The article considers t the problem of determination of the degree of influence of a number of factors on formation of innovative behavior of employees and their groups in organizations. According to the authors’ opinion, innovative activity of employees requires, on the one hand, their own abilities and motivation, and on the other hand, readiness of the organization and provision of necessary resources for employees both for creation and implementation of ideas and projects. The authors do not deny the influence of the national business culture on the features of innovative behavior and point out the need to take into account these features. However, they deny the existence of national features that obviously make innovation development of one country easier than others, and therefore consider the experience of different countries worthy of study, but at the same time its implementation is considered possible only after a critical rethinking for existing conditions. The authors point out that innovative behavior of employees is formed under the influence of factors that can be conditionally divided into those dependent and independent of management actions, the former being of particular interest due to the possibility of controlling them. Among them the following groups of factors are identified: (i) related to the peculiarities of management style; (ii) characteristics of the workplace and job responsibilities; (iii) factors related to interpersonal and intergroup relations, and (iv) organizational factors. The influence of the key factors of each group was analyzed and evaluated either from the standpoint of positive or negative impact on the formation of innovative behavior, or from the position of the strength of influence. Based on the experience of Chinese colleagues, a comparative ranking of the factors that determine the innovativeness of behavior was carried out, in terms of their significance. At the same time, the similarity of the factors determining the innovativeness of the behavior of employees in Chinese and Russian companies was revealed, but significant differences in the degree of such influence were detected. As a result, the authors’ named key success factors in the formation of innovative behavior of the staff: (i) support from the company’s management; (ii) availability of resources of all types; (iii) system of labour remuneration; (iv) composition and structure of the team, and (v) cooperation.

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In the conditions of the Stavropol Krai arid region the single nutrient fertilizer treatment of winter wheat does not always justify the costs expended due to the moisture deficit during the growing season. In this regard, one of current promising areas is the additional combined use of chemical fertilizers, growth-stimulating agents and micronutrients intended for seed and vegetative plant treatment. In 2018–2020 a research was conducted into the effect of the VL 77 growth stimulants and the Orakul Semena, Orakul Multikompleks, and Orakul Sera Activ micronutrient complexes at different growth and development stages during winter wheat cultivation in the volatile weather conditions of the Stavropol Krai arid region. The research establishes the effectiveness of the combined use of the next-generation stimulants during winter wheat cultivation on chestnut soils in the conditions of the Stavropol Krai arid region. The highest yield of the Idilliya winter wheat variety (4.68 t/ha) was achieved by initially dressing the seeds with the VL 77 growth stimulants combined with the Orakul Semena micronutrient complex and treating the seeds with the VL 77 growth stimulants in combination with the Orakul Multikompleks micronutrient complex during the spring growth resumption period. The second treatment of vegetative plants during the flag leaf stage stimulated their growth, but moisture deficit reduced the yields by 2.3%. Still, the yields obtained exceeded the test yields by 4.3%. On average, during the three years of research the growth stimulant and micronutrient complex treatment boosted the yielding capacity in moisture deficit conditions by 4.6–5.1%. The cost effectiveness concurrently increased from 66.0% to 89.0%.

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Compensation systems for work, such as individual payment schemes for the results, are an important approach to harmonizing the interests of the employer and employee within the organization. However, the prevalence of payment by results in Russian practice remains quite low, despite successful implementation examples. The analysis of a number of factors that may contribute to or hinder the implementation of payment according to the results, including under Russian conditions. Among these factors, both external and internal are noted, although the authors emphasize the more pronounced influence of the latter. The authors argue that the application of payment by results only to certain groups of company employees: managers, specialists, knowledge workers - rarely seems really justified by the real limitations. Among external influencing factors, the authors pay special attention to the level and characteristics of labor market regulation. The main ones among internal ones include the level of need for changes in the wage system, the degree of readiness for changes in the company as a whole and its individual subsystems, the qualifications of employees, especially managers, as well as the established corporate culture. As a result, certain conclusions were drawn about the possibilities, features and prospects of introducing payment according to the results both in general and in the context of Russian business practice. Nevertheless, it is indicated that a simple borrowing of foreign practices and methods of introducing payment according to the results in Russian conditions cannot bring complete and positive results due to differences in macroeconomic and social conditions.