Management plays an important role in the life of any enterprise. For effective management it is necessary to properly manage personnel. Problems often arise from poor management. It is better to prevent such problems than to solve them. In order to prevent a problem, you need to understand what it is and start doing it when hiring staff.
Employee management is a complex of various techniques, principles and forms of influence on workers in order to improve labor indicators. The problem of the personnel management system is considered a hot topic not only for company managers, but also for the personnel themselves. The best scenario for the development of the situation is as follows: the director treats his employees loyally and does not show excessive severity, and the employees do their work efficiently and are not late on deadlines.
This development option does not occur very often. A variety of reasons can hinder such development. Contemporary issues HR management lies in the fact that organizational leaders do not apply modern technologies that would increase the efficiency of working relationships. For a manager, experience alone is not enough in many cases.
Personnel management is a rather complex dilemma that requires costs, not only time and organizational, but also financial. The problems of enterprise personnel management are usually limited to the fact that the leader needs not ordinary people, but qualified employees. Most employees are educated and have some professional skills. Problems can arise due to poor management. The most common problems are:
If you look at the statistics, difficulties usually arise due to the fault of the governing bodies. Statistics say that 71% of cases are associated with improper management. The level of performance always depends on the leader. Human resource management problems in an organization often arise because they fail to identify a crisis at an early stage.
The mistake of many managers is that they attribute problems to temporary difficulties. Management often uses the wrong methods to improve performance. Such methods include harsh discipline, increased punishment and much more. As a result, personnel may leave the enterprise en masse due to rash actions of management.
Increasingly, you can notice situations where the rights of an employee are violated. Sometimes this is due to the fault of managers, but often the culprit is the employees themselves. The worker may perform his duties poorly or fail to meet deadlines. Current issues personnel management are that management must constantly improve its skills in personnel management. To achieve positive results, continuous anticipation of problems is necessary. Difficulties are best addressed at their initial stages.
When managing employees, the following types of problems can be identified:
The following questions may often arise: how to evaluate the effectiveness of employee management? By what criteria can effectiveness be determined? What data is needed for this? Among specialists who analyze human resource management problems, there is no consensus regarding the assessment of the system. The reason for this phenomenon is that the activities of employees are in direct connection with production process and other factors.
To assess how effectively a manager manages personnel, you can select one of modern approaches. One approach is to analyze production results. Another approach is to analyze the complexity of work. The next approach is to analyze employee motivation. It is also necessary to determine what social and psychological climate is observed in the team. It may be necessary to address the improvement of the organization's personnel management system. But in any case, personnel management problems can be significantly reduced by taking measures appropriate to the specific situation.
In front of a manager concerned about achievement effective management over their subordinates, the task is to create a working environment that will most effectively influence their work motivation.
By a motivating work environment, we understand the entire context of the professional activities of the organization’s personnel, including both the characteristics of work tasks and the characteristics of the work situation that affect the work motivation of employees.
Systematic consideration of the problem work motivation employees of the organization requires taking into account the following factors (Table 3.1):
Table 3.1 Factors influencing the work motivation of personnel
To determine the satisfaction with the work of the organization’s personnel, a study was conducted at ZAO MZ Petrostal. Any research should begin with the formulation of goals. A vaguely formulated problem will not allow you to correctly determine the goals of the study.
Information can be divided into primary and secondary.
Primary information is information obtained for the first time for a specific problem.
Secondary information is information that has already been collected by someone for other purposes and which may be useful for solving a given problem.
Any research should begin with the selection of secondary information. But due to the fact that such studies have not been previously conducted in the organization in question, the research should begin immediately with the collection of primary information.
The primary information stage occurs when secondary information is insufficient or missing. There are four methods for obtaining primary information: observation, experiment, focusing and questioning.
Observation, one of the simplest and cheapest methods of research carried out in real conditions, consists of conducting direct observation of people and the environment in the area of the object of interest.
The experiment allows us to identify the real reaction of groups of people to certain factors or their changes.
Focusing consists of purposefully selecting special focus groups, usually from seven to fifteen people, and discussing among them a problem of interest to researchers under the guidance of a professional psychologist.
A survey is the most versatile and effective method of conducting research, especially when it comes to collecting primary information.
Having decided on the research methods, it is necessary to select the appropriate research tools, such as video cameras, and questionnaires.
We chose a questionnaire survey as the simplest and most effective.
Typically, compiling a questionnaire requires fairly high qualifications. The most common mistakes found in questionnaires are the formulation of questions that are difficult to answer or one does not want to answer, or the absence of questions that should definitely be answered. When compiling a questionnaire, you should use simple, unambiguous words that do not contain leading elements. It is very important to correctly sequence the questions. The first question should arouse the interest of the interviewee. Difficult and personal questions should be asked at the end of the questionnaire.
Analysis of collected information. The information obtained during this study is subject to comprehensive analysis.
Based on the data of the annual survey, in which employees of ZAO MZ Petrostal participated, the main conclusions are formulated, hypotheses are accepted or rejected, and recommendations are made.
Let's analyze the information received.
Salary amount.
68% of respondents noted average satisfaction with the level of wages. Material incentives for employees should be increased, and since raising wages to increase satisfaction will lead to high costs, a system of bonuses and bonuses should be established to increase the indicator.
Work without much tension and stress.
The low level of this indicator is most likely due to the characteristic features of the enterprise.
Prospects for professional and career growth.
The survey showed that more than half of employees do not see prospects for growth in this organization. Management should take a greater interest in the growth and progress of employees. This may be expressed in the fact that the employee will be assigned more complex work, or the employee can be delegated more responsibility for performing a certain job. I would like to recommend that the management of the enterprise encourage in every possible way the initiative of young workers under the age of 30. Since this may bring new ideas, do not be afraid to trust young people with leadership positions.
Relationships with the immediate supervisor.
62% of respondents responded that they were satisfied with this indicator. This is a consequence of the individual approach to subordinates. As the organization develops and the number of personnel increases, it will become increasingly difficult to maintain this factor.
Awareness in the enterprise. 40% of employees noted a lack of information about the goals and objectives of the enterprise.
The importance and responsibility of the work performed.
74% of surveyed employees are satisfied with this satisfaction indicator.
Working conditions.
ZAO MZ Petrostal pays little attention to this indicator. The result of this was such a low survey result, 70%.
Reliability of operation, giving confidence in the future.
The low level of this indicator is more likely associated with the instability of the Russian market, rather than specifically with the organization in question.
The ability to do work that is respected by a wide range of people.
89% of respondents noted average satisfaction with this indicator. This is an indicator of how effectively the work as a whole is organized. The low rating of this indicator is due to the fact that the organization is developing intensively and, simultaneously with development, a reorganization of the work organization is required, which requires a lot of effort and time.
Relationships with workmates.
90% of respondents responded that they were completely satisfied with this indicator - the highest rating of all points in the questionnaire. However, this does not mean that you can forget about this indicator. In the future, the organization should also maintain good relationships between employees.
Opportunities to demonstrate independence and initiative at work.
45% of the surveyed personnel responded that they were satisfied with this indicator. And 55% is not satisfactory. Immediate supervisors of employees should identify people with a low level of satisfaction on this indicator and, if possible, provide more initiative in their duties.
Match the job to your abilities.
The survey showed very low satisfaction with this indicator. For this improvement, management should identify the abilities of employees and act in accordance with the information received.
Work as a means to achieve success in life.
More than half of the respondents noted average satisfaction with this indicator. This is due not only to the enterprise, but also to the low standard of living in Russia.
Let's consider possible ways to improve the efficiency of labor management applicable to a given enterprise. Based on the research conducted, they can be divided into five relatively independent areas:
1. Financial incentives.
2. Improving the quality of the workforce.
3. Improving labor organization.
4. Involvement of personnel in the management process.
5. Non-monetary incentives.
The first direction reflects the role of the motivational mechanism of remuneration in the system of increasing labor productivity.
The size of wages is now of the utmost importance for workers. At the surveyed enterprise, in 2005 it averaged 15 thousand rubles, which is twice the consumer basket of St. Petersburg. However, 68% of workers were satisfied with its size. Three years earlier, the “desired” amount of earnings for the work performed exceeded its actual amount by 3.4 times. Thus, the requirements for the amount of earnings have become less differentiated and have decreased relatively. It includes as elements the improvement of the wage system, providing staff with the opportunity to participate in the property and profits of the enterprise.
Among the significant factors that, according to workers, influence the amount of their wages include relationships with management. The basis for the emergence in the minds of workers of the phenomenon of a connection between the size of wages and relations with management may lie on:
All this leads to the perception of such measures as unfair, making the assessment of their work dependent on the arbitrariness of management. On the other hand, there is a lack of normatively structured relationships between management and subordination in the enterprise, which contributes to their instability and increased feelings of insecurity.
The first reason is supported by the higher degree of dissatisfaction of “dependent” workers compared to “independent” workers with the organization of remuneration. In favor of the second is a sharper rejection by workers of servility to bosses in the relationship between workers and managers (62%).
Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to either maintaining labor activity at the proper level or increasing labor productivity. The use of this method can be useful for achieving short-term increases in labor productivity. Ultimately, a certain overlap or addiction to this type of influence occurs. Unilateral influence on workers through monetary methods alone cannot lead to a lasting increase in labor productivity.
Although labor in our country, unlike highly developed countries, is today considered mainly only as a means of earning money, it can be assumed that the need for money will grow to a certain limit, depending on the standard of living, after which money will become a condition for normal psychological condition, preservation of human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others may become dominant. It is very important for a manager to be able to recognize the needs of employees. A lower level need must be satisfied before the next level need becomes a more significant factor determining a person's behavior.
Needs are constantly changing, so you cannot expect that motivation that worked once will be effective in the future. With the development of personality, opportunities and needs for self-expression expand. Thus, the process of motivation by satisfying needs is endless.
The next direction for improving the efficiency of labor management is improving the organization of work. It contains: setting goals, expanding labor functions, enriching labor, production rotation, application flexible schedules, improving working conditions, studying the time spent by the employee on performing work, the pace of work, increasing feedback.
Goal setting assumes that a correctly set goal, through the formation of an orientation towards its achievement, serves as a motivating tool for the employee.
Expanding labor functions implies introducing diversity into the work of personnel, that is, increasing the number of operations performed by one employee. As a result, the work cycle of each employee is lengthened, and the intensity of work increases. The use of this method is advisable in the case of low workload of workers and their own desire to expand the range of their activities, otherwise this can lead to sharp resistance from workers.
Labor enrichment implies providing a person with work that would provide the opportunity for growth, creativity, responsibility, self-actualization, including in his responsibilities some functions of planning and quality control of the main and sometimes related products. This method It is advisable to use it in the field of work of engineering and technical workers.
For mass worker professions, it is best to use production rotation, which involves alternating types of work and production operations, when workers periodically exchange jobs over the course of a period, which is typical primarily for the brigade form of labor organization.
Improving working conditions is the most pressing problem of today. At the stage of transition to the market, the importance of working conditions increases as one of the most important human needs. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, being not only a need, but also a motive that encourages work with a certain return, can be both a factor and a consequence of a certain labor productivity, and, consequently, the efficiency of its management.
One more aspect of this problem should be distinguished - the low work culture of the workers themselves. For a long time, working in unsatisfactory sanitary and hygienic conditions, a person does not know how, and does not want to properly organize his workplace. Recently, at our leading enterprises, Japanese methods of productivity management have begun to be introduced as an experiment, one of which is improving production culture. Compliance with the five principles of work is one of the elements of work morality:
The condition of the workplace is assessed daily by checking the global assessment to ensure that its contents comply with the specified rules. Workers have a direct interest in constantly maintaining their place in good condition, since in this case the bonus part of their earnings increases. The use of such a system makes it possible to increase the level of production culture and contribute to an increase in labor productivity.
Time is an extremely important factor in all types of work. If a person does not have enough time to do a job well, he will believe that it is not worth the effort. Assigning work in advance gives workers significant autonomy in choosing when to work. He has the opportunity to set priorities, plan work taking into account his inclinations, and, consequently, receive greater satisfaction.
The pace of work also has a significant impact on motivation. Therefore, the manager should strive to reduce the monotony of semi-automatic processes by giving workers freedom to choose their pace.
Strengthening feedback. Feedback can be internal - that is, coming from the work itself, and external - in the case when the consumer of the work results speaks about their quality, as well as in the case of public praise.
Internal feedback is more reliable because acts directly on the employee while performing the task. A sure way to stimulate this connection is to set clear and specific goals without specifying a path to achieve them. Another way is to introduce quality checks into the manufacturing process. This will allow the employee to immediately correct deficiencies and accordingly adjust the work process, bringing it closer to the most efficient. This means that such failures will not happen again in the future.
Very often there is a situation of exclusively negative feedback, that is, when employees only learn about the shortcomings of their work. Thus, they are deprived of compensation for good job. People are known to have little reaction to critical feedback. An employee will not accept negative assessments on more than two or three parameters. However, if a manager alternates between positive and negative criticism, then information about failures will be more fully accepted.
The other extreme is when the boss is unable to criticize his subordinates. In this case, failures are, as it were, recorded and the employee does not get the opportunity to correct his mistakes, and often does not even know whether to do this.
Often people resist introducing feedback because they were not prepared for it and do not know how to provide it. For external feedback to be effective, it must be truthful, accurate, detailed, and delivered immediately. Reporting poor performance only demotivates the employee. If you indicate exactly what was done wrong, why it happened, how to correct the situation, and at the same time do not forget to touch on the positive aspects of the work, the effectiveness of such feedback will undoubtedly increase. It can be even higher if the employee figures out these issues himself.
When determining what the ideal job should be for subordinates, one should not strive for excessive specificity and originality. Still, it is rarely possible to take into account the differences in tastes and personal opinions of everyone, so the manager, as a rule, strives to increase integral productivity. If a manager considers the below factors, he has a chance to get the confirmation of the maximum number of his subordinates.
An ideal job should:
Have a goal, i.e. lead to a certain result;
Be valued by co-workers as important and worthy of being accomplished;
Enable the employee to make decisions necessary to carry it out, i.e. there must be autonomy (within established limits);
Provide feedback to the employee and evaluate him depending on the effectiveness of his work;
Provide compensation that is fair from the employee’s point of view.
Work designed according to these principles provides inner satisfaction. This is a very powerful motivational factor that stimulates high-quality performance of work, and also, according to the law of increased needs, stimulates the performance of more complex work.
The most pressing problems include the following: the departure of qualified specialists, low performance and labor discipline of staff, insufficient qualifications of staff and individual managers, unsatisfactory moral and psychological climate, low level of motivation of workers, and, as a consequence, insufficient initiative of workers, confrontation between administration and staff.
It is known that the successful development of organizations in modern conditions largely depends on from competitiveness personnel, which is achieved through constant personnel training, advanced training, strategic planning and professional orientation. In Russia, the educational services market turned out to be unbalanced with the real needs of the skilled labor market; the quality level of workers is significantly inferior to the requirements internationally labor market.
This gives grounds to assert that now is the time when it is necessary to pay closer attention to the systematic training and, especially, retraining of qualified specialists. However, there are still very few Russian companies that place training and continuous improvement of personnel qualifications as a priority. In most cases, in this matter, enterprises continue to live one day at a time, focusing all their attention on solving current problems. Without a doubt, the issue of personnel is of a strategic nature, both for large successful and small firms.
It is necessary to train and significantly improve the qualifications of the management corps of Russian companies in management, marketing, innovation, personnel management and a number of other disciplines, taking into account the peculiarities of the current economic situation in Russia. The formation of the business services industry must become one of the most important problems of structural investment policy.
The set of programs used in the process of training and retraining managers must meet the changed and increased requirements to the leaders. Programs should guide managers to assess management effectiveness and, as a result, increase competitiveness through maximum use of human resources in their work as opposed to economic growth achieved through additional capital investment.
Personnel development planning is necessary. There are several ways to do this, including: careful selection of personnel, systematic promotion their qualifications, creating conditions for the most effective manifestation of their abilities and developing a methodology for assessing the actual effectiveness of the team’s work.
It should be noted that recently in our country work has been carried out to fill the gap in the training of high-class management personnel: business schools are being organized and special literature is being published. However, as a rule, educational publications predominate and educational and methodological nature, considering mainly the history and fundamentals of personnel management, and there is clearly a lack of practical materials for HR specialists and senior managers.
Good results in personnel management can only be achieved through constant monitoring of existing problems. If you use Only the knowledge that is given to a person by nature or only intuition, then you can make mistakes that cannot be corrected; It is necessary to constantly learn the skills of personnel management in order to avoid the occurrence of a variety of problems.
According to analysts, there are a number of problems that need to be highlighted:
the problem of the best student. Usually the best employee is appointed as the manager. And such employees most often know only a limited area of work, by and large only their own, and other areas only superficially, so they can make mistakes in personnel management.
your boyfriend's problem. The role of HR management is initially confrontational towards employees. Not all subordinates like the fact that they are given additional work and create problems. The leader has to deal with the resistance that arises; management goes hand in hand with emerging negativity and hidden resistance.
positive projection. This problem includes the desire to attribute one’s own character traits to other employees. It's wrong since each employee is an individual who has his own view of the situation.
elder syndrome. Employees observe frequently and closely for guidance. Sometimes, many bosses consciously emphasize the distance between themselves and the staff. As a result, if the boss maintains controllability, then only at the level of strict requirements.
hero expectation syndrome. The employee guesses what work needs to be done from the boss’s face and appears before him on time with the task correctly completed; if there are no tasks, the subordinate finds the job himself and does it, does not ask unnecessary questions, is always ready to stay late at work and does not even talk about a promotion. This is the ideal.
circus stars. The manager believes that the employee receives a salary, therefore he is obliged to work tirelessly, exhaustingly.
large difference in salary between the boss and the employee. In Russia, this difference is quite noticeable and can be more than two or even three times, in contrast to a third in the West.
staff turnover. Very often, enterprises cannot control staff turnover due to wrong formation personnel policy or not effective use frames.
If you properly manage personnel with knowledge of the social and psychological aspects of personnel, you can change the quality of employee work, increase profits, and significantly improve the atmosphere in the organization. Not every person is given the gift of leadership and leadership by nature, so this is undoubtedly worth learning.
Personnel management, in general, can be defined as a system economic management production, which includes a set of principles, methods, forms and techniques of management. Personnel management includes management theory and practical examples of effective leadership, which refers to the art of management.
The strategy for the functioning and development of any enterprise (organization) is unthinkable without addressing the staff. In order to ensure the effective functioning of an enterprise, it must have a strong team capable of maintaining its high professional authority.
Until recently, the very concept of “personnel management” was absent in our management practice. True, the management system of each organization had a functional subsystem for managing personnel and social development of the team, but most of the work on personnel management was carried out by line managers of departments.
The main structural unit for personnel management in an organization is the personnel department, which is entrusted with the functions of hiring and dismissing personnel, as well as organizing training, advanced training and retraining of personnel. To perform the latter functions, personnel training departments or technical training departments are often created.
HR departments are neither a methodological, nor an information, nor a coordinating center for personnel work. They are structurally separated from labor management and wages departments, occupational health and safety departments, legal departments and other departments that perform human resource management functions. To solve social problems Social research and service services are being created in organizations.
Human resource management services, as a rule, have a low organizational status and are weak professionally. Because of this, they do not perform a number of tasks related to personnel management and ensuring normal working conditions. The most important among them: socio-psychological diagnostics;
analysis and regulation of group and personal relationships, management relationships; management of industrial and social conflicts and stress; information support of the personnel management system; employment management; assessment and selection of candidates for vacant positions; analysis of human resources and personnel needs; personnel marketing; planning and control business career; professional and socio-psychological adaptation of workers; management of work motivation; legal issues labor relations; psychophysiology, ergonomics and aesthetics of work.
If under the conditions of a command-administrative system these tasks were considered as secondary, then during the transition to the market they came to the fore, and every organization is interested in solving them.
Thus, taking into account the above, we believe that the study of the role of the human factor in management, the analysis of personnel policies, as well as the style and methods of management at a particular enterprise is quite relevant and requires consideration.
The basis of management is the human factor, which lies in the subject’s knowledge of his business, the ability to organize his own work and the work of the team, interest in self-development and creative activity. The central figure of management is a professional manager who is able to see the prospects for the development of the business in which he is involved, who is able to quickly assess the real situation, and finds the optimal solution to achieve the goal. In this regard, a manager must have certain professional and personal qualities: high competence, flexibility of thinking, the ability to take risks, assertiveness, the ability to implement plans, and be a leader in a team.
The basis of the human factor is personality - the psychological appearance of a person as a capable member of society, aware of his role in society.
In personnel management and in solving social problems of the team, it is necessary to be guided by the following scheme: in order to:
To interest each employee in improving their qualifications, continuous learning and mastering new knowledge and areas of activity;
Carry out an individual approach to each team member, allowing for maximum use of his potential;
Focus on a healthy psychological climate in the team.
The basis of the concept of personnel management of an organization at present is the increasing role of the employee’s personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization.
Changes in the economic and political systems in our country simultaneously bring both great opportunities and serious threats to each individual, the sustainability of his existence, and introduce a significant degree of uncertainty into the life of almost every person. Personnel management in such a situation acquires special significance, since it allows us to implement and generalize a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization’s personnel management system.
In summary, we can distinguish three factors that influence people in an organization.
First- hierarchical structure of the organization, where the main means of influence are relations of power - subordination, pressure on a person from above, through coercion, control over the distribution of material goods.
Second- culture, i.e., joint values, social norms, behavioral guidelines developed by a society, organization, group of people, which regulate the actions of an individual, force the individual to behave one way and not another without visible coercion.
Third- market - a network of equal relations based on the purchase and sale of products and services, property relations, balance of interests of the seller and buyer.
These influencing factors are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority is the shape of the economic situation in the organization.
During the transition to a market, there is a slow move away from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations and property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the organization is the employees, and outside the organization are the consumers of the products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss: towards profit, and not towards waste; to the initiator, and not to the thoughtless performer. Move to social norms based on common economic sense, without forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.
New personnel management services are created, as a rule, on the basis of traditional services: the personnel department, the department of labor organization and wages, the department of labor protection and safety, etc. The tasks of the new services are to implement personnel policies and coordinate labor resource management activities in the organization . In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating labor activity, managing professional advancement, preventing conflicts, studying the labor market, etc.
Of course, the structure of the personnel management service is largely determined by the nature and size of organizations and the characteristics of the products produced. In small and medium-sized organizations, many personnel management functions are performed primarily by line managers, and in large ones, independent structural units are formed to implement the functions.
In a number of organizations, personnel management structures are being formed that unite under the unified leadership of the deputy director for personnel management all departments related to work with personnel.
Depending on the size of the organization, the composition of the divisions will change: in small organizations, one division can perform the functions of several subsystems, and in large organizations, the functions of each subsystem, as a rule, are performed by a separate division.
Generalization of the experience of domestic and foreign organizations allows us to formulate the main goal of the personnel management system: providing personnel, organizing their effective use, professional and social development. In accordance with these goals, the organization's personnel management system is formed. As the basis for its construction, principles are used, i.e. rules and methods developed by science and tested in practice. The personnel management system of a particular enterprise (organization) is usually implemented on the basis of developing the concept of the enterprise's personnel policy.
The personnel policy of the organization justifies the need to use in practice certain specific methods recruitment, placement and use of personnel, but does not engage in a detailed analysis of their content and the specifics of practical work with personnel.
When talking about personnel policy, it cannot be equated with personnel management. The concepts of “personnel management” and “policy” themselves are far from identical; “Management” is a much broader term, one of the components of which is policy, in this case personnel policy.
Taking into account the above, personnel policy can be defined as a system of goals, principles and resulting forms, methods and criteria for working with personnel, applicable to all categories of employees.
An organization's personnel policy is a holistic strategy for working with personnel, combining various elements and forms of personnel work, with the goal of creating a highly productive and highly professional, cohesive, responsible team capable of flexibly responding to changes in the external and internal environment.
Firstly, providing a high-quality workforce, including planning, selection and hiring, release (retirement, layoffs), analysis of staff turnover, etc.;
Secondly, employee development, career guidance and retraining, certification and assessment of skill levels, organization of career advancement;
Thirdly, improving the organization and stimulation of labor, ensuring safety precautions, and social benefits.
The main goals of personnel policy must correspond to the mission of the organization and fully comply with the concept of its development. The development concept itself should cover the most diverse areas of the organization’s activities and determine the tasks of management, taking into account the analysis of the real situation developing in the company and on the market.
The personnel management system is the basis of the organization's management, since it implements the main task of management - organizing activities. The effectiveness of management directly depends on the quality of personnel management.
To improve management efficiency in personnel management, optimization issues come to the fore. staffing, which are especially important for organizations going through crisis phases or in a recession.
Let's consider the basic provisions, principles and composition of the personnel management system from the point of view of effective management of the organization.
Personnel management is a subsystem in a more global system of business management, carried out within a certain organizational hierarchical structure (Fig. 1).
Personnel are people who, within a certain organizational structure, carry out established interrelated activities.
The main goal of personnel management in any organization is to ensure effective activities workers within the organization and the formation of personnel as individuals with high responsibility, collective psychology, high qualifications, a developed sense of business partnership, corporate and organizational culture.
Personnel management is a system of interrelated organizational, economic and social measures to create conditions for the normal functioning, development and effective use of the organization’s human resources potential. The personnel management system includes such subsystems as personnel planning, recruitment and dismissal, training and development, motivation and remuneration, organization of activities, personnel assessment and certification.
The effectiveness of personnel management is determined by the degree of implementation of the overall goals of the organization. The effectiveness of each individual worker depends on his ability to perform the required functions and the motivation with which these functions are performed.
The organization must create specific methods, procedures, programs for managing processes related to human resources, and ensure their continuous improvement. Taken together, these methods, procedures, programs constitute a personnel management system, which is characterized by the following parameters:
Compliance of personnel with the goals and mission of the company (level of education, qualifications, understanding of the mission, attitude to work);
The effectiveness of the personnel management system - the ratio of costs and benefits, the need for investment, the choice of criteria for assessing the results of work with personnel;
Redundancy or insufficiency of personnel, calculation of needs, quantity planning;
Balance of personnel in certain groups of professional activities and socio-psychological characteristics;
The structure of interests and values prevailing in groups of management personnel, their influence on attitudes towards work and its results;
The rhythm and intensity of activity, which determine the psychological state and quality of work;
The intellectual and creative potential of management personnel, reflecting the selection and use of personnel, the organization of the system for their development.
The structure of the HR management system, oriented towards business in the organization, is shown in Fig.
In Fig. Figure 2 shows the composition of the functional subsystems of the organization's personnel management system, combining homogeneous functions.
Assessment of competence and professional suitability of personnel
The company's personnel are one of the most important resources ensuring successful business development. Along with financial and material resources, it is also subject to management, which must be structured in such a way that the achievement of the company’s strategic and tactical goals is supported by adequate and timely measures to change the organizational structure, streamline the responsibilities of managers and employees, timely professional orientation of employees and their proper training. The condition for the successful development of an enterprise is the balance of interests of its owners, staff and clients. Therefore, organizational improvement and personnel management becomes one of the most important functions of an organization’s management, ensuring its effectiveness.
Naturally, the personnel management system depends on the management structure of the enterprise - whether the enterprise is independent or is it a holding structure consisting of a parent company and many subordinate companies. But even in holding structures, different management models are used - from concentration of a number of holdings within the parent company general functions and, accordingly, the operational management of processes at its enterprises to the “joint-stock” management model, when the enterprises are basically independent, and the holding controls only the profitability and efficiency of the enterprises included in it. These models dictate their requirements for the personnel management system. However, along with the specific ones, there are basic elements of personnel management in each enterprise.
To such basic elements can be attributed:
Operational personnel records;
Organizational improvement;
Assessment of personnel competence and monitoring of labor productivity;
Control of labor discipline.
If personnel accounting is a completely clear and fairly regulated task, then organizational improvement, monitoring the professional compliance of personnel and labor productivity require an expert approach, analysis of many factors and, therefore, processing of a large amount of information. It is obvious that it is impossible to solve such problems without special tools (meaning software) efficiently and at the lowest cost. It should also be noted that from an information point of view, the above elements of personnel management should be integrated as much as possible. Personnel accounting (together with payroll) is the core of the system; it serves as a provider of information for other management elements
Periodic assessment of the business qualities of personnel (competence, responsibility, work efficiency, etc.) by conducting certifications and passing exams in retraining courses makes it possible to analyze the performance of departments through the prism of personnel quality and optimize its number.
You can study the business qualities of staff by comparing the qualifications of various employees within professional groups. The amount of actual knowledge of each employee determines the level (profile) of his qualifications. The amount of required knowledge given in the job description establishes the level (profile) of requirements for the employee. Assessment of professional compliance of personnel is based on a comparison of the levels (profiles) of requirements and qualifications of each employee.
Assessing the professional suitability of personnel within one professional group using the suitability coefficient serves as the basis for the development of current measures aimed at improving their quality characteristics (training, rotation, reduction, etc.).
Having developed a methodology for calculating the employee's suitability coefficient, taking into account the required (measured in points and established in the job description) and actual (obtained from the results of a study of personnel quality) quality, the HR director will be able to manage the quality composition of employees in professional groups, divisions, and branches.
Comparing the business qualities of different employees of departments throughout the corporation as a whole is the basis for making such management decisions as replacing line managers, organizing assistance to management in working with personnel, and strengthening supervisory activities.
Analysis of personnel quality will help assess the effectiveness of the existing organizational structure and management system as a whole.
Thus, the results of assessing the quality of personnel serve as the basis for the following areas of personnel work:
Professional training. Continuous training of employees, especially in modern dynamically developing areas, will allow the company to respond to market changes in a timely manner and adjust its business. Prompt identification of employees who have an actual grade lower than the required one in certain areas of knowledge will help to correctly formulate a calendar thematic plan, establish and justify the training budget. Without an understanding of what needs to be taught and who needs to be taught, it is impossible to conduct training effectively.
Personnel rotation. The main goal personnel rotation systems are the optimal placement of personnel at various levels throughout the company for productive business development. Personnel rotation is an internal reshuffling of personnel in accordance with the career and professional growth of personnel. It serves to improve the work of specific departments that, in terms of their business development indicators, do not achieve their goals, and whose managers cannot cope with their responsibilities. The rotation system also allows you to solve the problem career growth managers at various levels and provides them with the opportunity to realize their personal and professional potential.
Rotation is based on the selection of candidates who, in terms of qualifications, experience and professional training, meet the requirements defined in the job description.
Formation of personnel reserve and career planning. Based on the personnel reserve (external or internal), personnel rotation is carried out regarding certain positions. Specialists included in the personnel reserve are ranked by skill level (or suitability coefficients). Thus, at any time you can select an employee whose qualifications best meet the requirements established in the job description.
If the qualification requirements for a position are generally known, career planning can be carried out on the basis of objective criteria and rules known to each employee.
If job descriptions establish standards for the functions performed (in quantity, volume, monetary terms and other indicators), and for a specific employee - the actual workload production functions, then you can analyze and monitor labor productivity. This approach allows not only to make management decisions on personnel, but also to create a motivation system at the enterprise depending on labor productivity.
Taking into account the amount of personnel costs, standard indicators for the functions performed and the described business processes (as the sequence of functions), it is possible to conduct a functional-cost analysis of the business processes, products, and clients of the enterprise. Figure 10 shows a logical diagram of cost allocation for functional cost analysis of business processes.
The difference between income and expenses allows you to evaluate the profitability of a business process (product profitability) and allocate profits to customers (customer profitability).
As can be seen from Fig. 10, to implement an assessment of the functional cost of business processes, you must have:
Their description as a sequence of functions performed;
Job descriptions as a list of functions performed at the workplace;
The coefficient for allocating costs per workplace (full-time position) by functions performed (actual workload by functions);
Algorithms for allocation by cost types.
Rice. 3. Logical diagram of functional-cost analysis of business processes:
1 - consolidation of costs for a full-time position (salary, travel expenses, training, cost of a workplace, etc.);
2 - allocation of non-operating expenses (rent, telephone costs, security, etc.) between departments according to the appropriate algorithms depending on the types of costs; 3 - distribution of general non-operating expenses by staff positions; 4 - distribution of consolidated costs for regular positions by production functions depending on the actual load; 5 — consolidation of costs by production functions for business processes; b - consolidation of income (according to accounts, transactions) by products for the business processes that implement them
Important elements of the personnel management system are personnel
politics and HR strategies.
Personnel policy is a system of goals, principles and resulting forms and methods, rules, norms and criteria for working with personnel, adopted in the organization and corresponding to the business strategy.
Personnel strategy is a set of basic principles, rules and goals for working with personnel, taking into account business strategy, organizational structure, personnel potential, and personnel policy.
The purpose of personnel policy is to ensure an optimal balance of processes of updating, maintaining and developing the necessary qualitative and quantitative composition of the organization’s personnel in accordance with business needs.
Personnel strategy, or personnel management strategy, is based on the personnel policy and development strategy of the organization and is long-term in nature. The development of a personnel management strategy consists of determining the main directions of action, resources, time parameters, and a set of measures to implement the chosen course of action.
It should be noted that the personnel strategy significantly depends on the stage of the organization’s life cycle. Functioning of the organization in general view goes through a number of stages, including the formation of an organization, its intensive growth, a period of stable functioning, a certain decline (requiring a certain transformation, reform, restructuring of both the structure and the business) and the last stage - transformation (revival) or liquidation. Business strategies and HR strategies change according to these stages of an organization's life cycle. In table Table 2 shows general approaches to matching the stages of an organization's life cycle, business strategy and requirements for personnel strategy.
The Russian enterprise "Stell" was founded on May 18, 1993 as joint stock company(JSC) closed type (N 3462 dated May 18, 1993. Registration Chamber of the St. Petersburg City Hall). As a result of the adoption of the new Civil Code of the Russian Federation, JSC Stell underwent re-registration and, as a result, acquired a new name, CJSC Stell, corresponding to the Civil Code of the Russian Federation.
Currently, Stell JSC has the following structural divisions: publishing house; printing house; HR department, marketing and sales service; accounting
At the beginning of 1995, under a contract with the Austrian company Brüder Henn, publishing and printing equipment worth 1 million 300 thousand DM was supplied and installed:
Two-color printing machine "Roland";
Publishing computer system with color separation kit;
Equipment for making photos and printing forms;
finishing equipment.
The level of quality of products manufactured on this equipment is comparable to similar production in developed countries of the world.
The authorized capital of Stell JSC at the time of its foundation was 50 million rubles, the book value of the property at the time of privatization (December 1993) was 1.6 million rubles.
The main products of Stell JSC are high-quality color art albums, magazines, booklets, advertising publications, colorful children's books.
Currently, JSC "Stell" operates with the following
composition of specialists:
Administrative and managerial apparatus
general director - 1 person.
commercial director - 1 person.
secretary-referent - 1 person.
chief accountant - 1 person.
accountant - 2 people
engineer-economist - 2 people.
head of brand service
ting and sales - 1 person.
marketing specialist - 3 people
sales manager - 4 people.
lawyer - 1 person
head of management service
staff - 1 person.
HR specialist - 2 people.
Publisher: director - 1 person.
deputy directors - 1 person.
tech. editor - proofreader - 1 person.
artist editor - 1 person
head of the publishing system - 1 person.
artist-designer - 1 person.
computer network operator - 1 person.
Printing house: director (aka technologist) - 1 person.
Chief engineer - 1 person.
procurer - 1 person.
printer (2 teams of 2 people each) - 4 people.
finisher - 2 people.
finishing production technologist - 1 person.
printed form copier - 1 person.
installer - 1 person
photographer - 1 person
driver - 2 people
Cleaning lady - 1 person.
TOTAL: - 44 people.
This structure can be used as a base when expanding Stell JSC as production volumes increase.
An analysis of the composition of the workforce showed that at the moment there are 70% of specialists who previously worked in the printing industry, and 30% in other sectors of the national economy.
For most orders, printing work is carried out in a 2-shift mode, other services work in a single shift.
Taking into account the closed production cycle of production, it is possible to expand the functions of workers, which will ensure mobility of personnel and interchangeability of personnel in technological operations.
When organizing material incentives for workers
enterprises take into account the following factors:
The level of wages for similar jobs at other enterprises;
Remuneration system for similar work at other enterprises;
Level of qualifications for work related to the artistic part of the product;
Lead time factor;
The factor of uninterrupted operation of equipment and technology that ensures the production process.
It was decided that it would be expedient to develop a combined remuneration system:
time-based bonus for equipment and machinery maintenance work;
Piece-rate bonuses for jobs where labor rationing is possible;
salary and bonus for engineers and other categories of workers.
Concept of personnel policy of Stell JSC
The development of Stell JSC constantly requires the implementation of many functions in personnel management: planning the need for employees, recruitment, adaptation of new employees in the organization, promotion of promising employees, dismissal due to professional unsuitability or age, and so on.
The personnel policy of Stell JSC is a system of personnel management measures, consciously adopted by management and operating at the enterprise.
The purpose of developing personnel policy:
Creation of a system of personnel movement in the organization and development of specific (proprietary) methods of interaction with personnel;
Improving the psychological climate and increasing the coherence of work in the team, stabilizing the staff, increasing the level of its functioning.
Personnel policy includes the following aspects:
general principles and priorities of goals;
organizational and staffing policy (need planning, recruitment, promotion, relocation, dismissal, creation of a reserve of employees); organizational and labor policy (working conditions, safety precautions);
information policy (principles of the information flow system);
financial policy (principles of distribution of funds, basics of the compensation system);
personnel development policy (principles for preparing personnel development programs);
performance evaluation.
Methods: social and psychological research (questionnaires, interviews, individual psychological diagnostics of employees);
collecting information on existing traditions of personnel policy at the enterprise; holding problem-solving business meetings; preparation of teaching materials
Results:
The organization has developed, adopted and operates adequate methods for human resource planning and personnel selection using a clear system of criteria; the connection between human resource planning and organizational performance is clearly understood; the importance of various positions in the organizational structure is realized.
Stell JSC has certain rules of conduct for employees. They can be either enshrined in various regulatory documents (for example, in an employment contract it can be stated that for non-use of sick leave during the year an employee is paid a bonus in the amount of half the official salary), or exist “in the minds” of employees (for example, “with us It is customary to give gifts to employees on their birthdays."
Personnel management is a document that specifies the rules (a set of basic norms) for the behavior of employees in different situations life both within the team and outside it.
Relationships within the team:
vertical relationships (with superiors and subordinates;
horizontal relationships (with colleagues;
employee-organization relationship).
Relations with the external environment:
The purpose of developing personnel management: To give employees a clear understanding of the rules and regulations that they must follow as employees of this organization.
Main sections of the Personnel Manual:
labor relations - the procedure for hiring and firing employees;
employee working hours - days and hours of work, tardiness, absences and absenteeism;
relations between a boss and a subordinate - a “portrait” of a boss and a subordinate, principles of delegation of authority and responsibility, career and professional growth, consideration of labor disputes;
financial discipline of employees;
security - confidentiality of information and responsibility for its disclosure, access regimes to the organization’s premises, safety precautions;
working conditions and benefits for employees - annual leave, medical and pension insurance, education; system for maintaining and improving activities - the procedure for making and considering proposals, solving problems, remuneration.
The personnel manual is developed on the basis of the principles laid down in the corporate philosophy and is their organic continuation.
Methods: social and psychological research (interviewing, questioning, etc.); training seminars.
Results:
a system of criteria for assessing employee behavior appears, which is especially important when resolving conflict situations; less energy of management personnel is spent on managing the team
The personnel development system is an important condition for maintaining the competitiveness of the organization. Even with the highest quality of goods or services produced by a company, to achieve success it is necessary that all parts of the company work quickly, smoothly and professionally. This is especially true in the context of a rapidly changing external environment of the organization, and the impossibility of predicting its development for the long term.
All this requires a high level of qualification of the organization’s personnel, the ability of people, especially managers, to make the right decisions, clearly interact with each other using the most modern knowledge in various areas of organizational activity. It is no coincidence that it is recognized that highly qualified personnel are the most valuable capital of any organization.
Advanced training programs are compiled for employees at various levels of the hierarchy:
increasing the level of regular management of the organization.
Advanced training programs are compiled taking into account the specifics of each employee and the area of his professional activity and can be developed for:
Advanced training programs may cover the following areas: personnel management, time-management, team-building, project management, external environment organizations, activity management, system analysis (basics of system management of an organization, problem analysis, and so on.
Advanced training programs are developed taking into account the results of personnel certification and serve as one of the tools for implementing the personnel policy of Stell JSC.
Methods: a course of lectures on various disciplines; trainings, seminars; individual consultation.
Results: increasing staff efficiency; improving product quality; improvement organizational culture based on a more qualified approach to solving organizational problems; increasing the level of regular management; stabilization of staffing on the basis of provision; organizing opportunities for professional, career and personal growth for employees.
IV. Conducting personnel certification
Personnel certification is a set of activities during which the head of the organization receives a clear understanding of the strengths and weaknesses of the personnel available in the organization.
Certification results bring a lot of valuable information, on the basis of which you can set and adjust qualification requirements for personnel, competently plan further training activities and select employees who are best suited for the organization.
Target:
Methods:
socio-psychological research in order to determine the objectives of certification, clarify the attitude of employees towards it, develop certification parameters, and so on, develop a system of criteria for certification, plan certification procedures in specific departments, prepare methodological materials, organize and conduct certification events, compile reports and prepare recommendations for certification results.
Results:
obtaining multidimensional information about each employee of the organization
optimal use of the capabilities of each employee
identification of candidates for promotion, relocation, dismissal
optimal distribution of responsibilities and determination of the employee’s degree of responsibility; obtaining a basis for planning activities for advanced training in the organization.
Let us analyze the results of implementing the concept of personnel policy of Stell JSC. First of all, let's analyze the use of labor resources in the enterprise.
We analyze changes in the number and structure of industrial production personnel of Stell JSC for 1998 and 1999. in table 1.
Table 1. Number and structure of industrial production personnel.
|
Indicators |
Average number of employees (persons) |
Structure of industrial production personnel, % of total |
||||
|
previous period |
reporting period |
deviation |
previous period |
reporting period |
deviation |
|
|
1. Workers |
||||||
|
2. Leaders |
||||||
|
3. Specialists |
||||||
|
Total industrial production personnel |
||||||
As can be seen from the presented data, the number of industrial and production personnel at Stell JSC increased from 37 to 44 people, that is, by 7 people, which is explained by the growth of the enterprise and an increase in the volume of work. The structure of industrial production personnel changed during the reporting period - the share of workers increased by 4.79%, the share of specialists decreased slightly, the number of managers, although remained the same, but their share decreased by 3.87%.
The personnel policy of Stell JSC can also be assessed using HR performance indicators.
The state of personnel at the enterprise can be determined using the following coefficients:
The personnel attrition rate Kvk is determined by the ratio of the number of employees dismissed for all reasons for a given period Rv. to the average number of employees for the same period P:
Kvk = Ruv/P*100%,
Using the available data, we calculate the retirement rate for 1999 of Stell JSC:
Kvk = 4/44*100 = 0.0009%
The recruitment rate of Kpk is determined by the ratio of the number of employees hired for a given period of Rpk. and the average number of employees for the same period P:
Kpk = Ppk/P*100%
The recruitment rate for 1999 was 0.0025%.
Ksk = 1 - (Ruv/R + Rp) * 100%,
where Ruv is the number of employees who left the enterprise at their own request and due to violation of labor discipline during the reporting period;
P is the average number of employees at a given enterprise in the period preceding the reporting period;
Рп - the number of newly hired workers during the reporting period.
The stability coefficient was 92.73%, the following data was taken into account:
Ruv - 4 people;
R - 44 people;
Rp - 11 people.
This coefficient indicates a fairly high level of enterprise management organization. Ideally, the personnel stability coefficient should be close to 90-95%.
But the most telling thing is the staff turnover rate.
The level of staff turnover (Utk) is estimated by the ratio of the number of employees who left the enterprise at their own request or on the initiative of the administration (Ruv), and the average number of employees (P).
Utk = Ruv/ P * 100%
For Stell JSC, Utk amounted to 9.1%, which is a low figure.
The enterprise has developed job descriptions for each category of PPP. Given the scope of this work, we are not able to provide examples of these job descriptions.
The enterprise has also developed measures to develop personnel and improve their qualifications.
When implementing the personnel policy of Stell JSC, priorities are given to the interests of production. The interests of the employee are almost not taken into account. An individual approach to enterprise employees is not a priority of personnel policy (Fig. 4). However, this has both negative and positive features (Table 2).
Fig.4. Priority of personnel policy of Stell JSC
Negative traits contribute to the destruction of personnel in the enterprise, which greatly affects the further work of the company’s personnel (employees).
Positive traits can have a beneficial effect on the future work of personnel and their productivity. Also, positive traits can be stimulants, both for an individual employee of the company and for the entire team as a whole, which will significantly affect the future productivity of personnel.
In primary work teams, in addition to the manager, the leader influences the behavior of workers. Leadership is the process of spontaneous, spontaneous leadership of a team from the inside, by the most authoritative members of the team. The most proactive, energetic, sociable, and informed employees become leaders. In different situations of the life of a team, different workers can be leaders.
Leadership occurs only when the team has employees with a penchant for leadership. If there are no such workers in the organization, the team is left without a leader. Leaderless teams are less effective and have lower levels of cohesion. The greatest work efficiency and cohesion are achieved by those teams where the manager is also a leader. In this case, he can influence the team not only through administrative measures, but also use socio-psychological sanctions. However, the combination of a manager and a leader in one person is not always possible to achieve.
Specialists in economics and sociology of labor, studying the socio-psychological structure of the team, must identify leaders in order to rely on them when organizing collective activities. The team should be influenced, first of all, through leaders. However, managers who, for some reason, do not correspond to their positions, are afraid of the appearance of leaders in their teams, considering them their rivals. The opposition and hidden confrontation between the manager and the leader can lead to conflicts in the team.
The peculiarities of interaction between team members regarding the adoption, implementation of decisions and control over employees form the leadership style.
Leadership style is determined by the characteristics of power-administrative relations and consists of a number of elements. Among them are the distribution of powers between managers and subordinates, giving them independence, participation in informing the team; the manager’s attitude towards advice, statements and criticism from subordinates; the tactics used to influence subordinates; predominant forms of addressing subordinates; features of social control in a team; nature of interactions with public organizations, including with the council of the labor collective; leader's position in conflict situations.
Depending on the combination of these elements, three main types of leadership styles are distinguished: administrative; democratic; conniving.
For administrative The leadership style is characterized by the exclusion of subordinates from participation in the development and adoption of decisions, the lack of opportunity for subordinates to show initiative and independence, and the lack of mutual understanding between the leader and subordinates.
Democratic The leadership style is the exact opposite of administrative.
Conniving style means that the manager, in essence, withdraws himself from the leadership process, lets it take its course, basically all the work is carried out by deputies.
The combination of permissive and administrative styles gives rise to bureaucracy, i.e. unorganized work, irresponsibility of workers, discrepancies between words and deeds, paperwork on the part of managers, respect for rank among ordinary workers, servility.
CONCLUSION
Thus, as a result of our research, the following main conclusions can be drawn.
The specific task of any analysis of an enterprise’s labor resources is to find weaknesses associated with the use of labor, and its goal is to develop recommendations that will not allow the enterprise to reduce the volume and quality of its commercial products.
Having analyzed the methods and principles of maintaining the personnel policy of Stell JSC, we can conclude that the company has a targeted personnel policy, and a concept of personnel policy has been developed.
The personnel composition of the enterprise is stable, which is clearly seen from the calculation of the indicator (coefficient) of personnel stability, which amounted to 92.73%.
Stability of personnel leads to increased productivity, improvement of the moral and psychological climate in the team, and contributes to better adaptation of new employees to the team.
However, it is necessary to take measures to activate staff and motivate them to work, because The interest of each employee in the common cause of the enterprise is little noticeable. After all, one of the subtasks of personnel policy is the selection of the most effective methods of motivating staff. To motivate means to touch upon their most important interests, to give them a chance to realize themselves in the process of work.
The current state of education and the presence of elements of crisis phenomena during the formation market relations makes special demands on the personnel management policy of any enterprise. In these conditions, it is necessary to significantly increase the focus of personnel management, strengthen labor discipline, ensure the introduction of modern methods of stimulating work motivation, monitoring the results and quality of work, and achieve closer interaction of this type of management with the management of the enterprise as a whole. Modernization of management should be focused on consolidating the potential of the enterprise, increasing productivity and labor efficiency, both in the short and long term.
The determining factor influencing competitiveness, economic growth and production efficiency is the presence at the enterprise of human resources capable of professionally solving assigned production tasks. To effectively manage personnel, an enterprise needs a holistic system of working with personnel that allows them to be managed from the moment of hiring to the end of their career.
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Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.
The concept, essence and tasks of enterprise personnel management. Modern technologies and assessing the effectiveness of the organization's personnel management system. Providing conditions for highly productive work and a high level of organization.
thesis, added 02/17/2012
The essence of the personnel management process, its content and current trends. Personnel policy of the enterprise, its importance in the activities of the organization. Analysis of the labor resources of LLC "QUEEN-STROY" and identification of personnel management problems, ways to solve them.
thesis, added 08/13/2009
The concept of a personnel management system, its essence and constituent elements, main goals and functions in the enterprise. Analysis of the personnel management system at LLC Management Company "Spetsstroygarant", its features. Problems identified during the analysis and ways to solve them.
thesis, added 05/09/2009
Methods of managing personnel of an organization. Analysis of the personnel management system in an organization using the example of Vertical LLC. Assessment of labor resources. Identification of problems in the enterprise's personnel policy and development of measures to improve its effectiveness.
thesis, added 11/03/2016
Features of the personnel management system trading enterprise, indicators of its effectiveness. Analysis of the personnel management system of JSC "T&K" Products ". Measures to improve the personnel management system, calculation of economic efficiency.
thesis, added 12/07/2012
Principles and methods of personnel management. Organization of management of the enterprise's personnel potential at JSC "RETZ ENERGY". Activities aimed at improving the organization of the enterprise in terms of personnel management, selection and training.
course work, added 01/19/2011
Theoretical foundations of personnel management. Functions and goals of personnel management. Methods of selection and selection of personnel. History of creation, goals, objectives of enterprise management. Organization of personnel training system. Ways to improve personnel management.
course work, added 12/01/2010
