The Impact of Motivational Expectations of Personnel on the Evolution of the Corporate Benefits Market

Abstract

The article examines the relationship between personnel motivational expectations and the employer value proposition (EVP) structure. Among the motivational expectations, different types of motivational expectations were considered: high salary, convenience of work, flexible schedule, benefits and bonuses, satisfaction with the profession, a sense of the importance of work, professional growth and development. The question is raised about how the type of motivational expectations influences the structure of the employer value proposition. The hypothesis was tested by means of a questionnaire survey of line personnel, semi-structured interviews with HR department employees and middle and senior managers. As a result of the conducted research, it was established that motivational expectations can be divided into four groups depending on the type of reference: motivational expectations with external reference, motivational expectations with internal reference, motivational expectations with mixed reference and with uncertain reference. The analysis of the research results allowed us to obtain correlation dependencies: in younger age groups of respondents, a greater proportion of motivational expectations with an external reference have a greater share, while in older age groups — motivational expectations with an internal reference, and in the middle-aged group — motivational expectations with a mixed reference; in companies where the share of young personnel is more than a third of the total number of personnel, the EVP structure shifts towards such benefits as flexible work schedule, hybrid schedule, training and development programs, KPI of labour results; in companies with a share of more than a third of the total number of personnel aged 35+, the EVP structure emphasizes a stable work schedule, career growth, developmental feedback. As a result of the conducted research, it is concluded that the specifics of the employer’s value proposition are directly influenced by the prevailing type of motivational expectations of personnel, which is determined by the structure of the personnel.