DOI: https://doi.org/10.62204/2336-498X-2025-2-5

PARADIGMATIC CHANGES IN MOTIVATION THEORY: UP- DATING THE CATEGORICAL APPARATUS IN THE BANI ENVI- RONMENT DURING DIGITALIZATION PROCESSES

 

Irina Ignatieva,
Doctor of Economics, Professor, National University of Kyiv-Mohyla Academy,
iignatyva@ukr.net; ORCID: 0000-0002-9404-2556

Denys Lebid,
Postgraduate student of the Department of Marketing and Business Management, National University of Kyiv-Mohyla Academy,
d.lebid01@gmail.com; ORCID: 0009-0009-1349-287X

Annotation. The article examines the paradigmatic shifts in employee motivation theory under the influence of the BANI environment (Brittle, Anxious, Nonlinear, Incomprehensible) and ongoing digitalization, which is gradually replacing the previous VUCA paradigm.

It is emphasized that traditional content-based, process-based, and primary motivational theories (such as Maslow’s hierarchy of needs, Vroom’s expectancy theory, Herzberg’s two-factor model, among others) increasingly fail to address the challenges of the new reality. In the BANI context, employees are motivated not only by stability and material incentives but also by pur- pose, autonomy, psychological safety, flexibility, and emotional resonance.

In this regard, the necessity of updating the conceptual-categorical framework of motivation theory is substantiated. The categories of value, motivator, and external influence are introduced and theoretically interpreted as key components of a modern motivation mechanism.

The study determines that an employee’s value system significantly shapes their level of en- gagement, loyalty, and organizational identification. The article analyzes the transformation of Ukrainians’ value orientations following the full-scale russian invasion in 2022, based on socio- logical research, as well as the value shifts experienced by Ukrainian citizens abroad. This proves that values are a flexible category that shapes new needs and behavioral patterns.

Motivators are identified as internal factors that activate engagement, interest, and initia- tive. Their distinction from stimuli and motives is theoretically substantiated using modern con- cepts, particularly job crafting and Herzberg’s model.

Furthermore, the notion of external influence is justified as a separate category within mo- tivation theory, encompassing economic, social, cultural, and organizational factors that define the effectiveness of incentives.

The proposed theoretical contributions enable the development of a revised model of per- sonnel motivation that aligns with the conditions of digitalization, social turbulence, and the uncertainty of the BANI environment.

Key words: personnel motivation; motivation theory; BANI paradigm; employee values; professional identity; motivators; external influence; digitalization; changing needs; social transformations; human resource management; job crafting; intrinsic motivation; external stim- uli; corporate culture; meaningful work; adaptability.

Introduction. Human resource management is undergoing significant transformation due to the evolving socio-economic environment, particularly under the influence of the BANI paradigm (Brittle, Anxious, Nonlinear, Incomprehensible) and the ongoing process of digitalization. Unlike the VUCA framework—which emphasized volatility, uncertainty, complexity, and ambiguity—BANI highlights systemic fragility, rising anx- iety, nonlinear interdependencies, and the difficulty of rationally interpreting change.

These shifts necessitate a fundamental rethinking of not only management strategies but also theoretical foundations, especially motivation theory. Traditional motivational approaches based on foundational, content-based, and process-based theories (such as Maslow’s hierarchy of needs, Vroom’s expectancy theory, and Herzberg’s two-factor model) are increasingly inadequate in addressing the challenges of this new reality.

Results and their Analysis. In a BANI environment, employees seek not only sta- bility and the satisfaction of basic needs, but also meaning, adaptability, emotional res- onance, individualized approaches, and psychological safety. Accordingly, the motiva- tion mechanism evolves, with the content of fundamental motivational categories—such as “need,” “drive,” “value,” “stimulus,” “goal,” and “motive”—undergoing conceptual transformation. Moreover, this environment necessitates the introduction of new cate- gories into the conceptual-categorical framework, such as “motivators” and “external influences.”

In this context, the need to update the conceptual-categorical apparatus of motiva- tion theory becomes particularly urgent. A well-grounded and contemporary theoretical basis is essential for the effective application of motivational practices in human re- source management. Therefore, this article focuses on identifying paradigmatic shifts in motivation theory and justifying the necessity of transforming its key categories to align with the realities of the BANI paradigm.

To reinforce and emphasize the relevance of newly introduced categories in the motivation mechanism, three critical elements are considered: “value,” “motivator,” and “external influence.” When examining “value” as a component of the motivational mechanism, it is crucial to note that its meaning is redefined in the context of BANI.

The concept of values, though deeply rooted in psychology, is also a central element in motivational approaches to personnel management. Values serve as the foundation that shapes an employee’s internal motives and their attitude toward professional ac- tivity. V. V. Yahupov aptly described the value system of a professional as a spiritual support that connects the individual with their professional community, facilitates inte- gration into the value system of the profession, and shapes professional relationships. It integrates personal needs, worldviews, and priorities with professional behavior and the working environment [1, p. 211].

Thus, the focus here is on professional values, which can be interpreted as a system of internal beliefs, norms, and attitudes that determine an employee’s engagement level, organizational loyalty, and motivation to achieve results. In the system of personnel incentivization, values play a decisive role: they guide behavior, support or hinder the achievement of organizational goals, and influence the formation of identity within the corporate environment. From a human resource management perspective, an employee’s value system is strategically important, as it synchronizes personal expectations with organizational culture, enhancing communication, motivation, and leadership effective- ness.

However, values themselves are not unidimensional; they are shaped by various fac- tors—individual, interpersonal, and socio-cultural. For a comprehensive analysis of mo- tivational attitudes, it is necessary to account for professional, personal, and culturally conditioned values. For example, the World Values Survey by R. Inglehart and C. Welzel (2005) demonstrated significant variation in value orientations across countries, largely influenced by their level of economic development. In developed nations, self-actual- ization and quality of life are emphasized, whereas in less affluent societies, survival, security, and stability are prioritized [2, p. 36].

From the perspective of motivation theory, it is critical to consider the full spec- trum of an individual’s value orientations, as these shape the perception of stimuli, the formation of needs, and the realization of motivational impulses. For instance, if an employee aims to purchase an expensive personal asset (a need), but must significantly increase client communication to earn the corresponding bonus, and this interaction con- tradicts their interpersonal values (e.g., minimizing social engagement), they may reject the stimulus. In such cases, the ultimate action depends not only on rational evaluation of the reward, but on how well the proposed behavior aligns with the individual’s value system. This concept is strongly supported by the work of V. Frankl, particularly Man’s Search for Meaning, where he demonstrates that a person’s ability to maintain motiva- tion in extreme conditions is determined by the presence of meaning. Similar views were expressed by E. Fromm, who criticized Maslow’s pyramid for overlooking the phenom- enon of conscious awareness of needs. According to them, a need acquires motivational force only when perceived by the individual as a meaningful goal.

In line with Frankl’s arguments, it is essential to examine how the values of two distinct groups of Ukrainians have evolved since the full-scale invasion: those who re- mained in the country and those forced to leave Ukraine due to the Russian Federation’s aggression.

In the article “How War Has Changed Ukrainians”, published in Foreign Affairs, authors Anton Hrushetskyi and Volodymyr Paniotto, relying on data from nationally rep- resentative surveys conducted by the Kyiv International Institute of Sociology (KIIS), highlight a profound transformation in the value system of Ukrainians following the full-scale invasion in 2022 [3].

One of the key shifts observed was the redefinition of civic identity. While pre- war Ukrainian society was fragmented along linguistic, regional, and political lines, in 2022–2023 there was a sharp rise in unity, national solidarity, and self-identification specifically as citizens of Ukraine. The share of individuals who identify as Ukrainians (not just by place of residence) exceeded 90%.

The authors emphasize a reassessment of life priorities: material values such as stability, prosperity, and career advancement were partially supplanted by fundamental values—security, dignity, freedom, solidarity, and responsibility for the country’s future. The struggle for Ukraine’s independence became not only a political or military task, but a personal value for millions of citizens.

Moreover, survey data indicate significantly increased public trust in state insti- tutions—such as the Armed Forces of Ukraine, local self-governments, and volunteer initiatives. Simultaneously, alongside this growing sense of belonging to the state, there has been an intensified demand for transparent and effective governance, and for com- bating corruption.

Thus, Ukraine serves as a case study demonstrating how war acts as a catalyst for existential restructuring, driving the formation of new value-based priorities and strengthening democratic patriotism. What occurs is not merely tactical adaptation to war conditions but a profound transformation of civic worldview—from a fragmented post-Soviet landscape to a modern European national identity.

Based on the above, it can be confidently stated that value shifts have led to the reconfiguration of needs. For example, prior to the full-scale invasion, the value of se- curity implied the proper functioning of state institutions to ensure normal working and living conditions. Today, however, the concept of security has expanded considerably, along with the corresponding needs—including those of employees, which must be met by employers.

Further insights are provided in an article published in Skhid, which explores the value transformation of Ukrainian war refugees. The authors examine the evolving value orientations of Ukrainians who were forced to leave the country following the onset of the full-scale invasion.

The study pays particular attention to a comparative analysis of value models before and after emigration, based on empirical sociological data collected through online sur- veys and in-depth interviews conducted among Ukrainian refugees in Poland, Germany, the Czech Republic, Slovakia, and Lithuania [4, pp. 32–38].

Key transformations identified in the article include:

A shift from material to existential values. Under war and forced displacement, there has been a reevaluation of life priorities, with values such as security, stability, dignity, care for children, freedom of choice, and community belonging coming to the forefront. Strengthening of pro-European identity. Ukrainians abroad demonstrate active inte- gration into local communities and embrace European values such as openness, respon- sibility, tolerance, and the rule of law. At the same time, national identity remains strong, with a growing sense of belonging to the Ukrainian nation.

A new perception of the state. Exposure to countries with efficient institutions has led many Ukrainians to reconsider the role of the state, resulting in expectations for deeper reforms and a fairer social order upon return. Civic engagement has increased significantly. The Ukrainian diaspora actively participates in volunteer, cultural, and ed- ucational initiatives, indicating a high level of social capital even in conditions of dis- placement. 

The research concludes that the combination of wartime trauma and living abroad has triggered a civilizational shift in the value structure of Ukrainians—from traditional- ism toward conscious humanism, freedom of choice, and orientation toward a European model of society. It is evident that these changes must be taken into account when de- signing reintegration strategies for emigrants, personnel motivation systems, and social governance frameworks in the postwar period.

Hence, there is no such thing as a universal, objective, and rigidly determined need—only one that has acquired meaning for a specific individual and thus becomes the basis of action [5, pp. 201–202]. Furthermore, the meaning attributed to any given need is fluid and dynamic. This is particularly true in the BANI environment, which accelerates shifts in employees’ value orientations. These values set the context for shap- ing needs and determining which incentives are likely to be effective. Recognizing this enables the development of modern, flexible, and efficient human resource management systems adapted to digitalization, social turbulence, and the broader challenges of the BANI paradigm.

In analyzing motivational classifications by type, special attention must be paid to the nature and functional role of motivators in professional activity. Motivators, unlike stimuli or motives, are direct sources of internal drive to act. These include opportunities for professional growth, initiative-taking, autonomy in decision-making, and intrinsic interest in job content. Their effectiveness lies in their capacity to activate internal moti- vation in employees who perceive clear prospects for achieving goals [6, p. 76].

Contemporary scholarship interprets motivators as factors that foster emotional en- gagement and long-term commitment to work. According to the concept of job crafting by Wrzesniewski and Dutton (2001), motivators emerge when employees are empow- ered to modify the content, conditions, and objectives of their work, which enhances interest, engagement, and a deeper sense of meaning [8, pp. 179–201]. Similarly, in Herzberg’s motivation theory, motivators (or “satisfaction factors”) directly influence productivity and employee loyalty. These include achievement, recognition, job charac- teristics, responsibility, and career growth.

It is essential to clearly differentiate between the concepts of motive, stimulus, and motivator. A stimulus is an external influence, such as the promise of a reward for task completion. A motive refers to an internal need or desire that directs behavior—such as the pursuit of personal safety or social status. A motivator, by contrast, is the driving force that activates action through internal satisfaction or the aspiration for self-actualization. According to a 2021 McKinsey & Company report, mid- and high-skilled professionals in the digital era are increasingly oriented toward motivators such as personal development, autonomy, and meaningful work, rather than traditional monetary rewards [9].

Given the growing importance of non-material work aspects in the digital age, mo- tivators are gaining significant weight. In digital and BANI environments—where flexi- bility, autonomy, and innovation are becoming the norm—motivators serve as key tools in human resource management. They not only facilitate the achievement of organiza- tional goals but also sustain high levels of employee engagement and initiative. 

We now turn to the proposed concept of external influences on the employee moti- vation model in the context of digitalization and the BANI paradigm. Academic litera- ture traditionally classifies motivational factors as either internal or external [9, p. 169]. We support the view that motivation results from the alignment of an individual’s inter- nal motives with external work-related stimuli [10, p. 37]. However, while “values” and “motivators” tend to fall within the internal realm of the motivation mechanism, the ex- ternal dimension is often represented in traditional theory solely by the notion of a “stim- ulus.” Yet the motivation mechanism is much broader, and existing classifications often fall short in capturing the complexity of interacting factors. Therefore, it is appropriate to conceptualize and define external influence as a distinct category within the conceptual framework of motivation theory in the BANI context and under digital transformation.

External influence encompasses a wide range of socio-economic, cultural, and or- ganizational conditions that shape the motivational environment of employees. It serves as the contextual backdrop that gives rise to stimuli, which in turn affect internal motives and drive action. These influences operate at both macro and micro levels—ranging from economic conditions, legal frameworks, and global trends to managerial decisions and corporate culture. External influence can either strengthen motivation by creating a favorable environment or undermine it during times of crisis and uncertainty.

It is important to note that external influence is not a direct stimulus; rather, it de- termines the nature, character, duration, and intensity of stimuli. For example, econom- ic shocks may prompt companies to increase financial incentives to retain employees, while social trends—such as ESG principles—foster the development of non-material motivational practices, including participation in social projects or alignment with em- ployees’ personal values [11].

The following defining characteristics of external influence are outlined:

It originates at the macro-social level—economy, global trends, legal frameworks. Its structure is dynamic and responsive to political, economic, or social events.

It does not directly affect internal motivation but creates the conditions under which stimuli operate.

It determines which stimuli are relevant in specific organizational contexts.

It compels organizations to adapt motivational systems in response to external chal- lenges.

It is derivative of global processes and beyond the direct control of individual man- agers or employers.

Accordingly, external influence constitutes an independent category within motiva- tion theory. It does not directly trigger action but sets the conditions for the emergence and effectiveness of stimuli, determining their relevance and strength in relation to both employee needs and organizational context.

Conclusions. Human resource management in the BANI environment and under conditions of digitalization acquires new meanings, necessitating a profound transfor- mation of motivation theory—both at the conceptual and practical levels. This study demonstrates that traditional motivational theories fall short in capturing the complexities of contemporary labor realities, where fundamental needs coexist with deeply em- bedded values, personal meaning, adaptability, and psychological safety.

Drawing on recent academic perspectives and the social transformations induced by the war in Ukraine and global digital challenges, the necessity of expanding the motiva- tional model is substantiated through the inclusion of new categories—value, motivator, and external influence.

This proposed expansion offers a more accurate reflection of the complex interplay between employees’ personal orientations and their external environments. Special at- tention is paid to the value system shifts among Ukrainians due to the war, which signifi- cantly reshaped their needs and, consequently, motivational mechanisms.

The paper emphasizes that value orientations, which change in response to social context, represent the foundational basis upon which a contemporary motivation sys- tem must be built. Therefore, an effective model of human resource management in the BANI era must be flexible, sensitive to external influences, and grounded in a deep understanding of employees’ individual values.

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