Optimizing Incentive Systems in the Automotive Industry
Purpose: The aim of the article was to examine and diagnose the motivation system and to distinguish motivational factors, both financial and non-financial, used in an enterprise in the automotive industry. The main problem considered was to check whether the employees of the selected entity are appropriately motivated to work and whether the enterprise has an effective motivational system. Design/Methodology/Approach: The selected research method was a survey among 128 employees of two company branches located in Poland. The survey covered employees of all departments and lower and middle management. The survey was conducted from August to October 2024, providing respondents with a link to the online survey. The online survey was aimed at efficiently and quickly collecting responses from respondents. The link to the survey questionnaire was made available to 186 employees of the company. Findings: The research indicates that only for about half of the employees the tools and instruments used are effective in motivating them in their work duties. Respondents indicated that from the group of financial instruments, the following are used in the surveyed entity: (1) basic remuneration (100% of respondents), (2) attractive bonus and reward system ( 27% of respondents), (3) salary supplements (19% of respondents). None of the respondents chose the answer that there are no financial motivation instruments in the company. Practical Implications: The key to achieving positive results from an incentive system is to select criteria that are fair, clear, objective, depend on the commitment and competence of the employee concerned and are realistic to achieve. Therefore, the motivation system should be subject to periodic reviews and modifications, where the tools and instruments used should be adapted to the needs and expectations of employees, but should also be the result of an analysis of the company's realities. Originality/Value: The motivational system should encourage employees to act in such a way as to shape the behaviors and attitudes desired by the company. Motivating people is based not only on financial tools or job satisfaction, but also on personal development and the importance of the work performed.