Motivation in its broadest sense is a combination of internal and external factors that force the staff to act, achieving the desired goal. More recently, this concept has been seriously considered and comprehensively studied by large companies. However, in recent years, the relevance of the concept of "motivation" and "reward" has been actively adopted by small-sector companies. Competition, the emergence of new technologies, the rapid development of communication channels – all this served as an impetus for small companies to start implementing a remuneration system that would allow them to retain valuable personnel that affect the financial success of an organization. Naturally, the basis of remuneration for enterprises of the relevant industry has certain specific features that distinguish it from a similar system in the large-scale industry. And it is worth noting that employees of small businesses that have good potential are valuable in the market. For such personnel, there is always a wide choice of vacancies with very good motivation, and a small enterprise, in order to maintain its staff in a competitive environment and get maximum productivity from the staff, needs to use effective remuneration tools that allow for decent pay for the work of an employee.
In our country, small businesses provide jobs for almost 20% of the working population. This is a considerable figure. At the same time, small enterprises are small because they usually employ no more than 100 people. According to statistics, the average life cycle of a small business company is only 5 years. This is due to the ambitions of managers to maximize profits, close the company and re-purpose it, or even leave the market [1]. The life cycle of such organizations requires a prompt and almost instantaneous response to the system of remuneration and motivation of personnel and imposes special requirements on the tools and mechanisms for regulating the motivational component of employees. It is clear that each employee is a highly focused specialist in their field. And so, for the employee's activity to be most effective, he needs to be interested in the results of his activities and the expected remuneration. In new realities, the organization of remuneration does not correspond to the duties and functions of an employee. Moreover, the development of a remuneration system falls on the shoulders of the manager (or rather, this manager takes it into her or his own hands), and, of course, such a system does not go in favour of an employee.