Abstract
The article advances the theoretical and methodological foundations of strategic management of individualised employee motivation and proposes the concept of strategic motivational architecture. The study responds to the declining effectiveness of uniform incentive systems under digital transformation, hybrid employment, competition for talent and growing professional and value diversity. It is argued that the central managerial problem is not a shortage of motivational tools but the absence of an integrated system that connects those tools with organisational strategy, culture, team interaction and employee data. Strategic individualisation of motivation is defined as a continuous process of designing, implementing, evaluating and adjusting differentiated motivational decisions in accordance with strategic objectives and employee motivational profiles. The proposed architecture comprises seven interrelated elements. Its practical logic is presented as a decision-support cycle that begins with the strategic challenge, identifies the required behaviour and competencies, uses relevant HR data, selects an appropriate combination of material and non-material instruments, evaluates behavioural and strategic outcomes and adjusts the motivational policy. The concept is illustrated through typical managerial situations involving digital transformation, retention of key professionals and team innovation. The scientific novelty lies in integrating the strategic, behavioural and analytical dimensions of motivation into a single managerial construction and in distinguishing motivational architecture as a conceptual model from strategic individualisation as the process of its operation. The practical value of the findings is the possibility of using the architecture to allocate motivational resources more rationally, support strategically important competencies, retain valuable employees and adapt HR policy to organisational change. The conceptual nature of the study determines the need for further empirical validation, development of reliable tools for assessing motivational profiles and organisational motivational maturity, and elaboration of ethical requirements for the use of people analytics and artificial intelligence.