Abstract
Aim . To analyze the results of interviews with chief medical officers in health facilities in the Commonwealth of Independent States (CIS) members providing primary health care (PHC) on experience with financial and non- financial incentives for staff. Material and methods . Original interview form was used. The form was available online on a digital platform or on paper. Participation of chief medical officers in the study was strictly voluntary and anonymous. Research methods included sociological, statistical (descriptive statistics), and contextual comparative analysis. Results . The study revealed both common trends and differences in the approaches to motivating the staff of primary healthcare organizations in the project countries. All countries use incentive payments and traditional forms of non-financial recognition, but the range and implementation of additional measures vary significantly. In the Republic of Belarus, social and household support measures and leisure activities are more developed; in the Russian Federation, comprehensive social assistance measures, mentoring, and professional exchanges are more prevalent; and in the Kyrgyz Republic, there is a limited range of social support tools and a low representation of corporate culture elements, while traditional motivation is more prevalent. Differences were also identified in the degree of specificity of performance evaluation criteria, the availability of conditions for their implementation, and the distribution of management practices related to professional development and staff retention. Conclusion . The study identified following areas for developing the management of medical staff motivation: improving the conditions necessary for meeting established performance evaluation criteria, expanding interaction with staff regarding performance assessment, etc.; increasing management's attention to employees' personal professional and career growth, and expanding support measures in various life situations. A promising area is the development of a corporate culture in medical organizations providing primary health care, which primarily requires enhancing related management's knowledge.