Introduction. Modern industrial enterprises operate under conditions of labour shortages and increasing demands for managerial efficiency. In this context, the analysis of firstline managers’ motivation becomes particularly significant, as they serve as a key link between the organization’s strategic goals and production personnel. Despite the wide range of theoretical approaches to work motivation, the issue of aligning material and non-material incentives, as well as identifying motivational dissonances capable of generating tension in labour relations, remains insufficiently studied in applied research.
Aim. To identify and generalize the key motivating factors of first-line managers at an industrial enterprise that directly influence the quality and performance of their work.
Methods. The methodological framework of the study is based on a systemic approach to motivation analysis, which involves a comprehensive interpretation of material and non-material incentive factors. An empirical study in the form of a questionnaire survey was conducted at an industrial enterprise (n = 60; total population n = 70).
Results. It was found that material incentives (level of wages) dominate the motivational structure, along with substantive job characteristics such as interesting work and opportunities for professional growth. At the same time, a contradiction was identified between a high level of satisfaction with interpersonal relations and pronounced dissatisfaction with wage levels and working schedules. The resulting motivational dissonance – positive socio-psychological climate combined with a critical perception of key parameters of the remuneration system – creates potential zones of tension.
Scientific novelty. The content of the concept of “motivational dissonance” has been refined in the context of an industrial enterprise, and its role as an indicator of latent tension in labour relations has been demonstrated. Approaches to comprehensive diagnostics of the motivational environment are proposed, integrating the ranking of motivators and the assessment of satisfaction with specific aspects of work.
Practical significance. The findings may serve as an empirical basis for developing recommendations aimed at improving the incentive system for line managerial personnel in the industrial sector.