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The article examines the theoretical and practical aspects of forming a motivational mechanism for personnel management at an enterprise under conditions of labor market transformation, digitalization of business processes, and the growing importance of human capital. In the modern economic environment, employee motivation is increasingly viewed not only as a tool for improving labor productivity but also as a strategic factor in ensuring organizational sustainability, competitiveness, and long-term development. The purpose of the study is to substantiate theoretical approaches and identify practical guidelines for the formation of an effective motivational mechanism for personnel management, taking into account current labor market trends, organizational needs, and individual employee motives. The research is based on the generalization of scientific approaches to the interpretation of the concept of a “mechanism” and the analysis of existing views on motivation systems within enterprise management. The motivational mechanism is considered as an integrated and dynamic system of managerial actions, organizational, economic, and socio-psychological instruments aimed at harmonizing the interests of the enterprise and employees. The study emphasizes that the effectiveness of such a mechanism depends not on individual motivational tools but on their coherence, adaptability, and alignment with the strategic goals of the enterprise. A structured process for forming a motivational mechanism for personnel management is proposed, which includes diagnostics of the existing motivation system, analysis of internal and external factors, goal setting, selection and implementation of motivational instruments, as well as evaluation and adjustment of results. The cyclical nature of this process ensures continuous improvement of the motivation system in response to changes in the organizational environment. Special attention is paid to practical aspects of implementing motivational mechanisms, including the balance between material and non-material incentives, the role of managerial support, and the need for differentiation of motivational tools according to employee characteristics. Based on the research findings, recommendations are developed to adapt the motivational mechanism to the specific features of enterprise activity, personnel composition, organizational culture, and development stage. The results of the study can be used in personnel management practice to increase employee engagement and support sustainable enterprise development.
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