The motivation of young employees to professional development

About the authors:

Natalia V. Popova, Cand. Sci. (Philos.), Associate Professor, Top Manager, Ural Federal University (Yekaterinburg); nv_popova@mail.ru

Alexandra V. Nivchik, Master Student, Ural Federal University (Yekaterinburg); aleksandranivchik@mail.ru

Abstract:

This article studies the motivation of Russian Railways’ young employees for professional development, who work in difficult working conditions.

The authors use research methods, which include statistical, economic, resource and calendar planning, comparative data and project analysis. They analyzed the system of motivation for professional development of personnel in the context of the philosophy of personnel management by analyzing documents and interviews with the deputy chief of the company on personnel and social issues. The aim was to identify existing problems in the system of motivation for professional development of personnel. The survey covered 82 workers, including 46.4% under 35 years old.

Despite this being a pilot study, it has revealed a number of problem areas. They include the lack of “Regulations on motivation and stimulation of workers to professional development”; the staff’s insufficient awareness about the existing system of motivation and incentive to professional development at the enterprise; low awareness of the availability of personnel documentation on this issue; the lack of material compensation system for the successful completion of various types of educational activities.

Young workers are less informed about the system of professional growth and its motivation in the organization, though most of them are waiting for promotion in the coming years. Young workers consider interest, creative work and self-realization, wages, monetary compensation, and availability of prospects for professional (career) growth as motivators and incentives for professional growth. Among the demotivators that reduce labor activity, they note the lack of recognition, the routine of work and the lack of career growth. After the training, more than half of young workers do not expect to be promoted.

The authors conclude that the proposed tools are applicable for further monitoring research of motivation in the studied and other labor collectives.

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