Lazaridi K.L., Mushketova N.S.

Motivation factors for university academic staff: empirical analysis and recommendations for management

Keywords: academic staff, external motivation, internal motivation, management, motivation factors, empirical analysis

As a social institution, higher education plays a vital role in developing human capital and ensuring the quality of life within society.. In this context, effective university management, and in particular the management of academic staff motivation is becoming an important factor in national development. This article focuses on the development of comprehensive recommendations for improving the incentive system for university lecturers, with a view to enhancing the effectiveness of university management as a socio-economic system. The purpose of the study is to study and analyse the factors motivating the professional activities of the academic staff, to identify effective motivational mechanisms that meet the needs of lecturers, and to develop practical recommendations for improving the motivation system in higher education institutions in order to enhance work efficiency. Materials and methods. The empirical basis of the study was made up of data obtained during a sociological survey conducted at Georgian universities. The theoretical framework of this work is based on published academic papers dealing with the issue of academic staff motivation, as well as the findings of recent research in the field of management. The methodological basis of the research is based on general scientific methods of analysis and synthesis. Results. The analysis of the data revealed a clear pattern in the motivational priorities of academic staff. The analysis of the respondents’ answers indicates that financial incentives dominate the structure of motivational expectations – 13% of teachers highlighted the system of bonuses and awards. An individual approach to the needs of teachers was also a significant factor (9%). Factors of professional self–realization play a significant role: 8% of respondents noted the financing of scientific activities, and 7% noted the development of corporate culture. The need for professional development is confirmed by the importance of advanced training courses (6%). The study revealed that traditional forms of financial incentives had a relatively low impact (2%). Organizational motivation mechanisms – career growth and participation in management – turned out to be significant for only 3% of teachers, which indicates the need to improve these areas. The findings demonstrate the need for a balanced approach to motivation, combining financial incentives with the development of the professional environment and a personalised approach to teachers’ needs. Conclusions. The conducted research empirically confirmed the need to move from standardized motivation systems to a flexible and individual approach in academic staff management. The structure of teachers' motivational priorities is revealed, which is dominated by a triad: financial incentives, an individual approach to needs and support for scientific activities. At this, traditional forms of moral encouragement and organizational mechanisms showed low efficiency and require deep transformation. The conducted research contributes to management theory by demonstrating the importance of personalised motivation systems in an academic setting. The recommendations developed on this basis are aimed at improving the effectiveness of university management.

About authors

Lazaridi Kristina L.

Post-Graduate Student, Department of Management and Marketing, Volgograd State University, Russia, Volgograd (k.lazaridi@internet.ru; ORCID: https://orcid.org/0009-0004-4310-1095)

Mushketova Natalia S.

Doctor of Economics Sciences, Professor, Department of Management and Marketing, Volgograd State University, Russia, Volgograd (nmushketova@yandex.ru; ORCID: https://orcid.org/0000-0002-1778-0926)

Article link

Lazaridi K.L., Mushketova N.S. Motivation factors for university academic staff: empirical analysis and recommendations for management [Electronic resource] // Oeconomia et Jus. – 2026. – №1. P. 39-48. – URL: https://oecomia-et-jus.ru/en/single/2026/1/4/. DOI: 10.47026/2499-9636-2026-1-39-48.