The role of corporate culture and organizational climate in the successful functioning of technologies for motivation and stimulation of employees’ work activity

Abstract

The article examines the impact of corporate culture and organizational climate on the effectiveness of technologies for motivating and stimulating employees’ work activity in modern organizations. The purpose of the study is to provide a quantitative and qualitative assessment of the extent to which cultural and climatic factors determine the economic return on material and non-material incentives, as well as the sustainability of human capital. The theoretical framework is based on the analysis of more than 150 domestic and foreign sources on organizational behavior, motivation, and HR management, drawing on the models of E. Schein, Cameron and Quinn, Herzberg’s two-factor theory, and Adams’ equity theory. The empirical base was formed from data from 25 large and medium-sized enterprises in IT, retail, and industry for the period 2019–2023, including HR analytics, indicators of productivity, turnover, absenteeism, and the results of a survey of 1,850 employees and managers. The study employs the OCAI and eNPS methods, correlation and regression analysis, group comparison, as well as content analysis and semi-structured interviews with HR directors. It is shown that in companies with a favorable climate, staff turnover is 3.5 times lower and the costs of employee replacement are 3.45 times lower than in organizations with an unfavorable environment; the aggregated ROI of programs aimed at improving the climate reaches 200–250% within a 2–3-year horizon. It was found that when clan and adhocracy cultures dominate, each ruble from the bonus fund provides more than a twofold increase in productivity growth compared to hierarchical and market cultures, along with significantly higher satisfaction with the motivation system. Non-material incentives demonstrate high effectiveness only in a supportive climate, ensuring a multiple increase in the number of rationalization proposals, a reduction in absenteeism, and an increase in average tenure. The regression model showed that the combined standardized contribution of corporate culture strength and the psychological safety index is more than four times greater than the influence of the level of material incentives, explaining over 70% of labor productivity variation. It is concluded that corporate culture and organizational climate are key determinants of the successful functioning of motivational technologies and should be considered as strategic objects of managerial influence.