The deterioration of the country ' s economic situation is not only dangerous to the probability of material problems and to the loss of its place in the bottom of the business, but also to the reduction of professional staff who are so needed during difficult times. material and intangible motivation in crisis. In order to preserve their subordinates, who are holding all the skilled work of the enterprise, all management efforts must be directed.

Unfortunately, in our country, staff receive minimal attention, especially during the crisis. The primary focus is on not losing material resources, reorganizing production and marketing and advertising to erode competitors. In this material, we will try to make strong arguments that motivational policies are very important to the organization, both material and non-material. In times of crisis and economic instability, the motivation of staff is even more important, otherwise staff will simply be separated, and the manager will have to work independently in the enterprise, replacing all others.

When an enterprise is on the verge of a material crisis, it is not until it finds new staff, trains them and trains them, so the best way out of the situation is to keep the organization away. Each staff member, regardless of his or her position, contributes to supporting the company ' s work, development and stability.

The supervisor is a subconscious example for the subordinates, so the motivation of the staff should begin, first and foremost, with a strong leadership attitude towards development and prospects. Many managers should reconsider their attitude towards the collective, especially those who believe that staff are obliged to do so. This attitude will not lead to anything good, the subordinates will start to leave the company quickly, and the leader is too late to understand the erroneous perception of reality.

Many managers comment on their attitude towards staff that so far there are very many job seekers and lower wages than employees in the company, so they should be encouraged by the fact that they are in principle employed. Consequently, in their view, the motivation of staff is that they are employed and that is sufficient to stimulate their effective activities. But there are very few people who are willing to give their jobs in full without any incentive or any further purpose. This is a metamorphosis, like work for work, which makes many employees feel unsatisfactory, losing their desire to work efficiently and for the benefit of the company.