Enhancing the Activity of Employees of the Communication Department of an Energy Sector Company

Abstract

Currently, companies in the energy sector are focus on sustainable growth, although they face many challenges, including the peculiarities of their operations. One of the features of companies in the energy sector is the need for effective communication with the media and the public. This is of paramount importance due to the current trends and challenges in the energy sector, the market requirements and the low level of development in such companies. The object of this study invovles the employees of the communication departments of energy sector companies, while the subject is the intensification of their activities based on the use of motivational tools. The authors chose the tools of the game theory, which is a game that the company and employees of the project team engage in when implementing information and communication projects. The study developed a method for motivating the employees of communication departments, which based on the game theory, allows the formation of many possible parameters of the optimal structure of fixed and commission remuneration payments for the employees to maximize their utility, depending on the propensity or unwillingness of these employees to take risks, which contributes to the development of staff motivation tools. This method was applied to the activities of several Ukrainian energy companies. The proposed approach differs from the existing ones based on the opportunity to intensify the activity of the employees of the communication departments, taking into account their willingness to take risks in each case, and will increase the interest of such personnel in the effective implementation of each stage of the information and communication project, better meet the needs of the end-users and ultimately affect the sustainable growth of energy companies.

Assessment and Forecasting of the Effectiveness of the Agricultural Company's Innovation and Foreign Economic Activity Strategy

“…At this stage, the company's strategy and strategic plans are distributed among the company's employees through line managers. Therefore, this is due to the involvement of more enterprise employees in the strategic planning process, who, in their activities, can achieve positive results in implementing the strategy, which is confirmed in the study of Malynovska, et al [4]. In the activities of «LVIV-AGRO» LLC, much attention is paid to employee incentives, so at this stage, the value of the indicator that is designed to assess the innovation strategy of «LVIV-AGRO» LLC (employee salary costs) may increase.…”

“…Selection criteria and indicators intended to evaluate the company's innovation and foreign economic activity strategy. Taking into account the need for an objective assessment of the effectiveness of the strategy at all stages of its planning, employees' salary costs should be chosen as an indicator [4,21]. This quantitative indicator is objective since at the initial stages of strategic planning, the enterprise may not receive net income (the value of the net income indicator is uneven at the stages of strategic planning of the enterprise) and invest significant funds in scientific developments (the total cost depends on the strategic planning stage).…”

“…In their previous works, the authors have already studied various aspects of the effectiveness of the strategy of innovative and foreign economic activity [1,3,4], however, the specifics of the activity of agro-industrial enterprises make their own corrections, thus the purpose of the study is to find ways to improve the management of the effectiveness of the strategy of innovative and foreign economic activity of an agro-firm.…”

Digital Transformation and Green Innovation of Energy Enterprises

“…Energy industry enterprises are focused on sustainable growth. Based on the current trends, challenges and market demands of the energy industry, some scholars have proposed the use of a game theory tool that allows energy enterprises to form many possible parameters of salary optimization structure and maximizes the utility of employees by motivating them in the communication department of energy enterprises [53].…”

Greenwashing in Corporate Social Responsibility: A Dual-Faceted Analysis of Its Impact on Employee Trust and Identification

“…As primary stakeholders, employees' trust and identification with the company play pivotal roles in shaping company performance and future prospects. By exploring the consequences of greenwashing on employees, companies can gain a more nuanced understanding of its potential damages so that better advance approaches to improving their socially responsible human resource management (SRHRM) [24], establishing inclusive social responsibility [25], and enhancing communication systems among employees [26]. This perspective could guide companies in crafting effective CSR strategies, mitigating the risks associated with greenwashing, and strengthening the relationship between employees and the companies.…”