PERSONNEL MOTIVATION AS A TOOL FOR IMPROVING THE QUALITY MANAGEMENT SYSTEM OF AN ENTERPRISE

Анотація

The study examines the problem of implementing international quality standards of the ISO 9000 series at modern enterprises. The main purpose of this article is to substantiate the theoretical and methodological foundations of the influence of personnel motivational factors on the effectiveness of the quality management system (QMS). In addition, the purpose of the article is to develop a practical mechanism for modernizing the employee incentive system, in particular, the transition from traditional static models to dynamic ones, to ensure stable high-quality production and minimize operational risks caused by the human factor. The methodological basis of the study is a systems approach, which allows considering personnel and quality management systems as interconnected elements of a single organizational structure. The study uses methods of analysis and synthesis to study the essence of motivational mechanisms in the context of Total Quality Management (TQM). Comparative analysis is used to contrast traditional fixed wage systems with innovative "pay for skills" models. In addition, logical generalization methods are used to formulate specific recommendations for improving the reward system. The article provides a comprehensive analysis of the reasons for the low effectiveness of quality standards at domestic enterprises, identifying the lack of internal motivation and staff involvement as key obstacles. The study critically assesses the shortcomings of the traditional tariff grid, which does not stimulate the prevention of defects. As a solution, the implementation of a dynamic quality competency matrix is proposed. This innovative model contributes to the strategic transition to a "pay for skills" system, where employee remuneration is divided into a base salary and variable bonuses that depend on confirmed qualifications. The article describes in detail the structure of this matrix, emphasizing its dynamic nature – competencies need to be periodically confirmed, which motivates staff to maintain professional "tone". The study proves that this transformation generates a synergistic effect: it reduces staff turnover by offering clear career paths, and significantly reduces the level of defects by increasing technical expertise and personal involvement of performers. The proposed mechanism effectively converts investments in human capital into reduced costs associated with production and customer claims. Keywords: quality management system, management technologies, staff motivation, dynamic competency matrix, pay for skills, staff turnover, professional development.

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