DIGITAL TRANSFORMATION AND INTANGIBLE MOTIVATION: CHANGES, RISKS, AND NEW MANAGEMENT MODELS

Digital transformation has changed the context of work: hybrid employment, distributed teams, and algorithmic control have become the norm. Traditional intangible motivators (recognition, autonomy, participation) are increasingly mediated by digital systems, acquiring a measurable nature. The aim of this study is to identify the transformation of the structure of intangible motivation in the digital environment and propose updated management models that minimize the risks of hypercontrol, burnout, and the illusion of recognition. Methods: literature review, case studies, scenario modeling, and a survey of employees of hybrid organizations. Scientific novelty: conceptualization of the paradox of the algorithmization of intangible motivation: increasing the controllability of incentives is accompanied by a decrease in their symbolic value. A hybrid model of motivation 2.0 is proposed, combining algorithmic transparency with the preservation of internal autonomy. Practical significance: recommendations for HR and top management on creating sustainable motivation systems that prevent demotivation from digital tools.