Socio-Economic Levers of Personnel Management in the System of an Organization’s Innovative Development

Abstract

Abstract. The article explores the theoretical foundations, methodological approaches, and practical mechanisms for the use of socio-economic levers of personnel management within the system of an organization’s innovative development. It is substantiated that, under the transition to a knowledge economy and the intensification of innovation-based competition, human capital acquires the status of a key strategic resource, while an effective personnel management system becomes a necessary condition for the organization’s innovative success. It is established that traditional administrative methods of personnel management are insufficient to activate employees’ innovative potential, which necessitates a comprehensive approach combining economic (material) and social (non-material) levers into a unified system of managerial influence. The author’s classification of socio-economic levers of personnel management is proposed according to five groups: economic (material), social (non-material), organizational-managerial, psychological-cultural, and social-partnership levers. The leading motivational models for an innovative environment are systematized — the Total Rewards Model, Self-Determination Theory, Job Demands-Resources, organizational ambidexterity, and Employee Experience — with the identification of their theoretical foundations, specific features of application in innovative activity, advantages, and limitations. A differentiated system of HR strategies is developed according to the stages of an organization’s innovative development (initiation, development, maturity, and transformation), reflecting changes in the priorities of socio-economic personnel management in accordance with the needs of each stage. A comprehensive system of indicators for assessing the effectiveness of socio-economic levers of personnel management is formed, including six groups of measurements: innovative engagement, the level of motivational climate, the effectiveness of HR levers, retention of innovative capital, social efficiency, and innovative performance. It is proven that the key condition for the effectiveness of socio-economic levers lies in their systemic integration, alignment with the stage of the organization’s innovative development, and individualization with regard to different categories of personnel, in particular knowledge workers and creative professionals.