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Journal articles on the topic 'Labour, organization and personnel management'
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1
Иваненко and Marina Ivanenko. "Systematic Approach to the Management of Labour Motivation of Personnel Service Organizations." Management of the Personnel and Intellectual Resources in Russia 4, no. 3 (June 17, 2015): 28–31. http://dx.doi.org/10.12737/12090.
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The article discusses the components of the system of labour motivation. The author conducted a comparative analysis of the concept of “work motivation”.
Presents the components of work motivation in the context of a systematic approach. The introduction of a systematic approach in the activities of the service
organization will optimize the management of human resources, which in turn, will increase its competitive advantage. The author focuses on trichotomies
the nature of labour motivation, namely the presence of three interdependent subsystems. In connection with this motivation should be considered it must be
based on three components — a set of motives, incentives and employment. The main elements of the system work motivation service organizations include:
the content of the work, wages, social contacts, self-education and support, autonomy, self-realization, organizational culture.
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Katkasova, Larisa. "Assessment of the labour potential ssessment of the labour potential of paramedical workers (fragment of f paramedical workers (fragment of research work)." Medsestra (Nurse), no. 2 (February 1, 2020): 48–56. http://dx.doi.org/10.33920/med-05-2002-08.
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At present, in the process of innovative development of health care in the Russian Federation, the personnel policy of medical organizations is becoming important. In this regard, the basis of labour resources management is the increasing role of the personality of the specialist, knowledge of his or her motivation, ability to shape and direct them in accordance with the tasks facing the organization. The effectiveness of health workers, including nursing personnel, depends on such an indicator as labour potencial.
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Печеркина and A. Pecherkina. "Management of occupational health personnel of educational institution." Management of the Personnel and Intellectual Resources in Russia 3, no. 3 (June 17, 2014): 26–29. http://dx.doi.org/10.12737/4873.
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Management of occupational health personnel of the educational institutions currently acquires special significance. This is because health provides performance and productivity of the employee’s activity and as a result the efficiency of the organization as a whole. In the article on the basis of the analysis of the works of domestic and foreign authors is given a definition of the notion of «professional health educators, determined the characteristics of educational activities, and symptoms of professional health of the teacher. This allowed to identify activities on health management educators in the following areas: the creation of a culture of a healthy way of life, organization and protection of labour and the workplace, the organization of psychological and emotional discharge, treatment and prevention activities.
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Yarasheva, Aziza. "Reproduction of labour resources in the Moscow health organizations." Living Standards of the Population in the Regions of Russia 17, no. 2 (June 9, 2021): 243–51. http://dx.doi.org/10.19181/lsprr.2021.17.2.8.
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The article is aimed at studying topical issues related to the conditions for the reproduction of labour resources. Its key concepts and basic provisions are associated with a group of factors influencing this process: organizational and economic (improving the organization of production and management) and socio-psychological (improving working conditions, moral and psychological climate in the team). The results of a study (2019-2020) are presented on the development of the institution of mentoring in organizations of the capital's health care and methods for assessing the motivation of medical personnel to work. The main results of the study: the need and readiness of medical workers (doctors and nurses of metropolitan healthcare organizations) for mentoring, their incentives and degree of involvement in the mentoring / tutoring system (reasons for unwillingness to become mentors), indicators of effectiveness in mentoring were identified. The main group (material and non-material) incentives for the provision of services to the population at a high-quality level, as well as criteria for assessing the motivation of medical personnel to conscientiously perform their professional duties, have been identified. Shown: the relationship between the goals of reproduction of labour resources with the development of a motivational system for healthcare organizations; an algorithm for constructing a motivational map (a sample of the interpretation of the data obtained) is presented, which serves for: selection of personnel when hiring; evaluating the effectiveness of the adaptation period for newly hired medical personnel from other organizations; passing certification procedures; formation of a personnel reserve in health care organizations; when drawing up individual effective contracts for personnel; to prevent professional burnout and create a positive psychological climate in the team. The results obtained form the basis of the methodological recommendations used in the state metropolitan healthcare organizations
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KUDRYAVTSEVA, O. "ORGANIZATION OF LABOUR IN THE SYSTEM OF «ECONOMICAL» HUMAN RESOURCE MANAGEMENT." Economics of the transport complex, no. 37 (May 12, 2021): 60. http://dx.doi.org/10.30977/etk.2225-2304.2021.37.60.
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The human resource management system is dynamic because it requires transformation taking into account the changes in external and internal conditions, goals and objectives of the organization. The goal is the basis that determines the direction and nature of the behavior of the object of management to achieve the desired results. In modern conditions, achieving the goals of the organization requires integration of goals and interests of the organization and employees, changing attitudes and approaches to management based on an “economical” approach. To implement this approach to human resource management requires the formation of a subsystem of labour organization in the human resources management system. The introduction of the subsystem of labour organization is carried out using the introduction of new forms of labour organization; enrichment of labour content; creating conditions for professional and career growth; ensuring safe working conditions; participation of employees in the process of developing and making management decisions; ensuring fair and appropriate remuneration for work. To address this issue, the paper presents a model of labour organization, whose elements are divided into two levels of importance. The first level includes the content of work, and the elements of the second level are the remuneration of employees, their professional development, working conditions. In addition, the paper proposes to consider the system of human resource management, which introduces subsystems of formation, use and development of human resource, as well as labour organization. The links between the elements give the human resource management system certain properties, such as generation, interaction, transformation and development. Particular attention is paid to the subsystem of labour organization, which is designed to change management approaches in other subsystems, based on the principle of recognition of the main role of human resource in the organization. The introduction of the subsystem of labour organization in the human resource management system will reduce the severity of the problem of personnel management in organizations.
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Тавасиева, Z. Tavasieva, Позмогов, and A. Pozmogov. "INNOVATION IN PERSONNEL MANAGEMENT OF ORGANIZATION." Management of the Personnel and Intellectual Resources in Russia 6, no. 2 (May 4, 2017): 11–14. http://dx.doi.org/10.12737/25268.
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In modern conditions of managing in the organizations introduction of innovative technologies in the sphere of human resource management becomes
an urgent task. The most important factor of realization of innovative solutions of the tasks arising in modern collectives are personnel innovations. They are
based on need of close interrelation of the development strategy of the company with planning of personnel; to assessment of extent of influence of costs for
work with shots on economic indicators of production; formation of necessary amount of competences, professional skills for effective work in labor market.
The main directions of innovative personnel technologies, and also forms of their realization in a control system are defined. The model of work with innovations
in a personnel management system is offered. Dependences of introduction of innovations in human resource management with the solution of specific
objectives, and also their basic orientations are established. It is claimed that a main goal of in human resource management, is providing the organization
by the employees capable to the innovative ideas and technologies of their embodiment.
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Antipova, Ol'ga. "Model of Development of Competences of Workers and Experts As Element of Personnel Marketing in the Personnel Management System." Management of the Personnel and Intellectual Resources in Russia 8, no. 6 (February 19, 2020): 38–43. http://dx.doi.org/10.12737/2305-7807-2020-38-43.
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Subject. Strategic management of human resources defi nes the general direction in which the organization intends to follow, solving strategic problems and achieving the planned objectives. Such management defi nes in the long term practice of formation and development of human resources, managements of indicators of personnel work, etc. The modern competitive strategy of improvement of quality of labor in modern productions, has to be based on formation at workers of the key competences caused by branch specifics. Purposes. A main objective is to open one of human resource management approaches — marketing of the personnel representing the system of relationship of the organization with personnel. In modern conditions marketing of personnel promotes planning and realization of functional management of human resources. Methodology. For achievement of the planned results modeling methods — a structurization method are used. Results. Need of use of personnel marketing as resource-saving mechanism is proved in a personnel management system: the model of development of competences of workers and experts as one of elements of personnel marketing directed to increase in labor productivity in structural divisions of the oil company is off ered; it is provided creations of the centers of development of competences of organizational structure of large corporations and its interaction with the structural divisions which are responsible for development of a production system, the educational organizations and the companies which are carrying out the assessment of competences. Conclusions. Within the research it is noted that the model of development of competences of workers and experts has to be in the center of attention when forming the development strategy of the organization, representing one of elements based on which the organization forms competitive advantages of the personnel.
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Коган, Ефим, Efim Kogan, С. Нисимов, S. Nisimov, Т. Фомина, and T. Fomina. "New Labour Market Instruments in Personnel Management at the Enterprises of Nanotechnology: Assessing the Effectiveness." Management of the Personnel and Intellectual Resources in Russia 6, no. 6 (January 23, 2018): 49–60. http://dx.doi.org/10.12737/article_5a462327a1a337.65974644.
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The article gives the results of the sociological analysis of the impact on the organization of human resource management services in the nanoindustry by introducing professional standards and independent qualification assessment into practice. The latter are called upon to reorient personnel services to the management of personnel quality. The current position of the services regarding the use of professional standards and evaluation of qualifications in the personnel management is presented. The ways of using these tools in implementing the personnel policy of the enterprise are discussed.
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Nikulina, Yu, and O. Kablukova. "Innovative Technologies in the Implementation of Personnel Policy: Practical Approach." Management of the Personnel and Intellectual Resources in Russia 9, no. 4 (October 7, 2020): 58–62. http://dx.doi.org/10.12737/2305-7807-2020-58-62.
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Effective innovative personnel policy is designed to create conditions for increasing labor productivity and job satisfaction of employees of the organization. Innovations in personnel management allow you to fully implement the strategic goals and objectives of the organization, involving the organization's personnel in non-standard ways in their solution. The article discusses the behavior models of employees of the organization and their relationship with the innovation strategy. The results of the use of innovative technologies in the implementation of human resources policies by Russian organizations are presented and the risk factors for their implementation are listed. The authors substantiate the need to implement distance learning as a tool for implementing innovative personnel policy and determine the impact of the results of implementing iSpring on the effectiveness of the organization's personnel technologies.
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z Baiganova, Zhuldyz, Raushan Magzumova, Nailya Delellis, and Ainagul Tulegenova. "SWOT analysis of the Human Resource Management Service of Medical Organizations in Kazakhstan." Journal of Health Development 2, no. 37 (2020): 31–36. http://dx.doi.org/10.32921/2225-9929-2020-2-37-31-36.
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Abstract Purpose of the study: to conduct a SWOT analysis of the human resource management service of medical organizations in Kazakhstan. Methods. In this work, a SWOT analysis of the human resource management service of medical organizations in Kazakhstan was carried out using the expert method Results. The SWOT analysis of the human resource management service of medical organizations revealed the prevalence of weaknesses over strengths by 1.25 times, and the prevalence of opportunities over strengths by 1.75 times and weak by 1.4 times. The potential of the personnel of the human resource management service is limited by the current functional duties and legal responsibility of the personnel policy of a medical organization. Conclusions. Implementation of the capabilities of the acquired skills of personnel management for a public health specialist will allow avoiding threats to the personnel policy of a medical organization by strengthening competencies aimed at sociology of labor, rationing of wages and recruiting personnel. Key words: SWOT analysis, human resource management service, medical organization, public health
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Кибанов, Ardalon Kibanov, Лобачёва, and Anastasia Lobacheva. "The Results of the Professional Public Discussion of the Professional Standard’s Draft «The Personnel Manager of the Organization»." Management of the Personnel and Intellectual Resources in Russia 4, no. 1 (February 17, 2015): 30–35. http://dx.doi.org/10.12737/8127.
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The article analyzes the professional and public discussion results of the professional standard’s draft «The personnel manager of the organization» based on organizations National Union «Personnel Management» and NGO «Labour market experts». It describes the full-time and part-time discussions of standards results, methods of disseminating information and bringing to the discussion of experts in the fi eld of personnel management, working in diff erent sectors of the Russian economy, as well as representatives of scientifi c and educational elite. It gives addressed to the working group reviews and highlighted the positive aspects of the draft standard over view, and also considered and made recommendations and suggestions for improvement and revision. It presents a list of publications on the results of the development and professional public discussion of the draft professional standard. Professional and public discussion resulted in a more specifi c title assigned to the Project by the developers: “Head of the HR management department of an organization”.
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Artamonova, G. V., Y. V. Danilchenko, D. V. Kruchkov, and D. V. Karas. "QUALITY MANAGEMENT SYSTEM AND WORK ENVIRONMENT IN A MEDICAL CENTER." Complex Issues of Cardiovascular Diseases 7, no. 4 (December 18, 2018): 62–69. http://dx.doi.org/10.17802/2306-1278-2018-7-4-62-69.
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Background. The work environment represents the environment where employees perform their duties, complete the set tasks. This environment involves a variety of factors (sanitation, hygiene, organizational, psychological, etc.). According to the ISO 9001:2015 requirements, the organization must identify, create, provide and maintain the environment for the operation of the processes, as well as to establish, implement, maintain and continuously improve the work environment. Therefore, employees envisage of the work environment is an important source of information for the quality management system, aimed at improving the customers’ satisfaction.Aim. To study the opinion of the personnel about the work environment of the tertiary cardiovascular healthcare center.Methods. The object of the study is the working environment of the medical institution, the subject of the research is the factors constituting the work environment. The sampling unit is the employee. The study was performed in the Research Institute for Complex Issues of Cardiovascular Diseases. The research was carried out according to the original questionnaire by the method of sociological survey of personnel. All the subjects were interviewed using the original questionnaire. The questionnaire is divided into several domains including employment terms, mental health and psychological climate, duties and work management.Results. The gaps limiting the formation of the positive work environment have been determined after the baseline survey. 21.6% of the employees were not satisfed with the working conditions in general, and 27.1% – with the labor organization. 32.3% of the employees pointed low team cohesion, and 28.6% of the respondents indicated low organization cohesion. The statistically signifcant changes in the personnel responses to the most of the factors constituting the work environment have been traced followed the targeted activities carried out over several years. Thus, the proportion of positive answers on the compliance of the workplace with hygiene requirements (by 9.3%) and on the comfort of being at the workplace (by 13.9%) increased. The number of the employees satisfed with working conditions increased (by 9.8%). The proportion of employees satisfed with labour management, their duties and tasks improved as well. The development of the personnel-oriented management in the organization is associated with the tendency towards the team cohesion in the center’s divisions. However, the satisfaction of the personnel with the relations in the team remained similar as in 2012.Conclusion. The study reports the opinion of the healthcare personnel on the work environment and forms the basis for the further improvements and implementation of the personnel-oriented management system.
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Ivanova, Natalia, and Anna Klimova. "IDENTITY FOCUSED ADAPTATION OF NEWCOMERS IN ORGANIZATIONS: RESOURSE FOR PERSONNEL MANAGEMENT." DIEM: Dubrovnik International Economic Meeting 6, no. 1 (September 2021): 89–97. http://dx.doi.org/10.17818/diem/2021/1.9.
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The report addresses the issue of adaptation of newcomers in organizations. This problem is very important now in business and public organizations according to the problem of labor productivity, staff turnover, corporate culture etc. In spite of obvious importance of the adaptation in organization, the studies of this problem require new approaches and methods. Mechanisms are explored that help to retain the staff in organization and to create a desire to continue its activities in this organization. The research is implemented to the framework of the business-psychological approach (S Benton, N. Ivanova, theory of social identity (H. Tajfel, J.C. Turner), concepts of adaptation (T. Bazarov, N. Volkova etc.). Adaptation of newcomers is considered as a natural stage of professional and social self-determination of the individual, as overcoming the identity crisis and identity forming process. In the course of adaptation, an identity is formed that is adequate in relation to the new social roles and goals of activity. The purpose of the study: to develop the identity focused adaptation model, to test the role of this model in the work with newcomers in organization. Methodology: questionnaire (N= 109), Job Satisfaction Survey (N=15), case study in organizations. Results: The role of information and psychological support of a novice from the manager, mentor and team while including a specialist in joint activities is revealed. The directions of improving the system of adaptation of newcomers in the organization are highlighted. An identity focused adaptation model has been developed, which includes the following components: A) Preliminary information to newcomers: preparatory briefing about the company; detailed briefing about the company's rules and regulations. B) Information about newcomers to colleagues: about the new employee, his workplace, the tasks of his adaptation, the appointment of a mentor. C) Communications of the mentor: checking the workplace, the initial conversation, monitoring the problems and successes, the employee's initiation into the company's affairs. D) Communications of the manager: aimed at reducing the uncertainty of the newcomer in the first days of work. E) Communication of newcomers: questions, feedback, ideas, doubts, wishes. Results of this research can be useful for management, counseling and coaching for development of newcomer’s identity, loyalty, and performance. Keywords: business psychology, identity focused adaptation model, personnel management, loyalty, adaptation of personnel, social identity, strategy of communication.
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Bіlous, Victoria. "Improvement and development of mechanisms for personnel management of agricultural enterprises." University Economic Bulletin, no. 48 (March 30, 2021): 20–27. http://dx.doi.org/10.31470/2306-546x-2021-48-20-27.
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The subject of the research is theoretical principles and practical proposals for improving the personnel management mechanisms of agricultural enterprises. The purpose of the article is to identify problems of formation and work of personnel of agricultural enterprises and substantiation of directions of development and improvement of mechanisms of its management. The methodological basis of the article is historical, monographic, system-structural analysis and synthesis, statistical-economic, problem-target. The results of the article. The main results of the article are developed measures to improve and develop mechanisms for managing the personnel of agricultural enterprises: institutional, organizational and economic, incentives and motivation. Proposed to use HR-management as a new mechanism that embodies elements of the previous ones. Field of application of results. In educational institutions of higher education, in personnel management of agricultural enterprises. Conclusions. The main mechanisms of personnel management of agricultural enterprises are institutional, organizational and economic, incentives and motivations. Institutional is a set of institutions as institutions, establishments, organizations and regulations on the regulation of social and labor relations, labor market and employment, as well as institutions as scientific and methodological, methodological developments and explanations to them. Organizational and economic mechanism is a set of methods and forms of organization of labor and jobs, as well as financial and economic factors and tools for personnel regulation. The latter are manifested in wages, stocks, dividends, accruals, and other types of financial regulation. Finally, the mechanism of stimulation and motivation of employees is important.
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Radant, Olaf, and Vladimir Stantchev. "Metrics for the Management of IT Personnel." International Journal of Human Capital and Information Technology Professionals 9, no. 2 (April 2018): 32–51. http://dx.doi.org/10.4018/ijhcitp.2018040103.
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This article describes how because of the ongoing demographic development in most European countries, especially IT-companies, need to find a way to retain or gain productivity with the same or less amount of employees. Therefore, the allocation of available resources in the best possible way is even more important. The challenge for companies is to improve the enterprise not only on the side of the organizational and process level, but to develop new strategies and approaches in human resource management. In this article, the authors propose metrics of a framework to manage scarce resources in IT-departments. These layers aim for different relevant determinants of employee productivity and satisfaction like employee wages, education of employees, psychological development of employees, workplace environment and work life balance. Also, relevant metrics to explore and use untapped labour potential in organizations are included. The use of these metrics provides a valuable insight into the organizational performance, its culture, and future. A company can measure the actual status, recognize potential threats, and derive measures to retain productivity in the upcoming years.
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Морозова, I. Morozova, Козлов, and V. Kozlov. "Problem of Creation of Work Safety Climate for Personnel." Management of the Personnel and Intellectual Resources in Russia 4, no. 4 (August 17, 2015): 69–71. http://dx.doi.org/10.12737/13245.
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In recent years Management of personnel health and safety has gained a new value. Formation of culture of personnel safety creates the possibility of quality increase of level of the guaranteed work safety. The authors explore the essence of such notions as «labour protection culture» and «labour safety culture». They analyze the main factors infl uencing the person’s behavior at modern production site and aggravating technological health risks. The Research has shown that the study of safety culture is inextricably linked to safety climate. The climate of safety opens a way to overcoming social and psychological problems of work safety of the personnel. In this regard, the article provides a list of indicators of safety climate. These indicators can serve as a practical tool for the assessment and recognition of the potential problem areas of the human resource management in the organization.
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Chernova, N. S., and D. S. Surmylo. "STRATEGIC PERSONNEL REQUIREMENTS PLANNING IN THE TRANSPORT INDUSTRY." Economic innovations 19, no. 3(65) (December 19, 2017): 179–85. http://dx.doi.org/10.31520/ei.2017.19.3(65).179-185.
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The paper examines methods for measuring labour productivity in transport as a basis for implementing an effective strategic planning system of the transport sector personnel requirements. The author conducted the research of existing methods of planning and recording labour productivity and proposed the method of integrated measurement of labour productivity in uniform (labour) indicators for all PJSC "UZ", as well as for separate production groups and service jobs. This method allowed revealing the main productivity growth reserves and giving recommendations for their use. The author developed approximate standards of labour, as well as methods for calculating the economic efficiency of the internal reserves resulted from the introduction of new technology, best practices, etc. Reserves and methods of increasing labour productivity are considered in relation to the specific conditions and peculiarities of the work of transport, its branch facilities, enterprises and linear organizations.The area of labour notions is very complicated, and herewith the most general concepts of labour terms are used in different ways. Therefore, when studying the issues of labour productivity, it is necessary, above all, to define its concept. It also needed to identify the main labour terms (labour activity, work, difficulties, difficulty of work, labour productivity, production, productivity of individual, social labour, means, subject of labour, qualification, specialty, profession, etc.). The work considers the issues raised taking into account the specific features of the organization of production and labour activities in the transport industry, specifies the employment terms and reveals their definitions.The author concluded that the more acceptable indicator for measuring labour productivity at the transport, economy, enterprise and unit labour level is the indicator of labour costs per unit of output, and the measurement method is the complex one. The application of this method does not require the expansion of forms of transport statistics. On the contrary, the complex method simplifies and improves their management by reducing a number of employee output indicators by type of work and categories of workers.
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Митрофанова, Александра, and Aleksandra Mitrofanova. "Incentive System as an Instrument of Personnel Motivation." Management of the Personnel and Intellectual Resources in Russia 7, no. 6 (December 26, 2018): 24–28. http://dx.doi.org/10.12737/article_5c1764453df656.31079412.
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Modern development of management theory and practice pays special attention to staff incentives, which, often, takes the main place in a personnel management system of the organizations in various branches. In modern conditions inefficient incentive system is the widespread phenomenon on what directly and indirectly specify data on supply balance and demand in labor market, personnel fluidity in the organizations, unsatisfactory professional level of personnel and others. In this regard, researches in the field of staff incentive acquire special relevance. The author proves a work incentives role in the system of the social and labor relations in the organization, shows change of relationship between the employer and the hired worker on the basis of the effective system of work incentives. Also the author defines policy and represents structure of incentive system. Requirements, the principles and the purposes of staff incentives are submitted. The algorithm of incentives system formation in the organization is described.
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Pavlenko, Olena, Vitalii Sukalenko, Oleksii Shkulipa, and Meena Sunildutt Sharma. "Personnel management features of medical institutions." Health Economics and Management Review 2, no. 1 (2021): 44–53. http://dx.doi.org/10.21272/hem.2021.1-05.
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This article summarizes the arguments and counter-arguments within the scientific discussion on personnel management in health care organizations. The study’s main purpose is to identify opportunities to improve the efficiency of medical staff through innovative forms of labor organization and HR management. Systematization of scientific background and approaches on personnel management in health care showed that staff development is a priority in health care. The authors emphasized the high competition in the Ukrainian services market. Thus, improving the service quality is the key element for successful any business activity. The relevance of solving this scientific problem is a need to regulate the organization’s personnel policy. To achieve this goal, the study was conducted in the following logical sequence: 1) investigation of the theoretical advances devoted to personnel management of health care facilities and features of this process; 2) analysis of the activity and organizational structure of the University Clinic of Sumy State University; 3) assessment of the motivation and satisfaction of the medical staff of the University Clinic of Sumy State University; 4) identification of the main motives, incentives, and reasons to work; 5) analysis and generalization of the available personnel management tools of the University Clinic of Sumy State University regarding identifying the responsible for personnel management and determining main motivation methods of medical staff. The methodological tools of the study are statistical methods and questionnaires. The study involved data for 2019-2020. The object of the study is the personnel management system of the University Clinic of Sumy State University. The empirical analysis results showed a relationship between several problems, including personnel, organizational and economic. The study empirically confirms and theoretically proves that personnel management affects the effectiveness of health care services. With the study findings, the authors proposed a set of measures to improve the efficiency of the existing personnel management system of the University Clinic of Sumy State University.
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Smirnova, M. E., A. O. Subocheva, and I. N. Belogrud. "INCREASING THE IMPORTANCE OF HR-CONSULTING IN THE CONDITIONS OF ECONOMIC UNCERTAINTY." Scientific Review: Theory and Practice 10, no. 6 (June 30, 2020): 1042–49. http://dx.doi.org/10.35679/2226-0226-2020-10-6-1042-1049.
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In the conditions of economic uncertainty, serious requirements are put forward for the personnel management system. Special skills and qualifications of personnel are increasingly prevailing as the main competitive companies’ advantage in the struggle for a leading position in the market. In the short term, highly dynamic employment processes are expected, as many organizations aim to significantly adjust existing labor relations. Personnel consulting reflect the activity to solve the tasks set for the top personnel management in order to increase the profitability of the organization. The object of the personnel audit is the internal labor market, that is, the available human resources are considered, in particular, the workforce, various aspects of the organization’s production activities. Effectiveness evaluation of the methods of vocational guidance and adaptation, identification and diagnosis of problems arising during the adaptation period is also one of the main parameters. Thus, the specific diversity of personnel audit is determined by the goals and objectives. The lack of personnel assessment and development systems in the company entails serious risks in forming and implementation of management decisions, which can also lead to serious costs for the organization. Personnel assessment using transparent and understandable criteria, organization of trainings and training for employees, formation of programs for the development of professional competencies are not only conditions for retaining employees, but also a tool for developing the organization’s HR brand.
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Tarasenko, Vladimir. "CHARACTERISTIC OF LABOR FUNCTIONS OF MANAGEMENT PERSONNEL OF EDUCATIONAL ORGANIZATION." VESTNIK UNIVERSITETA, no. 8 (2018): 17–22. http://dx.doi.org/10.26425/1816-4277-2018-8-17-22.
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Cibareva, M. "The Content of the Concept of «Human Resource Management» In HR Management, Explaining the Emergence of «New» HR Managers." Management of the Personnel and Intellectual Resources in Russia 10, no. 1 (March 29, 2021): 52–56. http://dx.doi.org/10.12737/2305-7807-2021-10-1-52-56.
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The article discusses the content of the concept of "human resource management". The prerequisites for the emergence of a new model of personnel management are revealed. Approaches to determining the content of personnel management are proposed: traditional, resource and evolutionary. A review of foreign and domestic literature has shown that the development of human resource management in HR management is associated with such indicators as greening and sustainability, which have determined the emergence of new areas as "green" practices in HRM. The competence - based approach to personnel management has increased the innovative activity of organizations. Evolutionary HR management has defined a set of new competencies for HR professionals, such as the ability to work with a large array of information; the ability to use network resources and change the digital environment in management; focus on the organization's HR policy, and others. There is a need for specialists who are able to translate the current activities of the organization into business processes, are able to automate management and increase labor productivity, and are able to optimize personnel costs. It also provides an analysis of salaries in terms of employers ' requirements for "new" HR managers.
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Поповская and M. Popovskaya. "Remuneration of Support Staff of the Organization of Higher Education: Problems and Solutions." Management of the Personnel and Intellectual Resources in Russia 4, no. 1 (February 17, 2015): 36–46. http://dx.doi.org/10.12737/8128.
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The article is based on the results of research work of the Financial University under the Government of the Russian Federation “Improving the regulation of labor and the organization of new approaches to the organization of labour processes and the remuneration of certain categories of employees in higher education”, fi nanced by budget funds for State job in 2014. The article analyzes the legal regulation of improving remuneration of support staff , including from the standpoint of personnel management system, assessment of the role and importance of this category of workers working in the educational process; discusses possible approaches to remuneration of support staff to meet the requirements of the legislation of the Russian Federation, including the policy objectives for improving the system of remuneration in the budgetary organizations, as set out in the Order of the Government of the Russian Federation of 26.11.2012, № 2190«On Approval of the gradual improvement of the system wages in the state (municipal) institutions for 2012–2018». The article also provides an analysis of the main problems in the existing institutions of higher education in pay systems, off ers a practical solution for the formation conditions of remuneration of support staff and the positioning of functional processes, which employ this category of personnel in connection with the performance of tasks to ensure the increase the quality of the educational process in the organization of higher education.
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Хадасевич and Nailya Khadasevich. "PERSONNEL MARKETING AS ORGANIZATION INTERACTION TOOL WITH LABOR MARKET." Management of the Personnel and Intellectual Resources in Russia 1, no. 2 (September 20, 2012): 49–52. http://dx.doi.org/10.12737/1626.
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VEDERNIKOV, Mykhailo, Nataliya BAZALIYSKA, Lesia VOLIANSKA-SAVCHUK, Maria ZELENA, Oksana CHERNUSHKINA, and Olena KOSHONKO. "DEVELOPMENT OF MANAGEMENT STAFF OF THE ORGANIZATION IN A KNOWLEDGE ECONOMY." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 296, no. 4 (June 2021): 40–50. http://dx.doi.org/10.31891/2307-5740-2021-296-4-7.
Full textAbstract:
Features of labor management in modern conditions are re-searched in the article. Directions of improving management system activities are determined. Methodological approaches to the formation of the system of development of management personnel of the organization in the conditions of knowledge economy are considered. The stages of development of the information society in connection with the innovative phase of development of the knowledge economy are described. Theoretical approaches to the definition of “knowledge economy” are formed. The characteristic features of the “knowledge economy” are highlighted. The stages of implementation of the process of increasing the efficiency of development of the management staff of the organization in the conditions of knowledge economy are offered. An organizational model of the process of increasing the development of management staff of the organization in a knowledge economy. This paper improved theoretical and methodological basis of the system of administrative personnel. In the context of globalization and integration of the domestic labor market, the managerial staff of the organization acts as a valuable socio-economic resource, the cost of professional qualities and competencies of which is steadily growing due to the acquisition of new knowledge by employees. The effectiveness of the managerial work of an organization, in contrast to the labor productivity of direct participants in the creation of material wealth, is not measured directly, but by the performance indicators of the work of business entities over a certain period of time. An important role in increasing the efficiency of the organization’s managerial work belongs to the organization of labor of the employees of the management apparatus on a scientific basis, which means a system of sound technical, organizational and economic measures aimed at directly improving the organization and management methods using scientific and technical achievements, the widespread introduction of mechanization, automation and computerization of all functions of the management process.
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Sushchenko, Olena, Karyna Tymoshenko, Volodymyr Yermachenko, and Serhii Sushchenko. "The company human capital basis in the context of career component." SHS Web of Conferences 67 (2019): 06051. http://dx.doi.org/10.1051/shsconf/20196706051.
Full textAbstract:
An industrial enterprise is a complex mechanism, the stability and efficiency of which depends on the influence of many factors, the main among which is the provision of an enterprise with production personnel with appropriate education, qualification level, skills and experience. Consequently, investing in personnel development creates conditions for expanding their competencies in order to ensure the competitiveness of personnel and a high level of enterprise performance. It is precisely the inadequate professional skills of the staff of most enterprises that cause low productivity, lead to significant shortcomings in the system of labour organization and management, and as a result – inefficient work of the enterprise. On the information analytical basis, the concept of a new approach to professional development is formulated as the mutual responsibility of the employee and the organization.
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Chernenko, Alexander. "HUMAN RESOURCES AND FUNCTIONS OF THE MANAGEMENT OF THE EDUCATIONAL ORGANIZATION." ECONOMICS, FINANCE AND MANAGEMENT REVIEW, no. 3 (October 1, 2020): 114–21. http://dx.doi.org/10.36690/2674-5208-2020-3-114.
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Modernization and reform of the Ukrainian education system requires a change in approaches to the management of educational institutions, ie the application of the concept of pedagogical management. The main productive force of the educational organization is the scientific and pedagogical staff, which provides quality services for the training of young professionals and creates intellectual products of scientific and technical creativity, and for this it must be effectively managed. In the conditions of market relations there are certain threats in the personnel management system of the educational institution: loss of results of scientific and technical developments, conflicts of personnel, mistakes in the performance of professional duties, corruption, theft. The purpose of the article is to clarify the essence of personnel security of higher education and characterize the management function of the educational organization. The security of the higher educational institution is characterized, which is a set of organizational and managerial measures aimed at creating comfortable and safe conditions for the implementation of educational and scientific activities by participants in the educational process. It is established that the financial and economic security of the educational organization is a system of effective tools of managerial influence on the teaching staff, aimed at the effective use of scientific, material, financial resources to ensure the quality of educational services. It is proved that personnel security of a higher education institution is the creation of a system of measures to counteract the negative threats of the educational environment, using administrative, organizational, socio-psychological management methods to protect the labor interests of research and teaching staff and promote creative activity. The article identifies and characterizes the practical application of the functions of pedagogical management of higher education: management decisions, planning, organization, motivation, control, coordination and regulation.
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Захаров and Dmitriy Zakharov. "Research Trends of the Labour Market in 2016." Management of the Personnel and Intellectual Resources in Russia 5, no. 4 (August 18, 2016): 71–77. http://dx.doi.org/10.12737/21738.
Full textAbstract:
This article discusses the current trends, analysis and forecasts of the labor market situation in Russia. Results the effect of the global economic crisis on the
labor market. It was revealed that the crisis has forced workers significantly revise their professional requirements. In particular, today the Russian top managers
and key specialists emphasize employment is the stability of the company in the market, even the prospects for career and professional growth overshadowed.
The recommendations on the adjustment of human resources management strategy of the organization, taking into account trends and forecasts of the labor
market. The new targets have to work with the company personnel are performance evaluation and staff development. These strategic priorities, on the one
hand — a direct consequence of the difficulties in the economy, dictating the most balanced market participants to expend resources, on the other hand — an
attempt to control service personnel to reach a new level of business.
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Чуланова, Oksana Chulanova, Борисенко, and N. Borisenko. "METHODOLOGICAL ASPECTS OF OCCUPATIONAL STANDARDS’ ACTUALIZATION “PERSONNEL MANAGEMENT SPECIALIST”." Management of the Personnel and Intellectual Resources in Russia 6, no. 2 (May 4, 2017): 42–49. http://dx.doi.org/10.12737/25273.
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The article deals with problems of implementations professional standards in the organization and suggested guidelines to minimize such. Starting with a brief history of professional standards, the authors also highlight the possible risks in the event of implementation problems. Methodical recommendations is an attempt to develop a methodology for the correlation functions of labor specialist, professional standards set out in the personnel management — competences with the subsequent development of models and competency profiles, depending on the level positions. In this article, a modelscompetencies for each job description in accordance with the levels qualification, are allocated based on the core competencies of labor corresponding qualification level functions. When the correlation function of labor, registered in professional standards, with competences in the opinion of the authors, it becomes possible to more objectively a comprehensive assessment of staff. The results, to be used in work with the personnel of the organization: the certification, hiring, training, motivation, remuneration system, staff, etc.
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Чуланова, Оксана, Oksana Chulanova, Д. Коростелева, and D. Korosteleva. "Methodological Aspects of Mainstreaming Technology “Talent Management” in the Work with Personnel Reserve Organizations." Management of the Personnel and Intellectual Resources in Russia 6, no. 4 (September 27, 2017): 15–25. http://dx.doi.org/10.12737/article_59a51adf069850.93231239.
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The article deals with problems of management of a personnel reserve in the organization and suggests guidelines to minimize such. The authors also highlight the possible risks in the event of implementation problems. In the article the definition of management talents is given. The main attention in the article payed to representation of technology management talents in the organization by authors. In the author’s opinion, using technology of management talents in work with a personnel reserve allows the organization to achieve strategic objectives. Including increasing competitiveness, to increase appeal of a brand in labor market, to improve competences of employees and to receive the effective personnel reserve. In turn, the working control system of talents is a chance for the employee to be promoted on a career ladder, to gain new knowledge and skills. The results, to be used in work with the personnel of the organization.
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Литвинюк, Александр, and Aleksandr Litvinyuk. "METHODOLOGICAL ASPECTS OF APPLICATION OF THE THEORY OF MOTIVATIONAL COMPLEX TO PREDICT ORGANIZATIONAL BEHAVIOR OF THE STAFF OF THE ORGANIZATION." Management of the Personnel and Intellectual Resources in Russia 6, no. 5 (November 21, 2017): 40–46. http://dx.doi.org/10.12737/article_5a045d73981102.60881034.
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The article presents the materials connected with opportunities for the application of the substantive provisions of the theory of motivational complex work activities for forecasting the organizational behaviour of personnel in research in the area of economic sociology. The article gives the main principles of the used theory, the defi nition of the main motives for organizational behavior of the staff and the author’s interpretation of the concept of failure in the system of personnel management. The logical algorithms to predict the organizational behavior of staff when there are changes in the system of labour motivation are proposed. Great attention is paid to description of the test “Motivation” to determine force for the staff of the organization of the reasons for the acquisition, satisfaction, security, subordination, energy effi ciency, and the reliability of the test respondents. The author provides information on the practical application of the technique when conducting applied scientifi c research.
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Komlev, Vitaliy, Elena Barmina, and Oksana Feoktistova. "Digitalization of labor market parameters to improve the efficiency of the enterprise’s personnel policy." E3S Web of Conferences 110 (2019): 02150. http://dx.doi.org/10.1051/e3sconf/201911002150.
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The article analyzes the characteristics of the labor market on the Internet that affect the formation of personnel policy of the enterprise. The authors propose a developed software product to order the processing a large amount of information and determine the parameters and key indicators which determine the successful personnel policy of the enterprise. The software tools includes an analysis of the basic parameters of the labor market on the Internet: the ratio of supply and demand for major vacancies, average wages of supply and demand, the dynamics of supply and demand, taking into account the region (territorial specifics). The possibilities of programmatic monitoring of the labor market in order to promptly adjust the personnel policy of an organization to key personnel positions based on the dynamics of changes in the labor market environment make it possible to increase the effectiveness of personnel policy and its productivity. Comparative analysis of key parameters of the labor market in various cities of the Russian Federation and possible directions of personnel policy formation in the major vacancies in organizations allows optimal analysis of large amounts of information opened on the Internet (job banks, data of personnel and recruiting agencies, job banks and resume in social networks taking into account the region), allows you to quickly and correctly make management decisions in the field of personnel management. The article discusses the contact of the parameters of the labor market with the main directions of the personnel policy of the enterprise: the organization of personnel selection, adaptation, training, motivation and incentives, evaluation, etc., taking into account possible personnel risks.
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Omel'chenko, N., L. Skripnichenko, and I. Yurkova. "Problems and Trends of Assessment of Personnel in Modern Organizations." Management of the Personnel and Intellectual Resources in Russia 9, no. 1 (April 10, 2020): 69–76. http://dx.doi.org/10.12737/2305-7807-2020-69-76.
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Modern trends in the development of society pose challenges to organizations related to the development and application of complex technologies, which will be able to ensure highquality evaluation of personnel, thus identifying their professional and personal potential. The development and implementation of the necessary tools contributes to the solution of the set tasks, increasing the effi ciency of the whole enterprise. The selection of appropriate methods of personnel evaluation should be related to the problems encountered in working with the organization ‘s labour resources. Among the frequent diffi culties in working with personnel it is common to highlight: the prevalence of subjective opinion of the manager when assessing the competences of employees; Inconsistency of requirements for employees; Insuffi cient consideration of the specifi cs of the activities of a particular enterprise; Formalized framework for personnel evaluation procedure; Narrow focus of the applied evaluation methods, insuffi cient integration of the evaluation procedure into the personnel management system. Technologies of personnel assessment are forms of intensive management infl uence on economic, social and spiritual spheres of society activity, as well as on society as a whole. The sustainability and stability of the identifi ed mechanisms of interaction in the implementation of personnel assessment technologies should be taken into account. In order to clarify the main theoretical aspects and to draw the relevant practical conclusions, the authors attempted to carry out this study.
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Nikolaev, Nikolay Alekseevich. "Importance of developing methods of improving personnel management system using system-personal approach." Vestnik of Astrakhan State Technical University. Series: Economics 2021, no. 2 (June 30, 2021): 38–50. http://dx.doi.org/10.24143/2073-5537-2021-2-38-50.
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The article presents the substantiation of the scientific and practical relevance of the study of the problem of developing the theory and methodology of improving the personnel management system of an enterprise based on a personalized approach in modern conditions of high competition, a decrease in the economically active population of Russia, a decrease in the growth rate of Russia's GDP in comparison with China and other developed countries. The practical relevance of the problem at the state level and the level of individual organizations is substantiated. The reason for the low involvement of personnel in the processes of increasing the efficiency and improving the activities of the organization is analyzed. The inconsistency of interests, goals, responsibility of personnel actions was determined as the main reason for their weak motivation and low efficiency of actions to improve the activities and development of the enterprise. The necessity of the transition from a general to a system-personified approach in personnel management for the most complete disclosure of the labor and personal potential of each employee of the organization is argued. The existing approaches to improving the personnel management system are highlighted, presented and summarized. The advantages and disadvantages of the selected approaches to personnel management from the point of view of involving employees in the processes of improving the activities of personnel and the enterprise are determined. The analysis of many publications by domestic and foreign authors devoted to methods of personnel management, methods of improving human resource management, methods of improving the personnel management system. It has been inferred that there were no publications detailing the personalized approach to personnel management at enterprises. The problem of methodological gap between the existing approaches to improving the personnel management system and the need for its development on the basis of a system-personified approach is formulated.
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Mykhailo Vedernikov, Oksana Chernushkina, Lesia Volianska-Savchuk, Maria Zelena, and Natalia Bazaliyska. "STRATEGIC HR MANAGEMENT IN THE DEVELOPMENT OF MODERN ENTERPRISES." Proceedings of Scientific Works of Cherkasy State Technological University Series Economic Sciences, no. 59 (December 30, 2020): 52–64. http://dx.doi.org/10.24025/2306-4420.1.59.2020.222135.
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The purpose of the article. The article considers the features of strategic human resource management as the basis of strategic potential, which affects the competitiveness of the enterprise, determines the directions of its development. The scheme of the system of strategic human resources management is presented. The goals of personnel policy and a set of tasks that allow them to be implemented are determined. The ways of realization of the strategy of human resources management at an industrial enterprise are offered. It is established that the process of implementing the strategy of the enterprise should be divided into certain conditional stages, which should be included in the action plan for the implementation of the strategy.Methodology. The strategic goal of human resources management system is to ensure the development of the enterprise through the efficient use of human capital. When forming a human resources management strategy, the main task is to identify and take into account future changes and trends, to justify changes that contribute to the sustainable development of the enterprise.The process of strategy development and implementation is continuous, which is covered in close connection with the solution of strategic tasks both in the long run and in the medium and short term, i.e. their solution in terms of strategic, tactical and operational management. Such specification of human resources management strategy and bringing it to strategic objectives and individual actions is embodied in the strategic plan – a document containing specific tasks and measures to implement the strategy, the timing of their implementation and responsible executors for each task, the amount of resources required.Results. Implementation of human resources management strategy is an important stage of the strategic management process. For it to be successful, the organization's management must adhere to the following rules: firstдн, the goals, strategies, tasks of personnel management must be carefully and timely communicated to all employees of the organization in order to obtain from them not only understanding of the organization and service personnel management, but also informal involvement in the implementation of strategies, in particular, the development of obligations to employees of the organization to implement the strategy; secondдн, the general management of the organization and the heads of personnel management service must not only ensure the timely use of all necessary resources (material, equipment, office equipment, financial, etc.), but also have a plan for implementing the strategy in the form of targeted guidelines for the state and development labor potential and record the achievement of each goal.Practical implications. The process of implementing the strategy of an industrial enterprise requires fundamentally different approaches than the process of strategy formation. First of all, because it is mainly organizational process, while the formation of strategy is mainly an analytical one. The process of implementing the company's strategy can also be divided into certain conditional stages, more precisely, areas of activity that should be included in the action plan to implement the strategy. Initial among them is decomposition, i.e. the development on the basis of a strategic plan of tactical, operational plans, as well as policies, programs, projects, rules and procedures.Value/originality. Thus, the relationship of personnel strategy and general strategy of enterprise development is realized through a mechanism that includes: coordination of goals of both strategies, the relationship of their functions, coordination of business processes of personnel management with other business processes, integration of personnel strategy results to aggregate results of the organization, control of compliance of the obtained results with the defined strategic goals of the organization. Of particular importance is the approach to human resource management as a business process. Personnel processes as a certain sequence of interrelated actions for the implementation of personnel management functions are aimed at: transformation of human assets of the organization in accordance with its strategic priorities; transformation of working conditions of employees of the organization in accordance with the expectations and needs of staff; creation of new management technologies and other HR-products.
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Suvalova, T. V. "PRACTICE OF COOPERATION OF HIGHER EDUCATIONAL INSTITUTION AND EMPLOYERS` ORGANIZATIONS IN RUSSIA ON THE EXAMPLE OF THE DEPARTMENT OF PERSONNEL MANAGEMENT OF THE “STATE UNIVERSITY OF MANAGEMENT”." Vestnik Universiteta, no. 5 (June 10, 2019): 189–94. http://dx.doi.org/10.26425/1816-4277-2019-5-189-194.
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The experience of cooperation with organizations of employers of the Department of “Personnel Management” of the State University of Management has been explored. The main areas of interaction have been listed, such as the creation and maintenance of a club of graduates of the department, work with students of the center of additional professional education, holding round tables, master classes by employers on the territory of the university, participation in the career day, organization and holding of the annual All-Russian Inter-University Personnel Forum named after A. Ya. Kibanov. Close cooperation with employers ensures the integration of the educational process into practice and vice versa. As a result of cooperation, according to the data of HeadHunter Сompany, the Department of Personnel Management took honorable third place in the list of winners, releasing the most demanded specialists in the field of training “personnel management” to the labor market.
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Билюченко, Галина, Galina Biljuchenko, Владимир Золотухин, and Vladimir Zolotukhin. "Social, Economic, and Sociocultural Aspects of Innovative Approach to Management and Motivation of Personnel." Bulletin of Kemerovo State University. Series: Humanities and Social Sciences 3, no. 1 (March 29, 2019): 42–48. http://dx.doi.org/10.21603/2542-1840-2019-3-1-42-48.
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The paper features social, economic, and sociocultural aspects of innovative processes in management of various organizations. The research involved a comparative analysis of the main parameters of modern management methods and their advantages and disadvantages. The authors formulated some management solutions of several large organizations. The research features modern methods of organization management and the effect of the sociocultural environment on various methods of labor motivation. The main attention is given to the transformation of various fields of activity connected with use of digital technologies since there is a change of valuable stereotypes and various criteria of economic behavior. The research studied modern management conditions and revealed the best practices of effective organization management. The authors employed a system and comparative analysis, the causative-consecutive analysis, and such methods as observation, comparison, grouping, and scientific induction and deduction. The research featured small, medium, and large businesses at all stages of their development to create an effective model of human resource management. Thus, the most successful domestic and foreign companies apply non-standard, innovative approaches to management and motivation of personnel, which allows them to develop more effectively in comparison with those organizations which apply standard approaches to personnel management and motivation.
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Odegov, Yu G., M. N. Kulapov, and P. A. Karasev. "Talent Management – the Tendencies of Development." Vestnik NSUEM, no. 4 (December 31, 2020): 10–20. http://dx.doi.org/10.34020/2073-6495-2020-4-010-020.
Full textAbstract:
In the industrial system, the organization of labor had to be carried out exactly according to the regulations and instructions written by the designer of the work. In the postindustrial economy, the ideology of labor organization is changing. At the dawn of postindustrialization, such concepts as «decent work», «humanization of labor», «rotation of work», «development of human resources», «enrichment of labor», etc. are widely used. At the same time, the trends of «professionalization of labor» and its autonomy began to appear. Step by step, the multi-disciplinary nature of labor grew, when from the post-operative Taylorist-Ford organization of labor began to move to a multi-operational, based on the combination of functions and professions. The emphasis is on creating holistic models of attractive decent work, reducing the distance between different categories of employees, primarily managers and workers. Unlike in the past, prevention, repair and reprogramming of equipment is assigned to the main staff. This indicates a flexible organization of not only production, but also labor. Thus, the employee is freed from the «dictates of machines» and bureaucratic instruction, and is given the freedom to choose decisions and actions while increasing responsibility and risk for the successful performance of work. It becomes the main link in the technological process. When creating new jobs, it is also necessary to take into account the fact that the employee entering the labor market is changing today. The quality of the labor force is improving: the employee’s educational level and competence are growing, and the process of development and training becomes continuous throughout life. The professional space of the employee is also developing, which is manifested in the emergence of new, sometimes hybrid professions related to receiving, transmitting, and processing information in its various forms and ensuring the sustainable development of the information environment. There is a transformation of the place and role of the employee in social production. These changes allow us to speak about the formation of a new type of employee, characterized by a high educational level, knowledge of information and communication technologies (ICT), having the skills to work with complex intellectual equipment, independent and creative thinking, activity and responsibility in their actions, high ability to self-organization, based on creativity in work, that is, the employee becomes creative. The new nature of work, manifests itself, on one side of individualization, it characterizes the weakening of relations of the employee with a certain social environment (workers become more mobile and less dependent on the firms in which they work), the conclusion of individual labour agreements, the personification of the system of motivation of personnel, and on the other – to increase the creative content of the work and turning it into a means of human self-realization. In this regard, the nature of employee management changes, since it becomes not only the object of management, but also its subject – an individual developing within a certain cultural tradition. Talent management, in contrast to HR processes, through which the operational management of personnel is carried out, focuses special attention on employees as the most important single asset that has a strategic focus. The article discusses the search for talented employees in the organization, highlights the characteristic features of modern approaches to managing them (employees), and in particular, the tools for this work, which are constantly being improved.
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Odegov, Yu G., M. N. Kulapov, and P. A. Karasev. "Talent Management – the Tendencies of Development." Vestnik NSUEM, no. 4 (December 31, 2020): 10–20. http://dx.doi.org/10.34020/2073-6495-2020-4-010-020.
Full textAbstract:
In the industrial system, the organization of labor had to be carried out exactly according to the regulations and instructions written by the designer of the work. In the postindustrial economy, the ideology of labor organization is changing. At the dawn of postindustrialization, such concepts as «decent work», «humanization of labor», «rotation of work», «development of human resources», «enrichment of labor», etc. are widely used. At the same time, the trends of «professionalization of labor» and its autonomy began to appear. Step by step, the multi-disciplinary nature of labor grew, when from the post-operative Taylorist-Ford organization of labor began to move to a multi-operational, based on the combination of functions and professions. The emphasis is on creating holistic models of attractive decent work, reducing the distance between different categories of employees, primarily managers and workers. Unlike in the past, prevention, repair and reprogramming of equipment is assigned to the main staff. This indicates a flexible organization of not only production, but also labor. Thus, the employee is freed from the «dictates of machines» and bureaucratic instruction, and is given the freedom to choose decisions and actions while increasing responsibility and risk for the successful performance of work. It becomes the main link in the technological process. When creating new jobs, it is also necessary to take into account the fact that the employee entering the labor market is changing today. The quality of the labor force is improving: the employee’s educational level and competence are growing, and the process of development and training becomes continuous throughout life. The professional space of the employee is also developing, which is manifested in the emergence of new, sometimes hybrid professions related to receiving, transmitting, and processing information in its various forms and ensuring the sustainable development of the information environment. There is a transformation of the place and role of the employee in social production. These changes allow us to speak about the formation of a new type of employee, characterized by a high educational level, knowledge of information and communication technologies (ICT), having the skills to work with complex intellectual equipment, independent and creative thinking, activity and responsibility in their actions, high ability to self-organization, based on creativity in work, that is, the employee becomes creative. The new nature of work, manifests itself, on one side of individualization, it characterizes the weakening of relations of the employee with a certain social environment (workers become more mobile and less dependent on the firms in which they work), the conclusion of individual labour agreements, the personification of the system of motivation of personnel, and on the other – to increase the creative content of the work and turning it into a means of human self-realization. In this regard, the nature of employee management changes, since it becomes not only the object of management, but also its subject – an individual developing within a certain cultural tradition. Talent management, in contrast to HR processes, through which the operational management of personnel is carried out, focuses special attention on employees as the most important single asset that has a strategic focus. The article discusses the search for talented employees in the organization, highlights the characteristic features of modern approaches to managing them (employees), and in particular, the tools for this work, which are constantly being improved.
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Popsuyko, A. N., E. A. Batsina, G. V. Artamonova, and E. A. Morozova. "Labour Productivity in Medical Institutions as an Object of Scientific Analysis." Vestnik of the Plekhanov Russian University of Economics 18, no. 2 (April 9, 2021): 77–89. http://dx.doi.org/10.21686/2413-2829-2021-2-77-89.
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The article provides results of scientific research on problems of evaluating labour productivity of workers in medical institutions. Now we face a certain deficit of knowledge about possibilities and specificity of using calculations of labour productivity in sectors of social sphere, especially public health. The authors analyzed sources of home and foreign literature, normative documents for the period 2010–2019 dealing with this problem and practices of public health system functioning. For the research they used database of the Russian index of academic citing, the search system of full texts of academic publications Google Scholar, reference system ‘ConsultantPlus’ and e-resource eLIBRARY.RU. At the same time the authors analyzed public reports by authority representatives on issues of raising labour productivity in medical institutions, information of open internet-sources with the help of search engine ‘Yandex’. The research helped the authors formulate their own definition of labour productivity in respect to medical institutions’ work. The article enumerates factors affecting the labour productivity index, such as selection system, training and development of personnel, working environment and staff interaction, digitalization of personnel in medical organization, system of quality management, advanced managerial technologies.
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YAZLYUK, Borys, Victoriia VORONINA, and Vadim GORDIENKO. "ENTERPRISE PERSONNEL POLICY: ESSENCE AND MEANING FOR MANAGEMENT NEEDS." Ukrainian Journal of Applied Economics 4, no. 4 (October 30, 2019): 191–98. http://dx.doi.org/10.36887/2415-8453-2019-4-22.
Full textAbstract:
The implementation of an effective personnel policy at the enterprise is an important issue in a dynamic economic environment. Personnel of any organization is the main category in the market management system. Creating an effective personnel policy is a key task in managing a modern enterprise in any industry. To manage the personnel of an enterprise, it is necessary to conduct not only scientific studies of personnel policy, but it is necessary to develop specific methodological and practical recommendations. In Ukraine, there is a gradual reduction in the number of employed people. The need for skilled personnel is growing. This indicates that in Ukraine there is a certain problem related to personnel policy. Employers attract non-qualified personnel. This allows them to pay a minimum wage. Therefore, the management of personnel policies in enterprises is becoming relevant and of great importance. There is no one definition of personnel policy. This concept is used in the directions: management of personnel units; work with personnel related to the labor activity of a particular employee; general management of all enterprise personnel; management of employee behavior at all stages of the production process; labor management; management of labor resources. The article summarizes the main approaches to the concept definition of the personnel policy. We believe that these definitions are different. But they have in common: direct impact on a certain group of people engaged in their labor activities at the enterprise; this influence is associated with the goals and objectives of the enterprise; influence and management stimulate the movement and use of labor resources. We offer a definition: personnel policy is a general strategy that combines all forms of work with personnel as well as the development of plans according to which labor should be used. In order to achieve the goals in the personnel policy, it is necessary to carry out specific strategies: a personnel selection strategy, personnel hiring strategy, and a personnel motivation strategy. Keywords: personnel, personnel policy, enterprise personnel, labor productivity, management.
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Сыманюк, E. Symanyuk, Синякова, and M. Sinyakova. "Personnel Loyalty and Ways of Its Development in Organization." Management of the Personnel and Intellectual Resources in Russia 3, no. 5 (October 10, 2014): 67–69. http://dx.doi.org/10.12737/5799.
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The article discusses the relevance of the formation of staff loyalty in current conditions, and substantiates the personnel loyalty phenomenon. It also considers
tripartite model of loyalty, which includes aff ective loyalty, loyalty due to length of service, normative loyalty. The article defi nes qualities of a loyal employee
to ensure the eff ective functioning of the personnel management system. The paper alsoevidences factors contributing to staff loyalty to the organization:
the social protection of workers, management transparency, humanity (no undue rigidity to workers by management) and corporate culture. Particular attention
is paid to the disclosure of loyalty levels: loyalty of the trappings level, loyalty of the actions and behavior level, loyalty of the ability level, loyalty of the
belief level, loyalty of the identity level. The author discusses ways of developing loyalty (diagnosis of staff loyalty level, group discussions, role-playing) and
the impact of loyalty on labor productivity, the level of confl ict in the organization, communications and the organization as a whole.
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Nazarov, Azamat. "Scientific and methodological foundations of the influence of the social and psychological properties of the manager on managerial decisions." Общество и инновации 2, no. 4/S (May 20, 2021): 523–32. http://dx.doi.org/10.47689/2181-1415-vol2-iss4/s-pp523-532.
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The article describes the psychological characteristics of the decision-making process in management activities and the results of experimental work in this area, gives psychological advice to improve the efficiency of the management decision-making process. In the process of developing management decisions, the basics of the importance of personal qualities and features of the manager's business behavior are described. It is proved that the organizational and socio-psychological aspects of management make it possible to organize the manager's knowledge of the personnel management mechanisms, the action of the means that influence the behavior of the individual, the regulation and organization of the labor activity of subordinates. The development of effective solutions in the modern conditions of the economy of Uzbekistan is the basis for the competitiveness of products and the self-sufficiency of the organization in the market, the formation of rational organizational structures, the implementation of proper personnel policy and work, the regulation of social and political relations, and the creation of a positive image.
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Genkin, Eugene, Sergey Filin, Vladimir Velikorossov, Zhamilya Kydyrova, and Kirill Anufriyev. "The fourth industrial revolution: personnel, business and state." E3S Web of Conferences 159 (2020): 04012. http://dx.doi.org/10.1051/e3sconf/202015904012.
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The solved tasks are to develop recommendations for combining industry 4.0 technologies with the reduction of less qualified personnel due to their use while maximizing (keeping) of the efficiency of the organization’s activities. The novelty is the justification for the need to use strategic methodological approaches for design and development of new value proposals and business models in the organization for the strategically effective use of Industry 4.0 technologies and management of highly qualified personnel. The main characteristics, basic technologies and the strategic role of Industry 4.0, as well as its impact on business and working conditions of employees and the state as a whole, are analyzed. The model of changes in the role of labor when using “digital” capital is analyzed. A full-fledged entry into Industry 4.0 will contribute to various structural and balance changes in the socio-economic sphere, while the main transformations will be subject to the traditional life of a person, his values, beliefs and, ultimately, the conditions of existence. Despite the fact that robotics in the course of Industry 4.0 to replace the individual, the human labour in specific segments will be necessary. Work is also necessary for the development of the individual, both culturally and psychologically.
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Pavlov, A. F., and D. V. Gavrilov. "Production management system, personnel, labor protection and industrial safety self-organization principles." Bulletin of Research Center for Safety in Coal Industry (Industial Safety), no. 4-2017 (December 25, 2017): 52–59. http://dx.doi.org/10.26631/arc4-2017-52-59.
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ZHILINA, N. N., V. G. IGNAT'EV, and R. T. KARIMOV. "PERSONNEL AND HUMAN RESOURCES MANAGEMENT AS A CONDITION FOR INCREASING THE EFFICIENCY OF THE LABOR ECONOMY AT THE ENTERPRISE (IN THE ORGANIZATION)." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2, no. 11 (2020): 79–82. http://dx.doi.org/10.36871/ek.up.p.r.2020.11.02.011.
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The article examines the management of personnel and human resources as a condition for increasing the efficiency of the labor economy at the enterprise (in the organization). Human resources management-thorough and step-by-step work with employees, and then-people management through a unified connection between control and employees. The use of any models of personnel management is designed to increase labor productivity and output.
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YAKUBIV, VALENTYNA, and ROMAN YAKUBIV. "SYSTEM OF ORGANIZATIONAL AND ECONOMIC SUPPORT OF HUMAN RESOURCES MANAGEMENT AT ENTERPRISES." Journal of Vasyl Stefanyk Precarpathian National University 6, no. 3-4 (December 20, 2019): 88–95. http://dx.doi.org/10.15330/jpnu.6.3-4.88-95.
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The paper analyses various scientific approaches to the interpretation of the essence of the concept of “personnel management”, defines the specific characteristics and principles of this process. For a detailed study of the essence and content of the concept of the personnel management, theoretical approaches to this definition and substantiation of its content in the context of various scientific schools and management theories are analysed. Scientific approaches to understanding the functional role and essence of the personnel management in various scientific schools are analysed, namely: schools of scientific management, classical (administrative) school of management, theory of perfect bureaucracy, school of human relations, empirical school of management, school of social systems, and “new school”.
The main differences in understanding the process of the personnel management in different theories of management are investigated, the main of which are: situational management theory; system theory of management; theory of organizational culture; theory of human resources management; theory of management culture. The relationship scheme and the place of the personnel management system in the enterprise management in general are substantiated. A three-level personnel management system for tactical, operational and ongoing tasks is proposed. The mechanism of organizational and economic support of the personnel management as a system of synergistically interconnected organizational and economic factors for establishing high-performance HR-management in the enterprise is substantiated. The main elements of organizational and economic support for improving the personnel management system of enterprises are scientific and theoretical approaches to the forming of this system; principles of personnel management; methods of labour management; functions of HR-management; economic levers; methodological support; information support; monitoring of personnel management.
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Makhmudova, I. N., L. L. Kifa, and S. E. Vasilieva. "Innovative Approach to Improving the Efficiency of Labor Potential: Talent Management." SHS Web of Conferences 71 (2019): 05002. http://dx.doi.org/10.1051/shsconf/20197105002.
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The paradigm of the personnel management concept has been changed based on the introduction of digital technologies in the labor process. The article reveals the impact of new information technologies on the formation and usage of laborpotential in the renewed organizations. The new approach is not knowledge management, but talent management. The socio-psychological analysis of the structural elements of labor potential is also used. Terminological definiteness of such concepts as loyalty and reliability of employeesis carried out according to their participationactivity in the labor process. Distinctions of highly professional (HiPro) and high-potential (HiPo) personnel are given. High level of motivation among high-potential employees is emphasized as a condition that increases the level of labor potential efficiency. The role of employees’ involvement in the formation of the personnel reserve is defined. Modern tools, based on digital platforms, developing labor potential were used. The mechanism of HR-technologies is revealed, in which an employee with greater potential is unable to reveal his labor potential, and becomes a brake for the innovative development in organization. There was named the principal responsibility for timely and qualitative formation of the new competencies, required for realizing the labor potential, in terms of updated reality.
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Chirkov, V. A., and R. G. Mukhtdinova. "Formation of a human resources management strategy based on personnel motivation." Scientific bulletin of the Southern Institute of Management, no. 4 (January 28, 2020): 62–65. http://dx.doi.org/10.31775/2305-3100-2019-4-62-65.
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This article provides a detailed analysis of the formation of a HR strategy based on staff motivation. The study was conducted on the example of the organization of the healthcare sector of Optik-Vision LLC. The relevance of the article is due to the ever-growing dynamics of the healthcare services market, constantly increasing demands on the conditions of work, as well as on the level of professional competence of employees. The study examined in detail the main problems of the lack of effectiveness of the development strategy of personnel management of healthcare organizations based on staff motivation.Based on the results of a survey conducted in the organization of the healthcare sector of LLC Optik-Vision, a number of tools to increase staff motivation, namely a course to increase professional competence in the field of information technology, were formed and implemented; updated premium pay system; business games for teaching staff the principles of managing their time; training, providing the opportunity to most effectively shape and maintain control of motivation for their work; corporate events. As a result, an increase in the motivation of the staff of Optic-Vision LLC was determined in the field of more efficient use of their time on issues of labor activity.
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Gurdzhiyan, Vladimir L., and Anna A. Danilova. "PROGRAM OF ANTI-CRISIS PERSONNEL MANAGEMENT AT AN ENTERPRISE TAKING INTO ACCOUNT ITS MOTIVATION." Oeconomia et Jus, no. 4 (December 29, 2020): 15–21. http://dx.doi.org/10.47026/2499-9636-2020-4-15-21.
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Crisis situations occur at various stages of an economic system life cycle. Without professionally trained employees, it will be difficult for the enterprise to achieve its goals and objectives. That is why, in order to maintain competitiveness, enterprises need to expand innovative processes and involve their staff. Personnel management is essential for a socio-economic system, especially during times of crisis. In current situation, the issue of retaining valuable personnel of the enterprise, as well as providing them with fair payment for their work and with necessary conditions to continue active labor activities plays center stage. The need to study the issues of anti-crisis enterprise personnel management is obvious. Thus, in order to overcome the crisis situation, it is necessary to unite all organizational structures, their integrated work and interaction, since without this it is impossible to achieve a positive result. Only highly motivated employees are able to carry out complex and urgent assignments of management. The article examines the problems of personnel management in crisis situations, identification of the main causes of employees' resistance to changes, the topic of the motivational component is touched upon, the mechanism of management in crisis conditions is presented. A program of anti-crisis personnel management based on motivation is offered. The comprehensive motivational anti-crisis program represents a mechanism to ensure stabilization of an organization and foresees involvement of personnel in the process of removing the organization from a difficult situation. The authors of the article used such methods of research as the analysis of theoretical and practical studies in the field of anti-crisis personnel management.