Siga este enlace para ver otros tipos de publicaciones sobre el tema: Organization and personnel management.
Artículos de revistas sobre el tema "Organization and personnel management"
Crea una cita precisa en los estilos APA, MLA, Chicago, Harvard y otros
Consulte los 50 mejores artículos de revistas para su investigación sobre el tema "Organization and personnel management".
Junto a cada fuente en la lista de referencias hay un botón "Agregar a la bibliografía". Pulsa este botón, y generaremos automáticamente la referencia bibliográfica para la obra elegida en el estilo de cita que necesites: APA, MLA, Harvard, Vancouver, Chicago, etc.
También puede descargar el texto completo de la publicación académica en formato pdf y leer en línea su resumen siempre que esté disponible en los metadatos.
Explore artículos de revistas sobre una amplia variedad de disciplinas y organice su bibliografía correctamente.
1
Lychkan, Leonid Petrovich. "Personnel management: personnel policy and personnel planning". Uchenyy Sovet (Academic Council), n.º 5 (22 de abril de 2021): 339–51. http://dx.doi.org/10.33920/nik-02-2105-02.
Texto completoResumen
The article discusses the provisions related to personnel (human resources) planning and certain aspects of such planning, in particular, planning the organization's staffing needs for a certain prospected period for the organization's development and implementation of its targets and plans. When planning the need for personnel in modern context of digital transformation of the system of public relations, in the conditions of the formation of different areas of life of a worker, the development of his own resource capabilities, in the context of a changing economic situation, organizations of a modern type, carrying out their activities and functioning in a specific area, take into account certain factors affecting and influencing the staffing needs of the organization, in particular: the organizational structure of the organization; the production structure of the organization; the strategy of the organization, the mission of the organization, the functions of the organization; the production process in the organization; the staffing of the organization (actual staffing - attendance and payroll staff ); the qualitative planning of the organization's staffing needs; the quantitative planning of the organization's staffing needs; programs for the release of goods and the provision of services; the degree of mechanization and automation of the organization's production (the use of new technologies in production), including management processes. The organization's activities are always aimed at establishing business relationships with customers, suppliers, competitors, and other persons who are of interest to the organization and, thereby, contribute to the implementation of the business strategy of a modern organization. Strategy is the result of a generalized determination of the long-term course of the development of the organization, the direction and nature of the organization's actions, associated with the choice of a goal, solution of the corresponding problems, formation of a holistic vision and responsible implementation of the business model of the organization's development, and obtainment of the planned result. An organization's strategy is a set of measures aimed at introducing personnel to the goals of the organization and means to achieve the goals in a certain period of the organization's functioning.
2
Kyriy, Serhiy, Kseniia Kalienik, Oleg Ananin, Igor Kukin, Iryna Zrybnieva y Vera Romanova. "Methodological foundations of strategic personnel management". LAPLAGE EM REVISTA 7, n.º 3A (30 de agosto de 2021): 26–31. http://dx.doi.org/10.24115/s2446-6220202173a1360p.26-31.
Texto completoResumen
The paper discusses the content, principles, scientific schools and modern trends in people management in an organization. At methodological tools for evaluating the strategic potential of the organization's people; the method for evaluating the strategic potential of the company's personnel is proposed based on an analysis of the use of the working hours fund. The results of the activities of staff in management positions, colleagues, subordinates and the employee's opinion are determining axes in the perception of the studied object, that is, people respond proactively to the management style according to the structure and planning of organizational praxis.
3
Didur, Hanna y Nataliia Smyrnova. "PERSONNEL MANAGEMENT SUBSYSTEM AS A COMPONENT OF AGRICULTURAL ORGANIZATIONS MANAGEMENT". Economic Analysis, n.º 28(1) (2018): 222–30. http://dx.doi.org/10.35774/econa2018.01.222.
Texto completoResumen
Introduction. The practice of modern enterprises activity suggests that it is impossible to ensure the efficiency and competitiveness of the organization as an integral system without effective personnel management. However, in the agrarian enterprises of Ukraine, the formation of an effective system of personnel management remains without due attention. Purpose. The article aims to identify the features and to find out the ways to form an effective subsystem of personnel management in agrarian organizations. Method (methodology). We have used the following methods in the course of the research: methods of critical and structured analysis; monographic method, method of trend analysis. Results. The problems of personnel management in agricultural enterprises of Ukraine have been investigated. The components of the personnel management subsystem in the organization management have been determined. Hierarchical levels of personnel management functions subordination have been selected. The directions of the personnel management system improvement in agrarian enterprises have been offered. Scope of results. The results of the research can be applied to improve the management of agrarian organizations through the formation of an effective personnel management subsystem.
4
Берсенева, И., I. Berseneva, Г. Микоян y G. Mikoyan. "Improvement of the Management System of Personnel in «Leroy Merlin»". Management of the Personnel and Intellectual Resources in Russia 7, n.º 4 (25 de septiembre de 2018): 58–60. http://dx.doi.org/10.12737/article_5b8d133d3f85c3.54409427.
Texto completoResumen
The essence and content of the theory of management, the evolution of managerial thought, the new administrative paradigm, the theoretical foundations of management and the current state of management theory are examined. Technologies of management of social and economic systems are presented: technology of development of administrative decisions. technology management of organizational changes, the technology of communication processes in the organization, technology management of the organization’s confl icts, information technology in the organization. The article gives applied aspects of the management of public and private organizations, the strategic management of the organization, the management of the organization’s personnel, crisis management, the management of the organization’s innovation activities, quality management, material management, investment management, project management, enterprise risk management, production management, environmental management.
5
Тавасиева, Z. Tavasieva, Позмогов y A. Pozmogov. "INNOVATION IN PERSONNEL MANAGEMENT OF ORGANIZATION". Management of the Personnel and Intellectual Resources in Russia 6, n.º 2 (4 de mayo de 2017): 11–14. http://dx.doi.org/10.12737/25268.
Texto completoResumen
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.
6
WIŚNIEWSKI, Janusz. "OF PERSONNEL MANAGEMENT IN THE ORGANIZATION". Nowoczesne Systemy Zarządzania 11, n.º 1 (20 de diciembre de 2016): 215–26. http://dx.doi.org/10.37055/nsz/129383.
Texto completoResumen
W niniejszym opracowaniu omówiono zagadnienia, jakie muszą być spełnione, aby przy pełnym zaangażowaniu i pracy zatrudnionych ludzi organizacja osiągnęła sukces. Efekt taki jest możliwy tylko wtedy, gdy odpowiedni ludzie znajdują się na odpowiednich stanowiskach. Funkcjonowanie przedsiębiorstwa w zasadniczym stopniu zależy od sposobu planowania zatrudnienia, a wpływ na nie mają wewnętrzne i zewnętrzne czynniki determinujące jego wielkość i strukturę. Rekrutacja jest zadaniem organizatorskim, mającym na celu zatrudnienie pracowników najbardziej odpowiednich, jeśli chodzi o ich kwalifikacje i cechy osobowościowe. Wyszukiwanie kandydatów do pracy w liczbie i stanie kwalifikacyjnym zgodnymi z planem zatrudnienia jest celem naboru. Pracowników o stosownych kompetencjach można poszukiwać wewnątrz organizacji lub na zewnątrz. Każda organizacja ma własny system oddziaływań na swoich pracowników, którego celem jest zachęcanie ich do podejmowania korzystnych zachowań na rzecz firmy, a unikania niekorzystnych. Największe znaczenie w systemie motywowania odgrywa wynagrodzenie. Formy płac są uzależnione od ilości i efektów pracy, a zakres ich stosowania ulega ciągłej zmianie. Najczęściej spotykane formy wynagradzania to: elementarne formy płac – dotyczą one wynagrodzenia zasadniczego; formy płac uzupełniających, np. premie i płace zadaniowe. Umiejętne zarządzanie pracą i płacą jest sposobem na realizację wspólnego dążenia ludzi i organizacji do zbieżnych ze sobą celów.
7
Tarasenko, V. V. "CAREER MANAGEMENT OF MANAGERIAL PERSONNEL OF EDUCATIONAL ORGANIZATION: MODERN PROBLEMS AND POSSIBLE SOLUTIONS". Vestnik Universiteta, n.º 9 (26 de octubre de 2019): 26–32. http://dx.doi.org/10.26425/1816-4277-2019-9-26-32.
Texto completoResumen
The article has been devoted to the ongoing research of a system of development of managerial personnel of educational organization. The results of the analysis of modern problems and the search for possible solutions to improve the management of the career of managerial personnel of educational organization have been presented. The essence and content of career management of managerial personnel of educational organization have been clarified; a set of problems, caused by the lack of a systematic approach to career management of managerial personnel of educational organizations has been substantiated; possible solutions to improve career management of managerial personnel of educational organization have been offered.
8
Solovova, Natalya, Olga Kalmykova y Natallia Sukhankina. "HR MANAGER COMPETENCE FORMATION METHODS REGARDING PERSONNEL RISK MANAGEMENT". SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 1 (21 de mayo de 2019): 506. http://dx.doi.org/10.17770/sie2019vol1.3819.
Texto completoResumen
In a post-crisis society, the most valuable economic and social resources of an organization are human capital. Modern strategies of management employed by an organization need special management approaches that would base on analysis of activities’ mechanisms and processes associated with personnel risks. One of the organizational, methodological and pedagogical solutions to this problem is the educational technology for raising competence level of managers in risk management. The research is aimed at methodological, managerial and organizational recommendations for competence formation of MSc in personnel risks management (major "Human Resource Management"). Research methods: expert survey, questionnaires, interview. The main finding of the research study: respondents were interviewed (Bachelors and Masters of Samara National Research University named after academician SP Korolev, of Samara State Technical University, executives, managers, HR managers, employees of industrial enterprises and of organizations providing services) to assess the relevance of competence in management of personnel-related risks for professional activities of an HR manager; learning and teaching support material has been developed to be used in training and education organized at the university and for management consulting of employers and employees of various organizations; samples of tasks for “Evaluation Tools Fund” have been developed, aimed at identifying the level of formation of the components of professional competence in management of personnel-related risks.
9
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, n.º 6 (19 de febrero de 2020): 38–43. http://dx.doi.org/10.12737/2305-7807-2020-38-43.
Texto completoResumen
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.
10
Коптева, Zhanna Kopteva, Варфоломеев y Aleksandr Varfolomeev. "HUMAN RESOURCE MANAGEMENT AS AN INNOVATIVE TECHNOLOGY OF PERSONNEL MANAGEMENT". Central Russian Journal of Social Sciences 10, n.º 6 (27 de noviembre de 2015): 276–84. http://dx.doi.org/10.12737/16821.
Texto completoResumen
Nowadays changes in economic conditions of functioning of Russian companies have led to a need to introduce an innovative approach to personnel management. The article discusses the main directions of building an effective system of innovative human resource management through the application of technologies of Human Resource Management. Creating a supportive atmosphere of innovation involves identifying the factors that influence the process of introducing innovations in the organization, which HR-managers should consider in their work with the staff. Based on the results obtained during the study, there are the following groups of factors: political; legal; organizational and economic; social and psychological; technical. The classification of the main functions of HR-managers is presented in detail in the article and an algorithm for constructing a corporate personnel training system using PESTEL analysis is given. The introduction of any innovation in the organization as a consequence requires training and development of staff. Innovative personnel management system will help to build a competent and efficient work of employees and improve communication within the organization, which in its turn, will have a positive impact on revenues and profitability of the company.
11
Nikulina, Yu y O. Kablukova. "Innovative Technologies in the Implementation of Personnel Policy: Practical Approach". Management of the Personnel and Intellectual Resources in Russia 9, n.º 4 (7 de octubre de 2020): 58–62. http://dx.doi.org/10.12737/2305-7807-2020-58-62.
Texto completoResumen
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.
12
Ivanova, Natalia y Anna Klimova. "IDENTITY FOCUSED ADAPTATION OF NEWCOMERS IN ORGANIZATIONS: RESOURSE FOR PERSONNEL MANAGEMENT". DIEM: Dubrovnik International Economic Meeting 6, n.º 1 (septiembre de 2021): 89–97. http://dx.doi.org/10.17818/diem/2021/1.9.
Texto completoResumen
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.
13
Bjørnstad, Anne Lise y Pål Ulleberg. "Effects of trust, structure and processes on effectiveness in a military organization: exploring a moderated mediation model". Leadership & Organization Development Journal 42, n.º 4 (5 de marzo de 2021): 564–79. http://dx.doi.org/10.1108/lodj-06-2020-0255.
Texto completoResumen
PurposeThe purpose of this study is to better understand the consequences of trust between personnel at different hierarchical levels for organizational effectiveness. The authors aim to explore the direct effects and the interaction effects of trust with organizational structure and processes. The study focuses on military organizations and expands on models and research from this context.Design/methodology/approachSurvey data were collected from a Norwegian military exercise organization at two different hierarchical levels. The hypothesized relationships between the variables were tested using moderation and serial mediation analyses.FindingsTrust between personnel at different hierarchical levels was found to positively influence organizational effectiveness in terms of higher shared awareness of tasks and responsibilities, better information sharing and, in turn, better decision-making. A perceived flat organizational structure and decentralized processes were found to increase flexibility, an increase that in turn improved decision-making. Moderation analyses further suggested that trust between hierarchical levels could attenuate the negative effects of personnel's perception of their organization as hierarchical and centralized.Practical implicationsThe study’s results suggest that, at least in Norwegian military contexts, practitioners should be concerned with building trust between personnel at different hierarchical levels, flattening the organizational structure, and decentralizing processes to increase organizational flexibility and effectiveness.Originality/valueThe present study contributes to a better understanding of the role of trust between personnel at different hierarchical levels in the effort to achieve effective organizational structures and processes in military contexts.
14
Malanchii, Mykola. "Development of the personnel management system of the State Border Guard Service of Ukraine". Public administration and local government 45, n.º 2 (23 de julio de 2020): 196–203. http://dx.doi.org/10.33287/102036.
Texto completoResumen
The features of personnel management development of the State Border Guard Service of Ukraine are considered in the article. It is substantiated that the decisive role in the combat service of the State Border Service of Ukraine belongs to the system of personnel management.
It is proved that the development of stable interaction of the elements of the system of personnel management of the State Border Guard Service of Ukraine is ensured due to the coordinated functioning in it of the following types of personnel management of the organization: traditional management of the organization based on the principle of unity; the administrative management of an organization that allows the appropriate management and management methods to be applied to it; self-organization, which is based on the active inclusion of different categories of military personnel in the process of making, making and implementing management decisions related to the organization of state border protection for one or another period of its protection; organizational and structural management aimed at ensuring the interconnection between the structural units within the State Border Guard Service of Ukraine. The application of this approach allows the State Border Guard Service of Ukraine to be considered most comprehensively as a state military organization and the development of an organizational personnel management system in it.
The development of the personnel management system in the context of the institutional approach is considered.
15
Todorovic, Dusan, Milanko Cabarkapa, Milica Tosic-Radev y Ines Miladinovic. "Organizational identification, commitment and orientations of professional military personnell". Vojnosanitetski pregled 74, n.º 9 (2017): 871–77. http://dx.doi.org/10.2298/vsp160616365t.
Texto completoResumen
Background/Aim. All military organizations seek such employees who will advocate for the organization's mission and act responsibly in the direction of achieving the objectives of operational and working groups to which they belong. Accordingly, the primary task of the military organization management is not only the cultivation of the members who would be committed to the organization, but also the officers and soldiers who identify with the organizational mission. The aim of this study was to examine differences in organizational identification, commitment to the organization and organizational orientations of the professional military personnel and employees in service and administrative activities. Methods. The research sample consisted of 450 respondents, of whom 150 were professional soldiers, 150 civilian employees in the service sector and 150 employees in the civil sector in administration. For statistical analysis of the data, the analysis of variance and canonical discriminant analysis were used. Results. Professional military personnel was characterized by a high degree of both organizational commitment and organizational identification, compared with employees in the civil sector - service and administrative activities. Through the process of canonical discriminant analysis, it was found that the professional military personnel are different from the other personnel in the sense that they identify with their colleagues and they feel a high degree of loyalty to the military organization, as key aspects of organizational identification. In addition, professional military personnel have pronounced affective commitment to the organization. Conclusion. Human resources are the key and the essential factor of advantage in the context of strong competitiveness in the field of military defense's reality. Given that they are more adaptable and flexible, compared with the technological and structural resources, a high degree of experienced similarity with the other members of the organization, pronounced loyalty and affective commitment to the organization, to a large extent guarantee new successes and the progress of the military organization.
16
Kudryashov, V. S. "The workforce planning system of the organization". Business Strategies, n.º 7 (9 de agosto de 2018): 11–17. http://dx.doi.org/10.17747/2311-7184-2018-7-11-17.
Texto completoResumen
The Relevance of the research topic is due to a number of factors: first, at the present stage of development, in the context of increasing competition, companies are in constant search of sustainable and difficult to replicate sources of competitive advantage; secondly, since the second half of the twentieth century, not only in theory but also in practice of management of most organizations recognized the existence of a relationship between the effectiveness of the organization and the effectiveness of its personnel policy (and personnel planning as one of its areas, including). Initially, the purpose of this direction was, first of all, to meet the needs of human resources - the production and economic needs of "employers" in the qualified personnel necessary for the most effective and efficient functioning of the organization, and only then the socio - economic interests of "workers". Today it "extends" practically to all spheres of personnel management. Despite the recognition of marked dependence and the role of personnel planning in enhancing organizational effectiveness, for most organizations it does not become a management norm, and if it is, it is not integrated into the overall business strategy, as opposed to, for example, from production planning, product sales, investments into development and so the Current situation is not just "assumes" and "requires" practical changes in relation to, the formulation and implementation of personnel policies and direction of its improvement.
17
z Baiganova, Zhuldyz, Raushan Magzumova, Nailya Delellis y Ainagul Tulegenova. "SWOT analysis of the Human Resource Management Service of Medical Organizations in Kazakhstan". Journal of Health Development 2, n.º 37 (2020): 31–36. http://dx.doi.org/10.32921/2225-9929-2020-2-37-31-36.
Texto completoResumen
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
18
Митрофанова, Elena Mitrofanova, Эсаулова y Irena Esaulova. "Personnel Costs Management in an Organization (Lecture 4)". Management of the Personnel and Intellectual Resources in Russia 3, n.º 6 (15 de diciembre de 2014): 41–48. http://dx.doi.org/10.12737/7299.
Texto completoResumen
The paper continues the compendium of lectures on “Personnel Management Economics” under the Bachelor-degree program. The concept of «personnel costs»
is defi ned, personnel costs are classifi ed. Examined are factors, determining the size of an organization’s personnel costs. The system of personnel costs management
is characterized in terms of its essence and constituents, the objective of personnel costs management is clarifi ed, ways to manage it are revealed.
Also specifi ed is how to manage and control various categories of personnel costs, such as payroll costs, training costs, costs of a company’s social commitments
and social safeguard.
19
Kavtidze, E. "STRATEGIC DIRECTIONS OF PERSONNEL MANAGEMENT DEVELOPMENT". ASJ 1, n.º 49 (15 de junio de 2021): 57–58. http://dx.doi.org/10.31618/asj.2707-9864.2021.1.49.97.
Texto completoResumen
The article examines changes in corporate governance at the turn of the millennium. According to the author, these shifts are undoubted of a strategic nature, and their reasons are the globalization of the market and sectoral structure, the optimization of the workforce at enterprises, the orientation of the owners towards high incomes, rapid and constant organizational and technological changes. The author believes that the changes will affect not only the business as a whole but also the organization of work of personnel in individual corporations.
20
Свистунов y Vasiliy Svistunov. "HUMAN RESOURCE MANAGEMENT STRATEGY AS COMPONENT OF PRODUCTION ORGANIZATION DEVELOPMENT STRATEGY". Management of the Personnel and Intellectual Resources in Russia 1, n.º 2 (20 de septiembre de 2012): 33–36. http://dx.doi.org/10.12737/1622.
Texto completoResumen
During the crisis periods the organizations survive, managed to
catch a tendency of changes and quickly to adapt to them, including
at the expense of their strategy high-quality development. In
this regard within strategic behavior of production organization the
practical interest is represented by functions of its strategy. The
analysis of domestic organizations strengths and weaknesses testifi
es that many of them have personnel services rather made on the
organization, but often used ineffi ciently. It gives the grounds to
speak about the need to improve the work with organization personnel
in conditions of organization strategy development formation
and realization.
21
Tandelova, O. M. y O. O. Dzhioeva. "PECULIARITIES OF HUMAN RESOURCES MANAGEMENT IN INNOVATIVE ORGANIZATIONS". National Association of Scientists 1, n.º 25(52) (2020): 58–60. http://dx.doi.org/10.31618/nas.2413-5291.2020.1.52.142.
Texto completoResumen
This article is devoted to the features of personnel management in innovative organizations. The dependence of effective personnel management regulation on a motivational factor is analyzed. The principles affecting the management potential depending on the strategic settings of the organization are identified.
22
Yevdokymova, Iryna. "Professional and personnel risks in social work". Науково-теоретичний альманах "Грані" 22, n.º 2 (22 de abril de 2019): 23–31. http://dx.doi.org/10.15421/171918.
Texto completoResumen
The article is devoted to the analysis of professional and personnel risks in social work. From the end of the twentieth century in management theory personnel is the main resource of an organization and the determining factor of its success. Moreover, the issue of professional and personnel risks is becoming increasingly important in analyzing modern organizations. At the same time, social-oriented non-profit organizations engaged in social work do not pay much attention to analyzing and developing strategies to prevent professional and personnel risks compared to commercial organizations. Professional risks are risks that associated with a professional activity and that directly affect the personality; they are capable to change personal behavioral and emotional reactions to certain events. The professional risk of social work in the article refers to the risk of professional deformation, the risk of «burnout syndrome», the risk of «professional fatigue». Personnel risks are the negative consequences in functioning of an organization because of activity or inactivity of its personnel. For example, the most likely personnel risks in social work are the risks associated with the recruitment, selection and selection of personnel; personnel adaptation risks; motivation risks; risks of inefficient use of staff, etc. Consequently, to prevent professional and personnel risks in non-profit social-oriented organizations engaged in social work the article proposes the following: supporting for the employees initiative; exchanging of experience both inside and outside the organization; creating opportunities for career advancement and development; creating opportunities for changing activities; psychological training for employees; training activities to monitor and effectively allocate personal resources; corporate events and leisure activities. In practice, all these measures should be comprehensive and used at the individual, group and organizational levels, relate to professional and personal characteristics of employees of non-profit social-oriented organizations engaged in social work. Moreover, the head of a particular non-profit social-oriented organization engaged in social work must develop the unique strategy of professional and personnel risks management, taking into account its specific conditions.
23
Kovalenko, A. y V. Grynenko. "Personnel Policy as Effective Tool for Security-Oriented Personnel Management of the Organization". Modern Economics 24, n.º 1 (16 de diciembre de 2020): 75–80. http://dx.doi.org/10.31521/modecon.v24(2020)-12.
Texto completoResumen
Annotation. Introduction. In modern business conditions to increase the efficiency of human resources of the organization it is necessary to use a variety of tools. The basis of effective management of human resources of the organization is a system of personnel policy. With the rational use of available human resources, the time of implementation of the main strategy of the organization is significantly reduced. Purpose. The aim of the article is to determine personnel policy as effective tool for personnel management of the organization. Results. Personnel policy from the point of view of its formation is considered. The main problems of functioning and implementation of personnel policy of the organization are revealed. The role and place of personnel policy in the process of strategic personnel management are determined. The growth of the value of the employee, who acquires new forms of manifestation for the owner and head of the organization, is proved. The main content and goals of the personnel policy of the organization are substantiated, taking into account the strategy of its development, aimed at achieving not only economic but also social effect. Conclusions. Personnel policy plays a key role in building an effective management system for a security-oriented enterprise. An effective personnel policy should be implemented in stages, taking into account the risks and strategy of the organization. Given the growing value of the employee, it is necessary to build a progressively growing system of employee motivation, provided by personnel policy. Since the competitiveness of the enterprise depends on the tools of personnel policy, it is necessary to determine the operational and strategic goals of the organization as a whole, defining specific goals for each employee. Only if the right personnel policy is built, it is possible to build an effective management system for a security-oriented organization. Keywords: personnel policy, personnel management, enterprise strategy, management tools, human resources.
24
Лустина, Татьяна y Tatyana Lustina. "A Systematic Approach to Personnel Commitment Assessment". Servis Plus 8, n.º 1 (15 de marzo de 2014): 71–76. http://dx.doi.org/10.12737/2799.
Texto completoResumen
The article researches the issue of personnel loyalty /commitment as affecting organizational competitive potential. The author aims at creating a systematic approach to personnel loyalty management and drawing up a loyalty-type-specific plan of personnel loyalty development.
With long-term survival prospects making it any organization´s imperative to treat its personnel loyalty / commitment as a contributor to competitive advantage, research into the issue is gaining momentum. In terms of management, personnel loyalty / commitment is viewed as an effective driver of an organization´s efficiency, lending to HR stability, raising the organization´s competitive potential and improving performance. Thus, creating a personnel loyalty / commitment management system is an increasingly pressing matter.
25
Petrova, Natalya G. y Sarkis G. Pogosyan. "Motivation of medical personnel as an important element of personnel management". Science and Innovations in Medicine 5, n.º 2 (15 de junio de 2020): 105–10. http://dx.doi.org/10.35693/2500-1388-2020-5-2-105-110.
Texto completoResumen
Objective - to analyze the structure of motivational attitudes of nurse personnel and their career orientations. Materials and methods. The study was conducted on the basis of three multidisciplinary medical organizations in St. Petersburg. Nurses were asked to complete two questionnaires, including an assessment of motivation and career orientations. The total number of questionnaires processed was 162. The average length of service of the respondents was 10.5 years. According to age, the respondents were distributed as follows: 62.0% were people aged 20-29 years, approximately equal shares were people 30-39 years old (18.6%) and 40 years and older (19.4%). The study of the motivation of professional activity was carried out according to the methodology of K. Zamfir (modified by A. Rean). Also, the methodology used to diagnose the value orientations in the career was ''Career Anchors'' (the method of E. Shein in adaptation by V.A. Chiker and V.E. Vinokurov). The questionnaires contain certain points and clues, allowing one to evaluate, respectively, the nature of motivation and preferred orientations. The statistical processing of collected data was performed with the Microsoft Office 2016 programs: Microsoft Word, Microsoft Excel. Results. It was established that in the structure of motivation, 40.2% is an external positive motivation (positive incentives in the organization), 30.1% is an internal motivation (satisfaction with work and its results), 19.7% is an external negative motivation (punishment). The main value orientations in a career are as follows. In the first place - the integration of lifestyles (in 73.2% of cases, this orientation scored maximum points); on the second -stability of work (62.0%); in the third place - ministry (52.4%). The ratio of value orientations varies somewhat among people of different ages. Conclusion. The identified features of motivation and value orientations of nurses should be taken into account both as a whole (to develop a system of motivation in the organization) and personally, taking into account the individual characteristics of each employee. The study of motivation should be carried out by psychologists of medical organizations, and the results should be transmitted to managers to form a reasonable personnel policy.
26
Tereshchuk, Ekaterina. "Measuring the efficiency of organizational culture in the context of personnel management". Socium i vlast 6 (2020): 55–66. http://dx.doi.org/10.22394/1996-0522-2020-6-55-66.
Texto completoResumen
Introduction. The article is focused on possibilities of measuring the efficiency of organizational culture, which is relevant when planning and justifying the expenditures for personnel management. The aim of the study is to formulate an algorithm of actions which makes it possible to move from assessing the existing organizational culture to assessing the expected economic effects from measures to maintain or develop it. Methods. In the course of the research, the methods of comparative analysis, system analysis, functional analysis, desk research were used. Scientific novelty. In works devoted to measuring organizational culture, the emphasis is made on diagnosing its state, its features in any specific organizations, recorded, as a rule, on the basis of a number of well-known author’s methods. Researches on HR analytics and practical recommendations are focused on building a system of HR metrics and identifying their correlation with an organization economic performance in order to see solutions - “insights” in human resource management. At the same time, there are no works reflecting the relationship between the characteristics of organizational culture and the expected economic effects of its functioning, which would justify the necessity of expenditures for managing organizational culture for each specific organization. The article describes the possibility of transition from measuring the culture characteristics to the indicator of return on investment in human capital. Conclusions. The practice of assessing the economic efficiency of decisions related to the expenditures for organizational culture is accompanied by a number of difficulties in justifying the expected results. In our opinion, the variant of measuring the effectiveness of organizational culture described in the article has the right to exist. It should be noted that the correlations between culture indicators, HR metrics and economic effects can vary for different organizations, which is established empirically by observing changes in all indicators and their relationships over time.
27
Benowitz, Stephen C. "New Age Personnel — Quality Service Delivery in Changing Times". Public Personnel Management 23, n.º 2 (junio de 1994): 181–85. http://dx.doi.org/10.1177/009102609402300201.
Texto completoResumen
Many organizations must re-evaluate the manner in which personnel services are delivered to customers. Growing demands and increasing responsibilities placed on personnel offices have changed the nature of their work. Fiscal constraints have led to cutbacks in available staff to meet these needs. Larger organizations may have to re-evaluate the structure and responsibilities of centralized vs. decentralized systems. The National institutes of Health (NTH) is a large organization (19,000 employees) with a decentralized personnel services program. New responsibilities placed on the program (e.g., ethics, federal government recruitment and hiring regulations) and reduced resources have led to a re-examination of the services that customers need most, and of the level of the organization that is most effective in providing the service. Using focus groups, NIH identified a number of critical areas of personnel service delivery; me ten most critical are being reviewed by TQM teams. Each team will recommend the most appropriate organizational level to provide the service and will identify ways to simplify procedures (including automation) for both personnel offices and customers. This article will discuss the approach used at NTH and provide information on the results that have been accomplished to date.
28
NOWAKOWSKI, Zenon. "PERSONNEL MANAGEMENT PROCEDURES OF THE ORGANIZATION – FUNCTIONAL PERSPECTIVE". Nowoczesne Systemy Zarządzania 11, n.º 1 (20 de diciembre de 2016): 175–89. http://dx.doi.org/10.37055/nsz/129380.
Texto completoResumen
Problematyka zarządzania zasobami ludzkimi organizacji, zarówno w ujęciu teoriopoznawczym, jak i instrumentalnym, bywa z reguły analizowana w kontekście wielowymiarowym. Zróżnicowane podejście do identyfikacji systemu zarządzania zasobami ludzkimi, zdaniem H. Bienioka, obejmuje trzy podstawowe aspekty analizy, tzn.: aspekt procesowy, ilustrujący przebieg (etapy, elementy, podsystemy) procesu zarządzania zasobami ludzkimi; aspekt funkcjonalny, ukazujący przynajmniej cztery główne funkcje zarządzania, do których należą: planowanie, organizowanie, motywowanie i kontrolowanie; aspekt narzędziowy, uwzględniający takie obszary działań w zarządzaniu zasobami ludzkimi jak: kształtowanie polityki personalnej (kadrowej), controlling personalny, koszty pracy. W prezentowanej publikacji ukazano istotę funkcjonalnego podejścia do systemu zarządzania zasobami ludzkimi, odwołując się do prakseologicznej wykładni działania zorganizowanego. Z uwagi na tematykę niniejszego opracowania analizą objęto procedury personalne realizowane w ramach czterech klasycznych funkcji zarządzania, zaliczając do nich: planowanie zasobów ludzkich, organizowanie i alokację zasobów ludzkich, motywowanie personelu, kontrolowanie i ocenianie pracowników.
29
Мartynets, V. y M. Sheremet. "GENDER APPROACH IN PERSONNEL MANAGEMENT OF THE ORGANIZATION". Ekonomika ta derzhava, n.º 7 (22 de julio de 2021): 90. http://dx.doi.org/10.32702/2306-6806.2021.7.90.
Texto completo
30
Sajedah Norozpour, Mehdi Safaei,. "Foreigner identification number in Turkey: challenges, threats, opportunities and its role in organizational sustainability development". Psychology and Education Journal 58, n.º 1 (1 de enero de 2021): 3109–20. http://dx.doi.org/10.17762/pae.v58i1.1214.
Texto completoResumen
Employee performance within the organization reflects their knowledge, skills, and values. To this end, identifying the factors, affecting the performance of employees is one of the goals of human-resource improvement in management. The effective role of motivating and reinforcing the sense of worth in an organization's personnel, in improving their efficiency, effectiveness, and productivity as well as enhancing their mental health, are factors that cannot be ignored easily. This is particularly evident in organizations where the workforce is more involved in research activities. One of the key factors is a research organization's sense of responsibility for the organizational problems of its valuable personnel. This research examines the performance diagnosing of the organizational process in Turkish universities and then identifies challenges, threats and opportunities. Finally, suggestions have been made to achieve sustainable organizational development. After identifying and examining the influencing factors, the Weisbord model is examined to evaluate the Performance Diagnosis process of issuing a work permit for foreign professors at a Turkish university. As a result of this study, researchers have made suggestions for university administrators to improve organization and staff performance.
31
Petrov, Igor, Lev Bulychev, Natalia Bushueva y Aleksandr Zheltenkov. "Transforming the enterprise architecture through personnel design". E3S Web of Conferences 138 (2019): 02010. http://dx.doi.org/10.1051/e3sconf/201913802010.
Texto completoResumen
Changes in the external environment, market and technology require adaptability and flexibility of organizations. It is realized through system monitoring and continuous business transformation and requires changes in the system of goals and indicators, policies, business processes, organizational structure, and IT solutions. Such transformations need systemic coordination in several functional areas: strategic management, performance management, business process management, organizational design, information systems design, personnel management, knowledge management, etc. The article describes possibilities of transforming the enterprise architecture through personnel design. This method is not studied well enough as the human factor is mostly unpredictable, but it is the basis of all transformations. The developed methodology was tested at the department of Vyatka State University. As a result, the authors have identified reasons for the low efficiency of certain types of activities and described necessary intertypes for strengthening positions. The research states that intertype analysis allows to simulate the microclimate in a department or organization. Moreover, understanding intertype relationships helps to manage implicit knowledge and communication between employees, which is very important according to Kaizen.
32
Nikiforenko, Valeriy y Vera Kravchenko. "Interconnection of personnel reliability and personnel security in the organization management system". Socio-Economic Research Bulletin, n.º 3(67) (30 de octubre de 2018): 174–83. http://dx.doi.org/10.33987/vsed.3(67).2018.174-183.
Texto completo
33
Pavlenko, Olena, Vitalii Sukalenko, Oleksii Shkulipa y Meena Sunildutt Sharma. "Personnel management features of medical institutions". Health Economics and Management Review 2, n.º 1 (2021): 44–53. http://dx.doi.org/10.21272/hem.2021.1-05.
Texto completoResumen
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.
34
Чуланова, Oksana Chulanova, Борисенко y N. Borisenko. "Personnel Risks in Implementation Competence Approach in Personnel Management: Classification, Identification, Minimization". Management of the Personnel and Intellectual Resources in Russia 4, n.º 5 (19 de octubre de 2015): 30–34. http://dx.doi.org/10.12737/14954.
Texto completoResumen
A practical experience of competent approach in personnel management of core organization showed that there are risks in the implementation of the model of competence and avoid them in the current economic environment is very difficult. This fact must be taken into account managers for timely prevention, prevention and minimization of personnel risks. In this study particular personnel risks in implementing competence-based approach to the management staff of the organization are presented. The authors have been considered competent approach, especially its use in personnel management, as well as the classification of personnel risks, developed a method to minimize personnel risks in implementing competence-based approach to working with the staff of the organization. The material for this article is a long-term experience of domestic and foreign scientists to study in detail the effectiveness of this approach.
35
Кибанов y Ardalon Kibanov. "The development of personnel management theory and practice (historical view)". Management of the Personnel and Intellectual Resources in Russia 2, n.º 3 (1 de julio de 2013): 8–12. http://dx.doi.org/10.12737/535.
Texto completoResumen
The essence of theories related to personnel management is considered in this article. This theories’ development is demonstrated since the middle of the XIX century to the beginning of the XXI century: the theories’ postulates of working with people and the expected results were changing. Together with the theories the practice of personnel management was developing: objects of management, personnel’s dominating needs, organization tasks, and leading trends of personnel management were changing. For almost two centuries the content of personnel management processes has undergone a significant evolution: from staffing and staff accounting to personnel’s intellectual capital management. This evolutionary path has been described in details and justified step by step on the example of world’s leading countries, including Russia, in the article.
36
Турчинов y Alyeksandr Turchinov. "PERSONNEL POLICY AND PERSONNEL MANAGEMENT AS FACTORS OF RUSSIA’S MODERNIZATION". Management of the Personnel and Intellectual Resources in Russia 1, n.º 2 (20 de septiembre de 2012): 10–13. http://dx.doi.org/10.12737/1614.
Texto completoResumen
The article deals with current problems of management theory and
practice devoted to personnel policy, personnel management in the
context of the modernization of society, as well as risks, challenges and
threats to human resources of an organization and the state under the
conditions of a globalizing world.
37
Турчинов y Alyeksandr Turchinov. "Personnel Policy and Personnel Management as Factors of Russia's Modernization". Management of the Personnel and Intellectual Resources in Russia 1, n.º 1 (25 de abril de 2012): 9–11. http://dx.doi.org/10.12737/1711.
Texto completoResumen
The article deals with current problems of management
theory and practice devoted to personnel policy, personnel management
in the context of the modernization of society, as well as risks, challenges
and threats to human resources of an organization and the state under
the conditions of a globalizing world.
38
Kondrat'ev, Dmitriy, Gamlet Ostaev, Guzaliya Klychova, Ayrat Valiev y Bulat Ziganshin. "STOCHASTIC ANALYSIS AND OPTIMAL MANAGEMENT OF STAFF INCENTIVES IN A COMMERCIAL ORGANIZATION". Vestnik of Kazan State Agrarian University 16, n.º 2 (5 de agosto de 2021): 116–23. http://dx.doi.org/10.12737/2073-0462-2021-116-123.
Texto completoResumen
The article discusses the issues of research and assessment of the impact of quantitative parameters of material and social incentives for personnel on the financial results of the activities of commercial organizations, as well as issues of optimal management of these parameters. Stimulation of personnel acts as a tool that guides employees of the organization to achieve specific productive indicators of its activity that have value for the organization by strengthening the desired motives and reinforcing the required motivational structure in the team. Studying the influence of individual incentives on the motivation and performance of an organization is an important management task that provides information necessary for making decisions on improving the incentive system. Therefore, the paper substantiates the methodological tools for stochastic analysis, forecasting and programming the dependence of financial results of work on the quantitative values of individual stimulating factors based on the methods of regression and economic analysis, the index forecasting method. Also, a methodological toolkit for mathematical modeling and optimal decision-making on the prospective structure of quantitative parameters of the organization's personnel incentive system was developed on the basis of the obtained stochastic dependencies and linear programming methods. The article presents an example of mathematical formalization, practical implementation and economic interpretation of tools for stochastic analysis and optimal management of staff incentives based on the proceedings of an agricultural organization. The methods and tools for managing staff incentives described in the work can be used by business entities of various industries and spheres of activity when justifying the directions of restructuring the systems of motivation and incentives for personnel
39
Erlygina, E. y Yu Abramova. "Organizational Culture as a Factor of Organizational Innovativeness". Bulletin of Science and Practice 5, n.º 11 (15 de noviembre de 2019): 276–79. http://dx.doi.org/10.33619/2414-2948/48/31.
Texto completoResumen
Organizational culture acts as a factor of personnel management of the organization, has a controlling influence through the system of values, principles and norms of behavior. Organizational culture as a factor of organization management, various specific innovative management methods are available. The culture of the organization promotes organizational innovation through strengthening and encouraging open communication between employees and the organization, as well as cooperative behavior among members of the organization.
40
Varaksin, Konstantin S., Artem S. Makarov y Alexander Y. Lyapin. "Competency management of laboratory personnel using LIMS". SCIENCE & TECHNOLOGIES OIL AND OIL PRODUCTS PIPELINE TRANSPORTATION 10, n.º 6 (30 de noviembre de 2020): 636–41. http://dx.doi.org/10.28999/2541-9595-2020-10-6-636-641.
Texto completoResumen
The updated edition of the ISO/IEC 17025 standard introduced significant changes to the structure, terminology, resource requirements, processes, quality management system of testing and calibration laboratories. New requirements were established for the organization of laboratory activities – a process approach and risk-based thinking, which provides for a reduction in part of the prescriptive requirements and the introduction of requirements based on the analysis of the performance of actions. In accordance with GOST ISO IEC 17025-2019, the laboratory must authorize personnel to perform specific laboratory activities, as well as guarantee their competence. This article discusses the organization of the competence management system for the personnel of the laboratories of the organizations of Transneft system using the laboratory information management system (LIMS). The model of the process implementation has been described. It has been established that the competence test system allows you to regularly monitor the skills and knowledge of laboratory workers both in terms of the elements of the Quality Management System and in the applied measurement (test) methods. The personnel responsibility matrix implemented in LIMS regulates the powers and functionality of employees, ensuring that employees are allowed to perform work in accordance with their competence. The functions implemented in LIMS made it possible to automate the management of the competence of laboratory workers in accordance with the requirements of GOST ISO/IEC 17025-2019 and other regulatory documents.
41
Cherepovskaya, Natalya A. "Communication as an effective management tool". Theoretical and Practical Aspects of Management, n.º 9 (24 de agosto de 2020): 123–38. http://dx.doi.org/10.46486/0234-4505-2020-9-123-138.
Texto completoResumen
The article discusses the problems and importance of communication in organizations. Communications are the Foundation for managing the entire company, and the result depends on them, which will affect the success of the company. Communications play an informational role at start-up companies. The effectiveness of communication in an organization depends on its future fate as an economic entity, the fate of employees who work in it. Communication is a complex process that consists of interdependent steps. They form a mutual understanding between employees and managers. Communication in an organization is an exchange of information, through which the Manager receives the necessary information to make effective decisions and communicates these decisions to employees. The quality of communication depends entirely on the role and function of the Manager, who, when setting goals and tasks, plans to achieve successful implementation. The purpose of the study is to prove the prospects of the influence of communications as an effective tool for managing organizations and personnel. The objectives of the study are to identify factors that affect employees' ability to communicate. Determining their significance and the degree of perception of communication as an important condition for an effective organization that creates material values and distributes added value, including for staff. Their influence on non-communicative staff, creating conditions for active communication. Results. Using the methodology of institutional analysis, the need to improve the tools for effective management of the organization and personnel was identified. As a result of the research, the proposed recommendations can affect the effectiveness of economic indicators, a greater number of involvement of non-communicative personnel in the organization.
42
Кожевникова, Л., L. Kozhevnikova, И. Старовойтова y I. Starovoytova. "The Problem of Multi-Level Ethical Regulation in Personnel Management". Management of the Personnel and Intellectual Resources in Russia 8, n.º 4 (31 de octubre de 2019): 11–15. http://dx.doi.org/10.12737/article_5d7b8b914f4079.44771785.
Texto completoResumen
The article is devoted to methodological problems of personnel management: the problem of ethical values in the management of an organization, the problem of the relationship between ethics and economics, the problem of synthesizing positive and normative approaches within the framework of economics, the problem of balancing the basic values of the work ethic of an ethnos and socio-economic institutional factors of modern society. A classifi cation of ethical dilemmas in the organization is proposed: dilemmas at the individual level (professional ethics of the personnel manager), at the organizational level (ethics of the organization) and at the social level (economic ethics). The article shows the new ethical problems to which the spread of new information and communication technologies leads. The authors conclude that the humanistic economic theory of a civilized society has been developing.
43
Митрофанова y Elena Mitrofanova. "Audit Staff in the Personnel Management System of the Organization (Lecture 5)". Management of the Personnel and Intellectual Resources in Russia 4, n.º 3 (17 de junio de 2015): 47–55. http://dx.doi.org/10.12737/12094.
Texto completoResumen
This article continues the abstract of lectures on discipline «Economics of personnel management» for bachelor degree programme.
The article reveals the essence and purpose of audit personnel and the personnel management system. The basic directions of audit staff. The content of the
principles of audit staff, the characteristic of the methods of audit staff. Consistently shown the content of the main stages of audit personnel and the personnel
management system: phase of goal setting, the preparatory stage, the stage of analysis and evaluation of the personnel management system for a certain
period or in dynamics, the stage of formation of a set of recommendations for improving the system of personnel management. Keywords: audit staff, the
direction of audit staff, audit personnel, personnel management, methods, audit staff, audit staff, audit report.
44
Hamilton, David K. "The Personnel Function in Small Public Organizations". Public Personnel Management 24, n.º 3 (septiembre de 1995): 399–411. http://dx.doi.org/10.1177/009102609502400309.
Texto completoResumen
As the personnel function becomes more complex and sophisticated, small public organizations without a personnel unit are increasingly at a disadvantage. Through a survey of park districts, the author analyzes how the personnel function is administered in small public organizations. Questions investigated include how large a public organization must be before it starts to centralize the personnel function and how centralization affects the distribution of personnel activities and the involvement of line managers.
45
Mwaipungu, Richard R. y Dhiren Allopi. "The challenges faced by Tanzania`s Road Organization in running Maintenance Management System and Pavement Management System effectively". International Journal for Innovation Education and Research 3, n.º 8 (31 de agosto de 2015): 119–29. http://dx.doi.org/10.31686/ijier.vol3.iss8.417.
Texto completoResumen
Running or developing the local MMS or PMS, be it for unsealed or sealed pavements, needs a team of well-trained and experienced road organization staff and appropriate equipment. The data employed to run a gravel roads MMS should reflect the capacity of the road organization personnel to collect them. In this regard, the team should be of adequate size, education and experience. It is, therefore, essential for the benefit of road users, road organization, the environment, and the sustainability of gravel roads to establish the capacity of road organization personnel responsible for running gravel road maintenance management with the intention of meeting social, economic, and political demands.The need to establish the adequacy of Tanzania road organizations in running gravel road MMS and PMS was the reason for conducting the qualitative research aspect of this study. The survey also intended to find out which parameters are readily collected by the surveyed road organizations, so as to include them as variables in formulating a gravel loss prediction model.This paper presents analysis and discussion of the questionnaire responses. The study notes the challenges being faced by road organizations responsible for the maintenance management of gravel road network in Tanzania and attempts to map a way forward.
46
Яркова, С., S. Yarkova, Л. Якимова, L. Yakimova, Е. Варламова y E. Varlamova. "Personnel Management in Conditions of Restructuring of the Railway Industry". Management of the Personnel and Intellectual Resources in Russia 6, n.º 6 (23 de enero de 2018): 66–77. http://dx.doi.org/10.12737/article_5a462744f14ca2.30311783.
Texto completoResumen
This article discusses the organization of administration and personnel management in a time of organizational change in the company, the mechanism of management of human risk as a factor of increase of efficiency of enterprise activity during restructuring. The main method used by the authors to build models of an estimation of personnel risks — the method of expert evaluations. The importance of planned management of the behavior of workers during organizational change is marked. Recommendations for prevention of personnel resistance to change and actions for reducing or eliminating risks are given.
47
Mousakhani, Mohammad y Khadijeh Rouzbehani. "On Knowledge Management". International Journal of Asian Business and Information Management 5, n.º 4 (octubre de 2014): 23–33. http://dx.doi.org/10.4018/ijabim.2014100103.
Texto completoResumen
Successful implementation of knowledge management for organization requires a systematic and comprehensive perspective about various organizational factors. Appropriateness of these factors and their integration and coordination is a vital prerequisite to implement knowledge management effectively. The primary purpose of the research is investigating the relationship between three fundamental aspects of intellectual assets – human capital, structural capital and relational capital – with knowledge management practices. The method of the research is descriptive and co relational. The research was conducted in petrochemical Company in Tehran. The total number of personnel was 720 and the sample of 265 members of personnel was selected as statistical sampling. According to the research findings, there are significant relationships between these intellectual assets and knowledge management practices. These findings support the necessity of preparing the prerequisites of effective implementation of knowledge management. Accordingly an organization characterized by more developed intellectual capitals can benefit from knowledge management initiatives.
48
SOCKEL, HY y BRENDA MAK. "THE RELATIONSHIP OF PERCEIVED ORGANIZATIONAL INNOVATIVENESS (PORGI) ON IS&T EMPLOYEE CONTINUANCE: A LISREL MODEL". International Journal of Innovation and Technology Management 01, n.º 04 (diciembre de 2004): 393–414. http://dx.doi.org/10.1142/s0219877004000295.
Texto completoResumen
This paper explores how employees' perception of an organization's innovativeness impacts their desire to continue an association with the organization. The study uses Structural Equation Modeling — LISREL to explore the relationship between latent constructs of the employees' Perceived Job Satisfaction, and Perceived Organizational Innovativeness (PORGI) with their desire for (employment) Continuance with the organization. PORGI is measured through perceived innovation management, organizational career culture, personnel and innovation management policies. The latent construct of "Employee Continuance" is measured through loyalty and a desire to stay. The latent construct of Job Satisfaction is measured by the perceived job satisfaction of the employees. A survey was conducted among Information Systems and Technology (IS&T) employees and the data was analyzed using LISREL confirmatory factor analysis. The results indicate that Perceived Organizational Innovativeness and Job Satisfaction have significant impact on employee retention. Employees that perceived the organization as being innovative demonstrated higher levels of loyalty and had a higher desire to stay connected with their organization. The study concludes that it behooves organizations to support innovative technologies, if only to improve employee retention. Additional organizational implications and technological adoption strategies to strengthen employee retention are discussed.
49
Bіlous, Victoria. "Improvement and development of mechanisms for personnel management of agricultural enterprises". University Economic Bulletin, n.º 48 (30 de marzo de 2021): 20–27. http://dx.doi.org/10.31470/2306-546x-2021-48-20-27.
Texto completoResumen
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.
50
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, n.º 1 (29 de marzo de 2021): 52–56. http://dx.doi.org/10.12737/2305-7807-2021-10-1-52-56.
Texto completoResumen
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.