A CROSS-CULTURAL APPROACH TO MANAGEMENT OF THE MOTIVATION OF EMPLOYEES OF AGRICULTURAL BUSINESS ENTERPRISES

Abstract

The article substantiates a cross-cultural approach to managing the motivation of employees of agrarian business enterprises in the conditions of globalization, increased mobility of the workforce and cultural diversity of the workforce. The relevance of the research is determined by the growing integration of agrarian business enterprises into international markets, the involvement of migrants and seasonal workers, and the limitation of traditional motivational mechanisms, which are mainly focused on culturally homogeneous labor groups. It is argued that motivation in agrarian business should be considered not only as an economic category, but also as a socio-cultural phenomenon, which is strongly influenced by values, norms and patterns of behavior inherent in various cultural groups. The purpose of the article is the theoretical substantiation and development of scientific and applied provisions of the cross-cultural approach to the management of employee motivation in agrarian business enterprises, taking into account the globalization of agrarian activity and the diversification of personnel. To achieve the goal, classical and modern theories of work motivation are systematized from the point of view of their applicability in the agricultural sector, including content and process concepts. Their methodical potential and limitations in the context of seasonal employment, physical labor intensity, dependence on natural and climatic conditions are determined. Special attention is paid to the analysis of key concepts of cross-cultural management, which explain the influence of national and organizational culture on motivational behavior, leadership styles and perception of incentives. Based on the synthesis of motivation theories and intercultural frameworks, the main cultural factors that shape the motivational attitudes of agribusiness workers, such as collectivism versus individualism, power distance, stability orientation, risk perception, and the role of social traditions, are determined. It has been proven that ignoring these factors leads to a decrease in labor productivity, an increase in staff turnover, and the emergence of intercultural conflicts. The article reveals the limitations of traditional motivational mechanisms, which rely mainly on standardized material incentives and do not provide sufficient flexibility in a multicultural environment. The expediency of a complex combination of material and non-material incentives is substantiated, and their differentiated application depending on the cultural characteristics of employees is emphasized. Tangible incentives have been shown to be effective in meeting basic needs, while intangible incentives play a critical role in fostering social cohesion, trust, and long-term commitment. As a result of the study, an original author's model of cross-cultural management of the motivation of employees of agrarian business enterprises was proposed. The model is based on the principles of cultural sensitivity, complexity, flexibility, social justice and strategic alignment and includes analytical, value-oriented, instrumental, organizational and evaluation blocks. The practical directions of implementing the model in agribusiness management are outlined. The obtained results contribute to the development of the theory of personnel management and provide practical tools for increasing the competitiveness and sustainable development of agrarian business enterprises in the conditions of economic globalization.