Synergistic Effect of Motivation in the Prospects of its Use in Practical Organisational Psychology

Abstract. Motivation should be thought of in a broader and more interdisciplinary way than it has been. And the way to success may be a combination of innovative scientific approaches with their empirical testing. The analysis of practitioners’ publications shows attempts to develop practical tools for accounting for staff motivation and its regulation. The purpose of the article is to empirically study the role of synergistic effects in the professional motivation of an organisation’s staff. In our comprehensive study, we used psychodiagnostic tools aimed at assessing the motivation of an individual by its basic or professional component. In the mathematical processing of empirical data in these works, it was repeatedly noticed the presence of powerful correlations, combining into a single whole in factor or cluster analyses with quite powerful coefficients of different methods by such authors as T. Ehlers, E. Shane, S. Ritchie and P. Martin, V. Os’odlo and others. In total, empirical information was obtained from 256 people representing about 40 organisations of different functional purpose, ownership and size. The obtained empirical data were processed through non-parametric correlation analysis using the Kendall’s criterion and factor analysis by the method of principal components. It was found that such motivational drivers as the need for a profession, conditions for activating professional motivation and integral formations in a personality with a focus on self-realisation, which were previously proposed in practice, are quite interrelated with quite powerful coefficients. This was also confirmed by factor analysis. Therefore, it can be said that the presence of a certain set of motivational phenomena enhances these trends. However, the role of experience and time in this processis not clear. An attempt to establish the synergistic effects of motivation in the professional sphere revealed the following main results. First, the synergistic effect is recorded empirically when there is a measurement at the same level of functioning. For example, if synergy is measured at the level of the work environment, it correlates with the phenomena that function in it or at least border on it. If there is a dimension within the internal environment of the individual, it does not determine the effect of synergy. Secondly, synergy in motivation can serve as an indicator of its probable power, since the combination of correlations and factorisation features indicates this. Thus, the effect of synergy in motivational processes is likely to be that the formation of at least one sufficiently powerful motive for activity leads to the initiation of other motives. Keywords: staff motivation, innovative scientific approaches, organisations, motivational drivers, synergistic effects of motivation.