Improvement of the Personnel Innovation Activity Management System Based on the Principles of Social Orientation

The research aims to improve the system for managing the innovative activity of personnel based on the principles of social orientation. Innovations are considered the main tool for the organization’s sustainable development. One of the problems of organizations’ innovative development is the low innovative activity of personnel. Resistance to innovation arises as a result of inefficient motivational decisions. Existing incentive systems are ineffective because they do not consider the employee’s personal characteristics. The main elements of the innovation activity management system are the employee as a generator of innovations and the organizational and managerial environment as an environment for implementing innovations. The innovative activity of an employee is determined by the necessary level of professional competence, personal initiative, motivation for development in their professional field, and motivation for work activity. To ensure these conditions, creating a socially oriented organizational and managerial environment is necessary. Determining the motivational type of an employee based on the typological model of V. I. Gerchikov makes it possible to consider the personal characteristics of an employee when forming a system of labor relations and increasing the effectiveness of corporate training to increase innovative activity. Employees with personal initiative can be expected to be more involved in innovation activities. Employees belonging to the avoidant type of motivation cannot innovate actively. The social orientation of the innovation activity management system is implemented through the possibility of choosing a preferable type of incentive for each employee, as well as determining the employee’s motivation for learning and development in their professional field.