PERSONNEL MOTIVATION AND MANAGERIAL COMMUNICATIONS AS FACTORS OF MANAGEMENT EFFECTIVENESS IN THE OIL AND GAS INDUSTRY
DOI:
https://doi.org/10.31471/2409-0948-2026-1(33)-11-22Keywords:
personnel motivation, managerial communications, self-determination theory, employee engagement, oil and gas industry, integrative management model.Abstract
The oil and gas industry is undergoing one of the most acute workforce disruptions of recent decades, and the question of why a qualified specialist stays or leaves is increasingly less determined solely by the level of remuneration. This study is based on the assumption that managerial communication - often a systematically underestimated resource - is the mechanism through which a manager either reinforces or undermines employee motivation on a daily basis.
Based on a synthesis of classical motivation theories (A. Maslow, F. Herzberg, D. McClelland, D. McGregor, W. Ouchi) and modern Self-Determination Theory (E. Deci, R. Ryan), the article identifies a common denominator across these concepts: the satisfaction of key employee needs - recognition, growth,
autonomy, and belonging - occurs primarily through the communicative behavior of managers rather than through material incentives. It is demonstrated that the evolution of managerial paradigms from Theory X to Theory Z reflects a parallel shift in communication models—from directive monologue to participative dialogue.
The Self-Determination Theory (SDT) of E. Deci and R. Ryan is examined as a contemporary conceptual framework for explaining the relationship between communication quality, the satisfaction of
basic psychological needs (autonomy, competence, relatedness), and intrinsic motivation. The contributions of Ukrainian scholars are analyzed, confirming that under martial law conditions, psychological safety, leadership openness, and the quality of feedback become dominant motivational factors for Ukrainian employees.
Global statistics highlight the scale of the problem: only 21% of employees worldwide are truly engaged in their work, while annual economic losses from disengaged employees are estimated at USD 438 billion. In the oil and gas sector, this challenge is intensified by demographic trends and competition for talent from the renewable energy and technology sectors. The analysis of industry studies has shown that open managerial communication, transformational leadership, and investments in employee career development are statistically significant predictors of engagement and retention in oil and gas companies.
Based on the findings, an integrative model “motivation – communication – performance” has been developed, describing a closed managerial cycle with a feedback loop. Practical recommendations are proposed for managers of oil and gas enterprises, covering specific communication tools aimed at enhancing employee motivation.
References
1. Gallup. State of the Global Workplace: 2024 Report. Gallup Press, 2024. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx
2. Deloitte. 2024 Global Human Capital Trends. Deloitte Insights, 2024. https://www2.deloitte.com/us/en/insights/focus/human-capital-trends.html
3. McKinsey & Company. Employee retention trends and challenges in the oil and gas industry. McKinsey, 2024. https://www.mckinsey.com/industries/oil-and-gas/our-insights/employee-retention-trends-and-challenges-in-the-oil-and-gas-industry
4. Maslow A. H. A theory of human motivation. Psychological Review. 1943. Vol. 50 (4). P. 370–396.
5. Herzberg F., Mausner B., Snyderman B. The Motivation to Work. New York: John Wiley & Sons, 1959. 157 p.
6. Peramatzis G., Galanakis M. Herzberg's motivation-hygiene theory: An evaluation. Psychology Research. 2022. Vol. 12 (12). P. 971–978.
7. McClelland D. C. The Achieving Society. Princeton: Van Nostrand, 1961. 512 p.
8. McGregor D. The Human Side of Enterprise. New York: McGraw-Hill, 1960. 246 p.
9. Deci E. L., Ryan R. M. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist. 2000. Vol. 55 (1). P. 68–78.
10. Gagné M. et al. Understanding and shaping the future of work with self-determination theory. Nature Reviews Psychology. 2022. Vol. 1. P. 378–392. https://doi.org/10.1038/s44159-022-00056-w
11. Slemp G. R. et al. Self-Determination Theory and Workplace Outcomes: A Conceptual Review and Future Research Directions. Behavioral Sciences. 2024. Vol. 14 (6). 428. https://doi.org/10.3390/bs14060428
12. Grenier S. et al. Self-determination theory and its implications for team motivation. Applied Psychology. 2024. Vol. 73 (4). P. 1689–1730. https://doi.org/10.1111/apps.12526
13. Isha A. S. N. et al. Do Leadership, Organizational Communication, and Work Environment Impact Employees' Psychosocial Hazards in the Oil and Gas Industry? International Journal of Environmental Research and Public Health. 2022. Vol. 19 (8). 4432. https://doi.org/10.3390/ijerph19084432
14. Kolot A. M., Tsymbaliuk S. O. Personnel Motivation : textbook. Kyiv : KNEU, 2011. 397 p.
15. Herasymenko O. O., Potapenko A. V. Dominants of personnel motivation in the context of labor market transformations in Ukraine under martial law. Economy and Society. 2023. Issue 49. https://doi.org/10.32782/2524-0072/2023-49-46
16. Kozak K. B., Korsikova N. M., Petrenko Yu. O. Personnel motivation management in the conditions of post-pandemic and martial law. Food Industry Economics. 2022. Vol. 14. No. 4. P. 26–34б
17. Sumets O. M. Communicative management: communication barriers of organizational personnel. Scientific Notes of “KROK” University. 2024. No. 4(76). P. 134–145. https://doi.org/10.31732/2663-2209-2024-76-134-145
18. Airswift. Top oil and gas employment trends to look out for in 2024. 2024. https://www.airswift.com/blog/oil-gas-employment-trends
19. Wang Z., Panaccio A. Thriving in the dynamics: A multi-level investigation of needs-supportive features, situational motivation, and employees' subjective well-being. Current Psychology. 2023. Vol. 42 (27). P. 23669–23686.
20. Olabode F. et al. Impact of Leadership Styles on Employee Engagement in Nigeria's Oil and Gas Industry: A Quantitative Analysis. International Journal of Research and Innovation in Social Science. 2025. https://rsisinternational.org/journals/ijriss/
21. McKinsey & Company. Talent squeeze: Planning for the energy sector's talent transition. McKinsey, 2024. https://www.mckinsey.com/industries/oil-and-gas/our-insights/talent-squeeze-planning-for-the-energy-sectors-talent-transition
22. International Oil and Gas Producers (IOGP). Workforce Energy. IOGP, 2022. https://www.iogp.org/workstreams/workforce-energy/
23. LinkedIn. Workforce Learning Report 2023. LinkedIn Learning, 2023. https://learning.linkedin.com/resources/workforce-learning
Downloads
Published
How to Cite
Issue
Section
License
Copyright and Licensing Terms
Copyright Statement
The authors who publish in the journal accept the following conditions:
- The authors retain the copyright and grant the journal the right of first publication, licensed with Creative CommonsCC BY-NC-SA , which permits other people to remix, transform, and build upon the material and use the material for non-commercial purposes, give appropriate credit and distribute the contributions under the same license as the original.
- The authors can conclude additional agreements on the non-exclusive distribution of the journal’s published version of the work (for example, publication of the work in electronic repositories) with an acknowledgment of its initial publication in this journal.
- The authors can upload the published articles on the Internet (for example, in electronic repositories or on web-sites), as it will stimulate fruitful scholarly discussions and increase the citation rates of the published articles.
1.png)
1.png){kind=logo}
