demotivating factor, leading specialists of the enterprise and ordinary workers conducted an assessment of the degree of influence of each demotivator. Note that even with a small level of demotivator ( Table 2), you can not ignore any of the parameters (you need to keep it under control), which takes into account each demotivating factor, as it can lead to a decrease in staff activity, which weakens the mechanism, reduces the efficiency of management of the enterprise and in general deterioration of efficiency of functioning of the industrial enterprise. In the case when the level of the demotivator is minimal or average (D 40), its consideration in the formation and use of the mechanism is necessary, but no protection measures are used. If the level of the demotivator is medium or high (D > 40), then choose and use methods to minimize the negative impact of demotivators on the formation and use [10].  It should be noted that the proposed identification and evaluation of personnel demotivators on the basis of an expert survey should be perceived exclusively as a model of one of the tools of the mechanism. Its further concretization and improvement is within the competence of any enterprise that plans to conduct an assessment. At the same time, it is possible to adjust the composition of indicators, their weights, criteria and scores depending on the specifics of the activities of a particular company and the category of employees being evaluated.
Demotivators can have a significant influence in the process of evaluation, formation of measures to stimulate and motivate the work of personnel at enterprises, the division of which is proposed as follows: and socio-psychological demotivators. Therefore, in order to successfully evaluate, increase motivation and stimulate staff, we proposed to study demotivators with the help of an integrated indicator of the general demotivator.
The impact of these demotivators is significantly enhanced by the problems at the meso-and macro levels, such as instability of socio-economic and political development in the country; protracted financial and economic crisis and hostilities in eastern Ukraine; inaccuracy in the interpretation of many legislative acts, as well as their frequent changes; rising inflation; lack of the latest types of equipment and technologies at many enterprises; low level of corporate culture, management and marketing in enterprises At the same time, demotivators of labor activity of personnel exist when the mechanism of evaluation, the formation of measures to stimulate and motivate labor activity of personnel of the enterprise functions, where demotivators of normative-legal, as well as financial-economic, scientific-methodical, informational, organizational-managerial, production-technological and socio-psychological nature.
Therefore, there is an urgent need to study these demotivators and apply appropriate measures to combat them based on the use of modern management tools, including detection and analysis of demotivators, the formation of measures to prevent them or reduce their negative impact.
The sequence of this system of personnel activation is carried out during four stages (Table  3) [11; 19; 20].
To assess the integrated indicator of the activation of the personnel of the enterprise it is necessary to formalize its appearance, its to describe the levels at which the assessment will be conducted. We propose to form a list of recommended corrective measures to increase the integrated indicator and reduce the level of influence of the demotivator at enterprises ( Table 4). Table 3 Stages of the personnel activation system Stage I: A system of personnel evaluation by group indicators (Z 1 ) is formed, using: turnover ratio (x 1 ), turnover ratio (x 2 ), the ratio of the number of hired and fired employees (x 3 ), staff turnover ratio (x 4 ), staff stability coefficient (x 5 ) and using: educational level coefficient (x 6 ), educational-qualification level coefficient (x 7 ), staff training coefficient (x 8 ) a system of personnel motivation indicators (Z 2 ) is formed, using: the ratio of the actual and normative output of one employee (x 9 ), the ratio of the actual complexity of a unit of production to the normative (x 10 ), and using: the ratio of working time (x 11 ), the coefficient of loss of working time due to the fault of the employee (x 12 ), the coefficient of protection and working conditions (x 13 ), the coefficient of labor discipline (x 14 ) A system of staff incentive indicators (Z 3 ) is formed, using: the share of wages in the cost of production (x 15 ), the coefficient of wages per unit of output (x 16 [13]. This distribution of demotivators by respondents is logical and is connected with the actual standardization of quantitative indicators, ie bringing them to a standardized form -to one numerical dimensionless integral index (in the range [0] 1) sufficiently reflects the state of activation of personnel at the enterprise; 2) the indicator is sensitive to changes in the enterprise (taking into account both qualitative and quantitative changes).
Stage III: The level of the actual state of group indicators of staff activation at the enterprise is calculated. Based on an arithmetic weighted average calculation of 23 coefficients is carried out (2) where x n -is the value of the coefficient (from x 1 to x 23 ); D k -group of demotivators (from D 1 to D 6 ); K -is the number of groups of demotivators [8].
It should be noted that 6 groups of demotivators differently (from 0.78 to 0.95) affect the generalized rate of activation of the company's staff, so it is important to follow the actual level of each of the 23 coefficients. Stage IV: Integrated assessment is carried out: 1. Integrated group indicator by components: staff assessments ( where i z I -is the integrated group indicator by components; x 1 , x 2 , ..., x n -partial coefficients; n -is the number of unit coefficients. 2. Integral indicator of activation of the personnel of the enterprise by geometric mean (4) ,  Since the company has a balance between the factors of staff motivation and performance indicators, it is necessary to maintain the current level of motivation and incentives for staff  Analysis and assessment of the impact of external and internal factors Review of the strategic goals available at the enterprise Formation of new strategic goals to be met by the company's mission Analysis of the competitive potential of the enterprise, identification of its strengths and weaknesses Formation of a new system of strategies, adequate to the situation that has arisen Forming a team of staffing staff of highly qualified specialists who deal with the selection and placement of personnel Revision of existing requirements and their improvement for candidates to fill vacancies Expanding the range of manufactured products to best meet the needs of consumers and increase its competitiveness Integration of the quality monitoring system into the service quality control system, creation of independent quality assessment commissions, organization of the feedback system based on the service results Carrying out regular monitoring of the state of the labor market, use of various technologies of personnel evaluation Thus, according to the results of research, we can say that all enterprises that can be studied, based on the integrated rate of staff activation may be in a state of moderate or low level (see Table  4) [18], which negatively affects the performance of staff, as well as formation and implementation of the mechanism of evaluation, motivation, and stimulation.
Accordingly, we propose to implement several corrective measures to neutralize demotivators aimed at improving the integrated rate of staff activation, improving the efficiency of enterprise management, as well as the long-term implementation and use of the mechanism (see Table 4). Therefore, we believe that the calculation of an integrated indicator of staff activation, taking into account the impact of staff demotivators based on expert surveys can be used as a methodological basis for solving problems of strategic management of the enterprise and its staff, including construction and implementation of the mechanism, the successful use of which intensifies the work of staff, will increase their productivity, improve financial and economic performance, expand the market share of enterprises, increase the competitive advantages of manufactured products, and consolidate an impeccable reputation in the consumer market.
Thus, the overall goal of forming a mechanism for evaluating, motivating, and stimulating staff should be the result of matching the goals and interests of employees with the goals and interests of the company, increasing staff productivity, encouraging employees to take initiative in solving their problems and improving the working atmosphere among subordinates, meeting the basic needs of staff, preventing overload of employees.
Conclusions. The most significant demotivators of personnel in enterprises were identified by the method of expert evaluation, which allowed to identify the weaknesses of the existing system of motivation and incentives of personnel, namely demotivators that have increased, high and catastrophically negative impact on the enterprise. In the course of further research, it is proposed to determine the integrated indicator of staff activation on the basis of the developed system of evaluation, motivation and stimulation of staff, taking into account the action of its demotivators. Based on this, measures have been developed to neutralize demotivators in enterprises, increase the integrated rate of staff activation, increase the efficiency of enterprise management, as well as the long-term implementation and use of the mechanism.
According to the research it can be concluded that the use of the proposed mechanism of evaluation, motivation and stimulation of enterprise personnel will allow to scientifically approach the intensification of personnel activity and constant growth of its productivity taking into account the principles of effective enterprise management, factors of personnel management. motivation and stimulation of staff. The application of our proposed mechanism will solve the following tasks of the enterprise management system: coordination of personnel goals with the goals of the enterprise; realization and development of labor potential of personnel; ensuring continuous training of staff, creating conditions for the acquisition of new skills and the realization of creative abilities; formation of such a system of personnel training, which will include a certain combination of specialized knowledge and broader skills and attitudes that are necessary for a flexible response to rapidly changing environmental conditions; ensuring career growth of staff; formation of a friendly atmosphere between employees; providing comfortable working and leisure conditions.
In the course of further research, it is proposed to determine the integrated indicator of personnel activation on the basis of the developed system of personnel evaluation, motivation and stimulation taking into account the action of personnel demotivators.