0

EDUCATION

VLADIVOSTOK STATE UNIVERSITY

ECONOMY AND SERVICE)

INSTITUTE OF CORRESPONDENCE AND DISTANCE LEARNING

REPORT

ON TRAINING PRACTICE

gr. D / BUP-12-032 _______________________ A.E. Fighters

Supervisor

Art. teacher _______________________

Supervisor

from the enterprise _______________________

Vladivostok 2014

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

State educational institution of higher professional

education

ECONOMY AND SERVICE»

INSTITUTE OF LAW AND MANAGEMENT

CHAIR OF HR MANAGEMENT AND LABOR LAW

P U T E V K A

Student Boytsov Anton Evgenievich

Department of "Personnel Management and Labor Law" gr. D/BUP-12-032

Sent by Scientific Progress - M LLC

For an introductory internship in the specialty "Personnel Management"

Practice leader: __________________________

Marks on completion and timing of practice

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

State educational institution of higher professional

education

"VLADIVOSTOK STATE UNIVERSITY

ECONOMY AND SERVICE»

INSTITUTE OF LAW AND MANAGEMENT

CHAIR OF HR MANAGEMENT AND LABOR LAW

DIARY

2nd year student gr. D/BUP-12-032

Boytsov Anton Evgenievich

Place of internship

Head of practice from the enterprise __________________________________

(last name, first name, patronymic, position)

	Subdivision		Practice leader's signature
		Studying the procedure for registering Scientific Progress-M LLC and licenses.
	Human Resources Department of Scientific Progress-M LLC.	Study of the product profile of Scientific Progress - M LLC
	Human Resources Department of Scientific Progress-M LLC
	Human Resources Department of Scientific Progress-M LLC	Weekend
	Human Resources Department of Scientific Progress-M LLC	Studying the management structure of Scientific Progress-M LLC based on the staffing table.

	Subdivision	Brief description of the work performed	Practice leader's signature
	Human Resources Department of Scientific Progress-M LLC	Study of the product profile of Scientific Progress-M LLC
	Human Resources Department of Scientific Progress-M LLC	Analysis of the location, characteristics and characteristics of the population served.
	Human Resources Department of Scientific Progress-M LLC	Weekend
	Human Resources Department of Scientific Progress-M LLC	Introduction to staffing.
	Human Resources Department of Scientific Progress-M LLC	Familiarization with the features of the organization of the work of the personnel officer of the company
	Human Resources Department of Scientific Progress-M LLC	Study of the employment contract LLC "Scientific Progress-M"
	Human Resources Department of Scientific Progress-M LLC	Studying the motivational component of the sales department

Start of practice 02.06.2014 End of practice 21.06.2014

Trainee Signature________________

___________________________________________

(last name, first name, patronymic of the head)

____________________________

personal signature

Feedback on the work of a VSUES student based on the results of undergraduate practice

Student Boytsov A.E., group D / BUP-12-032, 2nd year, Institute of Law and Management, specialty "Personnel Management") in the period from 06/02/2014 to 06/20/2014 passed an introductory practice at LLC "Scientific progress - M "as an employee of the personnel department - a trainee.

The professional important qualities of the future specialist revealed during the practice were evaluated according to a 5-point system as follows:

Professional - business and organizational qualities

Personal qualities

The level of training of a future specialist in accordance with the requirements of your organization is estimated as

In order to improve the “quality” and competitiveness of a future specialist in the labor market, attention should be paid to

development of qualities,

Acquisition of knowledge,

Improving practical skills and abilities,

Formation of a culture of behavior

Other (specify problem areas)

Practice leader

from the enterprise _____________________________________________________________

(position, I.O. Surname)

Introduction ................................................ ................................................. .......................................... 10

First block. Theoretical foundations of personnel management............................................................... ........... eleven

Second block ................................................................ ................................................. ...................................... 14

1 General characteristics of the enterprise .................................................... ............................................. 14

2 Analysis of the activity of the enterprise .............................................. ............................................... 15

3 Management of personnel motivation and incentives .......................................................... ............... 18

3.1 Conducting a sociological study of the sources and types of motivation .............................................. 18

3.2 The effectiveness of the organization and the motivation of personnel .............................................. .................... 19

3.3 Influence of hygienic factors on staff motivation .............................................................. .............. 20

3.4 Factors of intrinsic motivation............................................................... ................................................. ... 24

Third block .................................................. ................................................. ............................................... 29

Conclusion................................................. ................................................. ...................................... thirty

List of references .............................................................................. ................................................. .. 31

Introduction

In accordance with the goal, the following tasks were set:

• to study the concept and determine the place of personnel as the most important resource of the organization;
• to study the methodological foundations for the selection and evaluation of personnel in the organization;
• to analyze the theory of development of personnel motivation abroad and determine the possibility of using foreign experience in this area in the conditions of domestic organizations;
• explore the problems of personnel policy and staff turnover at Scientific Progress-M LLC
• develop principles and methods of motivating personnel in the organization;
• to substantiate the mechanism for the selection, evaluation and motivation of personnel in the department of the organization;
• develop an organizational project to improve the process of recruitment and evaluation of personnel;
• develop recommendations on staff motivation;
• to test the methodology and method of functioning of the proposed mechanism through empirical research using sociological methods.

The subject of the study is the process of personnel management in the departments of Scientific Progress-M LLC.

The object of the study is the organization LLC "Scientific Progress-M"

The tools of economic analysis, methods of statistical research, such as questionnaires, surveys, testing were used as research methods.

First block. Theoretical foundations of personnel management

In order to successfully compete in a rapidly developing market, organizations need to constantly and comprehensively improve their activities. The departments of marketing, sales, finance, logistics are more and more actively oriented towards Western models and practices, IT systems are being introduced, and new brands are being created.

Compared to the above aspects of the work of companies, the sphere of personnel management still in some cases remains the least technological and manageable.

And since any organization is a single whole, each of its “weak links” inevitably affects the productivity of other parts of the corporate mechanism (production, marketing, financial block, etc.).

That is why the leaders of large Russian companies are increasingly feeling the need to build effective personnel management systems. After all, any innovations - whether technical or ideological - are used and managed by people, the efficiency and success of the organization in the market depends on them. Any team is a group of people united for a particular joint activity.

One of the ways to improve personnel management is to maintain the connection of the personnel management system with the goals of the organization. The effectiveness of the functioning of any system of management of the organization is determined by its contribution to the achievement of organizational goals. This is all the more true in relation to human resource management, which permeates all areas of the organization and affects the effectiveness of other management systems - if the sales system does not work effectively enough, this is a reflection of ineffective personnel management, because the wrong people work in the sales department, they are not motivated enough, professionally prepared, etc.

Personnel management is effective to the extent that the employees of the organization successfully use their potential to achieve its goals, i.e. to what extent these goals are achieved. The approval of this provision as one of the basic values ​​of the organization is the most important condition for creating an effective personnel management system. For many organizations, the opposite trend is characteristic - to evaluate the effectiveness of personnel management using indicators specially created for this purpose: employee satisfaction, staff turnover, hours spent on professional training in isolation from the goals of the organization. Taken in isolation from the organization's goals, these potentially important metrics contribute to the isolation of HR from the organization. The development of this trend is facilitated by the widespread perception that HR professionals are far from the main activity and have little or no influence on it.

In order to ensure the required compliance, organizations can use the following techniques and methods:

• conduct periodic audits of existing personnel management systems in terms of their compliance with the goals of the organization (ensuring the required organization of production behavior). Similar audits should also be carried out in the event of a change in the organization's development strategy;
• involve employees of the personnel management service in the development and revision of the strategic short-term plans of the organization. Inform the personnel management service in detail about the goals of the organization and progress in their implementation;
• ensure the constant participation of the top management of the organization in the development and revision of personnel management systems, evaluate (including material remuneration) the work of the personnel management service based on the results of the organization's work (the degree of achievement of organizational goals).

Another way to improve personnel management is to maintain the compliance of the personnel management system with the state of the external environment and the culture of the organization.

The external environment in which the organization operates is in constant motion - equipment and technology, customers, competitors are changing. The people themselves are changing - the current and potential employees of the organization. Personnel management systems, which were well combined with the external environment some time ago, may be in a state of acute conflict with it at the present time. The organization must constantly monitor the extent of this discrepancy and make adjustments to its systems to prevent a crisis. Indicators of the need for change, i.e. the actual inconsistency of personnel management systems with the state of the external environment can be an increase in turnover, a decrease in productivity, the emergence of conflicts between employees and administration, and organizations with government agencies.

In the event of a reorganization of personnel management systems that no longer correspond to the state of the external environment, the organization's management may face another conflict generated by the rejection of new methods by the organizational culture of the organization. Such a conflict can be no less painful and destructive in its consequences. Therefore, the compliance of personnel management systems with organizational culture is also a necessary condition for the effective functioning of the latter. In practice, organizations can reduce the risk of conflict between management practices and organizational culture by:

• taking into account organizational culture at the stage of creating personnel management methods and using elements of the existing organizational culture as a basis for introducing new methods;
• explaining the need and inevitability of change to all employees of the organization (creating a sense of crisis);
• explanations of the benefits and advantages that new methods will bring to each employee and the organization as a whole;
• trial introduction of new methods in one of the departments of the organization in order to develop them and assess the impact on the employees of the organization;
• a targeted campaign to change the culture of the organization, including speeches by managers, publications in intra-organizational publications, mass events, etc.

Therefore, when creating personnel management systems, management should take into account such a factor as the presence of a specific culture of the organization. Taking into account the presence of organizational culture in practice means building personnel management systems in such a way that they enhance the positive aspects of this culture from the point of view of the organization's goals and, conversely, neutralize the features that hinder the implementation of organizational goals.

An important area for improving personnel management is maintaining the integrity of the personnel management system.

The task of the personnel management system is to form the production behavior of its employees, ensuring the achievement of organizational goals. The desired production behavior is determined by two main factors - motivation and the ability of the employee to perform the required functions. The mechanism of human motivation is very complex, therefore, the desire of an employee to perform the necessary production functions is influenced by all methods of personnel management. The same is true for the ability of an employee, determined primarily at the stage of selection and developed by the organization in the process of vocational training, depending on the feedback and remuneration received by the employee from the organization.

Therefore, the integrity of the personnel management system is the most important condition for the effective management of employees of any organization. If the systems for selecting and developing leaders of an organization focus on achieving strategic goals, in-depth knowledge of the business, a broad outlook, the ability to assimilate and use new knowledge, and feedback and reward systems mark special professional skills, accuracy in the implementation of individual plans, employees of the organization receive contradictory " “signals” of what behaviors are valued by the organization that negatively impact their performance.

An organization can achieve the integrity of its HR system by:

• clearly defining the organization's own goals and communicating them to all its employees;
• detailed modeling of the "ideal" production behavior for all positions (employees) of the organization;
• coordination in the work of divisions of the human resources service;
• constant interaction of human resource specialists with line managers who directly manage personnel.

Effective personnel management is impossible without the active and constant participation of the top management of the organization in determining the tasks of personnel management arising from the goals of the organization, modeling production behavior, creating and implementing personnel management systems, and evaluating their effectiveness. Since people are the most important organizational resource, the leader of an organization should devote most of his time to managing people. Unfortunately, this does not happen in all modern organizations, especially at the lower levels of the hierarchy - at the level of workshops, teams, groups. This significantly reduces the effectiveness of personnel management in the organization as a whole, since managers are the most important tool for implementing personnel management methods, and insufficient attention on their part to these issues is transformed into a poor quality of personnel management.

An organization can achieve a higher degree of managerial involvement in personnel management by:

• effective communication, including explaining the need and benefits of the participation of line managers in personnel management in an understandable latest language of numbers, costs, profits, performance, etc. Unfortunately, quite often HR specialists are not well versed in the specifics of the organization and cannot explain themselves in the language familiar to managers;
• attracting managers to participate in "attractive" forms of work with personnel - conducting interviews with candidates, training sessions, managing individual projects. This will allow them to gain experience of direct participation in the development and application of personnel management methods and will provide an opportunity to form a more objective view of personnel management in general;
• special training in personnel management, which allows to form an idea of ​​this function of organization management, corresponding to today, and to develop practical skills in working with personnel.

Thus, the organizational structure and set of procedures performed by the personnel department may depend on many factors, the main of which are the following:

• strategic goals of the organization;
• line of business (trade, production);
• stage of development of the organization;
• business unit development strategy (in the case of holding structures);
• the level of management at all positions, starting with the first persons;
• participation of the head of the personnel department in strategic management;
• the degree of trust in the head of the personnel department;
• number of staff;
• priority areas of work with personnel, determined by the mission of the organization.

At the same time, the personnel management processes should become the assembly point of the organizational and functional structure of personnel management. The personnel management strategy sets the requirements for the content of these processes.

Second block

1 General characteristics of the enterprise

Scientific Progress-M Limited Liability Company was established and registered in 1996 in Moscow as a private commercial company with various activities. Since 1998, the company has been supplying electrical products (automatic switches and residual current devices) for domestic and industrial use, and then also supplying switching, protective and lighting equipment for the aviation and space industries. Over time, the range of products supplied has expanded significantly, and work on the assembly and supply of aviation technical equipment (ATI) has become one of the main activities of the company.

From 1998 to the present, Scientific Progress-M LLC has established business relations with many domestic enterprises, developers and manufacturers of aviation equipment and ATI. For more than 10 years, our company has been cooperating with Elektroavtomat OJSC (Alatyr, Chuvash Republic), being its official dealer and implementing a number of joint programs with the plant to develop new products.

A joint program for the development and development of new products is carried out with the Engel Experimental Design Bureau "Signal" named after. A.I. Glukharev (EOKB "Signal"), the purpose of which is to create two travel explosion-proof switches of the type PPV-2s and PPVD-2s for the new launch complex "Angara" by order of the Federal State Unitary Enterprise GKNPTs im. M.V. Khrunichev. In addition, by order of the Tianjin Aviation Electromechanical Company (China), together with EOKB "Signal", the work on the creation and development of two types of pressure alarms CXM-0.8A and CXM-3A (flapping membrane alarm) for the diesel engine protection system has been almost completed from overheating and fire.

In the last two years, business cooperation has been established and a cooperation program is being developed with the Federal State Unitary Enterprise Ufa Aggregate Production Association (FSUE UAPO), whose products the company supplies to domestic and foreign markets. In the future, we are counting on a significant expansion and deepening of cooperation with FSUE "UAPO".

The company is directly related to flight simulators. At one time, on the basis of the office, with organizational and financial support by the Company, the Open Joint Stock Company "Aviation Simulators" was established, which is a business partner and "subsidiary" enterprise of LLC "Scientific Progress - M"

Long-term business relations are maintained with such domestic manufacturers of aviation products as:

OAO Sarapul Power Generation Plant (SEGZ)

OJSC "Saratov Electric Unit Production Association"

OJSC Plant Electropribor, Alatyr

OJSC "Design Bureau of Electrical Products of the 21st Century", Sarapul

JSC "Moscow Plant of Electromechanisms"

CJSC Firm "TESS-engineering", Cheboksary

The products of these manufacturers are supplied by Scientific Progress - M LLC to aircraft repair enterprises, airlines and organizations on its own behalf and at its own expense. Contractual relations for the supply of ATI have been established with Kuban Aviation Lines OJSC, Irkutsk Aircraft Repair Plant No. 403 OJSC, 308 ARZ Federal State Unitary Enterprise of the Russian Ministry of Defense, ARZ 810 OJSC, Kirov Machine Plant 1 May OJSC, AviaDelta CJSC, CJSC VneshAviaTrans, Federal State Unitary Enterprise Rostov-on-Don Research Institute of Radio Communications and a number of other ATI consumers.

In its practical activities, Nauchny Progress-M focuses on close cooperation with Russian manufacturers of a complex range of products and equipment. At the JSC "Elektroavtomat" plant, the program for mastering the production of new developments of fire-fighting equipment has been completed and their mass production has begun.

Thanks to close ties with Russian manufacturers, Scientific Progress-M LLC fulfills orders for the assembly and supply of products, equipment and spare parts for both Russian and foreign customers, including a wide range of aircraft. Has experience in deliveries to China, the Baltic countries, the CIS and Latin America.

Working with us, you will reduce delivery times, save time, nerves and money.

2 Analysis of the activities of the enterprise

In the course of the study, the personnel composition of the company Scientific Progress - M LLC was analyzed in the organization (6 employees). Socio-demographic characteristics of employees are given in Table. 1.

Table 1 - Socio-demographic characteristics of employees (%)

Thus, the age of most of the employees is from 41 to 50 years. Only a balanced distribution of the organization's employees across all age groups can ensure the necessary level of succession.

Table 3 - Distribution of personnel by level of education

In the organization under study, there is a fairly high level of education of employees. Thus, 33% of employees have higher education, which for the most part represent the company's administration. At the same time, 33% of employees have secondary specialized and secondary technical education.

In addition, I believe that in order to manage personnel at a large trading enterprise today, it is necessary to have a higher education.

Table 4 - Dynamics of the composition of personnel by length of service

As an analysis of the dynamics of personnel by length of service shows, the number of new employees practically does not increase - with experience of up to one year against the background of a declining number of employees who have worked at the enterprise from 1 to 3 years. The number of employees with higher experience remains virtually unchanged. Thus, we can conclude that there is no turnover in the company.

Table 5 - Dynamics of staff turnover at Scientific Progress - M LLC. in 2012-2014

There is no problem of staff turnover at the considered enterprise as a whole. Thus, there can be no talk of looking through the personnel policy.

The lack of turnover can indicate a good salary level and working conditions.

In general, issues related to staff turnover are among the most difficult in the entire science of personnel management. These issues cannot have a simple and quick solution, since the interests of the enterprise's management and ordinary employees are manifested in different ways. To solve the existing problems described, one should often resort to the use of psychological techniques and individual approaches.

3 Management of personnel motivation and stimulation

In order to study the motivation of the organization's personnel, a sociological study of the personnel of Scientific Progress - M LLC was carried out. The study is aimed primarily at identifying motivational reserves.

To study the motivation of staff, we conducted a detailed study, consisting of several stages:

First stage. Study of sources and types of motivation.

Second phase. The relationship between staff motivation and labor productivity.

Third stage. Influence of hygiene factors on staff motivation.

Fourth stage. Identification of motivators for the growth of labor productivity and staff satisfaction.

Each of these stages consists of a number of studies. The methods of conducting the research were the questioning of all personnel, the enterprise LLC "Scientific Progress - M". For the survey, standard questionnaires were used, as well as questionnaires compiled by the author.

As methods for processing the questionnaires, the methods of direct counting, cumulative total, group average, as well as the OIR method were used. The questionnaires were processed by machine using the resources of the Microsoft Excel 2013 software product.

3.1 Conducting a sociological study of the sources and types of motivation

The first stage of the study is devoted to the study of the sources and types of personnel motivation in the enterprise under consideration based on the study of objective and subjective motivation in the organization.

A questionnaire was used as the basis of the study.

The essence of this survey is to show what motives dominate the work of the staff of Scientific Progress - M LLC.

The conducted survey makes it possible to judge that the sources of moral and power motivation stimulate the employees of the enterprise most of all. This means that at the moment the staff is generally satisfied with the moral aspects of their work (indirectly, this may indicate a good climate in the team, an understanding of their social significance, etc.) on the one hand and the presence of a very strong power, i.e. administrative motivation, under the influence of which people perform their work. This is indirectly a sign of a strong and strict administration.

In the second part of this study, we need to test the data obtained, and also try to understand what, according to the employees themselves, motivates them most. The meaning of this study is to determine the objective or "real" and subjective "desired" signs of motivation of the staff of LLC "Scientific Progress - M"

An analysis of the obtained this “real” picture of motivation allows us to conclude that, in general, the above study is correct. Although direct motivation received the highest score, power motives still have very strong positions. And still least of all at this stage of development of the organization, the staff is stimulated by material motivation. This is true - after all, the average level of wages in the company is not much more than 35 thousand rubles, which, although not a bad indicator for the region, certainly cannot be considered a decent wage.

Thus, we were able to slightly correct the obtained results.

Now let's try to determine what, in the opinion of the employees themselves, would stimulate them in the best way. To do this, workers were asked to identify the five most significant factors.

There is a fundamentally opposite picture here. Naturally, employees of Nauchny Progress-M LLC are most interested in financial incentives for their work. Another important factor they rightly consider the moral aspects of their work. At the same time, employees are least interested in power motivation, i.e. they do not recognize administrative pressure on them.

Comparing the results obtained, we can conclude that at this stage of the development of the LLC "Scientific Progress - M" a good team with great moral motivation has formed. However, at the same time, administrative pressure is very strong on the staff. Despite the great need and interest in material incentives for labor, the management, unfortunately, makes little use of these levers.

In this regard, the company's management can be recommended, firstly, to increase the material motivation of employees, actively use bonuses, incentive gifts, organize contests, such as "Best Seller of the Year", etc. with a cash prize. And, secondly, to ease the administrative pressure on the staff, weaken the already tight control and cancel the "punitive" methods.

3.2 Organizational performance and staff motivation

The successful work of the organization as a whole increases the motivation of its employees. Table 6 shows the respondents' overall assessment of the results of the organization's work.

Table 6 - Overall assessment of the organization's performance by respondents (%)

Fairly successful	Not Successful Enough	Difficult to answer

The majority of respondents of Nauchny Progress - M LLC believe that they are working successfully (60%). A large number of respondents (19%) believe that the company is not working successfully enough, apparently, this is due to the large number of competing enterprises.

The quality of the services provided directly affects the motivation of the staff. Quality is seen as a component of an organization's performance. The higher the quality, the stronger the feeling of satisfaction of the staff for the results of the work.

Table 7 - The degree of satisfaction of respondents with the quality of services provided (%)

A small number of respondents are completely satisfied with the quality of services provided. About half of the employees of Scientific Progress - M LLC are only partially satisfied with the quality. At the same time, the number of those who found it difficult to answer is quite large. This is 7% of the respondents, which indicates, first of all, a lack of interest in the affairs of the organization, a low level of self-motivation among some employees.

3.3 Influence of hygiene factors on staff motivation

These factors are designed to reduce employee dissatisfaction. Among other motives, they are satisfied first of all as a matter of course. They must be present within certain limits so that the highest degree of dissatisfaction does not arise.

These factors include:

• organization management policy;
• personnel management policy;
• remuneration;
• working conditions;
• team relationships, etc.

In the presence of favorable factors of satisfaction, a state arises that leads to a decrease in the feeling of dissatisfaction with work, however, satisfaction does not increase.

The effectiveness of the personnel policy in the organization was assessed by employees of the company "Scientific Progress - M" (Table 8).

Table 8 - Evaluation by employees of the level of work with personnel %

The results of the study indicate that personnel management in the organization is not effective enough (this is according to the staff). Thus, the procedure for selecting and placing personnel is considered effective by only 30% of employees. The same number of employees of the enterprise (30%) say that the selection and placement of personnel are not effective enough.

A fairly large number of the company's personnel (22%) consider personnel assessment to be insufficiently effective. Apparently, the personnel assessment procedure has not been worked out well enough.

Work to improve the qualifications of employees is also not carried out effectively enough. This position is shared by 70% of employees. As for advanced training, the data shows that the staff is practically not trained, and if they are trained, it is not effective enough (30%). Training is essential. Quality is improving in Japan, as through continuous training, even low-level employees acquire analytical and statistical skills.

Work to improve the qualifications of employees is also not carried out effectively enough. This position is shared by 78% of employees.

Thus, the respondents are not satisfied with the level of personnel management in the organization, which leads to a weakening of motivation.

As part of the third stage, we also conducted a study of job satisfaction using the FIR method.

Among the methods for measuring job satisfaction, preference was given to the technique developed by P. Smith, L. Kendall and W. Halin. This technique is called descriptive index, abbreviated OIR. The choice of this technique was due to the following considerations:

• simplicity of final scales;
• the method makes it possible to measure the phenomenon of job satisfaction in a multidimensional way, i.e. we can talk about the assessment of various parameters of labor activity.

Job satisfaction is considered by us as a certain form of labor attitudes, which is a fixed attitude, the formation of which occurs in the process of active interaction between the subject of labor activity and the organizational environment.

3.3.1 Brief description of the FIR method

The theoretical value of this method lies in the fact that it actually summarizes the main results concerning job satisfaction problems, analyzes sometimes very contradictory data and identifies their causes. Establishing the reasons for satisfaction or dissatisfaction is in itself of great importance in improving the psychological climate of the organization.

Job satisfaction is a good indicator of the functioning of the organization, because it most compactly reflects the changes that occur in the management of the organization, which in turn affects the actual behavior of employees.

This study was conducted in five groups: work, manager, salary, promotion and employees.

This study showed that the employees of the company are most satisfied with their colleagues. This is confirmed by previous studies. A good microclimate in the team, of course, is an excellent motivating incentive for good work.

In general, there is a fairly high satisfaction with the immediate supervisor and work. This is a good sign and can serve as a basis that the management has good contact with subordinates and is not separated from their problems. In addition, the majority of respondents consider their work interesting and socially significant.

However, all this is observed against the background of extremely low satisfaction with wages. As we have already said, material incentives must be introduced as actively as possible at this enterprise.

3.3.2 Motivation and working conditions

The importance of working conditions for employees of the organization is increasing today. Good working conditions do not increase motivation, however, poor working conditions sharply reduce it.

Table data. 9 indicate that the majority of employees of the enterprise (68%) are completely dissatisfied with their working conditions. 22% are only partially satisfied with working conditions.

Table 9 - The degree of satisfaction of respondents with working conditions (%)

More than half of the respondents of Nauchny Progress - M LLC (54% of respondents) noted that poor working conditions also lead to conflicts in labor collectives.

3.3.3 Motivation and reward

The remuneration includes salary and additional payments and benefits. The level of staff motivation is largely determined by the level of wages, which should depend on the cost of living, the financial condition of the organization, the level of wages in competing organizations and the order of state regulation.

The vast majority of employees of the company "Scientific Progress - M" are not satisfied with the level of wages or are only partially satisfied with them.

Table 10 - The degree of satisfaction of respondents with the level of wages (%)

The low level of wages sharply reduces the motivation of staff to productive work.

The system of material incentives is designed to link the results of the work of each employee with the material reward received.

The study showed that a small number of respondents were satisfied with the existing system of material incentives (Table 11).

Table 11 - The degree of satisfaction of respondents with the system of material incentives (%)

Two-thirds of the company's employees are completely dissatisfied with the current system of material incentives.

In a number of factors to improve the efficiency of the organization, one of the first places respondents put material rewards. So, 78% believe that improving the work of the organization is possible through effective financial incentives, which corresponds to the actual state of affairs, since the level of income today is too low to not think about it while working, and direct all your efforts to solving organizational problems.

3.3.4 Team relationships

The effectiveness of personnel is inextricably linked with the conditions of social tension in labor collectives. As a rule, the more favorable the environment, the better the employees work. The favorable psychological climate of labor collectives is characterized by a high degree of trust among the members of the collective, exactingness towards each other, mutual responsibility for the results of their work, cohesion, and psychological compatibility. This is manifested, first of all, in the satisfaction of the staff with the relationship with colleagues, with the immediate supervisor and the head of the unit.

Table data. 12 indicate a high degree of satisfaction of respondents with their relationships with their colleagues (76%). At the same time, every tenth of the respondents is not satisfied with the relationship in the team.

Table 12 - The degree of satisfaction of respondents with relationships with colleagues (%)

With a relatively high degree of satisfaction of the majority of employees, the problem of dissatisfaction of some of them can be solved by purposefully moving these employees to other departments. Here we can talk most likely about psychological incompatibility.

Most of the respondents (Table 13) are satisfied with their relationship with their immediate supervisor. However, 19% of the employees of Scientific Progress - M LLC are not satisfied with their relationship with their supervisor.

Table 13 - The degree of satisfaction of respondents with the relationship with their immediate supervisor (%)

In addition, a large number of those who found it difficult to assess the relationship with the immediate supervisor. This is every fifth respondent.

The study revealed a fairly high degree of dissatisfaction of respondents with their relationship with their immediate supervisor in the organization under study. This problem is quite relevant today. A modern leader should be able to create a good psychological climate in the team.

The study revealed even lower rates of satisfaction of the personnel of organizations with the relationship with the head of the unit (Table 14).

Table 14 - The degree of satisfaction of respondents with the relationship with the head of the unit (%)

Every third of the respondents found it difficult to assess the degree of satisfaction with the relationship with the head of the unit. Taking into account that the teams of departments in LLC "Scientific Progress - M" are from 3 to 20 people, we can conclude that the middle managers of all the organizations under study do not pay due attention to creating a good psychological climate in teams, which leads to a decrease in motivation among quite a large number of workers.

According to 23% of employees, the head of the department does not know how to create a favorable psychological climate in the team.

Thus, the problem of relationships in the team has a direct impact on the performance of the staff.

Motivational reserves associated with job satisfaction factors can and should be used, however, the increase in staff motivation in this case will be short-term and superficial.

3.4 Factors of intrinsic motivation

Through motivators, intrinsic motivation to work is satisfied, which creates long-term satisfaction and increases performance.

Factors of intrinsic motivation (motivators):

• interesting job;
• responsibility;
• independence:
• career opportunities;
• recognition of merit;
• opportunities for self-realization, etc.

Overall job satisfaction contributes to a good work environment.

The production climate is, first of all, the state of satisfaction or dissatisfaction among the majority of employees of the organization. The factors of the production climate are the leadership style, internal information policy, personnel promotion systems in the organization, etc.

3.4.1 Motivation and interest

The most important motivator of successful labor activity is to provide a person with a job that would meet his personal interests, inclinations and would contribute to the maximum disclosure of his labor and creative potential. At the same time, job satisfaction comes, a person gets the opportunity to use his knowledge and abilities, to achieve high professionalism.

If a person finds his work interesting, he is usually more satisfied and works with more efficiency. The work should be interesting, require skill and not be too easy. This can be achieved by improving the organization of work and developing a non-specialized career.

Perceive their work as interesting, requiring ingenuity and creative search, 18% of employees of LLC "Scientific Progress - M". For 13% of employees, the work is calm, not requiring much stress. At the same time, every fourth of the respondents considers their work to be monotonous, of the same type and boring. For the majority (57%) the work is very hard.

Not every job can be interesting and creative. But the problem of selection and placement of personnel is still quite relevant today. If a person is not engaged in his own business, then it is hardly necessary to talk about his high motivation for work.

3.4.2 Motivation and responsibility

A person, as a rule, is ready to take on great responsibility for activities, the results of which are associated with his name. The data in Table 15 indicate that the employees of the company "Scientific Progress - M" LLC feel a fairly large responsibility for the affairs in their team.

Table 15 - The degree of responsibility of respondents for the affairs in their team (%)

		Difficult to answer

Every tenth company surveyed is irresponsible in its work. In addition, 21% of workers found it difficult to assess the degree of their responsibility. There is a direct relationship between responsibility and performance. Without a sufficient degree of responsibility, there can be no good result.

The personnel of the enterprise under study have an ambiguous attitude to the performance of their work (Table 17).

Table 17 - Attitude of respondents to the performance of their work (%)

So, only every third employee of the company strives to give all his strength and knowledge to work. Half of the interviewed employees of the enterprise do only what is required of them, but no more. One in five works without desire at all, out of necessity.

Thus, analyzing the attitude of the personnel of the organization under study to their work, we can conclude that the motivation of many employees is not high enough.

3.4.3 Motivation and career

Opportunities for job and professional growth of employees are a good motivator. If an employee does not move up the career ladder, then his dissatisfaction does not increase, at the same time, if an employee moves up the hierarchy, then his satisfaction grows, which leads to increased motivation and increased performance.

A career involves a progressive change in the skills, abilities and professional opportunities associated with the worker's activities. Personal development and professional growth is one of the most effective ways to increase the contribution of staff to the work of the organization.

When studying career motivation, researchers proceed from the fact that most individuals are tuned in their lives to success. Though there are many who are oppressed by a constant sense of fear of failure.

The internal drive to advance (introverted motivation) is formed under the influence of a person's dynamic traits. These are needs, interests, attitudes. External motivation for official and professional growth (extrovert motivation) is provided by the stimulation of this process on the part of the organization by the line manager or the personnel management service.

Table 17 - The degree of satisfaction of respondents with their official and professional growth (%)

Figure 21 - The degree of satisfaction with their official and professional growth

The study showed that the vast majority of employees are either completely dissatisfied with their job growth (42%) or partially satisfied with it (41%). And only 12% of employees are satisfied with their career. Considering that the Geometry of Fitness fitness club has almost thirty employees and can create career opportunities for its employees using such methods as rotation, formation and development of a reserve, apparently no work is being done in this direction.

Employees need constant help in their promotion. Promotion procedures should ensure that promotion is solely for business merit.

3.4.4 Involving employees in team management

One of the most common methods of motivation today is participation, that is, the involvement of employees in managing the affairs of the team. This can be carried out using the mechanism of equity capital or the type of organization of Japanese "quality circles".

Employees have a natural desire to participate in the processes taking place in the organization that are related to their activities. If a person in an organization takes an interested part in various intra-organizational activities, then he thereby, receiving satisfaction from this, works with greater efficiency, better, more efficiently and productively.

Participation in decision-making, in setting goals and in their subsequent implementation contributes to meeting the needs for achieving self-realization and self-affirmation. Participation in decision-making makes the expectation of the result of their activities and possible remuneration more real and clear for the employee.

Table 18 - Evaluation of their opportunities to participate in the management of the affairs of the team (%)

In the considered enterprise LLC "Scientific Progress - M" there is a rather low level of satisfaction with participation. 37% of employees are completely dissatisfied with the opportunity to participate in managing the affairs of the team, 26% are partially satisfied, and 30% found it difficult to answer.

In order to direct the employee's abilities to achieve the goals of the organization, he must be allowed to participate in the development of managerial decisions, to allow a certain freedom of action within the framework of his functions.

Conclusions on the state of human resource management of the enterpriseOOO "Scientific Progress - M"

The solution to the problem of staff turnover in the company should be addressed comprehensively: through, firstly, improving the system of selection and evaluation of personnel, and secondly, by organizing a motivational mechanism in the departments of the enterprise.

When determining the requirements for candidates, the following principles should be used:

1. Every choice of candidates for the position is, the inevitable compromise - even the best have weaknesses. The key to selection should be a clear idea of ​​what qualities and qualifications are really necessary for a given position, and which, if necessary, can be neglected.
2. The greater the number (within reasonable limits) of candidates considered for each position, the greater the likelihood of positive selection results; the fewer candidates, the more likely a serious compromise on a number of important characteristics.
3. A clear distinction must be made between the skills that must be acquired before entering a job and those that can be acquired after entry. Additional qualification requirements should not be introduced unnecessarily, especially for positions with few applicants.
4. Increased requirements for "current" qualifications may result in a lack of attention to the overall potential of the applicant, which may be in demand in the future.
5. Different combinations of characteristics for candidates may be equivalent to the performance of job duties.
6. A clear definition of the requirements for the position removes the inevitability of the subjectivity of assessments.
7. When determining the qualification requirements for an applicant for a position that is part of a team, one can try to compensate for the individual weaknesses of this team, due to the professional and personal characteristics of its members, by formulating the appropriate additional requirements for candidates. Studies indicate that the climate of the organization, its goals and objectives, the characteristics of the members of the labor collective also determine the specific features required by candidates for the position.

Based on the above principles, the job specification allows you to determine the "ideal" candidate, in terms of his competence. In this case, competence should be understood as the unity of knowledge, professional experience, abilities and behavioral skills of an individual, determined by the goal, organizational role and situation. Therefore, it is necessary to identify professional, methodological and social competence within the framework of competence as such.

In addition, it seems to us that the personnel assessment system in the company under consideration is far from optimal.

The company often trusts personnel and recruiting agencies with the problem of recruiting employees.

In the process of self-assessment, the specifics of the vacant position are not taken into account; those professionally important qualities that the applicant must possess are practically not explicitly distinguished. Also, there is no qualitative and quantitative assessment of these qualities.

An analysis of the personnel composition of the personnel of the LLC "Scientific Progress - M" enterprise and its dynamics showed that there is no problem of turnover of young personnel with little experience, who for the most part are sales managers. This indicates a good moral atmosphere in the company and an acceptable motivation for the labor market today. But if the company's policy does not change and individual motivational components are not introduced, then staff turnover is inevitable.

As the analysis showed, the motivational management of the company is rather poorly developed, although the motivational reserves of the personnel of the department under study are quite high. In my opinion, they can be involved in creating an effective organizational motivation mechanism using appropriate methods and principles. Meanwhile, according to the opinion of many specialists in the field of personnel policy, the system of personnel motivation has a huge potential, which, if developed, can achieve very good results.

Third block

1. How does the HR manager analyze the results of his work, according to what criteria?

The main criterion is the dynamics of staff turnover, the lower the turnover, the better the manager's work is performed

1. Describe the level of satisfaction with the work of HR specialists (subjective characteristics, degree of satisfaction with various factors - working conditions, socio-psychological climate, wages, career opportunities and professional development, etc.).

The specialist is satisfied with the work according to the following criterion:

• working conditions - by 4 points
• socio-psychological climate - by 4 points
• salary - 3 points
• career opportunities - 2 points
• professional development - 3 points

1. What professional and personal qualities are in demand in the activities of a human resources specialist, and which ones still need to be developed?

The ability to analyze the preparedness of a specialist for the planned work

1. What areas of retraining and advanced training are relevant for employees of the HR department, what form of training is optimal for them (on the job, field seminar, training at an internal corporate university, etc.)?

Field seminar and on-the-job training

1. What knowledge, skills and abilities from specialized and related areas are required in the activities of a human resources specialist in this organization?

Knowledge of labor law, knowledge of the basics of economics and wage systems

Conclusion

An analysis of the personnel composition of the staff of the LLC "Scientific Progress - M" and its dynamics showed that there is a problem with the motivation of the staff. The staff works, but does it automatically, without much enthusiasm. This problem can be solved by organizing various departmental competitions to fulfill the sales plan.

The solution to the problem of motivation of the company LLC "Scientific Progress - M" should be solved comprehensively, I test some methods and see which of them are most effective for this company.

Also, it is necessary to exclude the possible turnover of staff, because with a given average income of the staff, it is possible, because. There is quite strong competition for good specialists in the labor market in Moscow today. It is also necessary to properly recruit staff.

The right decisions in the field of selection for vacant positions cannot be found until the requirements for the applicant for the position are clearly defined. Only in this case can the characteristics of the candidates be measured against the established criteria.

Revealing the theoretical and methodological foundations of the formation of recruitment methods at the enterprise, and demonstrating the place and role of the selection of managerial personnel in ensuring the effective operation of the enterprise, the author, pointing out that the activities of the company Scientific Progress - M LLC are carried out under direct control and with the participation of managerial staff, draws the following conclusions:

• availability of qualified labor force, the degree of its motivation, organizational structures and forms of work that determine the effectiveness of the use of personnel are the main factors in ensuring the competitiveness of an enterprise in the conditions of the formation of the Russian market.
• intensification of management and improvement of the quality of personnel work is possible only through the use of fundamentally new approaches to work with personnel, a change in the role of personnel services of enterprises and firms, and an increase in funds allocated for work with personnel.
• the creation of management systems, to the greatest extent possible to reveal the creative abilities and initiative of employees at all levels of the management hierarchy, should be the goal of production reorganizations as part of the transition to a market economy in Russia.

So, in the course of the study, an analysis was made of the methods for selecting and evaluating the personnel of Scientific Progress - M LLC, a number of shortcomings of the methods used were identified, and conclusions were drawn on the directions for improving these methods. In addition, a number of proposals have been developed and substantiated to improve the structure of the selection and evaluation of personnel. The improvement program was developed on the basis of the initial data on the activities of the enterprise, and is also associated with a specific composition of positions and jobs that the enterprise currently needs.

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Introduction……………………………………………………………….

1. Theoretical part

1.1 The concept of personnel management in the enterprise……….

2.1 Methods of personnel management of the enterprise………………

2. Analytical part

2.1 General characteristics of the enterprise………………………….

2.2 Analysis of the organizational structure of management

enterprise………………………………………………………………...

2.3 Analysis of personnel utilization………………………………

2.4 Analysis of the use of working time……………………..

2.5 Analysis of selection, selection, hiring of personnel……………………..

2.6 Analysis of staff motivation…………………………………...

2.7 Analysis of advanced training……………………………………………………….

3 Conclusions on the analytical part………………………………...

Bibliography…………………….................

Introduction

Personnel management at an enterprise is a type of activity that allows you to implement, generalize a wide range of issues of adapting an individual to external conditions, taking into account the personal factor in building an enterprise personnel management system. Broadly speaking, there are three factors that affect people in the enterprise.

The first is the hierarchical structure of the enterprise, where the main means of influence are relations of power - subordination, pressure on a person from above, with the help of coercion, control over the distribution of material wealth.

The second is culture, that is, joint values, social norms, and behavioral patterns developed by society, an enterprise, a group of people that regulate the actions of an individual, make an individual behave in this way and not otherwise without visible coercion.

The third - the market - a network of equal relations based on the sale and purchase of products and services, property relations, the balance of interests of the seller and the buyer.

These factors of influence are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority, such is the appearance of the economic situation at the enterprise.

In the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the enterprise is employees, and outside - consumers of products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to the initiator, and not to the thoughtless performer. Go to social norms based on common economic sense, not forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.

New personnel management services are created, as a rule, on the basis of traditional services: the personnel department, the department of labor organization and wages, the department of labor protection and safety, etc. The tasks of the new services are to implement the personnel policy and coordinate human resources management activities at the enterprise . In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating labor activity, managing professional advancement, preventing conflicts, studying the labor market, etc.

In the system of personnel management methods, there are:

· Administrative method;

· Economic method;

· Socio-psychological method.

In this thesis, each method will be considered separately.

1. Theoretical part

1.1 The concept of personnel management in the enterprise

The concept of personnel management of an enterprise is a system of theoretical and methodological views on understanding and determining the essence, content, goals, objectives, criteria, principles and methods of personnel management, as well as organizational and practical approaches to the formation of a mechanism for its implementation in the specific conditions of the functioning of enterprises.

The basis of the concept of personnel management of an enterprise is currently the increasing role of the employee's personality, the importance of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the enterprise.

Changes in the economic and political systems in Russia in the 1990s simultaneously provide great opportunities and contain serious threats to the stability of the existence of each individual, introduce a significant degree of uncertainty into the life of almost every person.

Personnel management in such a situation is of particular importance, as it allows to implement, generalize a wide range of issues of adaptation of an individual to external conditions, taking into account the personal factor in building an enterprise personnel management system. In summary, there are three factors that affect the employees of the enterprise.

First- the hierarchical structure of the enterprise, where the main means of influence is the relationship of power - subordination, pressure on a person from above, with the help of coercion, control over the distribution of material wealth.

Second - culture, i.e. developed by society, enterprise, group of people, the scale of values, social norms, attitudes of behavior that regulate the actions of the individual, force the individual to behave this way and not otherwise without visible coercion.

Third - market - a network of equal relations based on the sale and purchase of products and services, property relations, the balance of interests of the seller and the buyer.

These factors of influence are quite complex concepts and in practice are rarely implemented separately. The nature, quality of the economic situation at the enterprise is determined by the factor that is given priority.

In the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. Inside the enterprise, the main thing is employees, and outside - consumers of products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to initiative, not thoughtless execution. Go to social norms based on common economic sense, not forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.

A generalization of the experience of domestic and foreign enterprises allows us to formulate the main goal of the personnel management system: staffing, their effective use, professional and social development (Figure 1.1).

1st main goal	Providing the enterprise with personnel, their effective use, professional and social development
Level 2 Goals	Development of a personnel management strategy taking into account the use of new technologies		Forecasting and advanced planning of personnel			Building a motivational management mechanism, a social security system
Level 3 Goals	Analysis of the requirements of new technologies for specialists, jobs Development of a list of new specialties, positions		Analysis of personnel development dynamics Analysis of individual staff development plans Personnel and career planning			Analysis of labor processes Quality of life analysis Social development planning

Figure 1.1 Enlarged tree of objectives of the management system

enterprise personnel

In accordance with these goals, the personnel management system of the enterprise is formed, in which the functions of personnel management are implemented. It includes a subsystem of the general linear management and a number of functional subsystems specializing in the performance of homogeneous functions.

The subsystem of general and line management carries out: management of the enterprise as a whole, management of individual functional units, management of individual production units. The functions of this subsystem are performed by: the head of the enterprise, his deputies, heads of functional and production units, their deputies, foremen, foremen.

Functions of the personnel planning and marketing subsystem: development of a personnel policy and personnel management strategy, analysis of personnel potential, analysis of the labor market, organization of personnel planning, planning and forecasting of personnel needs, organization of advertising, maintaining relationships with external sources providing the enterprise with personnel.

The personnel recruitment and accounting subsystem carries out: organization of personnel recruitment, organization of interviews, evaluation, selection and admission of personnel, accounting for the reception, movement, incentives and dismissal of personnel, professional orientation and organization of the rational use of personnel, employment management, office support of the personnel management system.

The subsystem of labor relations carries out: analysis and regulation of group and personal relationships, analysis and regulation of management relations, management of industrial conflicts and stress, socio-psychological diagnostics, compliance with ethical standards of relationships, management of interaction with trade unions.

Functions of the working conditions subsystem: compliance with the requirements of psychophysiology and labor ergonomics, compliance with the requirements of technical aesthetics, labor and environmental protection, paramilitary security of the organization and individual officials.

The personnel development subsystem carries out: training, retraining and advanced training, induction and adaptation of new employees, assessment of candidates for a vacant position, current periodic assessment of personnel, organization of rationalization and inventive activities, implementation of a business career and service and professional advancement, organization of work with personnel reserve.

The personnel behavior motivation subsystem carries out: management of labor behavior motivation, regulation and billing of the labor process, development of wage systems, development of forms of personnel participation in profits and capital, development of forms of moral encouragement of personnel, organization of normative and methodological support of the personnel management system.

The social development subsystem carries out: the organization of public catering, the management of housing and consumer services, the development of culture and physical education, the provision of health and recreation, the provision of childcare facilities, the management of social conflicts and stress, the organization of the sale of food and consumer goods, the organization of social insurance.

The subsystem for the development of organizational management structures carries out: analysis of the existing organizational structure of management, design of a new organizational structure of management, development of the staffing table, formation of a new organizational structure of management, development and implementation of recommendations for the development of leadership style and methods.

The subsystem of legal support carries out: resolving legal issues of labor relations, coordinating administrative and other documents on personnel management, resolving legal issues of economic activity, consulting on legal issues.

The information support subsystem carries out: keeping records and statistics of personnel, information and technical support for the personnel management system, providing personnel with scientific and technical information, organizing the work of the enterprise's mass media, conducting patent and licensing activities.

The functions of the subsystems are performed by various HR departments of the enterprise. Depending on the size of the enterprise, the composition of the divisions changes: in small enterprises, one division can perform the functions of several subsystems, and in large enterprises, the functions of each of the subsystems, as a rule, are performed by a separate division.

1.2 Methods of enterprise personnel management

Methods of personnel management (PMP) - methods of influencing teams and individual employees in order to coordinate their activities in the process of the organization's functioning. Science and practice have developed three groups of MUP: administrative, economic and socio-psychological (Figure 1.2).

Administrative methods are based on power, discipline and punishment and are known in history as "whip methods". Economic methods are based on the correct use of economic laws and are known as "carrot methods" by the methods of influence. Socio-psychological methods are based on methods of motivation and moral influence on people and are known as "methods of persuasion".

Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, a person’s desire to work in a particular organization, and a culture of work activity. These methods of influence are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of government, as well as acts and orders of higher authorities.

Economic and socio-psychological methods are indirect in nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.

Administrative methods of management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence.

Organizational impact is aimed at organizing the production and management process and includes organizational regulation; organizational regulation and organizational and methodological instruction.

Administrative Economic Socio-

psychological

Technical and economic

Techno-economic

justification

Techno-economic

planning

economic

stimulation

Financing

Labor motivation

activities

Salary

Capital investment

Lending

Pricing

Participation in profits and capital

Ownership Participation

Taxation

Establishment of economic

norms and regulations

Insurance

Establishment of material

sanctions and incentives

Figure 1.2 The system of personnel management methods in the organization

Organizational regulation determines what a management employee should do, and is represented by regulations on structural divisions that establish tasks, functions, rights, duties and responsibilities of divisions and services of the organization and their leaders. On the basis of the provisions, the staffing table of this unit is compiled, its daily activities are organized. The application of the provisions allows you to evaluate the results of the activities of the structural unit, make decisions on the moral and material incentives for its employees.

Organizational regulation in organizations provides for a large number of standards, including: quality and technical standards (technical conditions, organization standards, etc.) technological (route and flow charts, etc.); maintenance and repair (for example, preventive maintenance standards); labor standards (categories, rates, bonus scales); financial and credit (the amount of working capital, repayment of bank loans); profitability standards and relationships with the budget (deductions to the budget); material supply and transport standards (rates of consumption of materials, rates of idle time of wagons under loading and unloading, etc.); organizational and managerial standards (internal regulations, procedure for hiring, dismissal, transfer, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the rationing of information, since its flow, volumes are constantly increasing. Under the conditions of functioning in an organization of an automated control system, arrays of norms and standards are organized on information carriers of a computer, in an information and computer center (ICC).

Organizational and methodological instruction is carried out in the form of various instructions and instructions in force in the organization. In the acts of organizational and methodological instruction, recommendations are given for the use of certain modern management tools, and the richest experience that employees of the management apparatus have is taken into account. The acts of organizational and methodological instruction include:

1. job descriptions that establish the rights and functional duties of managerial personnel;

3. methodological instructions that determine the procedure, methods and forms of work for the implementation of a separate technical and economic task;

4. work instructions that define the sequence of actions that make up the management process. They indicate the order of actions for the implementation of operational management processes.

The acts of organizational regulation and organizational and methodological instruction discussed above are normative. They are issued by the head of the organization, and in cases provided for by the current legislation - jointly or in agreement with the relevant public organizations and are binding on the units, services, officials and employees to whom they are addressed.

The administrative influence is expressed in the form of an order, order or instruction, which are legal acts of a non-normative nature. They are issued to ensure compliance, enforcement and enforcement of applicable laws and other regulations, as well as to give legal force to management decisions. Orders are issued by the line manager of the organization.

Orders and instructions are issued by the head of the production unit, division, service of the organization, the head of the functional unit. An order is a written or oral requirement of a leader to solve a specific problem or perform a specific task. An order is a written or oral requirement for subordinates to resolve certain issues related to the solution of a problem.

The administrative impact more often than the organizational one requires control and verification of execution, which must be clearly organized. To this end, it establishes a unified procedure for accounting, registration and control over the implementation of orders, orders and instructions.

Economic methods are elements of the economic mechanism by which the progressive development of the organization is ensured.

The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.

With the help of planning, the program of the organization's activities is determined. Once approved, the plans go to line managers to guide their implementation. Each division receives long-term and current plans for a certain range of indicators. For example, the foreman of the site daily receives a shift-daily task from the administration of the shop and organizes the work of the team using personnel management methods. At the same time, prices for manufactured products, which affect the size of the organization's profits, act as a powerful lever. The manager must ensure that profit growth is ensured by reducing the cost of products. Therefore, it is necessary to apply a clear system of material incentives for finding reserves to reduce the cost of production and real results in this direction. Of great importance in the system of material incentives is the effective organization of wages in accordance with the quantity and quality of labor.

With a market system of management in a free market and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is enhanced. They become the most important condition for creating a holistic, efficient and flexible system for managing the organization's economy.

Planned management of the economy is the main law of the functioning of any organization that has clearly developed goals and a strategy for achieving them. In a market economy, the manifestation of economic methods has a different character than in an administrative economy. So, instead of centralized planning, it is argued that the organization is a free commodity producer, which acts on the market as an equal partner of other organizations in the social cooperation of labor. The economic development plan is the main form of ensuring a balance between the market demand for a product, the necessary resources and the production of products and services. The state order is transformed into a portfolio of orders of the organization, taking into account supply and demand, in which the state order no longer has a dominant value.

To achieve the goals set, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.

Socio-psychological methods of management are based on the use of the social mechanism of management (the system of relationships in the team, social needs, etc.). The specificity of these methods lies in a significant proportion of the use of informal factors * the interests of the individual, group, team in the process of personnel management.

Socio-psychological methods are methods of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. The object of influence of these methods are groups of people and individuals. According to the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that directly affect the personality of a particular person.

Such a division is rather arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychology. However, the effective management of human resources, consisting of a set of highly developed personalities, requires knowledge of both sociological and psychological methods.

Sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team.

Social planning ensures the setting of social goals, criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results.

Sociological research methods constitute a scientific toolkit for working with personnel, they provide the necessary data for the selection, evaluation, placement and training of personnel and allow reasonable personnel decisions to be made. Questioning allows you to collect the necessary information through a mass survey of people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then, during the dialogue with the interlocutor, obtaining the necessary information. An interview - an ideal version of a conversation with a leader, politician or statesman - requires a high qualification of the interviewer and considerable time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when a matrix of preferred contacts between people is built on the basis of a survey of employees, which also shows informal leaders in the team. The method of observation allows you to identify the qualities of employees, which are sometimes found only in an informal setting or in extreme life situations (accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are solved in an informal conversation.

Psychological methods play an important role in working with personnel, as they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, images and behavior in order to direct the inner potential of a person to solve specific problems of the organization.

Psychological planning is a new direction in working with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of the comprehensive development of a person's personality, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. The most important results of psychological planning include:

1. the formation of units ("teams") based on the psychological compliance of employees;

2. comfortable psychological climate in the team;

3. formation of personal motivation of people, based on the philosophy of the organization;

4. minimization of psychological conflicts (scandals, resentment, stress, irritation);

5. development of a service career based on the psychological orientation of employees;

6. the growth of the intellectual abilities of the members of the team and the level of their education;

7. formation of a corporate culture based on the norms of behavior and images of ideal employees.

It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists.

MUP can also be classified on the basis of belonging to the general management function: methods of regulation, organization, planning, coordination, regulation, motivation, stimulation, control, analysis, accounting. A more detailed classification of MUP on the basis of belonging to a specific function of personnel management allows you to build them into the technological chain of the entire cycle of work with personnel. On this basis, methods are distinguished: recruitment, selection and admission of personnel; business assessment of personnel, socialization, career guidance and labor adaptation of personnel, motivation of personnel labor activity, organization of a personnel training system, conflict and stress management, personnel safety management, organization of personnel labor, management of business career and professional promotion of personnel, release of personnel.

2. Analytical part

2.1. General characteristics of ZAO SpetsMontazhStroy-5

CJSC "SMS-5" was founded in 1994 to meet the needs of the national economy in electrical and construction needs. The enterprise began its production activity on January 13, 1994. The total production area was 402 sq.m., with 47 units of technological equipment, the number of employees was 250, of which one third were engineering and technical workers. The enterprise was given the task of mastering and providing competitive works to the market:

· on construction;

on electricity;

in plumbing;

for ventilation and air conditioning;

· on diagnostics of systems of ventilation and boiler installations.

CJSC SpetsMontazhStroy-5 further CJSC "SMS-5" - an enterprise engaged in the provision of work related mainly to construction work and related work during construction. CJSC "SMS-5" has a well-established system of quality and reliability of the proposed work, which is ensured by qualified technical control and medium-skilled personnel.

Putting into production only competitive works and constant work on the quality of the works provided are the problems that are a priority for the management. All work in this area is led by the Deputy General Director. Quality service technicians have been trained.

CJSC "SMS-5" has its own tool-technical and material-technical base. The experience of specialists and the available equipment make it possible to organize the production of high-quality products on the basis of the enterprise for their subsequent use in construction and related construction works.

The bulk of the services and works of ZAO SMS-5 (65%) are construction works. However, the continued growth of competition has led to the need to pay special attention to the work of other areas.

Performance indicators of the enterprise for 2005-2006

Table 2.1

	Indicators				deviation	Growth rate %
	Proceeds from the sale of products, works, services.
	Number of employees including workers
	Average annual output
	payroll fund. including workers
	Average annual salary 1 worker; working
	Cost price
	Profitability

To calculate the % change of the indicator, the data of the reporting year are divided by the data of the previous year.

The table shows that the proceeds from the implementation of works in comparison with 2005 decreased by 159375 thousand rubles, and with it the net profit of the enterprise decreased by 91299.7 thousand rubles.

The organization is equipped with high-tech equipment for an easy, fast and high-quality process of providing work. Currently, the main consumers of CMS-5 work are Russian partners, including industrial commercial and state enterprises, the Ministry of Foreign Affairs, GlavUpDk, the Federal Security Service, banks, embassies, hotels, schools, hospitals, kindergartens, etc., and as well as private individuals (houses, cottages, apartments.

Currently CJSC "SpetsMontazhStroy-5" is working to increase the lists of the client base, and also plans to increase its potential in the market by 2010 by about 14.5% of the current volume.

Once a year, two or three people from different departments are sent for internships abroad to acquire new work skills and advance through the ranks.

2.2 Analysis of the organizational structure of enterprise management

Organization management structure to her- a set of specialized functional units, interconnected in the process of substantiation, development, adoption and implementation of management decisions.

The main elements of the organizational structure are:

Management levels;

Divisions and management units;

Management communications.

General meeting

CEO

Chief Accountant Financial Director Chief Economist

Accounting Financial department Planning and

economic

Head. HR manager engineer

Engineers

Heads of departments

Department 1 Department 2 Department 3 Department 4 Department 5

Air conditioning Building Wiring Low-voltage Plumbing

roving and

ventilation

Figure 2.1 Organizational structure of enterprise management

Figure 2.1 shows that there is no personnel department in this management structure. This department, in general, completely replaces one person, in this case the head of the personnel department. The duties of which include the entire scope of the entire department. Which, in turn, does not cope with the duties of the whole department assigned to it, and because of this, there is no rational personnel management of the entire enterprise

The relationship between the elements of the management structure is maintained through links, horizontal and vertical. The first are in the nature of coordination and are single-level (for example, between departments). The second is the relationship of subordination. The need for them arises when the management system is built hierarchically, that is, when there are different levels of management, each of which pursues its own goals. In the management structure of the organization, linear and functional relationships are also distinguished. The first is the essence of the relationship regarding the adoption and implementation of management decisions and the movement of information between the so-called line managers, that is, persons who are fully responsible for the activities of the organization or its structural divisions. Functional links are associated with certain management functions. Accordingly, such a concept as powers is used: linear and staff. The powers of line managers give the right to resolve all issues of development of the organizations and divisions entrusted to them, as well as to give orders that are mandatory for other members of the organization (divisions). The powers of staff personnel are limited to the right to plan, recommend, advise and help, but not order other members of the organization to carry out their orders (Planning and Economic Department). Between all the components of the organizational structure of management named above, there are complex relationships of interdependence: changes in each of them (the number of elements or levels, the number or nature of connections or the powers of employees) necessitate a revision of all the others. For example, if the management of an organization decides to introduce a new body into the organizational structure of management (whose functions have not been performed by anyone before), it is necessary to simultaneously answer the following questions: What tasks will the new department solve? To whom will he be directly subordinated? What bodies and divisions of the organization will bring the necessary information to him? At what hierarchical levels will the new service be presented? What powers are given to employees of the new department? What forms of communication should be established between the new department and other departments? An increase in the number of elements and levels in the organizational structure inevitably leads to a multiple increase in the number and complexity of relationships that arise in the process of making managerial decisions; the consequence of this is often a slowdown in the management process, which in modern conditions is identical to the deterioration in the quality of the functioning of the organization's management. There are many requirements for the management structure, reflecting its key importance for management.

2.3 Analysis of the use of personnel in ZAO SMS-5

Tasks and sources of analysis. Analysis of economic activity plays an important role in improving the organization of wages, ensuring its direct dependence on the quantity and quality of labor, final production results. In the process of analysis, reserves are identified for creating the necessary resources for growth and improving wages, introducing progressive forms of wages for workers, and systematic monitoring of the measure of labor and consumption is ensured.

Analysis of headcount dynamics

The main objectives of the analysis are the following:

study and assessment of the security of the enterprise and its structural divisions with labor resources as a whole;

determination and study of staff turnover indicators;

The security of the enterprise with labor resources is determined by comparing the actual number of employees by category and profession with the planned need. Particular attention is paid to the analysis of the enterprise's staffing of the most important professions. It is also necessary to analyze the qualitative composition of labor resources by qualification.

The structure of the number of personnel of ZAO SMS-5

Table 2.2

					Deviation by app. weight %	Growth rate
		Udel. weight %		Udel. weight %
Average headcount Leaders Specialists Employees Main Auxiliary

Table 2.2 shows that the average headcount in 2006 decreased due to layoffs.

It is also important to note that the management of the enterprise drew conclusions from the wave of layoffs that swept in 2006, the bulk of those who quit were experienced specialists who had been working since the founding of the enterprise and were tired of empty promises and work on bare enthusiasm, as well as a number of key workers who were not satisfied with a number of rules and regulations brought to life a number of changes that primarily affected the improvement of conditions and the system of remuneration. As a result, a decrease in the number of quitters.

First of all, it is striking that throughout the analyzed years the enterprise worked with a shortage of personnel. This was the result of an ill-conceived personnel policy of the enterprise, and was often artificially caused by the staff themselves, since the opportunity to perform a larger amount of work made it possible to earn more. This fact indicates that the planned number of personnel is overestimated, due to the erroneous rationing of production indicators for the work of workers and employees. In fairness, it must be said that the main shortage of the number of personnel is formed under the item "Employees", and this indicates an unreasonable inflation of the staff of the managerial level, indicates the need to revise the staffing tables in the direction of reducing the number.

Since the enterprise is quite young (the period under consideration covers half of its age), it is pleasant to note the emerging trend towards stabilization of the staff and weeding out random people, this is evidenced by the coefficient of constancy of the enterprise's personnel, which increased by 0.037. After 2005, which was marked by strong personnel changes, in 2006 stabilization was achieved in all indicators: the turnover rate on retirement decreased by 0.037, and the staff turnover rate by 0.03.

2.4 Analysis of the use of the working time fund

The completeness of the use of labor resources can be assessed by the number of hours worked by one employee for the analyzed period of time, as well as by the degree of use of the working time fund.

Useful working time fund per worker for 2006

Fp \u003d Dr * Rav \u003d 212 * 7.8 \u003d 1653.6

Where Dr is the number of working days in a year;

Рav - the average length of the working day. (7.8)

The balance of working time of one worker.

Table 2.3

When calculating the company's need for personnel, it is necessary to ensure the most rational use of labor resources, the optimal ratio of various categories of personnel, the maximum possible release of workers to use them for the development of new activities.

The planning of the number of main production is carried out according to attendance and payroll. First of all, it is necessary to note the emerging alarming trend of an increase in the number of days worked by one worker, both in comparison with the previous year, and a decrease in the number of days for vacation, but the useful fund of working time is increasing.

2.5 Payroll analysis

Analysis of the use of labor resources in the enterprise, the level of labor productivity must be considered in close connection with wages. In the process, it is necessary to carry out systematic monitoring of the use of the wage fund (wages), to identify opportunities for saving money by increasing labor productivity and reducing the labor intensity of products.

At CJSC "SMS-5" the salary of the main workers, specialists consists of two parts – basic (fixed and guaranteed salary) and additional (bonus). In 2006, the wage fund of the workers of the enterprise amounted to 18039276 thousand rubles, including workers employed in the main production.

Payroll fund for working personnel

Table 2.4

Name professions	Annual salary fund		Deviation	Growth rate
plumbers
electricians
builders
air conditioners
cleaning woman

It can be seen from the table that in 2006 the wage fund of a worker increased in comparison with 2005, albeit slightly, by only 8,028 thousand rubles.

Payroll Fund for Managers, Specialists and Employees

Table 2.5

Job titles		Annual salary fund		Deviation	Growth rate
CEO	Senior Manager
Commercial director	Senior Manager
Chief Accountant	Senior Manager
Department head; assistant	Supervisor middle management
Accountant	clerk
Secretary-referent	clerk
Programmer	Specialist
Chief Engineer	Specialist
Instrumentation Engineer	Specialist
service engineer	Specialist
Engineers	Specialist

The administration of CJSC "SMS-5" employs 46 people and includes 4 categories of personnel, senior and middle managers, employees and specialists. The annual payroll fund in 2006 amounted to 11,312 thousand rubles. The table also shows that the emphasis on the wage fund is made in favor of highly qualified specialists.

When analyzing, you notice that the management has drawn some conclusions from the layoffs that have become more frequent in 2005. Significantly increased both payments for most items, and the total amount of the payroll. In 2005, it amounted to 45,000 rubles, having increased by 8,000 thousand rubles. in 2006 it became equal to 53,000 thousand rubles.

It cannot be said that any general pattern was observed in the dynamics of the main wage items; most likely, these are the results of short-term trends and momentary decisions related to specific production tasks. But something can still be noted.

First of all, this is an insignificant, but an increase in the share of the variable part in the total wage fund. After falling in 2005, this share increased in 2006, which indicates a shift in the emphasis of management in remuneration towards a single salary wage. It could be more significant, but unfortunately this system does not reflect the differentiation of wages on a contract basis, which also depends on the results of work.

2.5 Analysis of the actual state of recruitment and selection of personnel at the enterprise ZAO "SMS-5"

In this section, we will consider the actual state of recruitment and selection of personnel at CJSC "SMC-5" and identify shortcomings in the work of the personnel department.

The recruitment system used at the enterprise ZAO "SMS-5" is shown in Figure 2.2

Figure 2.2 Recruitment system

In this figure, there is not enough staff for hiring, or I would introduce a person who fully supervised the candidate for the probationary period. In three or four weeks, at least, this person would have learned everything or almost everything about the candidate and would have made an analysis of his performance or a report on his position, i.e. in three months, he could test three, four candidates, not just one.

Purpose: replenishment of the enterprise with highly qualified personnel.

Optimization of the recruitment area can significantly reduce the cost of this work, make hiring timely, efficient, reliable, economical, simple and convenient.

The search and selection system for new employees is designed to predict the professional success of candidates with a high degree of probability, making it possible to select the most promising employees and contribute to the timely filling of vacancies at the enterprise.

This system is built on the principles of the interconnectedness of recruitment with other functions of work with personnel and all its stages among themselves, the subordination of the recruitment process to the achievement of the overall goal of the organization, respect for mutual influence and interaction.

It should be emphasized that the requirements for the personnel of the enterprise are strict, standard and end-to-end, regardless of where the search and selection is made. Standards for interviews, professional and personal testing, registration of the initial package of documents This is due to the need for highly qualified personnel for the further growth and development of the enterprise.

Sources of recruitment of personnel of the enterprise ZAO "SMS-5" for

2005-2006

Table 2.6

According to the data of CMC-5 CJSC, indicated in Table 2.6, it can be seen that internal sources for hiring account for only 17% of the total. Also a small percentage (15%) is the recruitment of employees through consulting firms.

The selection of personnel at the enterprise ZAO "SMS-5" is carried out by the head of the personnel department. The company applies a methodology for accounting for business and personal characteristics.

Purpose: to obtain the necessary and sufficient information about the candidate and make a decision on inviting him for an interview or refusing it. By conducting telephone conversations at this stage, the following tasks are solved:

Identification of applicants' compliance with the most common criteria (age, education, adequacy of response to questions, etc.);

Formation and organization of a group of applicants (appointment of the interview time, transmission and reception of primary information).

At the same time, the results of the work at the previous stages are taken into account (selection criteria, selection conditions, requirements for the position, etc.).

The data obtained is entered into the telephone interview sheet. On their basis, an initial idea of ​​​​the applicant is formed and a decision is made to invite him for an interview.

Responsible: employee of the department (reveals the candidate's compliance with the selection criteria that were developed at the previous stages); if the phone calls are received by a designated person, then he carefully fills out the telephone interview sheet.

The selection of candidates at CJSC "SMS-5" for senior positions is carried out according to the following requirements:

a) required:

Higher technical education;

Knowledge of a foreign language (intermediate level);

Knowledge of the basics of marketing (ability to work with clients);

b) desirable:

Knowledge of the economy (pricing, import rules and costs);

Communications;

Experience in working with foreign clients;

Ability to work on a computer.

At each stage of selection, the personnel department monitors and analyzes the effectiveness of the selected methods and forms of work (selection, study, selection) by the head of the enterprise, and, if necessary, additions and adjustments are made in order to create the most effective recruitment system.

Work on the selection, study and selection of personnel takes place with methodological assistance and under the control of the head of the personnel department of the enterprise, up to the coordination of hiring and moving personnel for all positions without exception.

The purpose of the selection: to create a primary idea of ​​the degree of compliance of the applicant with the selection criteria for an existing vacancy. Select a candidate to fill a vacant position.

At this stage, the following tasks are solved:

Identification of the applicant's compliance with the criteria for compliance with the position (requirements for the position), professional and motivational suitability for this vacancy;

Formation of a group of applicants corresponding to the qualification requirements for the position, to conduct an expert assessment of knowledge and skills, to study personal characteristics.

These tasks are solved by:

Completion of an internal questionnaire by the applicant;

Conducting a structured interview and observation (motivational characteristics, erudition, external data, confidence, sociability, adequacy of reactions, ideas about future work and employees, expectations, necessary skills, etc. are diagnosed);

Identification of applicants most suitable for the criteria developed at the previous stages;

Collection and study of independent information about the candidate by the EB service (checking recommendations for previous jobs, checking at the place of residence, checking information on the candidate's loyalty to the enterprise, etc.).

At this stage, the requirements for the candidate for this position and the results of the survey of candidates for the position are studied and compared.

Name of the assessed qualities	Evaluation and selection methods
	Personal data analysis	Psychological testing	Estimated business games	Qualification testing	Checking reviews	interview
1. Intelligence
2. Erudition (general, economic and legal)
3. Professional knowledge and skills
4.Organizer- sky abilities and skills
5. Communication abilities and skills
6. Personal ability (psychological picture)
7: Health and performance
8. Appearance and manners
9. Motivation (willingness and interest to fulfill the proposals his job in this organization)

Personnel assessment and selection methods

Table 2.7

Conventions: ++ (most efficient method);

+ (often used method).

The data in this table do not give full confidence that this method of assessing the qualities of a candidate is one hundred percent of the result of his assessment.

2.6 Analysis of the existing system of motivation and incentives for the personnel of ZAO SpetsMontazhStroy-5.

Determining the type of management of CMC-5 CJSC, it should be emphasized that it is a large organization, therefore, historically, a bureaucratic type of management has been formed in it. At the heart of this model is the idea of ​​enterprises as "organized organizations" that make strict demands on both the people and the structures within which they operate.

The key conceptual provisions of the normative model of rational bureaucracy are as follows:

1. A clear division of labor, the use of qualified specialists in each position;

2. Hierarchy of management, in which the lower level is subordinate and controlled by the higher;

3. The presence of formal rules and norms that ensure the uniformity of the performance of their tasks and duties by managers;

4. The spirit of formal impersonality, characteristic of the performance by officials of their duties;

5. Implementation of hiring in accordance with the qualification requirements for this position, and not with subjective assessments.

The main concepts of the bureaucratic type of management structure are rationality, responsibility and hierarchy.

The central point of the concept is the exclusion of the displacement of "person" and "position", because the composition and content of managerial work should be determined based on the needs of the organization, and not the people working in it. Clearly formulated instructions for each work (what needs to be done and by what methods) does not leave room for the manifestation of subjectivity and an individual approach. CJSC "SMS-5" is a well-regulated mechanism, any malfunctions in the operation of which are excluded.

This model provides a well-coordinated clear work of large teams of people working for a common goal. These structures make it possible to mobilize human energy and cooperate with the labor of people in solving complex projects, in mass and large-scale production. However, they have inherent shortcomings, which are especially noticeable in the context of modern conditions and tasks of economic development.

There is also a flaw in the operation of this model: the bureaucratic type of structure does not contribute to the growth of the potential of people, each of whom uses only that part of his abilities that is directly required by the nature of the work performed, and this, in turn, sharply reduces the motivation to work. It is also clear: as soon as the issues of strategy and tactics of the organization's development are resolved only at the highest level, and all other levels are occupied exclusively with the execution of decisions "coming down from above", the general managerial intelligence is lost (which is considered today as the most important factor in effective management).

Therefore, one of the most important steps that management needs to take is to improve the management structure.

Bonuses for employees are carried out on the basis of the Regulations on bonuses approved by the General Director. It provides for the following indicators and the procedure for bonuses to employees.

1. Indicators of bonuses for employees of ZAO SpetsMontazhStroy-5:

1.1. Proper performance of the duties assigned to the employee by the job description.

1.2. Compliance with labor discipline.

1.3. Compliance with the requirements for appearance and the rules of sanitation and hygiene.

1.4. Compliance with safety and fire safety requirements.

1.5. Respect for company property.

1.6. Quality customer service for the company.

1.7. Sociability.

1.8. Initiative.

1.9. Training.

1.10. Ability to make optimal decisions within their competence.

2. Procedure for awarding employees of ZAO SMS-5.

2.1. The heads of structural subdivisions and departments daily keep records of the fulfillment by their subordinate employees of the duties assigned to them and indicators for their bonuses.

2.2. For non-fulfillment or improper fulfillment of one or more bonus indicators, employees, by decision of the General Director, may be deprived of the bonus in whole or in part.

Proposals for bonuses and bonus deductions for employees are submitted by the heads of services to the head of the personnel department no later than the 30th day of each month.

2.4. The accrual of bonuses to employees of the enterprise is carried out on the basis of the order of the General Director.

Analyzing the above indicators and the procedure for bonuses to personnel, we can conclude the following:

¨ the subjective assessment factor is great,

¨ the employee will receive a full bonus if he simply performs his duties,

¨ the size of the bonus is not awarded for success or initiative, but is reduced for omissions in work.

Such a system cannot increase employee motivation. It, unfortunately, has been preserved in the practice of work since the days of a non-market economy, when a bonus was paid for the fact that an employee came to work and performed his job duties.

In order to stimulate the improvement of the professional skills of workers and increase their material interest and responsibility, the fulfillment of production tasks, differentiated bonuses are introduced to their tariff rates for professional skills.

Workers of the 3rd category - 12%,

4th category - 16,

5th category - 20,

6th category - 24,

7th category - 28,

8th category - 32% of the corresponding tariff rate. The specified allowance for time workers who are not rated by category is not established.

In the case of brigade work, for brigade leaders from among workers who are not released from their main work, additional payments for leading a brigade are set at a rate of up to 26% of the tariff rate of the 1st category, depending on the size of the brigade. Brigades are created with a strength of at least 5 people.

Drivers of passenger cars for irregular working hours are paid an additional payment of up to 25% of the tariff rate for hours worked.

Bonuses for the duration of continuous work (length of service in the industry) are established for workers, engineers and employees in an amount not exceeding 20% ​​of the official salary, the tariff rate. When establishing these allowances, the following differentiation of their sizes is applied depending on the duration of continuous work (work experience):

from 1 to 5 years - 5%;

from 5 to 10 years - 10%;

from 10 to 15 years - 15%;

from 15 years and above - 20%.

Additional payment for work at night is made in the amount of 40% of the tariff rate (salary) of the employee for each hour of work at night (from 22:00 to 06:00).

Indexation of the wages of employees of the enterprise in connection with the growth of retail prices for goods and tariffs for services is carried out in the manner, by the enterprise itself.

It is desirable for management to reconsider the principle of formation of the bonus. The adopted social security program for employees increases motivation much more effectively. It includes in particular:

Free meals

Uniform, purge

Vacation 30 calendar days

Medical examination - once a year,

Dental preventive examination - 1 time per year

Christmas Eve

Vouchers to sanatoriums, pioneer camps

Professional education

Training and development under the programs of international hotel service.

After 12 months - a bonus based on the results of the year.

The lack of a coordinator in this area seems to be a significant shortcoming in working with personnel. Modern requirements for human resource management provide for the presence in such large enterprises of a powerful personnel service headed by a director of personnel.

2.7 Analysis of training, retraining and advanced training of workers, operating at the enterprise.

The system of training, retraining and advanced training of workers, operating in CJSC "SMC-5" is carried out on the basis of the enterprise standard compiled on the basis of " Model regulation on continuous professional and economic training". This system establishes the forms and methods of training and retraining workers, upgrading their qualifications, shaping their high professionalism, modern economic thinking, and the ability to work in the new economic conditions.

Personal responsibility for the organization and educational and methodological work at the enterprises is carried out by the head of the enterprise personnel training. In his activities, the chief is guided by the current legislation, orders and instructions of higher organizations.

The following types of training for workers are organized at the enterprise, ensuring its continuity:

training of new workers;

retraining (retraining) of workers;

· training of workers in the second (related) professions;

· professional development of workers.

In a market economy, the needs of enterprises for skilled workers are largely met through their training and retraining directly in production. At the training enterprise, it keeps records of the number of trained personnel, employees who have improved their qualifications, have undergone retraining or internships, and also keeps records of costs for these purposes.

Let us analyze the data on the number of workers who improved their qualifications, were trained and retrained in educational institutions and directly at the enterprise (Table 2.8).

Vocational training of workers of CJSC "SMS-5" for 2004-2006.

Table 2.9

	Name				2006 in % to 2004
	all employees who improved their skills, underwent training and retraining
	improved the skills of all
	including: in educational institutions
	at the enterprise
	completed vocational training and retraining of all
	including: trained in the first
	trained in other (related) professions
	retrained
	trained due to reduction

From the data in Table 2.8 it can be seen that over the course of three years the proportion of workers in training, retraining and advanced training has been increasing in relation to the total number of employees of the enterprise who have undergone training, retraining and advanced training.

In 2004, the share of workers was 49.6%, in 2005 - 55.7%, in 2006 - 59.2%. This increase is mainly due to vocational training and retraining.

Analyzing the data in Table 2.8, it can be noted that in 2006 significant attention was paid to the improvement of the qualifications of workers in comparison with 2005. Thus, the share of workers in the total number in 2005 was 11.5%, and in 2006 - 32.8%. This, in turn, will have a result on the activities of the enterprise, since there is a relationship between the growth of labor productivity of workers due to advanced training. And if the productivity of labor increases, then the volume of output will also increase. with the improvement of the qualifications of workers, the quality of products is improved.

Let us dwell in more detail on the above forms of training operating at the enterprise.

The training of new workers in production is the initial vocational and economic training of persons admitted to the enterprise and who previously had no profession. They are required to complete a course of study in accordance with the program of vocational economic training. Training of new workers in production is carried out according to the course and individual forms of training.

During the course preparation, the theoretical training of workers is carried out in a training group. The number of groups is set from 10 to 30 people. Terms of study up to 6 months. Model curricula, curricula in the subjects of general technical and economic courses for the training of new workers are developed by profession by the scientific and methodological center for vocational training, as well as by association in accordance with the tariff and qualification directory of works and professions of workers and are approved by the chief engineer or his deputy .

At the end of the training, the new worker will perform trial work in accordance with the requirements of the tariff-qualification guide and is obliged to pass an exam for the right to receive a qualification rank by the shop qualification commission.

The tariff and qualification characteristics of the professions of workers are developed in relation to the six-digit tariff scale, with the exception of individual cases. The categories of work are set according to their complexity, as a rule, without taking into account working conditions. In necessary cases, working conditions are taken into account by establishing increased tariff rates approved by the relevant authorities.

In cases where the reference book provides for several ranks for a particular profession, and, consequently, for tariff and qualification characteristics, a worker with a higher qualification, in addition to the work listed in the tariff and qualification characteristics of the assigned category, must have knowledge, skills and ability to perform work, provided for by the tariff and qualification characteristics of workers of a lower qualification of the same profession. Therefore, those works that are given in the tariff-qualification characteristics of lower ranks, as a rule, are not indicated in the characteristics of higher ranks.

Tariffication of works at the enterprise is made on the basis of tariff-qualification characteristics. At the same time, the charged work is compared with the corresponding works described in the tariff-qualification characteristics, and with typical examples of work placed in the directory or in additional lists of examples of work, placed in the directory with examples.

The issue of assigning or raising a rank to a worker is considered by the qualification commission of the enterprise, based on the application of the worker and the presentation of the head from the relevant unit.

In individual training, the trainee studies the theoretical course independently and through consultations with the teacher, and industrial training takes place individually under the guidance of a qualified worker who is not released from the main work - an instructor of industrial training at the workplace.

Theoretical classes and industrial training in the preparation of new workers in production are carried out within the working hours established by labor legislation. For the enterprise, the terms for training new workers are set according to the list below (Table 2.9).

Table 2.9

Terms of training for new workers at ZAO SMS-5

The next type of training for workers operating at the enterprise is retraining (retraining) of workers. It is organized with the aim of mastering new professions by released workers who cannot be used for their existing professions, for example, due to a reduction in the number of jobs, as well as by persons who have expressed a desire to change their profession, taking into account the needs of production.

In 2006, not a single person was retrained at the enterprise due to the reduction in the number of jobs, which indicates the emerging stabilization of the enterprise.

The training of workers in the second (related) professions is the training of persons who already have a profession in order to obtain a new profession with an initial or higher level of qualification. This training of workers is organized to expand their professional profile, increase mobility and adaptability to changing working conditions, and acquire new skills. This type of training is relevant in modern business conditions. But at the enterprise in 2006, there were 13 fewer people trained in related professions than in 2005. The reason for this decline is the lack of funds for the retraining of workers.

Professional development of workers is training aimed at the consistent improvement of professional and economic knowledge, skills and abilities, the growth of skills in existing professions.

At the enterprise, advanced training of workers is carried out in two directions, namely, advanced training in educational institutions and directly at the enterprise. Advanced training in educational institutions can take place with or without interruption from work.

Training of workers for advanced training directly at the enterprise is carried out:

· on industrial and economic courses;

in targeted courses;

in schools of advanced techniques and methods of work;

in the courses of foremen.

Conclusions on the analytical part

Solving the problem of increasing the efficiency of production management in accordance with the legal status of joint-stock companies, holding companies and enterprises of other organizational and legal forms places high demands on ensuring the interconnection of both legislative acts and measures to reform management. These requirements necessitate the use of certain principles in the development and analysis of solutions to improve the enterprise management system, corresponding to the tasks of the period of transition to market relations. But it should be noted that the effectiveness of managerial work of employees depends on the subjective factor. If the labor productivity of a worker is relatively easily measured by the output produced per unit of time, then the result of the engineer's work cannot be determined by the most accurate calculation of the number of sheets of graphic material he has completed. The success of a specialist's work is fixed materially and reliably in the work of others. Therefore, the effectiveness of the work of a manager, specialist, employee is found in the following results: an increase in output by the production units of an enterprise, a decrease in the cost of production, an increase in labor productivity, profit, profitability, an increase in the solvency of an enterprise, in other words, it is determined by the level of impact on the production process.

Each enterprise management system is specific and is characterized by its own special combination of structural elements, applied forms, management methods. Thus, there are no universal rules that say which types of managerial work are obviously useless. A reliable assessment is possible only as a result of a specific analysis, knowledge of many circumstances, the correct assessment of which becomes available only after their detailed study at the enterprise. Therefore, in solving the problem of improving and reducing the cost of the control system, stereotypedness, refusal to take into account the features of production and its management are unacceptable. At the same time, one should not exclude the possibility and expediency of using standard developments and recommendations for improving management systems, but with the obligatory condition of adapting them to specific management goals.

The increase in labor productivity in the sphere of management is carried out much more slowly than in the sphere of main production. Managerial work has a number of specific features both in terms of objects, means, results of labor, and in terms of methods for assessing its effectiveness. The need for a flexible response to market demands requires qualitative changes in the existing systems of operational production management. To assess the quality of the implementation of management functions, the use of management methods, technology and information in individual structural elements of the management system at its various levels, private and general indicators are distinguished.

Particular indicators that characterize the quality of the implementation of the management function are: the use of enlarged accounting units in the formation of plans; interconnection of business planning and operational calendar planning; the use of lead values ​​in the formation of planned targets for workshops, sections; use of optimization methods in planning; analysis of the implementation of approved tasks to predict the progress of production; use of the normative method of regulating the current course of production; the use of in-line, batch and single methods of organizing production; the use of the calculation-analytical method of rationing when setting the norms of time; organization of the control object, taking into account the subject specialization of production.

The effectiveness of management is measured, ultimately, by the general estimated indicators of the results of the production and economic activities of the enterprise. However, these indicators do not reveal an unambiguous connection and separation of the actual increase in management efficiency with the improvement of other aspects of economic activity at the enterprise. Among the generalizing indicators characterizing the quality of the implementation of the management function is the share of administrative and managerial personnel in the total number of industrial and production personnel of the enterprise, the share of management costs in the volume of sales. Indirectly, the effectiveness of the production management system can be measured by such general indicators as the level of profit, the level of fulfillment of contractual obligations and compliance with the rhythm of production, the size of work in progress, the level of equipment utilization, and the reduction in the duration of the production cycle.

Bibliography

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Work practice is one of the integral parts of the training of qualified specialists of all specialties, including "Personnel Management". During the internship, the results of theoretical training are consolidated and concretized, students acquire the skills and abilities of practical work in their chosen specialty and the qualifications assigned.

Introduction 3
1. Individual work plan 4
2. General characteristics of the Administration of Rudakovsky s/settlement 5
3. Analysis of the number and structure of the staff of the Administration of the Rudakovsky s/settlement 8
4. Characteristics and analysis of the personnel management system. 10
5. Personnel policy 13
6. Conclusions and recommendations for improving the personnel management system and individual functions of personnel management 16
Conclusion 19
List of references: 28

The work contains 1 file

Order number -

Type of work - practice report

"Financial management"

Deadline - today J

Volume - 15 pages

Introduction

Work practice is one of the integral parts of the training of qualified specialists of all specialties, including "Personnel Management". During the internship, the results of theoretical training are consolidated and concretized, students acquire the skills and abilities of practical work in their chosen specialty and the qualifications assigned.

The main goal of work practice is the practical consolidation of theoretical knowledge gained during training. The main result of this work is a report on the internship, which contains all the results of the student's activities for the period of internship and an analysis of the main indicators of personnel management in the organization.

The objectives of the practice are as follows:

Studying and participating in the development of organizational, methodological and regulatory and technical documents for solving individual tasks of managing the organization's personnel at the place of internship;

Development of proposals for improving the personnel management subsystem of the organization's management system;

Collection of the necessary materials and documents for the implementation of course projects in the disciplines "Organization's personnel management" and "Motivation of labor activity" in accordance with the chosen topic.

This report consists of an introduction, conclusion, list of references and the main part, which in turn consists of a list of production and introductory issues on which the main analytical work was carried out.

The basis for the internship was the logistics company T.S.V. Transcompany LLC, which operates in the field of transportation and rental of vehicles.

1. Individual work plan

The internship period is from 02.09. to 23.09.2010

Place of internship - Administration of the Rudakovo rural settlement

Internship Position - Human Resources Manager

Functions performed	calendar term	Department name
Acquaintance with the organizational structure of the administration, the principles of its work.	22.10-24.10
Acquaintance and analysis with the administration personnel management system. Acquaintance with the Charter of the administration, job descriptions of the personnel manager	27.10-31.10
Analysis of the principles of personnel management at the enterprise, analysis of staff turnover based on archival materials and statistical reports	3.11 – 7.11	Archive of the enterprise, personnel department of T.S.V. Transcompany LLC
Identification of positive and negative points in the personnel management system at T.S.V. Transcompany LLC, development of recommendations for its improvement	10.11 – 15.11	T.S.V. Transcompany LLC
Drawing up a report on the completion of the internship together with the head of the internship from the enterprise	17.11 – 18.11	Human Resources Department of T.S.V. Transcompany LLC

2. General characteristics of T.S.V. Transcompany LLC

Limited Liability Company T.S.V. Transcompany LLC was established in 1995. It is a stable, dynamically developing company. It is headed by professionals, staff - qualified operators, economists and managers who have received special education and have extensive work experience.

The main activity of T.S.V. Transcompany LLC is transport logistics.

Having a wealth of experience, T.S.V. Transcompany LLC provides high-quality and timely maintenance of its own projects.

Speaking about the management structure of T.S.V. Transcompany LLC, we can say that management depends on the form of legal existence of the organization.

T.S.V. Transcompany LLCis a limited liability company, i.e. it is a commercial organization established by several persons, the authorized capital of which is divided into shares of certain sizes. The size of the share of each participant is fixed in the constituent documents. The number of founders is 5 people.

1. Responsibility of participants.

Participants are not liable for the obligations of the company and bear the risk of losses within the value of their contributions.

2. Constituent documents.

At T.S.V. Transcompany LLCThe organizational basis of legal registration is made up of two main documents:

Memorandum of Association, which is signed by all founders.

Charter, which is approved by the founders.

3. Control.

The supreme governing body is the general meeting of participants. The executive management body is the Director.

4. The right to withdraw from the partnership.

Members may withdraw from the Society at any time, regardless of the consent of the other members. A participant can transfer his share to another private owner, if not prohibited by the charter, then to a third party.

The organizational structure of the enterprise can be represented as follows: (see diagram 1)

Scheme 1.

Organizational structure of T.S.V. Transcompany LLC

Commercial Management implements the marketing strategy of the enterprise, concludes and maintains contracts with suppliers, forms and maintains a regulatory framework for labor.

Engineering management Responsible for the operation of warranty and post-warranty service stations.

Financial and economic management deals with financial reporting and reporting to relevant organizations, as well as controls the financial flows of the company, and distributes them in accordance with the strategic plan of the enterprise.

Project Management Department is responsible for the scientific validity of the chosen management strategy and economic development of the enterprise.

Technical management at the enterprise, it assumes the functions of technical control, is engaged in a technical check of cars entering the sale for the absence of marriage, for the authenticity of the trademark and for compliance with the requirements that Russian legislation imposes on such types of services.

The financial condition of T.S.V. Transcompany LLC is characterized by a system of indicators reflecting the availability, placement, use of financial resources of the enterprise and all production and economic activities of the enterprise.

The main form in the analysis of the financial condition is the balance sheet. According to the current regulatory documents, the balance sheet is currently compiled in net valuation (accounting for fixed assets and IBE at residual value without depreciation). The result of the balance sheet gives an approximate estimate of the amount of funds at the disposal of the enterprise. It is convenient to study the structure and dynamics of the financial condition of an enterprise using a comparative analytical balance sheet. 1

An analysis of the personnel management system and the financial condition of the enterprise according to the indicators conducted by the author shows that the enterprise has an effective personnel management system, the deviation from the actual and planned number of personnel is not significant. This allows us to conclude that theT.S.V. Transcompany LLCnot only economic, but also managerial professionals work.

1. Analysis of the number and structure of personnel

Speaking about the team working for T.S.V. Transcompany LLC, we can say that it consists of 26 people, including the General Director. If we talk about the distribution of workers by functions and departments, then we get the following picture:

Commercial management. (6 people, including the general director), engineering management (6 people), financial and economic management (4 people), project management department (3 people), technical management (7 people).

In order to characterize the structure of the personnel of the enterprise and its professional and qualification level, we will use a number of auxiliary materials, among which the personal files of employees and the statistics of the enterprise turned out to be especially informative. The data obtained were summarized in the following table:

Table 2.

Indicators characterizing the personnel structure of T.S.V. Transcompany LLC

Indicator value Index in 2007 in 2008 people % people % 1 2 3 4 5 Senior managers 1 1 Middle managers 4 4 Specialists 4 6 Employees 5 7 workers 10 6 Total: 24 100 26 100 · men 18 15 · women 6 11 working pensioners 1 2 45 years to retirement age 4 6 35 to 45 years old 15 10 25 to 35 years old 3 6 up to 25 years 1 2 two higher, postgraduate, doctoral studies 0 0 · higher education 16 18 · specialized secondary 6 7 general average 2 1 · lower secondary 0 0

NON-STATE EDUCATIONAL INSTITUTION

higher professional education

MOSCOW TECHNOLOGICAL INSTITUTE "VTU"

ABOUT PRACTICE

Student Priymak Alexander Sergeevich

I am a student Priymak Alexander Sergeevich, during my internship from June 24 to July 21, 2013. in LLC "PromAvtomatika", serving the enterprises of NGP, fulfilled the approved internship plan, namely:

Functions to be performedCalendar dateDepartment nameOrganizational management structure of the enterprise LLC "PromAvtomatika"24.06-26.06.2013LLC "PromAvtomatika" Acquaintance and analysis with the enterprise management system. Creation of administrative documents. 06/27-07/01/2013 LLC "PromAvtomatika" Analysis of the principles of enterprise management, analysis of staff turnover based on archival materials and statistical reports 02.07 - 08.07. 2013LLC "PromAvtomatika"Identification of positive and negative aspects in the management system at LLC "PromAvtomatika", development of recommendations for its improvement07/09 - 07/17/2013LLC "PromAvtomatika"Drafting a report on the completion of practice 18.07 - 21.07.2013LLC "PromAvtomatika"

For an internship, I was hired as an assistant manager at PromAvtomatika LLC, which serves NGP enterprises.

Having a wealth of experience, LLC "PromAvtomatika" provides high-quality and timely maintenance of the NGP enterprise and its own projects.

During field trip

studied legal acts, the Charter, documents, job descriptions, regulations, safety instructions;

• drew up documents, orders for hiring and granting leave, letters;
• carried out the instructions of the head of the enterprise;
• participated in the conclusion of an employment contract;
• acquired practical skills in enterprise management and work motivation.
• I completed the following steps in my plan:
• -studied the Charter of the enterprise, the collective agreement, internal regulations, job descriptions of employees, regulations, safety instructions;
• -completed the instructions for compiling a business letter and sending it by registered mail to the address indicated by my head of practice from the enterprise, prepared and distributed documents in cases by groups and types;
• consolidated existing and acquired new knowledge and skills in the work of personnel management of the enterprise;
• got acquainted with the work of the Department of Forecasting Management;
• analyzed the structure of enterprise management;
• conducted an analysis based on the results of the survey;
• developed proposals for improving the enterprise and personnel management system.

I got acquainted with the enterprise, with its structure, activities.

INTERNSHIP REPORT

Enterprise characteristics

To ensure the rhythmic work of the NGP enterprise for the production of competitive products, it is necessary to supply production with materials in a timely manner, rationally organize the transportation of goods, as well as maintain equipment in working order and provide production with electricity and the necessary types of fuel. It is the works listed above that constitute the content of the maintenance of the NGP enterprise.

Maintenance of the NGP enterprise involves the solution of the following two tasks: ensuring the normal functioning of the means of labor; ensuring the uninterrupted movement of objects of labor in production.

The solution of the first of the above tasks is carried out in the course of organizing auxiliary production - repair, energy and instrumental.

In solving the problem of rational organization of material flows, the logistics service, storage, and transport facilities are involved.

The structure of these farms and services is determined by the characteristics and scale of the main production, the size of the enterprise, as well as the level of development of its cooperative ties. The combination of repair, energy, instrumental, transport, storage facilities and supply services makes up the system for servicing the production process of the NGP enterprise by PromAvtomatika LLC.

LLC "PromAvtomatika" was founded in 1999 and operates on the basis of the Civil Code of the Russian Federation and the Federal Law of the Russian Federation "On Limited Liability Companies", in order to provide services for the design, supply, installation, commissioning and repair of various devices and automation systems , equipment and instruments. LLC "PromAvtomatika" is a legal entity and builds its activities on the basis of the Charter and the current legislation of the Russian Federation. The period of activity of the enterprise is not limited.

The defining areas of activity of PromAvtomatika LLC in servicing NGP enterprises are:

· Installation work, repair and maintenance of electrical distribution and control equipment,

· Service maintenance of NGP enterprises,

· Organization and maintenance of energy accounting systems, dispatching systems,

· Development of projects for industrial processes and industries related to electrical engineering, electronic engineering, mechanical engineering, as well as in the field of industrial construction, systems engineering and safety engineering,

· Production of electrical work.

The financial condition of OOO "PromAvtomatika" is characterized by a system of indicators reflecting the availability, placement, use of financial resources of the enterprise and all production and economic activities of the enterprise.

The main form in the analysis of the financial condition is the balance sheet. According to the current regulatory documents, the balance sheet is currently compiled in net valuation (accounting for fixed assets and IBE at residual value without depreciation). The result of the balance sheet gives an approximate estimate of the amount of funds at the disposal of the enterprise. It is convenient to study the structure and dynamics of the financial condition of an enterprise using a comparative analytical balance sheet.

An analysis of the management system and financial condition of the enterprise according to the indicators I conducted shows that the enterprise has an effective management system, the deviation from the actual and planned number of personnel is not significant. This allows us to conclude that PromAvtomatika LLC employs not only economic, but also managerial professionals.

Management methods are a set of techniques and ways of influencing a managed object in order to achieve the organization's goals.

Administrative methods are classified according to the formula of influence (order, order, recommendation, instruction, instruction), according to the form of transmission (documentary, oral), according to the period of use (estimate, month, etc.)

The administrative activity of the organization in question is carried out mainly through the issuance of orders by the head of the organization. According to the content, orders are divided into two types: according to the main activity and according to the personnel.

The order on the main activity is a regulatory document that reflects management decisions on issues of production and economic activities, planning, reporting, financing, lending, sales of products, foreign economic activity, improving the structure and organization of the work of an industrial enterprise, etc.

The order signed by the head is registered by the employee responsible for record keeping. The order comes into force from the moment of its signing, unless another period is indicated in its text.

Analysis of the organizational structure of the management of OOO "PromAvtomatika"

When studying the regulatory documents of the institution (in particular, the provisions on departments and job descriptions), I built the organizational structure of the institution. Based on the structure obtained, I concluded that the organizational structure belongs to the linear-functional type of organizational structures, since it has a number of specific characteristics inherent in this type:

there is a separation of processes by functional divisions;

in the hierarchy of the institution, both linear and functional managers function;

functional units report directly to the line manager of the institution.

In the process of conducting an expert survey, respondents were asked questions about the strengths and weaknesses of the institution, opportunities and limitations in the development of Promavtomatika LLC. When analyzing the responses, the "SWOT" method was used - analysis. The organization does not have a structured database of candidates, there is no evaluation system in the selection of personnel, the selection of personnel is carried out on the basis of a chaotic conversation in personal contact with the head of the personnel department, and then with the director of the organization. Recruitment of personnel is limited to filling out the necessary documentation and introducing a new employee to his immediate supervisor and team.

The process of adaptation of new employees in the institution proceeds outside the zone of regulated processes. Assistance in adaptation to a newcomer from the management is limited to a story about the performance of the required functions by him, the new employee is forced to obtain all the rest of the information on his own by contacting his colleagues. There is no control over this process and its results in the institution.

As for the personnel management service, it is currently being formed.

Thus, as a result of the author's analysis of the structure and management system for the persons of PromAvtomatika LLC, the following trends were identified:

the management structure of the institution has a linear-functional structure;

the institution lacks a clearly formulated development strategy for the entire organization, a personnel management strategy in particular;

lack of documentary carriers fixing technologies for personnel management;

there is a misunderstanding of a number of managers about the need to change the process of working with personnel;

The main indicators characterizing the size of a trading enterprise are shown in Table 1.

Table 1 - Indicators characterizing the enterprise for 2010-2012

No. Indicators 2010 2011 2012 in % of 2009 RUB 2.06522307.4111.76 Gross income from the sale of goods, thousand rubles. Incl. advertising3604 5002923 40081.1 80.08Profit, ths. rub.

From the data in Table 1 it can be seen that, in general, all indicators of the enterprise's performance have deteriorated over the past two years. Thus, the volume of products sold in 2012 decreased compared to 2010 by 9.7%, the number of employees decreased by 4 people. The cost of fixed production assets for the analyzed period increased very slightly (by 0.9%). The profit of the organization in 2012 decreased by 46.4% or by 1463 thousand rubles. the level of profitability in 2012 was 4.2%, which is 40.8% less than in 2012.

The wage fund in 2010 is planned in accordance with the standard in the amount of 160 thousand rubles. in fact, it amounted to 164.1 thousand rubles. The level of payroll expenses in 2012 decreased by 0.01% compared to the previous year, but increased by 0.05% compared to the plan. Savings in the wage fund was achieved by reducing the number of employees of the enterprise in the current year.

Based on the results of a survey of employees of PromAvtomatika LLC, the following conclusions were drawn:

the release of personnel is carried out mainly due to low wages, while the management is trying in every possible way to retain highly qualified personnel: increasing wages at the expense of extrabudgetary funds, training, retraining, advanced training at the expense of the employer, creating favorable working conditions, and so on;

the most important for the personnel of the organization are the working conditions in which they work;

the motives that have the greatest value for the team of the organization are mainly related to the realization of oneself in the profession under normal working conditions and relations in the team;

material remuneration appears only in the next sector of the structure, this is mainly due to the limited funds coming from the budget, when certain labor indicators are achieved, the employee understands that he will not be able to receive more funds than allocated from the budget, a slight adjustment of these funds is possible from the enterprise’s own budget ;

three clusters (groups) were singled out that most clearly characterize the attitude of the team to the characteristics of work: 44.1% of respondents say that they are satisfied with such characteristics as career growth, advanced training system, certification and assessment of personnel, to characteristics that are less satisfied this group includes wages, provision, equipment, special programs; 10.3% of respondents are practically satisfied with such characteristics of work as relationships in the team and working hours, least of all they are satisfied with the amount of wages, the possibility of self-realization, the availability of equipment and the possibility of initiative; 13.2% of respondents are practically not satisfied with such characteristics as career growth, wages, special programs and provision of equipment.

As measures to increase the effectiveness of the work of LLC "PromAvtomatika" employees and improve the system of labor incentives in the organization, it is proposed to introduce a personnel assessment system. It was proposed to introduce a decentralized remuneration policy in LLC "PromAvtomatika", to introduce alternative forms of encouragement, to complicate marketing goals. Thanks to an effective incentive policy, you can achieve the best results, increase the profits of the enterprise. To motivate employees of the organization in order to improve the social situation of employees, as well as for the effectiveness of personnel management, a social program has been developed, consisting of non-material and material motivations. These activities will help increase professional motivation, increase the degree of customer satisfaction; quick and high-quality decision-making related to personnel management at any level of enterprise management; to improve the social status of employees and effective personnel management.

Thus, the stimulation of labor of workers is of great importance in the development of the sphere of commodity circulation. The main purpose of labor incentives is to establish the earnings of employees depending on the result of their work, their contribution to the overall results of the enterprise.

During my internship, I got acquainted with the work of the department "Department of forecasting management".

Planning can be broadly defined as the activity of "shaping the future".

The main scope of planning work in LLC "PromAvtomatika" is performed by employees of the Department of Forecasting Management

Forecasting is one of the management functions, which makes it possible to foresee the possibility of adverse production situations. A feature of the emergence of a problem situation is the fact that it carries a danger, a threat of destruction of the production system.

On the one hand, forecasting makes it possible to foresee the possibility of problem situations and take preventive measures, and on the other hand, with the appearance of undesirable events, to identify them and identify the degree and depth of the crisis in order to develop a solution to eliminate it. A feature of forecasting in anti-crisis management is the fact that, unlike other cases, forecasting here is almost constant.

All management is built on foresight. But prediction may be different. It differs

by horizons (near future and far, limited by time or has an indefinite time period),

in form (plan, program, prediction, forecast),

according to sources (intuition, scientific analysis, analogy, generalized experience).

The planning process can be thought of as a sequential flow of activities that includes the following steps:

) statement of goals;

) formulation of the problem;

) search for possible courses of action;

) evaluation of options for action;

) making a decision in the form of determining the planned parameters;

- management of the organization of the implementation of the plan;

) implementation of planned targets;

- monitoring the progress of the implementation of the plan;

) diagnostics and testing of the results of the implementation of the plan based on a comparison of planned and actual parameters, analysis of the causes of deviations.

The possibility of foresight becomes the most important in the context of the increasing complexity of production, the growth of its scale, the acceleration of scientific and technological development, and changes in the socio-psychological and economic conditions of human activity.

One type of foresight is strategy.

Strategy plays a special role in anti-crisis management. It allows you to prepare for crisis situations, recognize the nature of weak signals of crisis development, reduce the number of tactical errors, confidently navigate problems that have consequences in the future, develop and use effective management technologies, and find positive elements in complex crisis situations.

Analysis of the number and structure of personnel

Speaking about the team working at PromAvtomatika LLC, we can say that it consists of 26 people, including the general director. If we talk about the distribution of workers by functions and departments, then we get the following picture:

Commercial management. (6 people, including the general director), engineering management (6 people), financial and economic management (4 people), project management department (3 people), technical management (7 people).

In order to characterize the structure of the enterprise's personnel and its professional and qualification level, we will use a number of auxiliary materials, among which the personal files of employees and enterprise statistics turned out to be especially informative. The data obtained were summarized in the following table:

Table 2.

Indicators characterizing the structure of the personnel of LLC "PromAvtomatika"

Indicator value Indicator in 2011 in 2012 people people Senior managers11 Middle managers44Specialists46Employees57Workers108Total:2426? men1815? women611 working pensioners12 from 45 to retirement age46 from 35 to 45 years1510 from 25 to 35 years36 to 25 years12 two higher, postgraduate, doctoral studies00 higher education1012 special secondary1213 general secondary21 incomplete secondary00

The level of professional training in the specialty, after the analysis of the composition of the staff, is as follows:

Rice. 1 The level of professional training in the specialty of the employees of the enterprise LLC "PromAvtomatika".

From the above data, it can be seen that the category of workers whose professional training is based on higher education has increased and amounted to 46% of the total number of employees. This suggests that workers improve their professional training, moving from one category to another. There are minor fluctuations in other categories.

Characteristics and analysis of the personnel management system of LLC"PromAvtomatika"

It is advisable to start the analysis of personnel management with an assessment of the provision of OOO "PromAvtomatika" with labor resources in the reporting year 2012 (see Table 3)

Table 3

Provision of LLC "PromAvtomatika" with labor resources for 2012 (persons)

It is also necessary to conduct a qualitative analysis of the distribution of employees by age, level of education and work experience (OOO "Top Business Integrator").

Table 4

Distribution of workers by age

Groups of workers by age, years Number of workers at the end of the year, people

The tension in providing LLC "Top Business Integrator" with labor resources can be somewhat relieved due to the fuller use of the available labor force, the growth of labor productivity of workers, the intensification of production, the comprehensive mechanization and automation of production processes, the improvement of technology and the organization of production.

The completeness of the use of labor resourceswe estimate by the number of days and hours worked by one employee for the analyzed period, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers for each production unit and for the enterprise as a whole.

Working Time Fund(FRV) depends on the number of workers, the number of days worked by one worker on average per year and the average length of the working day:

PDF = HR * D * P

At the analyzed enterprise, the actual fund of working time is less than the planned one by 16350 hours, including due to changes in the number of workers:

FRV chr = (CR f -ChR pl ) * D pl * P pl \u003d (164- 160) * 225 * 7.8 \u003d + 7020 hours.

In PromAvtomatika LLC, most of the losses [(492 + 197 + 656) * 7.8 + 9840 = 20330 hours] are caused by subjective factors: additional vacations with the permission of the administration, absenteeism, downtime, which can be considered unused reserves for increasing the working time fund . Preventing them is tantamount to releasing 11 workers (20,330 / 1,755). Significant in OOO "T.S.V. Transcompany" and unproductive labor costs,which consist of the cost of working time as a result of the provision of low-quality services for the installation and adjustment of networks. They make up 1640 hours.

Reducing the loss of working time - one of the reserves for increasing output.

To calculate it, it is necessary to multiply the loss of working time (DWP) due to the fault of the PromAvtomatika LLC enterprise by the planned average hourly output of products, or in this case, the time for providing the transport service as a whole:

VP \u003d PDF * CV pl = (20 330 + 1640) * 284.9 = 6259.2 thousand rubles

Unproductive labor costs due to defects in the work of LLC "PromAvtomatika" amounted to 1640 hours. Due to this, the level of average hourly output decreased by 0.6%, or by 1.71 rubles. The modernization of the existing equipment made it possible to reduce labor costs by 5,670 man-hours, or 2.02%, due to which the level of average hourly output increased by 2.06%, or 5.87 rubles.

Personnel policy LLC "PromAvtomatika"

The personnel policy of the enterprise includes the following areas of activity:

Recruitment and selection of personnel

Adaptation

Job Descriptions

Personel assessment

Staff development

Creation of a personnel reserve

Let's take a closer look at each of the HR functions.

The main tasks of personnel selection are:

creation of a reserve of candidates for employment;

formation of requirements for professions and positions;

evaluation of potential candidates.

The search for candidates for vacancies is carried out both within the enterprise and outside it.

The starting point for the selection and hiring of personnel in LLC "PromAvtomatika" is the determination of the need for personnel. Regardless of whether there is already a specific candidate to fill the vacancy, or whether it is necessary to attract third-party candidates, the head of the structural unit fills out the application for staffing needs, the requirement for the candidate and the job description.

The application for staffing requirements is completed annually at the beginning of the year, as well as in cases of need, but not less than a month before the actual date from which the new employee must start work.

Based on the request for staffing, the personnel management department advertises vacancies. First, advertising is carried out within the company OOO "PromAvtomatika". The advertisement is placed on the bulletin board and distributed electronically.

For all candidates wishing to work at LLC "PromAvtomatika", questionnaires are filled in the personnel management department, on the basis of which an electronic database is formed.

Applicants who meet the requirements are interviewed by the HR department.

The HR department forms a personal file of a potential candidate and submits it to the immediate head of the structural unit in which there is a vacant position for review.

The selection of candidates is carried out by the direct head of the structural unit. If the manager has not chosen a suitable candidate, he informs the employee of the personnel management department about the need to continue the search and clarifies the specifics of his requirements for the candidate or explains why the candidates presented to him do not meet the requirements.

After the final decision is made, the head of the personnel management department notifies all applicants for the position. Applicants for whom negative decisions are made receive a polite refusal to hire. Information about them is entered into the database of potential candidates.

After the candidate is approved for the position, an employment contract is drawn up. The employment contract is signed by the citizen and the general director of PromAvtomatika LLC.

An employment contract signed by the general director is the basis for registering the employment of a citizen.

Employment is issued by order of the enterprise.

The newly arriving employee undergoes introductory briefings on safety, industrial sanitation, fire safety rules and other labor protection rules.

Introduction to the position is carried out by the personnel management department and the head of the relevant structural unit. The employee is familiarized with all the main provisions of PromAvtomatika LLC. These include:

a brief description of the organization, its structure and management system, the history of OOO "PromAvtomatika";

collective agreement;

internal labor regulations;

regulation on bonuses for the main results of economic activity.

After completing an internship at PromAvtomatika LLC, I had the opinion that at PromAvtomatika LLC the main problem in the enterprise management system is the psychological dissatisfaction of the personnel with the working environment. Without conducting special psychological research, it is possible to draw some intermediate conclusions and recommendations for improving the personnel management system. The main problem of the personnel management system is an unfavorable psychological environment, leading to tension and conflict situations.

The psychological climate of the team, which reveals itself primarily in the relationship of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relations crystallizes and a certain situation - the social form of self-relationship and self-consciousness of the individual.

Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in himself a consciousness corresponding to this climate, perception, evaluation and feeling of his "I" within the framework of this particular community of people.

Often in the team there are people who are dissatisfied with any aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. can serve as a cause or cause for conflict.

In order to correct the existing negative situation in the enterprise, it is necessary to develop a number of measures that would help improve the corporate culture in general and reduce the number of conflicts in the team in particular.

There are several effective ways to manage a conflict situation. A simple difference in characters should not be considered the cause of conflicts, although, of course, it can become the only cause of a conflict situation, but in the general case this is just one of the factors. You need to start with an analysis of the actual causes, and then apply the appropriate methodology.

As a way to prevent the very appearance of conflict situations, I propose to use the method of interpersonal contact, which would be of an organized nature.

The plan of such events can be presented in the form of the following table. (see table 5)

personnel personnel policy psychological

Table 5

Activities aimed at improving the psychological situation in the team

Name of the event Date of the event Purpose of the event 1. Sports competitions between divisionsSpring, autumn. Nothing unites the team better than a single goal and competitive conditions. As such, sporting events are ideal. Field trips (Bird Day, Forest Day, System Administrator Day, Tourist Day, Harvest Festival, etc.) Depending on seasonal and weather conditions, at least once every six months Informal atmosphere always helps to find a common language, distract from work problems and contributes to the search for common interests, areas of contact between people's behavior3. Corporate parties Once a quarter, it can be timed to coincide with some event, but not necessarily an official one. You can simply arrange "March 8 Day", "Defender of the Fatherland Day", New Year. It has approximately the same goals as the previous group of events, in general, they are aimed at establishing interpersonal contacts in an informal setting4. Family holidays (Father's Day, Mother's Day, Children's Day) Father's Day - the third Sunday of July, Mother's Day - the last Sunday of November, Children's Day - June 1 Holding family events provides another additional opportunity to establish not only interpersonal, but also interfamily ties, which strengthens the bond between generations. And contributes to the development of working dynasties in the enterprise

This plan is exemplary, it is important not to overdo it with the frequency of such events during its implementation, as this also causes additional fatigue in the team, and, accordingly, the formation of a negative attitude towards work.

Among the private ways to resolve conflict situations and improve the psychological situation in the team, we can distinguish:

formation of corporate complex goals. The effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea underlying this technique is to direct the efforts of all participants towards the achievement of a common goal;

development of interpersonal styles of conflict resolution, including the style of avoidance, smoothing, coercion, compromise and problem solving.

Summing up, we can conclude that the personnel of the organization and its management, regardless of the size of the group, should always remember the importance of a positive moral and psychological climate in the team, consciously build their behavior and choose the most optimal team management style to increase the efficiency of the work process and the profitability of the entire enterprise . And subordinates strove for innovations and improvements, there was a desire to work and be in demand.

PRACTICE DIARY

ANN student_ 008-0027 ________________________

Direction of training _ Management _

Priymak Alexander Sergeevich

№ p / p Date Summary of the work performed Place of work (position held) June 1, 24, 2013. I got acquainted with the structure of the organization, its divisions and departments. Studying the history of the enterprise development. I got acquainted with the Charter, internal regulations, safety instructions. OOO "PromAvtomatika", assistant manager 2.25.06.2013 I got acquainted with the organizational structure of the company, the principles of its work in the market. Compiled together with the head of practice S.N. Kaplev individual task (plan). Enterprise business. General rules for the preparation of various documents I got acquainted with the collective agreement. OOO "PromAvtomatika", assistant manager 3.26.06.2013 Analysis of the organizational structure of the management of OOO "PromAvtomatika". Used the studied methods of production management. LLC "PromAvtomatika", assistant manager 4.27.06.2013 Familiarized with the personnel management system at the enterprise. Participated in the drafting of orders for personnel: - on hiring, on granting leave. OOO "PromAvtomatika", assistant manager 5.28.06.-30.06.2013 Analysis of the enterprise management system, department "Forecasting Management Management". Familiarized with the rules of registration of organizational and administrative documents, administrative documents. Participated in writing the order on granting parental leave. Filled out an employment contract. LLC "PromAvtomatika", assistant manager6.01.07.2013Analysis of the personnel management system at the enterprise. Participated in planning meetings, drawing up purchase and sale agreements. LLC "PromAvtomatika", assistant manager7.02.07.2013Analysis of the principles of personnel management at the enterprise, analysis of staff turnover based on archival materials and statistical reports. Participated in drawing up an order for the dismissal of an employee, in filling out an employee's work book. LLC "PromAvtomatika", assistant manager 8.03.07.2013 Studied the personnel management system, as well as the personnel planning process at the enterprise. Studied archival documents. LLC "PromAvtomatika", assistant manager9.04.07.2013 Analyzed the principles of personnel management at the enterprise, staff turnover based on archival materials and statistical reports. Studied the process of making managerial decisions. LLC "PromAvtomatika", assistant manager10.05.07.-08.07.2013 Familiarized with the management bodies of the labor collective, their composition and powers; collective agreements and their role in regulating relations at the enterprise (organization), in the development of self-government. Psychology of small groups and collectives. Stages of team formation. Studied the financial statements. LLC "PromAvtomatika", assistant manager11.09.07.-10.07.2013. Identified positive and negative aspects in the personnel management system at LLC "PromAvtomatika". Conflict situations and ways to resolve them. Analyzed the financial stability of the enterprise. LLC "PromAvtomatika", assistant manager11.07-12.07.2013. Studied the selection of personnel and hiring. I got acquainted with the main directions of the organization of work of the manager and his subordinates, planning of individual work and its content. Gathered indicators characterizing the personnel structure. OOO "PromAvtomatika", assistant manager15.07.-17.07.2013 Developed recommendations for improvement in the personnel management system at OOO "PromAvtomatika". Participated in the preparation and holding of a business meeting, conversation, reception of visitors. LLC "PromAvtomatika", assistant manager 18.07.-21.07.2013 Collecting information for writing a final qualifying work. Compilation of a report on the completion of an internship together with the head of the internship from the enterprise. LLC "PromAvtomatika", assistant manager

07.2013 Student______ Priymak A.S.

(signature)

personnel personnel policy psychological

CONCLUSION

An internship is an important element in the preparation of a future specialist. Industrial practice gave me the opportunity to apply the knowledge and skills gained in the process of training in practice, to develop skills for independent work. I learned how to apply the theoretical knowledge gained in solving specific professional issues. During the internship, the main part of the knowledge I received during training was in demand.

The internship helped me understand how much depends on a well-designed management system at the enterprise - from the right personnel to the effective work with information. It is very important for the head of the enterprise to develop a suitable personnel management system, to learn how to stimulate employees.

During my internship, I studied the regulations of LLC "PromAvtomatika", which serves the enterprises of NGP, the Charter of the enterprise, internal regulations, job descriptions, regulations, safety instructions. I learned how to draw up orders for the main activity and personnel, business letters, a contract of sale, conclude an employment contract with an employee; conduct and analyze surveys, draw conclusions based on their results and build recommendations.

During the internship period, I got acquainted and analyzed the structure of the enterprise management apparatus of LLC "PromAvtomatika", the department "Management Management Forecasting", with the experience of the organization, planning and management, with the methods of managing the workforce; with the existing practice of planning the work of team members and evaluating its results, the procedure for compiling and passing service documentation. I learned the technology of preparation and adoption of managerial decisions, the organization of their implementation. Acquired practical skills in enterprise management and work motivation

In the course of writing this internship report, I analyzed and researched the main issues related to the enterprise management system and personnel management. As a result of the analysis, we can conclude that PromAvtomatika LLC is a successfully operating service company that has high competitive advantages, however, against the backdrop of successful economic prosperity, the company has a staff turnover. In the course of the study of various areas of the functioning of the enterprise management system, I came to the conclusion that this fact is associated primarily with the psychological dissatisfaction of the personnel with the process of work.

As recommendations, proposals were developed to improve the enterprise management system, an action plan was drawn up that would help to relieve the tense psychological situation in the company and improve interpersonal relations between staff.

APPLICATION

Profile of an employee of OOO "Promavtomatika"

Dear leaders and specialists!

Currently, LLC "PromAvtomatika" is studying the personnel management system. In this regard, we ask you to take part in the survey, the purpose of which is not only to study the existing personnel management system, but also a sincere desire to improve it in your interests. The questionnaire is anonymous. The accuracy of your answers will allow you to draw reliable conclusions. Please read the questions carefully and circle the number that corresponds to your answer. You can give multiple answers to one question, or enter your answer on the blank line. We hope for your understanding and support!

What attracts you to work in this organization?

(mark the three most significant positions for you or enter your answer in the free lines)

prestige institution 001

interesting work 002

opportunity to realize your professional potential 003

salary level 004

team relationships 005

career opportunity 006

location of organization 007

corporate culture 008

Do you have enough knowledge for the work you are doing?

quite enough 011

basically enough 012

not enough 013

find it difficult to answer 014

Do you need advanced training?

find it difficult to answer 017

Is there a job description in your workplace?

Do you have to perform work that is not characteristic of your position?

find it difficult to answer 022

Do you think your work is objectively evaluated?

(one possible answer)

evaluation criteria too high 023

assessment is quite objective 024

evaluation criteria are too low 025

no evaluation criteria 026

find it difficult to answer 027

How do you feel about innovations in organization and management?

easily accept and adapt to them 029

I am more satisfied with the usual methods of work 030

I am against innovation 031

didn't think about it 032

How do you think your career is shaping up?

good luck 034

not too good 035

not at all successful 036

find it difficult to answer 037

To what extent are you satisfied with:

(please circle the answer in each row of the table)

ПоказателиСтепень удовлетворенности Вполне Удовлетв.Удовлет воренНе совсем Удовл.Не Удовлет- воренНе могу сказатьсистемой подбора персонала038039040041042системой адаптации молодых специалистов043044045046047содержанием труда048049050051052организацией труда053054055056057условиями труда058059060061062оплатой труда063064065066067степенью нервной напряженности068069070071072перспективами карьерного роста073074075077078стилем руководства Вашего подразделения079080081082083стилем руководства организации084085086087088отношениями в Вашем подразделении089090091092093отношениями между подразделениями094095096097098системой оценки Вашего труда099100101102103системой производственных взаимосвязей104105106107108распределением обязанностей внутри подразделения109110111112113информационным обеспечением114115116117118компьютерным обеспечением119120121122123материально- technical support 124125126127128 organizational culture 129130131132133 image of the organization in the city 134135136137138 the ability to make independent decisions

10. Which of the following conditions would influence your desire to change jobs?

higher salary 159

best team relationships 160

lesser claims and demands 161

the opportunity to open your own business 162

clearer definition of the boundaries of my duties 163

quieter work 164

less risky job 165

I am not going to change my job under any circumstances

Please, a few words about yourself:

Your age:

year and older

What education do you have?

average 181

secondary special 182

n \ higher, higher 183

Your work experience in the organization:

up to 1 year 184

over 5 years 187

THANK YOU FOR PARTICIPATION!

Tags: Personnel management system at the enterprise Practice report Management

Practice base LLC "PLOT"

Name of company

Student Chirkina A.V. groups UPbz-1101D

Surname I.O.

Form of study remote

Evaluation of the report defense _____________ Date of the report defense ___________

Practice leader Candidate of Pedagogical Sciences, Associate Professor Nikishina A.L. _____________

Head of WRC Candidate of Pedagogical Sciences, Associate Professor Nikishina A.L. ____________

Uch. degree, title I.O. Surname Signature

Head of practice from the enterprise _ director _______________________

job title

______________________Yu.A. Troshin _____________ ______________

AND ABOUT. Surname Signature

Tolyatti 2015

Organization LLC "PLOT"

(full name)

Subdivision Human Resources Department

Practice period 29.06.2015-26.07.2015

Number and date of the order for the organization (enterprise, institution, community), allowing the practice 5-to from 06/29/2015

Practice leader from an organization (enterprises, institutions, communities) Morozov A.S., HR engineer

(last name, first name, patronymic, position) _______________

(signature)

Introduction ................................................ ................................................. ................4

1. Organizational and economic characteristics of the enterprise .................... 5

2. Evaluation of the personnel management system of the enterprise .................................... 13

3. Approaches to the management of a labor career at an enterprise.................................20

Conclusion................................................. ................................................. ..........26

Bibliographic list .................................................................. .................................27

Applications ................................................. ................................................. ........thirty

Introduction

This work presents an analytical report on the internship at PLOT LLC.

Internship time - from 06/29/2015 - 07/26/2015

Practice is one of the integral parts of the training of qualified specialists of all specialties, including "Personnel Management". During the internship, the results of theoretical training are consolidated and concretized, students acquire the skills and abilities of practical work in their chosen specialty and the qualifications assigned.

The main purpose of the practice is the practical consolidation of theoretical knowledge gained during the training. The main result of this work is a report on the internship, which contains all the results of the student's activities for the period of internship and an analysis of the main indicators of personnel management in the organization.

The purpose of the practice is to collect materials for writing a report, to collect the necessary information for writing a final qualifying work, to consolidate professional knowledge, skills and abilities gained in the process of theoretical training.

The purpose of this report is to diagnose the work performed during the internship, analyze the practical tasks set during the internship and solve them.

In the course of the analysis of the enterprise's activities, the following research methods were used: methods for comparing relative, absolute and average values, groupings, methods of expert assessments, questioning, testing, observation, etc.

This report consists of an introduction, three chapters, bibliography and appendices.

1. Organizational and economic characteristics of the enterprise

Legal address: 446013, Russian Federation, Samara region, Syzran city, Naberezhnaya street, 53.

The main activity of PLOT LLC is the creation of wooden window structures

Tasks of LLC "PLOT": the desire to conclude contracts with a large number of customers; careful accounting and control of goods; selection of highly qualified employees.

Mission of the company: “All our achievements are based on a team approach to work. With united efforts, we are moving towards a common goal, and every employee is important on this path. Our employees are our main value and key resource. It is important for us that every employee feels comfortable and confident in our team, has a chance to realize their professional and creative potential, gets the opportunity to develop and improve their skills and career.”

Figure 1.1 shows the priority areas of activity of PLOT LLC.

Figure 1.1 - The main activities of the company

The organizational structure of management of PLOT LLC presented in Figure 1.2 is linear-functional and is used for small and medium-sized businesses. A feature of this structure is the observance of unity of command and at the same time the specialization of managerial links.

Figure 1.2 - Organizational structure of PLOT LLC

LLC "PLOT" is successfully implementing a set of measures aimed at improving the social security of employees, creating favorable working conditions, creating opportunities for professional development and improving well-being, life safety and health protection.

Analysis of the main organizational and economic indicators of the enterprise is an integral part, which serves as the basis for understanding the effectiveness of the enterprise

Table 1.1 presents the main organizational and economic indicators of the activity of PLOT LLC.

Table 1.1 - Main organizational and economic indicators of PLOT LLC

Indicators	2011	2012	2013	Change
2011-2013	2012-2013	2011-2013
abs	Rel.	Abs.	Rel	Abs.	Rel
1. Revenue 1, thousand rubles.					4,758793		9,42308725		14,63031
2. Cost of sales 1, thousand rubles.					10,08018	-39618	-2,4060693		7,431579
3. Gross profit 1 (loss), thousand rubles.	-2276	-81981		-79705	3501,977		-228,16384		-4716,43
4. Net profit, thousand rubles.	-25614	-105083		-79469	310,2561		-121,6486		-188,815
5. Fixed assets					269,2282	-4811964	-95,507198	-1138194	-83,4113
6. Number of PPP, pers.				-155	-9,89151	-566	-40,084986	-721	-46,0115
7. Labor productivity of an employee, thousand rubles.	953,1		2023,6	154,9	16,25223	915,7	82,6444043	1070,6	112,3282
8. The average annual salary of an employee, thousand rubles.				-2677	-8,08102		11,6059113		2,587014
9. Return on assets	1,09	0,310	7,56	-0,78	-71,5596	7,25	2338,70968	6,47	593,578
10. Return on sales, %	-1,71	-6,7	0,01	-5,01	292,9825	8,05	-119,79167	3,04	-177,778
11. Cost per ruble of revenue			93,8			-11,1	-10,571429	-6,1	-6,1

Let's present a graphical interpretation of the main economic indicators in the form of figures.

Figure 1.3 - Revenue for the period 2011-2013

Based on table 1.1 and figure 1.3, we can conclude that the company's revenue for the period 2011-2013 increased from 1493530 to

1712038 thousand rubles. This characterizes the activity of the enterprise from the best side.

Figure 1.4 - Cost of sales for the period 2011-2013

Figure 1.4 shows the dynamics of the cost of sales of PLOT LLC for the period 2011-2013. In 2012, the prime cost amounted to 1646586 thousand rubles, and in 2013 - 1606968. This indicates a reduction in the cost of production and supply of services.

Figure 1.5 - Net profit for the period 2011-2013

As can be seen from table 1.1 and figures, the activity of the enterprise "PLOT" LLC is unprofitable. The reason for this lies in the following. As mentioned above, the main business of the company is the creation of wooden window structures. At the moment, wooden window structures are in little demand on the sales market, because. Basically, the demand is for plastic window structures.

2. Assessment of the personnel management system of the enterprise

The Human Resources Department is a structural subdivision of PLOT LLC.

The Human Resources Department is headed by a chief who is appointed and dismissed by order of the Director of the Company.

In its activities, the personnel department is guided by the following documents.

Figure 2.1 - Documentation support of the personnel department of PLOT LLC

The Human Resources department of the organization is represented by the Head of Human Resources and two Human Resources Engineers.

The main tasks and functions of the personnel department are:

− conducting work on personnel records;

− conducting personnel records management and military records;

− interaction with the pension fund of the Russian Federation, state statistics authorities, the Department of Labor and Employment of the Population.

− Ensuring the staffing of the enterprise with employees of the necessary professions, specialties and qualifications,

In the process of solving the tasks assigned to the department, performing the functions assigned to it and exercising the rights granted to it, the department interacts (Figure 2.2).

Figure 2.2 - Interaction of the personnel department with other departments of the organization

Search, selection and recruitment of personnel in LLC "PLOT". The need for personnel is determined by senior management, heads of departments with the participation of a personnel engineer. The sources of recruitment of managers and specialists are free hiring; personnel movements within the enterprise; personnel reserve. It is necessary to note such external sources of recruitment as the Syzran City Employment Center.

Registration for work of all categories of employees is carried out in accordance with the Labor Code of the Russian Federation on the basis of a concluded employment contract. With certain categories of employees, an agreement is concluded on full individual liability, which, together with the employment contract, is stored in the employee's personal file.

The management of the number and composition of employees is the most responsible link in the overall system of personnel management functions of the enterprise. The main goal of managing the number and composition of personnel is to optimize the cost of human labor for the performance of the main types of work related to the activities of the enterprise, and to ensure that the necessary jobs are filled by employees of the relevant professions, specialties and skill levels. The implementation of this function of personnel management should be linked to the greatest extent with the overall strategy of trade management, since the labor potential formed at the enterprise will ensure the implementation of all strategic goals and directions of its activities.

The ratio of various categories of employees of the organization in their total number characterizes the structure of the organization's personnel.

To assess the existing system of remuneration at the enterprise LLC "PLOT", it is necessary to analyze the structure of the wage fund by categories of personnel, which depends both on the number of these employees in the total composition and on their average wages.

Table 2.1 - The structure of the payroll fund for the personnel of LLC "PLOT" in 2012-2014, %

The data in Table 2.1 testify to the redistribution of the share in the wage fund, depending on the categories of personnel of the LLC "PLOT" company. As can be seen from the table data for the period 2012-2014. the share of the wage fund among workers increased. Next, it is necessary to analyze the change in the average annual wages of employees by categories of personnel.

Table 2.2 - Dynamics of the average annual salary and material incentives for the personnel of LLC "PLOT" in 2012-2014 (rub)

As can be seen from the data in Table 2.2, the average salary for the period 2012-2013. significantly decreased, and for the period 2013-2014. increased both among managers, specialists and employees, as well as among workers.

Table 2.3 - The structure of the wage fund and the fund of material incentives for the personnel of LLC PLOT "by categories of personnel

The decision on the calculation of the variable part of the remuneration for each employee is made by the head of the unit, the director of the organization approves, the accounting staff participate in this process.

3. Approaches to career management at the enterprise

During the internship at PLOT LLC, various documents, regulatory legal acts, current documentation were studied, the main provisions of the activities of the personnel department and the entire organization as a whole were analyzed.

To analyze approaches to career management at the enterprise, the following provisions were studied: the provision on the personnel reserve, the provision on advanced training and training of personnel. Let's consider each of them in more detail.

Regulations on personnel reserve. (Appendix A). The personnel reserve is a group of employees who are potentially capable of managerial activity, who meet the requirements for a position of a particular category, who have been selected and have undergone systematic qualification training. The creation of a personnel reserve ensures continuity in management, increases the level of readiness of employees for changes in the company, their motivation and loyalty, which helps to reduce the level of staff turnover and overall personnel stabilization. The presence of a personnel reserve allows you to significantly save financial and time resources in the selection, training and adaptation of key employees, which is so important.

When selecting candidates for the personnel reserve, the following criteria are taken into account (Figure 3.1). Candidates for participation in the selection for inclusion in the personnel reserve can nominate their candidacies on their own.

Figure 3.1 - Criteria for selecting candidates for the personnel reserve

The regulation on advanced training courses regulates the procedure for advanced training and the assignment of qualification categories to the workers of the company. (Appendix B). This annex uses the various concepts presented in Figure 3.2.

Figure 3.2 - The main concepts used in the Regulations on advanced training of LLC "PLOT"

Consider the structure of employees working in their specialty and in accordance with their qualifications (Table 3.1).

Table 3.1 - Analysis of the structure of employees working in their specialty and in accordance with their qualifications (%)

Table 3.1 shows that the number of permanent employees is increasing mainly due to employees with secondary specialized education and relevant qualifications.

The use of personnel should meet the goals of the organization, ensure strict compliance with labor laws in the process of this work. Also, the system of personnel use in the organization should be such that employees can give the greatest return in their workplace.

After analyzing the problem of mismatch of qualifications with the requirements of the workplace, we can conclude that a comprehensive radical solution to the problem lies in the creation of a personnel training system. Training will ensure the development of their skills and abilities, which plays a unifying role in achieving the organization's main strategic goals.

A questionnaire survey was conducted to study career prospects. 23 employees took part in the survey, by random sampling. The questionnaire form is shown in Figure 3.3.

Figure 3.2 - Questionnaire for conducting a survey of employees of the organization

Based on the answers to this questionnaire, we see the presence of weaknesses in the implementation of the personnel policy in the field of career development of the personnel of this enterprise.

The questionnaire survey showed that the reasons for dismissal are the following circumstances: 30% are not satisfied with wages, 10% working conditions, 6% intra-company conflicts, 54% do not see prospects for professional growth, careers and remain dissatisfied with the existing training system at the enterprise. Summing up the results of the analysis of the effectiveness of managing the business career of personnel at the enterprise, we can conclude that the organization under study has a number of the following significant problems:

¾ There is a discrepancy between the position held and the existing education

¾ The conducted questionnaire survey revealed that 54% of employees are dissatisfied with on-the-job training and do not see career prospects.

As a result of the analysis of existing problems in the enterprise, measures were developed to eliminate them.

Organization of staff development.

As a result of the analysis of the activities, it was revealed that the personnel of this organization need to be trained, to improve their skills, since this is the main way to receive professional education. It should be noted that on-the-job training of personnel does not give significant results and employees do not see career prospects. In this regard, it seems necessary to organize refresher courses for employees. The result of staff development courses should be:

Systematization of existing experience and improvement of professional competence;

Formation of individual and intra-company style.

Conclusion

In conclusion, we can say that the entire period of internship was full of analytical work on various points of the company's activities. These areas of activity included not only the personnel management system, but also the economic and financial issues of the company's functioning in the market.

In the course of writing this internship report, the author analyzed and researched the main issues related to the personnel management system. During the internship at LLC "Volzhskiye Kommunalnye Sistemy", ideas about the activities of the enterprise were obtained, the main performance indicators were analyzed, the work of the personnel department and the personnel assessment system at the enterprise were analyzed.

As a result of the analysis, it turned out that Volga Communal Systems LLC works quite efficiently, although some shortcomings in the personnel career were identified and measures were proposed to eliminate the identified problems.

During the practice, the structure of the enterprise, economics, organization and planning of production, legal issues, labor and environmental protection, product quality control were studied. The practice helped to acquire the skills of practical work in the specialty and consolidate the theoretical knowledge gained at the university during the study.

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