REWARD POLICY IN CORPORATE GOVERNANCE: THE UKRAINIAN PUBLIC HEALTHCARE SECTOR CASE
DOI:
https://doi.org/10.17721/1728-2667.2026/229-2/6Keywords:
reward policy, healthcare governance, HR digitalisation, public healthcare institutionsAbstract
Background. Ukraine's healthcare institutions operate under conditions of extreme military, economic and social pressure, which heightens the importance of effective human resource management and the development of modern reward mechanisms. Motivation and retention of medical personnel remain critically important challenges, as municipal healthcare institutions face staff shortages, burnout risks and the need to maintain service quality while operating under financial constraints. The object of this study is the reward system in a municipal healthcare institution, while the subject is the doctors' expectations and behavioural responses to monetary and non-monetary incentives. The purpose of the research is to assess key motivational factors and identify structural imbalances in the existing reward policy.
Methods. The study applies a system-structural and behavioural approach. A survey of 250 physicians was conducted to identify their expectations regarding recognition, career development, workload compensation, and financial incentives. Correlation analysis was used to determine the relationships between motivation drivers (recognition, career opportunities, financial rewards) and doctors' willingness to increase work effort. Comparative analysis was employed to contrast the effectiveness of material and non-material rewards. Additionally, the research evaluates the potential of digital HR tools (HRIS, electronic performance systems, AI-driven analytics) for improving transparency and communication within reward management.
Results. The findings reveal that recognition and financial incentives constitute the strongest drivers of professional motivation: 88% of doctors view monetary rewards as the most effective incentive, while 92% report increased effort when recognition is ensured. The most valued non-financial motivator is career development (68%). Correlation analysis demonstrates a strong relationship between recognition expectations and career-growth motivation (r = 0.885; R² = 0.78), and between the perceived importance of rewards and preference for financial incentives (r = 0.935; R² = 0.88). The results indicate significant structural gaps in existing reward systems, particularly insufficient non-material recognition and limited career advancement pathways, which negatively affect job satisfaction and retention. Integration of digital HR tools enhances administrative efficiency and supports more transparent reward governance.
Conclusions. A balanced and transparent reward policy is essential for strengthening the resilience and performance of Ukraine's healthcare institutions. The results of the study indicate the need to diversify reward mechanisms by combining financial incentives with structured recognition practices, professional development programmes, and digital HR solutions. Such a system fosters higher motivation, reduces burnout risks, supports staff retention, and improves the quality of medical services. The proposed methodological approach can be applied to other public healthcare settings, while future research may further explore behavioural responses to reward components and the impact of digital HR infrastructures on motivation dynamics.
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Copyright (c) 2026 Олександр ДЛУГОПОЛЬСЬКИЙ, д-р екон. наук, проф., Аліна ЖУКОВСЬКА, д-р екон. наук, проф., Юрій ІВАШУК, канд. екон. наук, доц., Наталія ГОРБАЛЬ, канд. екон. наук, доц., Олег ДЗІХ, магістрант
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