Theoretical foundations and principles of forming a personnel motivation system in the academic sphere[Теоретические Основы И Принципы Формирования Системы Мотивации Персонала В Академической Сфере]

Introduction. In the era of global transformations, higher education is becoming a critical factor in national competitiveness, where research and teaching staff are a key strategic resource. The Russian higher education system is going through a difficult period of institutional transformation. Continuous reforms in recent decades have significantly changed the landscape of academic work: the administrative burden has increased, the requirements for publication activity have increased, while the level of material support remains relatively low. The multitasking of research and teaching staff - from teaching and research to methodological work and international integration – forms a unique motivational matrix that does not fit into traditional management schemes. The article searches for alternative foundations and principles for building a motivation system in the academic field. Purpose. Development of an integrated approach to the formation of a system of remuneration for scientific and pedagogical staff, overcoming the limitations of traditional models of motivation in higher education. Methods. The analysis of classical and modern theories of motivation (F. Taylor, A. Maslow, F. Herzberg, V. Vroom, M. Seligman), a critical review of scientific literature, a study of information asymmetry in the academic environment, an analysis of non-economic factors of the labor behavior of scientific and pedagogical workers. The research results are focused on developing the concept of a remuneration system based on a human-centered approach, long-term contracts, building "promising lines" of professional activity, forming a competitive wage level and ensuring internal fairness. Conclusions. The proposed approach demonstrates the need to transform existing motivation models from administrative and controlling ones to partnership ones based on mutual trust and recognition of individual professional development trajectories. The research makes it possible to overcome the negative effects of information asymmetry and form a more flexible personnel management system at a modern university.