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1 V.O. Sukhomlynskyi Mykolaiv National University, Ukraine (corresponding author)
E-mail: tanyastroyko@gmail.com
ORCID: https://orcid.org/0000-0002-0044-4651
ResearcherID: AAB-2925-2021
2 V.O. Sukhomlynskyi Mykolaiv National University, Ukraine
E-mail: katharinakatrina@gmail.com

This is an Open Access article, distributed under the terms 
of the Creative Commons Attribution CC BY 4.0

DOI: https://doi.org/10.30525/2661-5150/2023-2-4

MODERN ASPECTS OF MEASURING LABOUR  
PRODUCTIVITY IN UKRAINE IN THE CONTEXT  

OF THE "DECENT WORK" CONCEPT

Tetiana Stroiko1, Katrina Artiushenko2

Abstract. The purpose of the article is to study the realisation of labour productivity at Ukrainian  
enterprises through the concept of "decent work". Studying the current trends in the Ukrainian labour market  
in wartime, the authors note the growth of unemployment, loss of motivation for professional growth,  
migration, and the difficult economic situation in the country. All of this makes it urgent to search for legal ideas  
and guidelines that would restore labour to its natural meaning – to be a driving force for personal and social 
progress. To ensure progress in the area of decent work, the priorities of socio-economic policy in the near  
future should be actions aimed at: building the economic foundation, which is a prerequisite for solving  
problems in the area of employment; improving the institutional mechanism for regulating labour relations 
in the current conditions of development of the state and society; balancing the interests of employees and 
employers; and increasing the value of work. In order to improve management activities aimed at increasing  
labour productivity, РRJSС "Кyiv Соnfесtіonеry Fасtоry "ROSHEN" also offers consulting services of specialists  
in effective personnel management and training of managers in self-management. Certain economic and  
social indicators are necessary to evaluate the effectiveness of the project to improve human resources 
development. The following changes can be attributed to the positive ones: implementation and development 
of employees' individual skills; creation of a favourable social and psychological climate in the organisation;  
increase in employees' motivation; increase in the commitment of the organisation's personnel; providing 
employees with an adequate standard of living (high wages). Among the negative aspects that can be prevented 
are: dissatisfaction of employees with their position, incompatibility of the professional level of employees  
with the requirements of the workplace, lack of opportunities for self-realisation of employees. The positive 
social consequences of the project to improve the system of professional development of personnel are also  
formed outside the organisation: a favourable image is created, stable employment is ensured.

Key words: labour productivity, the concept of "decent work", motivation, personnel management at enterprises, 
management, professional growth.

JEL Classification: H71, H76, M48, R51

1. Introduction
Labour productivity is the main indicator of 

overall production efficiency. As an economic 
category, labour productivity has several 
manifestations; therefore, different aspects of 
its study are always interesting and relevant. 
Labour productivity, which manifests itself as a  
reduction in the cost per unit of output and  
shows the saving of the working day and even 
of resources (raw materials, materials, energy), 
also manifests itself as an increase in the sum of 

consumption values per unit of time. Labour 
productivity also manifests itself as a change in  
the ratio of capital intensity to labour intensity.

In this study, the authors examine labour 
productivity through the concept of "decent  
work". The study of current trends in the  
Ukrainian labour market in wartime conditions 
reveals an increase in unemployment, loss of 
motivation for professional growth, migration,  
and difficult economic conditions in the country. 
All of this makes it urgent to search for legal  



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ideas and guidelines that would restore labour  
to its natural meaning – to be a driving force for 
personal and social progress.

This is the position taken by the International 
Labour Organization in defining global principles 
in the field of employment (International Labour 
Organization (ILO), 1999), which combine such 
general goals as observance of labour rights at 
work, employment security, social protection  
and social dialogue.

The United Nations has recognised the 
achievement of decent work as an appropriate 
development goal for 2030, stating: "Decent work 
includes opportunities for work that is productive 
and provides a fair income, security at work and 
social protection for families, better prospects 
for personal development and social inclusion, 
freedom for people to express their concerns, the 
ability to organise and participate in decisions 
that affect their lives, and equal opportunities 
for all women and men." (International Labour 
Organization (ILO), 2021)

2. Labour Productivity at Enterprises: 
Theoretical Concept and Research Methods

Labour productivity as an economic category  
has been studied in the works of researchers  
in various fields of economic science.

The origins of the problem of "labour 
productivity " were formed in the 18th century 
under the influence of ideas embedded in the 
concept of economic liberalism. Adam Smith 
believed that the development of production  
had a direct impact on the well-being of a  
country. In his vision of the economic system,  
one of the key factors is the division of labour, 
because it is the division of labour that 
causes the increase in labour productivity  
(Semykina, 2010).

Much of the credit for developing the theory 
of labour productivity goes to David Ricardo,  
in whose works labour productivity is a key  
concept. In Ricardo's work "Principles of Political 
Economy and Taxes", labor productivity is one 
of the key concepts because it is one of the 
main parts of the law of comparative advantage  
(Amosha, 2016).

In the USA, the ideas of the scientific 
organization of work were developed, the  
founder of which was F. Taylor. The priority of 
increasing productivity, according to B. Gilbreth  
and H. Ford, was the development of special 

equipment and mechanisms for increasing labor 
productivity. H. Gantt considered it possible 
to increase labor efficiency due to the effective 
use of working time and constant individual 
planning. Thanks to his research in the field  
of labor productivity, H. Gantt developed the 
Gantt chart, which is used in time management 
(Makogon & Kapranov, 2017). 

Labour productivity was also studied by 
J.M. Keynes, who recommended increasing 
the level of employment in the state and 
shortening the working day in order to stimulate  
production growth. Employees will be able to 
spend the free time on intellectual and physical 
self-development (Markova, Chkan and  
Shkryobka, 2017).

It can therefore be concluded that labour 
productivity research in the 20th century was 
mainly aimed at studying the efficiency of  
human capital. Labour productivity was an  
integral part of macroeconomic theories because 
many countries paid attention to it.

Ukrainian scientists (Geets & al, 2007), 
noting the presence of a tendency to weaken 
the motivation to increase labour productivity,  
the level of education and skills on the part 
of workers, cite as an argument the existing 
deformations in wages, anticipatory growth in 
the structure of income of the population, the  
share of social transfers, compared to the share of 
wages, in recent years. 

In general, this indicates that society and  
political science are aware of the importance 
of the task of increasing labour productivity 
as an important prerequisite for the growth of 
the competitiveness of the economy and of the 
existence of a number of factors that counteract  
its growth.

From an economic point of view, labour 
productivity characterises the efficiency of the 
corresponding activity of the labour force in the 
field of national production. The result of the 
labour productivity of the labour force is the total 
mass of consumer values created in a given period 
in the form of provided goods and/or services. 
Production output in a certain volume and  
range, production costs, level of profitability, 
number of employees, average salary of employees 
depend on the level and dynamics of labour 
productivity (Kuzmenko and Kozakova, 2017).

Labour productivity and unit labour cost are 
included by the ILO in the list of Key Indicators  



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of the Labour Market (KILM), which are 
recommended for research and analysis of the 
national labour market. Labour productivity 
is defined as a general indicator of labour  
productivity that characterises the efficiency 
of labour costs in production and services. In 
accordance with the Order of the Ministry of 
Economy of Ukraine "On Approval of Temporary 
Methodological Recommendations for Calcula-
tion of Labour Productivity in the Economy as 
a Whole and by Types of Economic Activity "  
(No. 916 dated 26.12.2008), labour productivity 
for international comparisons is defined as the  
ratio of gross domestic product (GDP) at 
purchasing power parity (PPP) to the number 
of employed persons (according to the Labour  
Force Survey) (Lisohor, 2010).

It should be noted that, according to the 
recommendations of the International Labour 
Organisation (ILO), a distinction should be 
made between the concepts of "productivity " and 
"labour productivity ". Productivity is considered 
to be a general indicator that, firstly, shows the 
efficiency of the use of resources (labour, capital, 
land, materials, energy, information, etc.) in the 
production of various goods and services, and, 
secondly, reflects the relationship between the 
quantity and quality of the produced goods or 
services provided and the resources spent on  
their production, and, thirdly, allows to compare 
the results of production at different economic 
levels (Semenova and Tatarynova, 2019).

As for labour productivity, the ILO  
recommends that it is an indicator that reflects  
the degree of efficiency in the use of a specific  
factor of production (or resource) – labour.  
In line with this position, Kachan et al. and  
their supporters claim that "labour productivity  
is the efficiency of specific labour costs  
determined by the quantity of products  
produced per unit of labour time or the quantity  
of time spent on a unit of production".

Based on the above ambiguous approaches,  
it can be concluded that labour productivity is 
a rather controversial and debatable economic 
category.

It should be emphasised that the volume of 
produced products depends on the totality  
of labour costs, in particular, on living and past 
(reified) labour. The last group of labour costs 
includes the labour costs related to the creation 
of the means of production used in the process  

of labour activity (it is about the return of the 
means of production). Traditionally, this is 
considered from a theoretical point of view, but 
at the same time, the complexity of managing 
labour productivity from an applied point of  
view is recognised, since for a thorough analysis  
of the dynamics of this indicator, it is advisable  
to take into account the role of all labour costs.

Accordingly, a typical pattern is formed. The 
higher the individual labour productivity of an 
employee and the longer the period of his/her 
activity, the more income he/she generates and 
the more valuable he/she is for the enterprise. In 
general, the methodology for assessing labour 
productivity at the micro level can be represented 
as a sequence of the following actions: formation 
of categories, development of indicators, setting 
a comparison criterion, selection of assessment 
methods, and obtaining the assessment result.

3. Human Resource Management  
of Enterprises in the Context  
of the "Decent Work" Concept

An important aspect of decent work is respect 
for labour rights, which are enshrined both in 
international documents and in the current legal 
framework. In Ukraine, a fairly developed legal 
framework has been created to regulate these  
issues. However, the state of affairs in this area 
cannot be recognised as fully meeting today 's 
requirements. In particular, this is evidenced by 
the fact that employees are sent on unpaid leave 
for an indefinite period of time, part-time work 
is introduced, wages are not paid, unacceptable 
working conditions are maintained, and so on. 

At the same time, according to the estimates of 
the attitude of the population of Ukraine in the 
field of work, carried out by employees of the 
Institute of Sociology of the National Academy 
of Sciences of Ukraine, the share of workers 
who are fully satisfied with their work in recent  
years is within 5-11%, the share of those who  
believe that the nature of their work fully 
corresponds to their professional qualification  
level does not exceed 40%, and the share of 
those who believe that it is difficult to find 
a job in the place of residence with a qualification 
with sufficient income is more than 80%  
(Ukrainian society, 2016).

One of the examples of Ukrainian companies 
trying to implement the concept of decent 
work is РRJSС "Kyiv Соnfесtіonеry Fасtоry 



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"ROSHEN". The personnel management 
strategy of РRJSС "Кyiv Соnfесtіonеry Fасtоry 
"ROSHEN" is the development of an approach 
to personnel management and the formation of 
a highly professional team to improve professional 
skills and create good working conditions  
(Roshen, 2023). 

In particular, the development of professional 
knowledge and skills is an important part of the 
corporate culture of РRJSС "Kyiv Соnfесtіonеry 
Fасtоry "ROSHEN". Training programmes have 
been developed for various groups of employees, 
which include both classroom training and 
electronic courses that enable independent 
learning of the material. Electronic platforms 
are used to train, store and update data on the 
training history of each employee. The internal 
training system includes the adaptation of new 
employees, the development of professional  
skills, the improvement of personal efficiency  
and the development of leadership competencies.

Training programmes for the development of 
functional and leadership skills are grouped in 
a catalogue from which it is possible to choose 
the course of interest. Employees also have the 
opportunity to take part in regular corporate 
English classes. Training is divided into levels  
and is carried out using progressive methods  
with the involvement of professional trainers.

It is important that every employee of the 
company has opportunities for professional and 
personal development. For those who simply 
want to join the team of top-class specialists, the 
company has set up a training programme, the 
completion of which increases the candidate's 
chances of successful employment.

For example, the "School of Masters" training 
project comprises two programmes: one for  
external candidates for the position of Master 
Technologist and one for internal employees 
who hold this position within the company.  
The programme for external candidates includes 
a block of theoretical training of 161 hours 
and a practical block of on-the-job training of  
35 work shifts. The total duration of the training 
course is 3 months. At the end of the training,  
an examination is held, the results of which are 
used to decide whether to accept the candidate  
for employment. All candidates for the  
programme are pre-selected. Participation in the 
programme is paid. The company pays for travel  
and accommodation for candidates from other 

cities. The programme for internal employees 
is aimed at improving the qualifications of  
ROSHEN Master Technologists and includes 
a block of theoretical training of 104 hours.

It is clear that salary is the main motivator for 
company employees, with career progression 
coming in second. This means that employees 
are interested in working for the company for the 
long term and want to do more. In third place 
is self-development; employees want not only  
monetary benefits for themselves, but also to 
develop fully, to gain knowledge that can be  
applied not only in the workplace, but also  
outside it. Collective recognition comes fourth.  
It can be said that this indicator is also an  
important component because it motivates  
many employees to work for results, forcing  
them to act rather than sit still. The social package 
and certain bonuses are the least motivating.

It should also be noted that the company 's 
management is constantly working to ensure that 
employees develop, achieve better results and  
reach new heights, which in turn affects  
productivity and increases its level.

In order to deepen and update theoretical 
knowledge, develop practical skills and 
abilities necessary for employees, РRJSС "Kyiv 
Соnfесtіonеry Fасtоry "ROSHEN" organises 
professional training, retraining and advanced 
training. The company tries to apply modern 
systems of personnel productivity improvement, 
namely: material rewards, additional payments, 
free training and career development, medical  
care, assistance in treatment.

An integral part of increasing labour  
productivity is the constant improvement of 
conditions for the company 's employees. The 
company has a gym with all the necessary  
equipment where employees can work out 
absolutely free of charge. There are shops and 
specially designated areas where one can relax 
during the lunch break. There are coffee machines 
in the offices and soda machines in the factory.

The problems of creating decent work and  
shaping the quality of working life are not only 
economic and legal, but also ethical and value-
oriented. The clearly expressed humanistic 
orientation of the concept of decent work  
dictates the need to take into account the values  
of workers in the process of organising their 
working life, to answer questions about the  
priority of the values of working life, their  



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structure and hierarchy. The innovative 
development of the economy is inseparable from 
ensuring the processes of intellectualisation of 
work, which in turn poses new requirements 
for defining the characteristics of the subjects of 
innovative work, their basic values.

The quality of working life should be based on 
the principle of conformity of the conditions, 
organisation and content of work with the needs 
and values of the employee. This approach 
minimises the employee's intrapersonal conflict, 
prevents professional burnout and alienation 
from work without personal internal content  
(Ryabokon, 2015).

4. Implementation of the Concept  
of "Decent Work" at Enterprises in Ukraine

The implementation of the concept of decent 
work requires finding ways to ensure it in  
Ukraine. The course set by Ukraine for 
the construction of the social state and the 
commitments made in connection with the  
choice of the European integration path are 
a prerequisite for the further development of 
social and labour relations in the sphere of the 
implementation of the concept of decent work.

РRJSС "Kyiv Соnfесtіonеry Fасtоry  
"ROSHEN" is on its way to ensuring the  
concept of "decent work". Its principle is that 
in order to influence employees, they must be 
interested. Therefore, an interesting approach  
will be to give employees the opportunity 
to participate in decision-making about the 
organisation's goals (as well as the availability 
of the necessary resources and information to  
do so). Even if the goals are defined by  
someone else, it is important to let people  
decide how best to achieve them by hearing  
from their immediate supervisor: "Here is our  
goal, the goal to be achieved, and you decide  
how to accomplish this task."

For example, employees can be given the right 
to set their own schedules, determine how they 
work, and decide when and how the quality of 
their performance is checked. Employees can 
make their own decisions about when to start 
and stop work, when to take breaks, and how 
to set priorities. They can be encouraged to find  
solutions to problems and to consult with 
other employees in the organisation, rather 
than immediately going to the manager when a  
problem arises (Odyntsova, 2013).

In РRJSС "Kyiv Соnfесtіonеry Fасtоry 
"ROSHEN" the bonus should be within 10-50% 
of the basic salary. Annual and one-off bonuses  
for company employees should be used  
effectively. This type of bonuses should be  
extended to highly qualified employees and to 
employees of the company with a long working 
experience. In order to organise an annual  
bonus, it is necessary to propose the creation 
of a financial incentive fund separately for each 
division of the company. The distribution of  
this fund is carried out automatically on the 
basis of the specific weight of an individual  
employee's salary in the general salary fund of 
the structural unit, without the influence of the  
top management of the enterprise  
and the unit.

A number of methods that should be  
implemented for РRJSС "Kyiv Соnfесtіonеry 
Fасtоry "ROSHEN" in order to increase the 
efficiency of working time and ensure the  
principles of "decent work" are listed in Table 1.

Thus, in order to reduce the number of time 
eaters, it is worth using techniques for planning 
and recording working hours, which will save  
1.5-2 hours per day. When using workload 
management and chaos structuring techniques, 
efficiency can increase by up to 10%, and the 
time spent on information management can be 
reduced by 0.5-1 hour per day. With the use of 
more applications that computerise personal  
work, efficiency can increase by 7-20% and  
time spent on coordinating schedules can be 
reduced by 1.5-2 hours per week.

After an employee has completed long-term 
training, it is necessary to assess the effectiveness 
(efficiency) of his or her activities, which is 
expressed in:
– raising production standards;
– increase in labour productivity;
– reduction of time spent on work and projects;
– reduction of financial costs (Strus, Koval and 
Myshko, 2018).

The positive social impact of the project to 
improve the system of professional development  
of staff is also felt outside the organisation: 
a favourable image is created and stable  
employment is ensured.

In order to improve management activities 
and increase labour productivity at РRJSС  
"Kyiv Соnfесtіonеry Fасtоry "ROSHEN", it is 
also proposed to use the services of specialists in 



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consulting on effective personnel management  
and training managers in self-management.

To assess the effectiveness of a project to  
improve staff development, certain economic 
and social indicators are required. The social 
effectiveness of the project is manifested in the 
possibility of achieving positive and avoiding 
negative changes in the organisation from a social 
point of view.

Positive changes include the following:
– realisation and development of individual abilities 
of employees;
– creating a favourable social and psychological 
climate in the organisation;
– increasing employee motivation;
– increasing the commitment of the organisation's 
staff;
– providing employees with an adequate standard 
of living (high salary).

The following aspects should be highlighted 
among the negative issues that can be prevented:
– employee dissatisfaction with their position;
– inconsistency of the professional level of 
employees with the requirements of the workplace;
– lack of opportunities for staff self-realisation.

The positive social impact of the project to 
improve the system of professional development  
of staff is also felt outside the organisation: 
a favourable image is created and stable  
employment is ensured.

5. Conclusions
In order to ensure progress in the field of  

decent work, the priorities of social and economic 
policy in the short term should be actions aimed at:
– creation of the economic base, which is a 
necessary condition for solving problems in the 
field of employment;
– improving the institutional mechanism 
of regulation of labour relations in modern  
conditions of development of the state and society;
– balancing the interests of employees and 
employers in the use of labour, reducing social 
tensions and ensuring social justice in order to 
achieve progressive development of society and 
increase the well-being of the population;
– increasing the value of work, which should 
contribute to the reproduction of the labour 
force, provide opportunities to meet the needs 
of the population, realise the potential of the  
labour force, stimulate highly productive work and 
self-improvement.

Modern state statistics of Ukraine do not  
reflect the problem of decent work and quality 
of working life in Ukraine in the context of the  
areas presented. For example, the problem of  
equal opportunities and equal treatment in 
employment is not reflected in the indicators 
of official statistics due to the lack of gender-
sensitive indicators to measure the level of  
inequality.

Table 1
Methods of increasing the efficiency of use of working time  
of РRJSС "Kyiv Соnfесtіonеry Fасtоry "ROSHEN" and their economic efficiency

Suggested activities Cost-effectiveness of their implementation
Techniques for planning a working 
day, setting priorities, long-term 
planning, and reviewing tasks.

Increase efficiency by 5-15%. Each employee can gain up to 1.5-2 hours per day by 
reducing "absorbers". At least 60% of working time is budgeted and planned. Special 
attention is paid to priority tasks.

Techniques for self-motivation, 
goal-setting, workload management, 
and chaos structuring.

Increase in efficiency by 3-10%. Reduced time spent on information management by 
0.5-1 hour per day. Reducing the feeling of overload, "urgency " of work. Improving 
the quality of work and employee motivation through more efficient workload 
management.

Technologies of "computerisation" 
of personal work in Outlook / Lotus 
/ SharePoint / Mind Manager

Increase in efficiency by 7-20%. Reduced total time spent on scheduling by 1.5-2 
hours per week. Reduction of time for supervisory control by the manager due to the 
use of Tasks – 5-10%. Improved performance discipline by guaranteeing reminders of 
deadlines for all tasks – 10-20%.

Planning technologies, knowledge 
of various planning approaches, 
project monitoring techniques.

Increase efficiency by 5-15%. Minimisation of all inconsistencies in planning. Reducing 
the "urgency " of work through the early implementation of all necessary measures. 
Increased flexibility of teamwork and adaptability to unexpected changes in the 
situation.

Increased use of flexible working 
hours and remote work

Increase in employee productivity by 10-15%. Increased employee job satisfaction, 
better work-life balance.

Source: compiled by the authors



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It would be appropriate to introduce  
indicators on the time spent by women and 
men, their participation in the informal 
economy, domestic violence and sexism at work,  
distribution of resources, income, etc. In the field 
of social dialogue, representation of workers 
and employers, the problem is that indicators 
of coverage by collective agreements are taken 
into account only for large and medium-sized 
enterprises, without taking into account data 
on small enterprises. As a result, Ukrainian  
government statistics lack sensitive indicators  
for monitoring decent work and the level of  
quality of working life.

Attention should be paid to the fundamental 
relationship between the economic and social 
effectiveness of improving HRD processes. On 

the one hand, social efficiency in the form of 
incentives for personnel can only be ensured  
if the existence of the organisation is reliable 
and allows for the provision of these incentives.  
On the other hand, economic efficiency can 
only be achieved if employees make their  
labour available to the organisation, which they  
are usually only willing to do if there is a certain 
level of social efficiency.

Thus, the social effects of the project activities 
will be
– increasing social growth and social significance  
of each employee of the organisation;
– creating favourable conditions for staff self-
realisation;
– increased employee satisfaction with their 
position and career progression.

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of personnel motivation. Economy and Society, 17, 373–377. (in Ukranian)

Received on: 27th of April, 2023
Accepted on: 07th of June, 2023

Published on: 30th of June, 2023