Human resource management in the enterprise. Human resource management is the most important component of company management

Control by human resourses(from English. Human Resource Management, Personnel Management) is a direction of management, the main purpose of which is to increase the efficiency of the organization by creating favorable conditions for the work of its staff. Competent management of human resources allows the employer to receive, on the one hand, the maximum possible profit from the use of knowledge, skills and abilities of employees, their labor potential, and, on the other hand, the maximum possible material incentives and psychological satisfaction from the results of their work by employees.

Human resource management includes the following directions.

• Organizational planning ( organization planning).
• Analysis of work and jobs (Job analysis).
• Selection, evaluation and placement of personnel ( selection and evaluation).
• Optimization of working conditions ( job conditions optimization).
• Conflict management and labor dispute resolution ( conflict resolution).
• Team building ( team building).
• Training and development personnel ( training and development).
• Evaluation of the success of the work (Appraisal or evaluation).
• Compensation for the performance of labor functions (Compensation, wage and salary administration).

Human resource management is based on the achievements of labor psychology and psychotechnics. On the early stages development of personnel management, the concept of "personnel management" was used, which implied the allocation of the socio-psychological component of the management process. In the second half of the XIX century. In the UK, a movement to improve the working conditions of industrial workers developed. Entrepreneurs and philanthropists created and implemented programs to improve conditions in management practice physical labor, working environment and quality of life of workers. Since the 1970s the concept of "human resource management" became more common, which meant the maximum use of the intellectual, business and personal potential of employees, as well as factors of the production environment to achieve organizational goals.

Subject Human resource management is a system of knowledge related to a purposeful organized impact on people engaged in labor activity in order to ensure the effective functioning of an organization (enterprise, institution), as well as to meet the needs and interests of employees and labor collectives.

Human resource management is developing at the intersection of such sciences as management, labor economics, labor psychology, social psychology, conflict management, and labor law.

object management in the organization are human resources. Before describing the goals, objectives and principles of human resource management in modern conditions, it is necessary to define the conceptual apparatus in this area. So, there are differences in such similar concepts as "personnel", "personnel", "human resources", "human capital", "labor resources", "labor potential".

The concept of "cadres" is of French origin and is translated into Russian as "frame".

Personnel- this is a permanent composition of employees, i.е. able-bodied citizens who are in labor relations with the organization.

Personnel, as a rule, does not include temporary and seasonal workers, part-time workers, non-staff employees.

Staff(from lat .persona- "personality" personalis- “personal”), or state (from it. staat- "state"), is the totality of all employees who are with the organization as with legal entity in employment relations through the conclusion of an employment contract and having certain characteristics.

The organization's personnel includes all employees engaged in labor activities, as well as those who are on the staff (on the balance sheet of an organization or enterprise), but are temporarily not working due to illness, vacation, etc. Thus, the staff is the labor resources at the disposal of the organization, necessary to achieve the goals and objectives and perform certain functions. The concept of "staff" is broader than "cadres".

The main sign of the staff consists in the presence of his labor relationship with the employer. Typically these relationships are employment contract, although it is possible that there is no formal legal registration hiring. In this case, the staff is deprived of guarantees of compliance with the norms of labor legislation in relation to it. Another sign of personnel- this is the possession of certain qualitative characteristics that determine the structure of the organization's personnel by category: managers, specialists, workers. Personnel categories are structured according to professions, specialties, and qualifications. The conditions of employment and qualitative characteristics determine the position of the employee in the organizational structure.

Human Resources- this is a part of the country's population that has certain psycho-physiological, professional, intellectual qualities that make it possible to engage in labor activity and produce material and spiritual benefits. The labor force includes both employed and unemployed, but able to work (potential workers). The concept of "labor resources" was introduced into science by Academician S. G. Strumilin. In the foreign economy, the term "labor resources" is also used - labor resources. Thus, labor resources occupy an intermediate position between economic categories"population" and "total labor force". In the structure of labor resources, there are active(functioning) and passive(potential) part.

Into the labor force includes the entire working-age population that is potentially capable of working. AT Russian Federation, in accordance with labor legislation, the lower limit of working age is considered to be 16 years, the upper - 54 years (inclusive for women),

59 years (inclusive for men). At the age of 55 for women and 60 for men, they are entitled to a pension. At the same time, for some types of professional activity associated with the impact of harmful and dangerous factors on the body of the worker, high psychophysiological stress, work in adverse and extreme conditions, the pension bar is noticeably lower - by 5-10 years or more. The age limits of the retirement age are established in each country by the current legislation, for example, in many European countries the retirement age is 65 years. Consequently, the size of the labor force will depend on the officially established age limits of working age and the proportion of able-bodied persons among the working-age population.

Labor potential of an employee is the totality of his physical and mental qualities, labor opportunities that determine the boundaries of his participation in labor activity. Main components labor potential are:

• - psychophysiological (physical and mental health, performance, endurance);
• - socio-demographic (gender, age, marital status);
• - cultural (education, qualifications, general level of culture);
• - obhtsensihologichesky and cognitive (learning ability, intelligence and creativity);

socio-psychological (ability to work in a group, discipline, leadership abilities, assertiveness);

valuable ( value orientations and attitudes, interests).

concept "human resources"(Human Resources - HR) - more capacious than "personnel", "personnel" and "labor resources", since it contains a combination of personal and psychological properties of people and their sociocultural characteristics.

The specifics of human resources and their differences from other types of resources(informational, material, financial) is as follows:

• - the ability for self-development and improvement, which is a long-term source of increasing the efficiency of an individual organization and society as a whole;
• - an emotionally meaningful reaction to external influences, which necessitates obtaining feedback the subject of control from the object;
• - motivation of labor activity, since a person chooses a certain type of activity (mental or physical, industrial or non-productive), setting certain goals and striving to satisfy his needs 1 .

Currently, in management sciences, both the concept of "personnel" and the concept of "human resources" are used. Personnel management implies that an enterprise or organization has personnel who act as an object of management, in relation to which management technologies are applied. Human resource management recognizes that people are not just personnel, but an organizational resource.

The following are the differences between personnel management and human resource management.

• 1. One of the basic principles of personnel management was the principle of minimizing capital investments in hired labor, the goal of personnel management was to save on labor, for which it was necessary to minimize dependence technological processes from the subjective factor. Human resource management involves investing in these resources, their development, improvement, for which motivation systems are being developed, tested modern methods training of employees, the effectiveness of “investments” in human capital is evaluated, as a result of which maximum efficiency use of human resources.
• 2. Human resource management arose as part of a strategic approach to management and involves the development of an active personnel policy, while personnel management is a tactical approach aimed at solving operational problems and using a more passive, reactive personnel policy.
• 3. HR technologies are developed and applied mainly by specialists working in the HR department (HR department within the traditional management structure). AT small firms there may even be no special department, and one or more UN specialists report directly to the director. Human resource management is carried out by senior management, top managers who develop personnel policy and determine the development strategy of an enterprise or organization.
• 4. Personnel management involves a collectivist approach, the organization's personnel is seen as a single team, functioning to achieve the company's goals. Human resource management implies an individualistic approach, which is manifested in technologies such as selection, adaptation, training and development, assessment, and employee behavior management.

In this way, modern approach to human resource management involves the effective application of their management technologies from selection and hiring to release, taking into account the concepts of human resource management and the person as a subject of the organization.

Another concept widely used in management and economic sciences is “human capital”, which is the main factor in the formation and development of innovation management and the knowledge economy. This concept, which was introduced into science in 1961 by Theodor Schultz, and since 1965 Gary Becker began to use it, includes a set of investments in a person that increase his ability to work. Currently, human capital in a broad sense is understood as an intensive productive factor in the economic development of society, which includes the educated part of the labor force, the tools of the intellectual and managerial pile, knowledge, skills and abilities to meet the needs of the individual and society as a whole. These outstanding scientists were awarded Nobel Prizes for their contribution to the development of the theory human capital- T. Schultz in 1979, G. Becker - in 1992.

History reference

Gary Stanley Becker ( Gary Stanley Becker, December 2, 1930, Pottsville, Pennsylvania, USA - May 3, 2014, Chicago, Illinois, USA). He received a bachelor's degree from Princeton University in 1951 and a doctorate from the University of Chicago in 1955. He worked at Chicago and Columbia Universities. The views of G. Becker were greatly influenced by the theory of M. Friedman. 1992 Nobel Prize in Economics "for extending the scope of microeconomic analysis to a range of aspects of human behavior and interaction, including non-market behavior."

The main works of G. Becker:

• - Economic theory discrimination (The Economics of Discrimination, 1957);
• - Human capital ( Human Capital, 1964);
• - Time distribution theory (A Theory of the Allocation of Time, 1965);
• - Economic theory ( economic theory, 1971);
• - Treatise on the family ( treatise on the family, 1981).

Currently, human capital is classified as follows:

• 1) individual human capital is a stock of general and specialized knowledge, professional skills accumulated by a person throughout his life, which gives him the opportunity to receive additional income and other benefits of life compared to an individual who does not have this stock;
• 2) the human capital of the company (corporate human capital) is the individual human potential accumulated by the company, innovation potential, know-how, managerial, Information Technology, i.e. everything that increases the competitiveness of the company in the market;
• 3) national human capital is the human capital of the country, which is integral part its national wealth and includes intellectual priorities, national competitive advantages.

The concept of human capital, developed by such famous economists as T. Schultz, G. Becker, B. Weisbrod, L. Hansen, was the result of progress in the field of reproduction work force in connection with the scientific and technological revolution.

Initially, human capital was considered only as social factor development and economically costly, i.e. it was assumed that investments in education and advanced training of workers are costly and it is rather difficult to predict the return on these investments. Later, Edward Denison proposed a classification of economic growth factors, in which he put the quality of the labor force in the first place.

Ideas about the economic approach in relation to human behavior are set forth, first of all, in the studies of G. Becker. Under human capital, he understood the knowledge, skills and abilities of a person that ensure the growth of labor productivity. In a market economy, a person correlates his preferences with the product, he seeks to improve his position, to get the maximum benefit. This applies to such fundamental aspects of life as health, prestige, education, marriage and family. A person tends to make decisions that maximize the utility of the result. G. Becker gives vivid and convincing examples of human economic behavior. So, good health and longevity are important goals for most people, but not the only ones. Under certain conditions, if they conflict with other goals, they can be sacrificed. When choosing a profession, a person focuses on the one whose utility (material or psychological) is expected to be higher than the expected utility of other professions. Similarly, other aspects of life and people's decisions can be considered.

G. Becker believed that economic approach allows you to interpret human behavior in various situations. At the same time, he proceeded from the ideas of the expediency and rationality of human behavior, applying to him such categories as price, opportunity costs.

In his theory, the scientist considered the structure of income distribution of various groups of the population, their dependence on age, level of education, gender inequality in wages. Using extensive statistical material, Becker proved that education is the foundation for increasing the income of both the employee and employers. Investments in education, training and retraining are promising investments that increase profits for companies.

The introduction of the concept of "human capital" caused numerous attempts to assess its volume and measure economic efficiency. The concept of "human capital" suggests that the salary of a worker with a certain level of education consists of two parts: one is what he would receive with zero education, and the second is the return on educational investment. If 3 0 is the salary of a person with zero education, k I p - the volume of investments in human capital for P years, and 3 „ - the salary of a person who has P years of education, then:

By analogy with the rate of return, the rate of return of human capital is also considered, and the choice of the level and type of education is interpreted as an investment decision. Consequently, Western economists believe that with the development of scientific and technological progress, labor resources, along with the means of production, become capital. Employees are the owners of human capital, they have skills that have economic value.

The economic evaluation of the effectiveness of investments in human capital involves measuring the professional value of an employee, the significance of his skills, abilities and experience for the organization. Obviously, this value is not constant, it can increase as a person acquires new knowledge and professional experience, and decrease as a result of the physical and moral depreciation of human capital. It should be noted that human capital itself is subject to obsolescence, and its carrier is subject to physical obsolescence.

The physical deterioration of human capital is caused by an age-related decrease in a person’s working capacity, a deterioration in his health. A decrease in productivity is also associated with a decrease in the subject's motivation, a drop in interest in work, manifestations of the burnout syndrome and professional deformations.

The obsolescence of human capital is caused by scientific and technological progress, which causes the emergence new technology, technologies, equipment, products and the removal of obsolete products, which leads to the depreciation of the employee's previous knowledge and skills. The consequence of these processes is forced structural unemployment.

The physical and moral depreciation of human capital is an inevitable process, but at the same time it is predictable. Thus, the main direction of the reproduction of human capital at present is advanced training and retraining of workers. The implementation of additional professional education programs is of great importance. The drivers of human capital development are investments, innovations and competition. The main sources of human capital accumulation are the innovative sector of the economy and the creative elites of society. At the same time, the accumulated human capital underlies the innovative economic system region, state, society as a whole.

In his theory, G. Becker considered theoretical basis investing in the education of people and the mechanism of the influence of education on the level wages of people.

In modern economics labor resources are increasingly viewed as human capital. In order for labor resources to be transformed into human capital, it is necessary to create conditions that would provide an opportunity to realize human potential in the results of the company's activities. The concepts of "human capital" and "labor resources" designate a single object - a producing person, an individual as a productive force of society and a subject of production relations.

aim Human resource management is the formation of efficient teams acting to achieve the goals of the organization and satisfy the interests of employees, providing the organization at the right time with personnel in the required quantity and quality, its effective placement, organization, stimulation and use.

Tasks

• 1) providing the organization with competent, qualified and interested employees;
• 2) effective use intellectual, creative and managerial potential of people;
• 3) meeting the needs of employees and creating opportunities for their self-realization;
• 4) ensuring optimal working conditions and occupational mental hygiene;
• 5) creating conditions for a favorable socio-psychological climate in the team, group cohesion and compatibility;
• 6) conflict and stress management;
• 7) communication of personnel management with all categories of employees.

Methodological principles human resource management:

Human resource management is activity-oriented, r.e. focused primarily on practical actions;

human resource management is individually oriented - each employee is considered as a person, the needs, motives, interests of employees are taken into account;

human resource management is future-oriented - the objectives of human resource management are taken into account in the long-term strategies of the organization.

For effective management human resources need to: know individual characteristics employees and their capabilities; understand their motivational attitudes; be able to form the composition of employees in accordance with the goals of the organization.

Aspects human resource management:

• 1) technical and technological aspect, which involves taking into account the level of development of production and the techniques and technologies used in it;
• 2) the legal aspect, which considers the issues of compliance with labor laws in working with personnel;
• 3) organizational and economic aspect, including issues related to planning the number and quality of employees, material and non-material incentives, the use of working time;
• 4) socio-psychological aspect, including issues of socio-psychological support of personnel management, introduction of socio-psychological methods of personnel management into management practice;
• 5) the pedagogical aspect, which affects the problems associated with the training and education of personnel.

Main elements human resource management:

• 1) heads of all levels of management;
• 2) specialists in personnel management (PM-managers);
• 3) legal framework for human resource management;
• 4) information base for personnel management;
• 5) a set of methods and techniques for organizing labor and managing human resources;
• 6) a set of technical means used for human resource management.

Main activities for Human Resource Management:

• 1) determination of the initial need for various categories of workers based on the strategy of the organization;
• 2) analysis of the labor market;
• 3) recruitment and selection of personnel, adaptation management;
• 4) formation organizational structure personnel;
• 5) organization labor processes and regulation of labor;
• 6) formation of income and wages;
• 7) personnel motivation management;
• 8) business valuation; certification and training of employees;
• 9) regulation of relationships in labor collectives.

• Korchagin K). BUT. Modern economy Russia. Rostov n/a: Phoenix, 2008.
• Remuneration of personnel: textbook and workshop for academic bachelor's degree / subgeneral. ed. O. A. Lapshova. M.: Yurayt Publishing House, 2016. S. 41-42.

Send your good work in the knowledge base is simple. Use the form below

Good work to site">

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Hosted at http://www.allbest.ru/

Introduction

management personnel human

The formation of the market has already set a number of new tasks, the solution of which is impossible on the basis of old ideas, approaches and methods. The issues of perestroika have acquired particular urgency in this regard today. personnel work. In all spheres of the economy, the problems of intensifying production, increasing its efficiency, better using expensive and scarce human resources came to the fore, began to acquire key importance for the survival and adaptation of enterprises to a new economic situation for them.

Using the possibilities of scientific and technical progress and increasing the efficiency of production now more than ever before, turned out to be dependent on the degree of participation in these processes of all production workers: from the worker to the director.

No organization can exist without people management. Without qualified personnel, the organization will not be able to achieve its goals. It is an undeniable fact that the income of any company primarily depends on how professionally the specialists work in it.

The current socio-economic and political situation in Russia is forcing many managers to reconsider their management priorities labor resources, will allow management to realize the need to use a scientific approach to management and develop a clear personnel policy that will help improve the efficiency of the organization as a whole.

The new role of the individual in the organization and the rapid changes in the economy, organizational culture and technology have given new challenges to the careful selection, training, pay and proper use of staff. The solution of these problems within the framework of traditional work with personnel turned out to be impossible. It was necessary to include this work as an equal component in the process of strategic management.

In this way, effective work staff is necessary condition successful operation of any enterprise. Therefore, personnel management is a responsible and creative task at the same time. The creation of a scientifically based personnel management system involves solving one of the most important problems in the functioning of an enterprise. In connection with the above, this topic is particularly relevant.

The problems of personnel management are widely reflected in the works of many authors. Concepts and approaches to the study of personnel management were considered in the works of Avdeev V.V., Komisarova T.A., Maslova E.V., Pugacheva V.P., Samygin S.I., Stolyarenko A.D., Tsvetaeva V.M. . and others. In the works of Russian authors Vesnin O.R., Komisarova T.A., Slutsky G.V., Dyatlov V.A., Egorshina A.P., Utkina E.A., Kibanova A.Ya., Odegova Yu.G., Fedorova N.V., Minchenkova O.Yu., Slesinger G.E., Travin V.V. et al. considered a wide range of issues related to various areas of improving the efficiency of enterprises based on solving problems of personnel management.

The object of research is the personnel management system of the enterprise. The subject of the study is personnel management at the enterprise JSC "YAZDA"

The aim of the work is to study the personnel management system.

In accordance with the goal in the work, it is necessary to solve the following tasks:

Describe the essence of personnel management;

Describe the methods of personnel management;

To study the personnel management system;

Explore personnel as an object of management in the organization;

Conduct an analysis of the personnel management system at the enterprise JSC "YAZDA"

1. Theoretical foundations of personnel management in the enterprise

1.1 The concept and essence of personnel management. The evolution of approaches to personnel management in the organization

“Personnel” (from the Latin personalis - personal) is “the entire staff of employees, permanent and temporary specialists and workers and employees serving their activities”, “the totality of all human resources that an organization possesses”, “the totality of employees of an organization working for hire in the presence of labor relations with the employer, usually drawn up by an employment contract (contract).

The qualitative characteristics of the personnel are the availability of specific knowledge and professional skills in a particular field of activity; certain professional and personal interests, the desire to make a career, the need for professional and personal self-realization; presence of psychological, intellectual, physical qualities for specific professional activities.

The staff is the backbone of any organization and is the most important resource used by all organizations without exception, and as such, the staff needs to be managed.

Recently, in the domestic literature, several attempts have been made to formulate the category of "personnel management".

I.P. Gerchikova writes that "personnel management is an independent type of activity of specialist managers, main goal which is to increase the production, creative impact and activity of the staff; focus on reducing the number of production and managerial employees; development and implementation of a policy for the selection and placement of personnel; development of rules for the admission and dismissal of personnel; solution of issues related to training and advanced training of personnel” .

AND I. Kibanov defines personnel management as “a purposeful activity management team organizations, managers and specialists of departments of the personnel management system, including the development of the concept and strategy of personnel policy, principles and methods of personnel management ".

German researchers believe that personnel management is a field of activity characteristic of all organizations, and its main task is to provide the organization with personnel and purposeful use of personnel.

Personnel management as a type of activity has two groups of goals - organizational and personal.

Organizational goals clearly dominate personnel management. Personnel, along with other resources, work to fulfill the mission and achieve the purpose of the organization. There are attempts to combine organizational and personal goals in personnel management: “The effectiveness of personnel management is the achievement of organizational (in relation to commercial organizations - the profitability and stability of the enterprise and its adaptability to future changes in the situation with minimal personnel costs) and individual (satisfaction with work and stay at work). enterprise) purposes".

In foreign literature, the concepts of "economic efficiency" and "social efficiency" are used to characterize the goals of management.

Economic efficiency is understood as the achievement of the organization's goals with minimal personnel costs - economic results, stability, high flexibility and adaptability to a constantly changing external environment. Social efficiency is understood as the satisfaction of the interests and needs of employees (remuneration, its maintenance, the possibility of personal self-realization, satisfaction with communication with comrades, etc.). It is desirable that economic and social efficiency complement each other.

The subjects of personnel management are officials directly involved in this type of activity, namely: managers of all levels, personnel services, bodies of labor collectives public organizations operating in the enterprise.

Personnel management of an organization is a purposeful activity that involves the definition of the main areas of work with personnel, as well as the means, methods and forms of work with them.

The activity of personnel management consists of two main areas, or areas - personnel management and work with personnel (personnel). How do these and some other closely related categories that characterize personnel management compare?

In the most general sense, personnel management is the activity of direct day-to-day management of employees. The concept of "leadership" is closely related to a number of other related categories, primarily with the concept of "management", they are often used as synonyms. However, “management” reflects the regulation of the system in accordance with certain goals and is broader in content: it includes not only the management of people, but also the management of financial, material, technical and other resources, as well as equipment and machines.

The concept of "management" is closely related to the category of "leadership". However, these concepts do not completely coincide. "Management" - a category of microeconomics, meaning the management of an enterprise in a market environment. Accordingly, the "manager" is the head of a market enterprise. In relation to the public service, such words as “leader”, “administrator”, “official”, but not “manager” are usually used.

On the one hand, "leadership" is broader than "management", as it covers non-market, state forms management, on the other hand, already, since "management" is the management of not only personnel, but also other resources: financial, material and technical, etc. And from this point of view, management, as Richter Manfred notes, performs only certain functions in management, in particular the following: setting goals (studying the problem and developing an ideal result for solving it), planning (identifying alternatives, evaluating them, choosing the best ways to implement them, decision making), implementation (formation of the organization necessary to achieve the goals, as well as mobilization, inclusion of people in their implementation) and control (comparison of the achieved results with the set goals, identification of deviations, adjustments and measures of influence).

In relation to market commercial organizations, work with personnel can also be characterized as personnel management, interpreting this concept in a narrow sense, i.e. as all the diverse activities of personnel services (HR departments). In a broad sense, personnel management is identical to personnel management. commercial organization and contains at least such sections (fields) as analysis of the composition of personnel; determination of the need for personnel; personnel changes, including staffing, development and release; personnel management; personnel management; personnel cost management; personnel information management.

1.2 Evolution of approaches to personnel management

The essence of personnel management is easier to understand by tracing the evolution of views on personnel, on the principles, functions and methods of working with them.

Any social management is inextricably linked with the management of people, so personnel management is inextricably linked with the history of management. However, until the beginning of the 20th century, personnel management was not based on science, but on the basis of experience, traditions, common sense. From the beginning of the 20th century, personnel management began to stand out as a specific function. social management However, until the middle of the 20th century, the activities of the personnel services of enterprises and organizations had an auxiliary character. Working with personnel meant organizing the recruitment and reaching an agreement with the worker about wages. This was due to the industrial nature of labor, requiring its strict division, narrow specialization of workers, functional polarization of performers and managers, a rather limited level of education and cultural development worker.

Only since the 60s of the XX century ideas about the development of systems for working with personnel began to appear. The theory and practice of personnel management was formed with the development of productive forces and social and social relations in the advanced countries of the world (primarily in the USA, Great Britain, Germany and France).

In the theory and practice of managing the human side of organizations, four concepts can be distinguished that have developed within the framework of three main approaches to management.

The economic approach determined the view of a person, his place in the organization and the optimal leverage. Thus, the metaphor of an organization as a machine has formed a view of a person as a detail, a cog in a mechanism, in relation to which it is possible to use human resources.

The organic approach to management has given rise to two main metaphors. The first is an organization as a person, where each person is an independent subject with his own goals, values, ideas about the rules of behavior. In relation to which active subject - partner of the organization in achieving its goals, only management is possible by setting goals agreed with it. And for this it is necessary to have a good idea of ​​the specific needs, the basic orientation of a person. The second metaphor is that the brain is a complex organism that includes various substructures connected by diverse lines - communication, management, control, interaction. In relation to such a complex system, one can only speak of resource management aimed at the optimal use of the available potential in the process of achieving the set goals.

As part of the humanistic approach, a metaphor of the organization as a culture was proposed, and a person as a being developing within a certain cultural tradition. It is possible to implement the personnel management function in relation to such an employee only within the framework of the approach - managing a person, not only an independent, active being, but also adhering to certain values, rules, accepted norms of behavior.

Speaking about the current stage of the evolution of personnel management, they are increasingly talking about the transition from personnel management to human resource management.

Human resource management is characterized by the consideration of personnel as one of the most important resources of the organization, necessary to achieve its goals. Employees are the most important resource of the organization, which must be preserved, developed and used in competition. The effective use of all other resources depends on the staff.

The integration of personnel management into the overall strategy of the organization is the most important difference between human resource management and personnel management.

Modern trends in the evolution of human resource management, in addition to those indicated above, are as follows:

Transition from fragmented office personnel activities to the integration of management and personnel functions;

Professionalization of the human resource management function;

Internationalization of the human resource management function;

Increasing the share of the function of deepening social partnership and regulating labor relations in human resource management;

Transition from advanced training to development of human resources.

As for Russia, for decades a technocratic approach to governance has dominated our country. Plans, budgets, structures, etc. were put at the forefront.

An ideologized personnel policy was the prerogative of state and party bodies. Monopolism in the sphere of labor led to a narrowing work motivation and low performance.

At present, with the transition to the market, the situation is changing. Practice shows that human capabilities are decisive in achieving any goals. The main potential of any enterprise is its staff. People management is essential for all organizations without exception.

Nowadays, every organization needs a division that deals with personnel management. The name and structure of this unit may be different (personnel management service, human resources department, personnel department, etc.). It is not enough for modern personnel services, as it was before, only to issue orders for employees and store personnel information - This unit must manage personnel in accordance with the goals of the organization, must be constantly improved, updated in accordance with changes in the goals of the organization.

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

Thus, personnel management is a whole system of knowledge associated with a purposeful organized impact on people, employed, (personnel) in order to ensure the effective functioning of the organization (enterprise, institution) and meet the needs of the employee, as well as the interests of the workforce.

Personnel as an object of management has its own properties (organizational-structural, psychological, etc.) that require skillful consideration in practical work. Personnel management (PM) is aimed at achieving the effective operation of the organization and the fairness of relationships between employees. Flexible organization of labor, self-organization of the employee and groups of workers become the starting point for the creation of human resource management systems.

1.3 System and methods of personnel management

The personnel management system is a set of elements (goals, functions, personnel, technical means, information, methods of organizing activities and management) that form the personnel complex of an organization.

From the table we see that in modern management there has been a shift in emphasis from administrative and regulatory methods, focused mainly on achieving the goals of the organization, to more flexible, developing methods focused on the person in the organization and satisfying his higher needs.

Such a change of orientation in personnel management had a long previous evolution of the overall management of the organization. One of the first concepts of personnel management is based on the postulates of the "school of scientific management", in which one of the main principles is the minimization of investments in hired labor. In the 1970s, the concept of "human resources management" emerged as a result of the synthesis of the schools of "human relations" and "behavioral sciences", which made it possible to recognize the economic feasibility of investing in labor. With this approach, there is a direct dependence of the amount of income on the individual productivity of the worker, his creativity and self-realization.

Establishing a clear procedure and regulations for setting goals and constantly clarifying the long-term and current tasks facing the unit as a whole, as well as each functional management body and structural link;

Formation and continuous improvement of the organizational structure of management, associated with the specification of the number of divisions and functional management bodies, the provisions governing activities, the formal relations between them regulated by legal acts, professiograms for each official, including job descriptions and job models;

Continuous improvement of the conditions that determine the level of organization of work of employees (increase in the degree of responsibility, enrichment of work, improvement of the organization of work and maintenance of workplaces, etc.);

Continuous improvement economic activity subdivisions, creating the most favorable conditions for the optimal combination of collective, individual interests with the interests of the organization, by constantly updating incentive systems and norms;

Forecasting and planning the need for personnel, qualifications and business qualities which would meet the requirements, and ways to provide them with public service.

Each of these areas is included in functional responsibilities specific management bodies, but the personnel management service coordinates and directs their work.

The global goal of personnel management is to form, develop and implement the organization's human resources potential with the greatest efficiency. This means improving the work of each employee so that he optimally increases and uses his labor and creative potential and thereby contributed to the achievement common purpose and also supported the activities of other employees in this direction.

The system of goals serves as the basis for determining the composition of management functions. To form functions, it is necessary to identify their objects and carriers. The bearers of management functions are: the management of the body, deputy heads, head of the personnel management service or deputy director of personnel, specialized divisions for personnel management and personnel management specialists (they are also both carriers and objects). The object of management are the personnel of the organization.

Enterprise human resource management is a complex and time-consuming process that includes the following processes:

1. Resource planning - developing a plan to meet future needs for human resources;

2. Recruitment - creation of a reserve of potential candidates for all positions;

3. Selection - evaluation of candidates for jobs and selection of the best for the reserve created during the recruitment;

4. Determining wages and benefits: developing a salary and benefits structure to attract, hire and retain employees;

5. Career guidance and adaptation - the introduction of hired workers into the organization;

6. Training - development of programs for teaching the labor skills required for the effective performance of work;

7. Assessment of labor activity - development of methods for assessing labor activity;

8. Promotion, demotion, transfer, dismissal - development of methods for moving employees up the career ladder;

9. Training of management personnel - promotion management, development of programs aimed at developing the abilities and improving the efficiency of work of management personnel.

The general and main task of personnel management is to ensure that the qualitative and quantitative characteristics of personnel correspond to the goals of the organization.

Qualitative characteristics:

Abilities (level of education, amount of knowledge, professional skills, work experience);

Motivation (a range of professional and personal interests, the desire to achieve something);

Personal qualities that affect the performance of a professional role.

Management methods are a set of techniques and ways of influencing the control object in order to achieve the goals set, i.e. ways of influencing the team individual workers in order to coordinate their activities in manufacturing process(Figure 2).

There are three forms of manifestation of organizational and administrative methods:

Mandatory prescription (orders, prohibition);

Conciliation (consultation, compromise resolution);

Organizational impact on the management structure is carried out through organizational regulation, regulation, instruction.

The administrative influence on the collective or the individual implies subordination, which can be of three types:

Forced or externally imposed (accompanied by a feeling of dependence and is taken as pressure from above);

Passive (satisfaction caused by liberation from making independent decisions);

Conscious, internally justified submission.

Direct influences can increase the passivity of personnel and or lead to covert defiance. Therefore, the most effective indirect methods impacts that are implemented through setting goals and creating stimulating conditions.

Economic methods appear in the following forms: planning, analysis, granting economic independence. This causes the material interest of workers in the results of their work.

Socio-psychological methods - a set of specific ways of influencing personal relationships and connections that arise in labor collectives. For the greatest effectiveness of the impact, it is necessary to know the psychological characteristics of the performers, the socio-psychological characteristics of the teams; use techniques that are personal in nature (personal example, authority, persuasion, competition, rituals, culture, etc.). Techniques and methods of socio-psychological influence are determined by the competence and ability of the leader.

All methods are interconnected.

Thus, the concept of personnel management is a concentrated expression of the management methodology in its essential part, which is the content of the socio-economic side of the organization's management and is directly related to the person.

The methodological basis for building a personnel management system should be a systematic approach to in-house use human factor. It implies that the personnel management subsystem closely interacts with other subsystems - financial, innovation, investment, strategic planning, production, marketing.

2. Study of the personnel management systemOJSC« YAZDA"

2.1 Technical and economic characteristics of the enterprise

JSC "YAZDA" refers to the automotive industry, which is one of the key sectors of the Russian economy, in particular, to the diesel industry. The company provides fuel equipment to all major manufacturers of diesel engines in Russia and the CIS - Avtodiesel, KamAZ, Altaidiesel, Minsk Motor Plant. The division is one of the main suppliers of AVTOVAZ and Zavolzhsky Motor Plant (the main supplier of GAZ) in terms of precision hydraulic components and valve springs.

JSC "YAZDA" has the following shares of production for individual manufacturers in the industry in 2008:

KamAZ - 72.4%;

Autodiesel - 100%;

MMZ -38.1%;

Altaidiesel - 22.2%.

JSC YAZDA is located on 2 separate industrial sites located in the Zavolzhsky district of Yaroslavl.

The area of ​​the territory of the enterprise in the fence:

Site "A" - 614,000 m 2;

Site "B" - 73,000 m2.

All facilities for production and auxiliary purposes, power and water supply were built in accordance with the approved projects, with the exception of the procurement and storage building, the waste processing building, the road laboratory, the engineering and amenity building 2A. The total developed area of ​​all buildings is 961.1 thousand m2.

OJSC "Yaroslavl Plant of Fuel Equipment" is included in the division "Fuel supply systems" of the GAZ group. The decision to merge the Yaroslavl Diesel Equipment Plant (YAZDA OJSC) and the Yaroslavl Fuel Equipment Plant (YAZTA OJSC) into one Fuel Supply Systems company today confirms its correctness. Until now, enterprises have competed with each other, fought for markets and consumers. Naturally, in this state of affairs, both plants could not fully realize their technological, design and production capabilities. The current strategy of factories in the creation developed business, capable of successfully competing not only with Russian, but also with European companies.

JSC "YAZDA", JSC "YAZTA" as part of the "GAZ Group" is one of the fastest growing and promising industrial enterprises region.

The strategy of YaZDA OJSC, YaZTA OJSC is to consolidate efforts to obtain a well-developed business that can compete not only in Russia, but also in Europe, since the technological, design and production base of Yaroslavl plants is much higher and more modern than the potential of competitors in Russia and CIS countries.

Main economic activity:

Manufacture and marketing of engineering products, mainly fuel supply systems for engines;

Manufacture of tools, accessories, equipment, consumer goods;

Design, technological, design and other engineering developments in various industries, mainly in the automotive industry in the field of fuel supply systems for automobile and tractor engines;

Service maintenance of fuel equipment;

Organization of new types of production, technical re-equipment of existing production;

Implementation of construction and installation works;

Investment, commercial and intermediary activities;

Foreign economic activity;

Organization of marketing and consulting activities in the automotive industry.

Main types of products (works, services):

Production of fuel equipment for completing engines;

Production of spare parts for REN;

Production of heat energy on the side.

Product Feature: High pressure fuel pumps for diesel engines; precision products for fuel equipment (sprayers, nozzles, plunger pairs, valve pairs); cutting tools (drills, microdrills, taps, collets); tension, compression, torsion springs; threaded inserts, spring rings. Fuel equipment repair.

Last year, three types of Yaroslavl fuel equipment with an electronic regulator received a certificate of compliance with Euro-3 environmental standards. This allows the use of engines with Euro-3 standards not only on large-capacity trucks, but also on special vehicles with high engine power for various industries. In particular, engines with similar power are also in demand in railway transport.

In the coming year, the plants of the Division also face the task of developing special fuel supply systems for a two-level power engine installed on tractors.

Currently, in the production of fuel supply systems for automobile diesel engines and spare parts for them, YaZDA OJSC is an absolute monopolist in Russia.

The technical level of the fuel supply systems manufactured by JSC "YAZDA" ensures compliance with the standards EURO-1, EURO-2 of the Committee for Inland Transport of the UN European Environmental Commission.

Table 1. Types of the Company's activities in 2007-2008, %%

Manufactured products
Fuel supply systems
Spare parts for fuel supply systems
Precision hydraulic components (hydraulic bearing and hydraulic tensioner)
Valve springs for AvtoVAZ and ZMZ
Thermal energy for third-party consumers
Other (experimental products, consumer goods, social sphere, other)

In 2008, the production and economic activities of JSC YAZDA were carried out in accordance with the approved business plan and current applications of fuel equipment consumers.

In 2008, the sales volume of JSC YAZDA increased by 35% compared to 2007 and amounted to 130,687 units. TA. This increase led to a 120% increase in gross profit

The results of the work of the Yaroslavl diesel equipment plant for 2008 are characterized by the following indicators:

The volume of marketable output in comparable prices amounted to 2,464,221 thousand rubles. or 161.3% to the level of 2007 (in comparable prices).

Dynamics of production volumes of fuel equipment in physical terms by quarters is characterized by the following indicators:

I quarter - 20.8%;

II quarter - 25.3%;

III quarter - 27.7%;

IV quarter - 26.2%.

Marketable products sold in the amount of 2,679,906 thousand rubles.

With the growth of production volume for 2008 by 61.3%, in comparison with 2004, the output per 1 operating PPP increased by 34.8% and amounted to 516.8 thousand rubles; the average monthly salary per 1 working PPP increased by 20.3% and amounted to 9034.8 rubles.

Table 2. Results of the Company's work in 2007-2008 (in comparable prices)

	Name
	Fuel equipment
	Spare parts
	Hydraulic tensioner
	Hydrosupport
	Tool per side
	Heat to the side
	Other products total
	including cooperation products and services
	Total marketable products
	Products corresponding to the profile of the plant (TA, s / h, hydraulic tensioner, springs, hydro bearing, R & D products.)
	Specialization level

The actual cost of commercial products in 2008 amounted to 2,176,586 tr. The cost of 1 ruble of marketable products in current prices amounted to 88.33 kopecks.

Compared to 2007, the costs decreased by 7.7% (2004 = 93.26 kopecks).

The gross profit margin for 2008 was 14.2%, which is higher than in 2007 (5.5%).

According to the results of the work of JSC "YAZDA" in 2008, the growth of the actual wage fund amounted to 44% compared to 2004.

With an increase in production volumes in 2008 by 61.3% compared to 2007 (in comparable prices), labor productivity per employee increased by 34.8%, the average monthly wage - by 20.3% and amounts to 9,034.8 rubles Thus, labor productivity outpaced wage growth.

The growth of the payroll was due to an increase in the number of industrial and production personnel, which is explained by an increase in production volumes (161% compared to the previous period) and structural changes in terms of the transfer of personnel from JSC YAZTA to JSC YAZDA.

The average headcount in the 3rd quarter of 2009 amounted to 5650 people.

The age of employees at the enterprise ranges from 18 to 52 years. The age structure of employees is distributed as follows:

The main composition of employees from 30 to 40 years old - 53%, the composition of employees under 29 years old and 40 - 50 years old were distributed equally 17% and 23%. Employees over 50 years old accounted for 7%, respectively.

81% of employees have higher education. This is a very high figure, which creates a positive picture of the educational level of the staff. 11% of workers are in the process of receiving higher education. 8% of employees have secondary technical education.

It should be noted that the staff is not fully staffed, there are vacancies.

2.2 The personnel management system of the enterprise and directions for its improvement

Personnel management is carried out by the Human Resources Department. Appendix 2 presents the structure of the personnel department of the enterprise.

The company has developed a Human Resources Strategy. It is determined by the economic strategy of the enterprise. The main strategic task of JSC "YAZDA" is to ensure its long-term competitiveness in the world market. To achieve this goal, it is necessary to implement new technology and equipment, improving the quality of products and expanding their range, increasing production volumes. All this defines the essence HR strategy JSC "YAZDA": providing the company with labor resources capable of solving the set tasks. Or, in other words, the creation effective system training, retraining of personnel, formation of a reserve of specialists and managers, advanced training of personnel in general.

The main priorities of the personnel policy are also formulated:

Correspondence of human resources to the economic strategy of JSC "YAZDA";

Formation of a management team as a fundamental factor in improving the efficiency of the company's management;

Improving the forecasting and planning of the need for personnel, advancing the development of personnel;

Professional and career workers.

The set is traditionally divided into external and internal. The advantages of external selection are that new people are involved in the organization, bringing new ideas with them, and opportunities are created for more active organizational development.

Sources of external selection are: newspaper advertisements, employment agencies, specialized consulting firms.

Thus, the recruitment of workers is carried out mainly through consulting (recruiting) agencies. At the same time, when selecting candidates for managerial vacancies, the organization mainly uses internal sources, and when selecting other employees, the organization turns to special agencies and the newspaper. Sometimes new employee received through other sources.

The advantages of internal recruitment are that the employee is already adapted to the team compared to the newly hired, his abilities are evaluated higher, higher and job satisfaction.

When selecting personnel, the following selection criteria are used:

High qualification;

Personal qualities;

Education;

Professional skills;

Previous work experience;

Compatibility with others (personal qualities).

Selection of employees for transfers to higher positions, i.e. from their own internal source, is carried out on the basis of an assessment of their professional knowledge, skills and abilities. The decision-making process internal movements includes the following stages.

Based on information about the vacant positions in the department, the head of the department makes a decision on the nomination of candidates for vacant positions, determines the number of vacant positions, and instructs the personnel department to search for candidates within the organization.

Compliance of the qualitative composition of candidates with the available vacancies is determined by the head of the personnel department. The head of the department relies on the existing job descriptions that determine the basic requirements for the level of professional knowledge, skills, work experience.

Next, the head of the personnel department analyzes the composition and number of possible candidates, draws up a preliminary list of promising employees, based on an assessment of personal documentation (personal files (cards), statements on the use of working hours in order to identify absenteeism, track records, and other documentation that provides information about professionalism and work behavior of the employee). The personal experience of communication between employees of the personnel department with these employees is also used.

The head of the personnel department evaluates candidates as follows: a “three-dimensional” assessment of the candidate is made, which consists in taking into account information about the employee received from his work colleagues, from his subordinates, as well as from higher management.

The list of candidates is presented to the head of the department, who gives an opinion on the compliance or non-compliance of each candidate with a certain position.

Certification as a procedure for assessing personnel in a company has existed for several years. Its main tasks are:

Determining the level of personnel training and its compliance with the requirements of the company;

Rotation of personnel in accordance with the level of professionalism;

Formation of an effective team;

Determining the need for training.

Certification, as a rule, is planned to be carried out once every six months. A schedule of preparatory and attestation activities is drawn up for each semester.

The certification procedure itself consists of several stages:

Determination of the range of knowledge and skills necessary for personnel - theoretical and practical.

Development of evaluation criteria.

Collecting the necessary information for certification.

Formation of an attestation commission.

The actual certification.

Summarizing.

The company also has a staff training program.

The training program is approved by the order of the General Director of JSC "YAZDA" and consists of two sections: training of workers and training of managers, specialists and employees in several areas. These are retraining for vacant positions in subdivisions, training in second professions in order to expand the service area, targeted courses for the study of new technologies and equipment. The training program is also aimed at obtaining the right to work under the jurisdiction of state supervision bodies, and advanced training in production and economic courses in order to timely prepare a reserve of workers of high ranks. In other words, there is a process of involving personnel in the activities of the enterprise through the creation of conditions conducive to increasing labor productivity.

The need for personnel training is provided in accordance with the applications of departments based on the personnel analysis of the personnel (work experience, experience, education, employee participation in training or advanced training programs, personal need for professional growth). A functional analysis of the personnel is also carried out, which makes it possible to determine the employee's compliance with the required level of competence and qualifications, take into account the results of certification and requirements for industrial safety and labor protection. Based on the analysis of man-made (introduction of new equipment and technologies, commissioning of new facilities and capacities) and instrumental factors (changes in standards, instructions or introduction of new procedures) that affect the work of personnel, training is carried out in various areas.

Taking into account the innovations introduced at the enterprise in the organization of production, namely, the elements of the system " Lean», automated system production management, the staff of the personnel department was tasked with organizing educational services employees of the plant with the aim of high-quality and fastest development of these organizational areas.

primary goal vocational training personnel in the field of quality policy for 2008 - the organization of professional training of personnel and meeting the needs of departments and the employees themselves. The indicators of its achievement are the increase professional excellence at least 20 percent of average headcount staff and ensure the effectiveness of training by 70 percent. Today we can say with confidence that the training program for the first half of 2008 has been completed.

Thus, the activities of the personnel department of the enterprise can be considered satisfactory. The company has fully developed and implemented systems for the selection, recruitment and training of personnel. In order to improve the work of personnel management in connection with the need to recruit new employees, the personnel department can be given recommendations on career management in the enterprise and the development of an adaptation program for new and relocated employees.

Professional adaptation consists in the active development of the profession, its subtleties, specifics, necessary skills, techniques, methods of decision-making to begin with in standard situations. It begins with the fact that after finding out the experience, knowledge and character of the beginner, they determine the most appropriate form of training for him, for example, they send him to courses or attach a mentor.

Psychophysiological adaptation - adaptation to work activity at the level of the employee's body as a whole, resulting in smaller changes in his functional state (less fatigue, adaptation to high physical exertion, etc.).

Psychophysiological adaptation does not present any particular difficulties, it proceeds quite quickly and to a large extent depends on the health of the person, his natural reactions, and the characteristics of these conditions themselves. However, most accidents occur in the first days of work precisely because of its absence.

Socio-psychological adaptation of a person to production activities- adaptation to the immediate social environment in the team, to the traditions and unwritten norms of the team, to the style of work of managers, to the peculiarities of interpersonal relations that have developed in the team. It means the inclusion of the employee in the team as an equal, accepted by all its members. It can be associated with considerable difficulties, which include deceived expectations of quick success, due to an underestimation of the difficulties, the importance of live human communication, practical experience and an overestimation of the value of theoretical knowledge and instructions.

Career management should be seen as an organized and thoughtful assistance to staff in achieving their goals, professional development, striving to make a career and realize their abilities.

Implementation of the decisions made.

Thus, the following areas of work with personnel should be improved at the enterprise:

Planning an individual professional level and official movement of the employee;

Organization of the acquisition by the employee of the necessary level of professional training and experience both within the enterprise and outside it;

Regulation of the employee's involvement in solving tasks related to appointment to positions;

Coordinating the efforts of the employee and the organization to implement the individual professional development employee and staffing plan;

Monitoring the activities of the employee, his professional and official growth, rational use his professional abilities.

When planning a career, it is important to consider the tenure of a position. The career plan is drawn up taking into account the fact that the optimal finding of a specialist in one position can be within 4-5 years. The systematic, constant movement (rotation) of personnel has a positive effect on increasing its labor productivity.

Conclusion

Personnel management is recognized as one of the most important areas of the life of an enterprise, capable of multiplying its efficiency, and the very concept of "personnel management" is considered in a fairly wide range: from economic and statistical to philosophical and psychological.

The personnel management system ensures continuous improvement of methods of work with personnel and the use of achievements of domestic and foreign science and the best production experience.

The essence of personnel management, including employees, employers and other owners of the enterprise is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influence on the interests, behavior and activities of employees in order to maximize their use.

Personnel management methods are divided into three groups:

Organizational and administrative, based on direct directives;

Economic, driven by economic incentives;

Socio-psychological, used to increase the social activity of employees.

The success of an organization in a market economy depends on the quality of personnel - the most important factor in the competitive struggle, i.e. First of all, the effectiveness of the organization is determined by the quality of the selected employees. In addition, if an organization hires an employee it does not need, then there are expenses for its replacement, which can be significant in terms of money and time.

Based on the results of the practical part of the study, the following conclusions can be drawn.

In the course of the study of the activities of the personnel department of JSC "YAZDA" for the selection, recruitment and training of personnel, it was revealed that the activities of the personnel department of the enterprise can be considered satisfactory. The company has fully developed and implemented systems for the selection, recruitment and training of personnel.

In order to improve the work of personnel management in connection with the need to recruit new employees, the personnel department can be given recommendations on managing a career in an enterprise and developing an adaptation program for new and relocated employees:

Identification of the enterprise's needs for personnel and personnel capabilities (needs and capabilities model);

Deciding on a career management strategy in a public authority;

Planning of individual professional level and position transfer of an employee;

Organization of the acquisition by the employee of the necessary level of professional training and experience both within the enterprise and outside it;

Regulation of the employee's involvement in solving tasks related to appointment to positions;

Coordinating the efforts of the employee and the organization to implement the employee's individual professional development plan and the staffing plan;

Monitoring the activities of the employee, his professional and official growth, the rational use of his professional capabilities.

Literature

1. Bazarov T.Yu., Malinovsky P.V. Personnel management in times of crisis // Theory and practice crisis management. - M.: UNITI, 1996, p. 205.

2. Bazarova T.Yu., Eremova B.L. Personnel Management. - M.: UNITI, 2003, p. 92.

3. Blinov A.O., Vasilevskaya O.V. The art of personnel management: Proc. settlement - M.: GELAN, 2006, p. 102.

4. Vesnin V.R. Personnel Management. Moscow: Prospekt, 2008, p. 129.

5. Gerchikova I.N. Management. - M .: Banks and exchanges, UNITI, 1994., p. 193.

6. Evenenko L.I. Evolution of Human Resource Management Concepts // Staff Development Strategy: Conference Proceedings. - Nizhny Novgorod, 1996, p. 170.

7. Korgova M.A. Supervisor. Team. Staff. Fundamentals of management and interaction. - Pyatigorsk, 2007, p. 67.

8. Marra R., Schmidt G. Personnel management in a social market economy. - M.: MGU, 2004, p. 66.

9. Pugachev V.P. Personnel management of the organization. - M.: Aspect Press, 1998, p. 26.

10. Saakyan A.N., Zaitsev G.G., Lashmanoea N.V., Dyagileva N.V. Personnel management in the organization. St. Petersburg: Peter, 2002, p. 54.

...

Similar Documents

Etymology key concepts personnel management. Transformation of personnel management in human resource management. Analysis of the transformation of approaches to personnel management. Personnel management in the system of modern management.

term paper, added 11/06/2006


The effectiveness of the human resource management process in the enterprise. A conceptual approach to the development of a personnel management system, a description of the main methods of its construction. Analysis of the personnel management system on the example of LLC "Terminal".

thesis, added 10/21/2010


Concepts, role and tasks of personnel management. The main methods and stages of working with it. Analysis of the activities of LLC "Slava" and assessment of its personnel potential. Implementation of the transition from personnel management to human resource management in the enterprise.

thesis, added 05/19/2011


Problems and stages of personnel management. The concept and essence of personnel management. Personnel assessment methods, their essence. Transforming staff into human resource management. Testing, professional testing and its characteristics.

term paper, added 02/16/2009


System approach to enterprise management. Personnel management methods. Analysis and evaluation of the personnel management system on the example of OAO "Ikar". Development of improvement measures personnel service, qualification level staffing.

thesis, added 03/28/2011


The essence and structure of the personnel management system at the enterprise. general characteristics the organization under study and the analysis of the personnel management system used effective methods. Development of a project to improve the relevant system.

thesis, added 01/20/2015


Personnel management system, its content and management methods. Technical and economic characteristics of the enterprise, calculation of the need for personnel and planning of its number. Rules for the recruitment, selection and training of personnel of the enterprise.

term paper, added 01/14/2011


Essence and characteristics of labor resources. Theoretical concepts, evolution and current state of human resource management in Russian organizations. Development of a personnel management strategy based on partnerships.

term paper, added 01/19/2011


Essence, principles and goals, functions and methods of human resource management. Code business ethics oil company and characteristics of the human capital of the enterprise. The main problems and recommendations for improving personnel management.

test, added 07/02/2015


Theoretical aspects personnel management systems. Organizational and economic characteristics of JSC "Kurgankhimmash". Analysis of his activities in personnel management. The main measures to improve personnel management and evaluate their effectiveness.

Management: Textbook for universities / M.M. Maksimtsov, A.V. Ignatieva, M.A. Komarov and others; Ed. MM. Maksimtsova, A.V. Ignatieva. - M.: Banks and stock exchanges, UNITI, 1999. - 343 p.

Human potential, the ability of the manager to correctly set the goal and effectively manage resources become the main factor in the success of the organization. The problems of human resource management of the organization come to the fore.

Human resources (personnel of the organization) are all employees of any organization. They include production personnel and management personnel (management personnel - managers and specialist managers).

The concept of human resource management. Human resource management treats people as an asset production organization, as a resource that (like other resources) must be effectively used to achieve goals. With this approach, employees are considered as a source of unused reserves.

Most often, the term "human resource management" is interpreted as the mobilization of employees through the active work of managers. For this, the following approaches are used:

Attitude to work as a source of income for the organization;

Creating space for each employee to work so that he can make his personal contribution to the common cause;

Active social policy.

The goal of human resource management is to recruit competent and motivated employees, the ability to retain them, and improve their professional training.

Human resource management is a broader concept that includes the following components:

Approach to the person as the main factor in the implementation of the goals of organizations;

Approach to a person as a source of income and an investment item;

Analysis of the organization's needs for human resources;

Analysis of situations with human resources in the external, in relation to the organization, environment;

Formation of human resources of organizations;

Creation of a system of interaction between employees and their relationships.

When managing human resources, the employee himself is required to active position. He is no longer the subject of any measures taken against him or the person to whom circulars are issued. He is personally responsible for his work results, successes and achievements. He himself must monitor whether he realizes the goals that he set for himself. Moreover, he acts in the name of the implementation of the common goals of the entire organization.

This imposes special requirements on the structure of the organization and its policy in the field of labor organization and the creation of certain working conditions. Both should leave room for the development of personal initiative. This may mean that certain employees may receive more for their work and move up the corporate "ladder" faster than others.

We can say that the approach from the standpoint of human resource management is a systematic, integrated approach that takes into account the constantly changing needs of the organization for human resources that ensure the effectiveness of the functioning of organizations (companies, enterprises).

Based on the development concept of the entire organization, the main directions of human resource management are determined. The Human Resources Department of the organization is responsible for the implementation of the human resource management policy.

Human resource management includes a number of interrelated key elements that together form the human resource management cycle. The key elements are:

Assessment of professional qualities;

Reward;

Training.

More specifically, human resource management includes:

Labor market analysis and activity management;

Selection, admission and adaptation of an employee;

Planning the career of the personnel of the organization, their professional and administrative growth;

Analysis of costs and results of labor;

Ensuring rational working conditions, creating a socio-psychological climate;

Development of a system of employee motivation; participation in negotiations with trade unions;

Development of the social policy of the organization, pension policy;

Conflict resolution.

At human resource planning the main goals and objectives of the organization receive specific practical content in the form of specially developed goals for each area of ​​personnel management.

Then, forecasts are made regarding internal and external demand and supply of human resources, a staffing scheme is drawn up and priority areas are determined. Next comes the costing (recruitment, selection, guidance, education and training), etc.

When analyzing the available human resources, the following questions should be answered:

Whether employees are competent (depth, breadth of knowledge and experience);

Are employees interested in the success of the organization (do they identify themselves in it?);

Are they psychologically prepared enough to accept changes;

Do employees “fit” well enough into the existing production culture;

What external factors affect this moment on the quality and quantity of staff.

The implementation cycle of human resource plans usually begins with personnel selection- the process by which employees are selected in the labor market to perform certain functions in the organization. When selecting and hiring new employees, it is important to ensure that the staff in the organization is always staffed with people who are competent in their field. The main task is to attract to replace each vacant position qualified applicants. The next step is to select the most suitable among them.

When recruiting new employees, you must:

Clearly define the requirements for the job by carefully analyzing the tasks and perceived responsibilities;

Make a description of the functions and a list of the required qualities of the candidate;

Decide on internal or external recruitment;

Make a choice from the received applications and arrange meetings and interviews;

Make a selection of a candidate based on the results of interviews, tests and recommendations.

Evaluation of professional activity is given in a process in which managers of an organization hold regular meetings with employees to discuss and evaluate their previous professional activity, as well as their plans and opportunities in the future. This process is important, as attention to each employee in a specific work situation allows you to activate the staff, and also helps to carry out personnel planning. This approach can be used on its own or in combination with financial incentives. The result of the evaluation of the work of an employee is either remuneration or the adoption of measures for training and advanced training.

In countries with market economies, organizations (companies) spend huge amounts of money for training and professional development their employees. Training (like recruiting) requires specialized skills, so organizations often seek help from organizations that specialize in this area. The need for training and advanced training is determined based on the company's own wishes and needs.

0

Abstract "Human Resource Management"

Introduction ................................................ ................3
1 The essence of human resource management.......................................4
1.1 History of HRM .......................................................... ...........four
1.2 Main characteristics of human resource management......................5
2 Personnel management and human resource management....7
3 Basic types of control...............................................10
4 Models of HRM ............................................... .............12
Conclusion................................................. .............fourteen
List of sources used .........................................................15

Introduction

In modern conditions of fierce competition, rapid change in technology and the dependence of the development of the company on the information it uses, the maximum and efficient use of all available resources is especially relevant. At the same time, the main direction of increasing competitiveness in the market is the more efficient use of the potential of the organization's employees, since it is people who process information, participate in the production process and sales of products, etc.,
- The success of the enterprise depends on the employees employed in it. Therefore, the modern concept of organization management involves the allocation of a large number of functional areas management activities the one that is associated with the management of the personnel component of production - the personnel of the enterprise. In recent years, a number of concepts have been widely used in scientific literature and practice: human resource management, labor resources, personnel policy, personnel management, etc., but they all relate to a person’s labor activity, the management of his behavior in an organization. So, for example, personnel management is the process of providing personnel for an enterprise (organization, firm), organizing their effective and rational use, as well as professional and social development.
1 The essence of human resource management.
Human resource management (HRM, or HRM - from the English human resources management) is a strategic and logically consistent approach to managing the most valuable asset of an enterprise: the people working there, who collectively and individually contribute to the solution of the enterprise's problems.
The purpose of HRM is to ensure the use of company employees, i.e. its human resources in such a way that the employer can get the maximum possible benefit from their skills, and employees - the maximum possible material and psychological satisfaction from their work. Human resource management is based on the achievements of labor psychology and uses technologies and procedures collectively called "personnel management", i.e. concerning the staffing of the enterprise, the identification and satisfaction of the needs of workers, and the rules of thumb and procedures that govern the relationship between an organization and its worker.

1.1 History of HRM

Human resource management originates in personnel management, the development of which in Great Britain in the second half of the 19th century. contributed to the activities of the movement to improve working conditionsindustrial workers. However, throughout the history of the formation of HRM, the only factor that prevailed was the needs of people in the process of work. In the first stage, a handful of entrepreneurs and philanthropists, driven by the desire to improve working conditions, created various programs to improve the conditions of physical labor, the working environment and the quality of life of workers. The second stage of HRM falls on the period of the First World War, when the warring countries of Europe and the United States faced an acute shortage of human resources and an equally urgent need to significantly increase labor productivity in a short time. During this time, the governments of the United States and European countries actively encouraged systematic research in the field of labor relations between employer and employee and the human factor in industry. This led to a new understanding of the problems of human resource management, and hence - to a more competent and sophisticated approach to the role of the personnel manager. The third stage in the development of HRM is characterized by the appearance in the 30s and 40s. 20th century various academic theories of management and the integration of management into the general circle of the so-called social sciences. By the beginning of the 1960s. within common function Individual areas of specialization began to stand out in personnel management, which took shape as separate sciences with their own subject and scope of study, applied to almost all forms and sizes of business and any situations involving human resources. Now the personnel policy and the corresponding generally accepted procedures are applied in the recruitment, selection and training of personnel, in the process of labor relations, in planning work, managing the payroll system and evaluating the performance of each employee.
Intense competition in the business sector in the 1980s-1990s, the development and implementation of the latest industrial technologies, which largely depend on the availability of highly qualified workers, flexible working practice(often associated with teamwork) and the need to change the culture both at the national level and at the level of an individual enterprise - all this has vigorously brought personnel management to the fore in the business organization. Human Resources has gradually become associated with an increasingly wide range of functions of a business organization, as well as with business strategy. Thus, HR managers inevitably became more and more involved in the process. general management business and began to relate to such profit-maximizing aspects of the company's activities as staff motivation, staff performance management, empowerment of workers, total quality management (TQM - total quality management) organizational changes, etc. Decisions on human resources began to be made at the highest levels of company management.

1.2 Main characteristics of human resource management

-HRM satisfies the need for a strategic approach to human resource management, which allows you to align the enterprise and its HR strategy;
- HRM takes a comprehensive and coherent approach to ensuring mutual support theoretical methods and practice of labor employment, through the development of an integrated theory and practice of HR (group configuration);
- HRM emphasizes the importance of achieving commitment to the mission and values ​​of the organization - HRM is “commitment oriented”;
- in HRM, employees are considered as an asset, or human capital, due to the fact that the opportunity for learning and development of the organization is provided;
- human resources are considered as a source competitive advantage, along with the concept of strategy based on resources;
- the approach to the relationship with the employee is unitary, not pluralistic: it is believed that employees will share the interests of the employer, even if they do not coincide with their own; -implementation and development of HRM is the task of the heads of departments.
As noted by D. Ulrich and D. Lake, "HRM systems can become a source of such abilities of an organization that will allow it to recognize and use new opportunities to its advantage." More specifically, HRM deals with the achievement of goals in the following areas.

Selection of resources and their development

Ensuring that a given organization obtains and retains the necessary skilled, dedicated and well-motivated workforce means, firstly, correctly assessing and meeting the needs of the firm in workers and, secondly, strengthening and developing the inherent abilities of employees (contribution in the activities of the organization, the potential and the ability to use their work in the future). To do this, the company must provide employees with the opportunity to learn and constantly develop. In addition, this selection of resources may be to develop high performance systems that increase flexibility and cover selection and recruitment procedures, systems premium payment performance-based labor and management development and training activities tailored to the needs of the enterprise.

Employee evaluation

HRM should increase motivation and commitment by introducing policies and procedures that ensure that people are valued and rewarded for what they do and achieve, as well as for the level of skill and ability they have achieved.

Relationships.

One of the goals of HRM is to create an environment in which productive and harmonious relationships can be maintained between managers and employees and where teamwork can flourish. Applying management procedures to increase commitment, procedures that show that employees are valuable stakeholders for the organization, and promote a climate of cooperation and mutual trust is also a goal of HRM. HRM should help the organization to balance interests and adapt to the needs of groups interested in its activities (owners, government agencies or trustees, managers, employees, customers, suppliers and the general public). Finally, the goals of HRM are to manage a diverse workforce, taking into account individual and group differences between workers' needs, their work style and aspirations. HRM should provide equal opportunity all in such a way that an ethical approach to management is applied, with care for people, fairness and transparency.

2 Personnel management and human resource management

Personnel management is an important element of a broader concept - human resource management, although in practice both of these terms are often used interchangeably, as synonyms. This emphasizes the fact that people used as workers are resources that are no less important than financial or material resources, and which should also be given attention and care.
Employees will not passively submit to and tolerate manipulation or dictatorship by management, they increasingly expect and demand a more skilled approach to hiring and managing them. Behavioral research shows that a competent management response to this requirement will benefit the company. The technology of personnel management, for example, in the field of attestation of an employee, his professional training and assessment of the complexity of his work, can only be successfully applied with the assistance and support of the personnel themselves.
The following interrelations and differences between personnel management and human resource management can be distinguished.
(a) Personnel management is a practical, utilitarian and instrumental area, it focuses mainly on the administration and application of policy. Human resource management, in contrast, has a strategic dimension and considers the overall placement of human resources within a company. As such, HRM will address issues such as:
the aggregate workforce of the organization in the context of the overall corporate plan (how many divisions and branches the company should have, the design of the organization, etc.);
the amount of funds that should be directed to the training of the workforce, taking into account strategic decisions on the level of quality, product price, production volume, etc.;
1. The essence of human resource management
establishing relationships with trade unions in order to effectively managerial control over the organization as a whole;
human capital accounting, i.e. systematic evaluation and analysis of the costs and financial benefits of alternative HR policies (eg, financial implications of staff development activities, implications of different salary structure options, etc.) and evaluation of the human value of the company's employees.
The strategic approach to HRM includes the integration of all areas of human resource management, including the company's personnel, into the overall corporate planning process and the company's strategy development procedures. HRM is characterized by activity, a constant desire to open up new directions for a more productive use of the workforce, thereby ensuring the company's competitiveness. In practice, declaring the adoption of a strategic approach to HRM could include the following steps:
a brief summary of the company's main HRM policies in the mission statement;
presenting considerations about the consequences for the company's employees of each of the directions of its strategy and flagship new projects;
designing the organizational structure in such a way that it satisfies the needs of workers, and would not force them to adapt to the existing unshakable form of the organization;
inclusion of the head of HRM in the board of directors of the company.
Now more than ever, HR managers are required to contribute
in productivity and quality improvement, stimulation of creative thinking, leadership and development of corporate skills.
(b) HRM is concerned with the broader aspects of change management, not just the impact of change on company practices. HRM is committed to actively encouraging agility and the adoption of new practices.
(c) The HRM aspects provide the main source material for the organizational development exercises.
(d) Personnel management is reactive and diagnostic.
It responds to changes in labor legislation, labor market conditions, to the actions of trade unions recommended
government codes of practice and other elements of business environment influence. HRM, for its part, is prescriptive and deals with strategies, initiating new activities, and developing fresh ideas.
(e) HRM defines the general direction of the company's policy in the field of employment relationships within the enterprise (company). Thus, there is a need to create a special culture within the organization that would favor cooperation and relationships between employees. Human resource management, on the other hand, has been criticized for being more concerned with the observance of company rules and procedures by employees than with the desire to develop their loyalty and devotion to the company.
(f) Human resources management has a short-term perspective, while HRM has a long-term perspective, striving to integrate all aspects of an organization's human resources into a coherent whole and set high goals for employees.
(g) The HRM specific approach emphasizes the need to:
direct communications with employees, and not only with their collective representatives;
developing an organizational culture that would be conducive to the introduction of flexible working methods;
group work and participation of employees in the development of group decisions;
improving the long-term capabilities of employees, and not just achieving a level of competitiveness in the performance of their current duties.

3 Basic types of control

Consider the main types of management that have become widespread in companies in developed countries, which reflect the fundamental principles of the modern concept of human resource management.
results management
This is a management system with a task of results with a decentralized organization of management (corporate profit centers). Tasks are delegated to working groups and achievement of concrete results is determined. Such a system has different stages of setting results, stages of measuring results and stages of monitoring results. Tasks delegated from the center are controlled based on their comparison with the results obtained.
Management by means of motivation
This model is based on the study of the needs, interests, moods, personal goals of employees, as well as on the possibility of integrating motivation with production requirements and enterprise goals. Personnel policy in this model focuses on the development of human resources, strengthening the moral and psychological climate, the implementation of social programs.
Framework management
This model assumes that employees can make their own decisions within predetermined boundaries (framework). The framework can be set by the importance of the process, its unpredictability, norms that cannot be violated. Framework management technology involves the following sequence of actions: defining a task, receiving it by an employee, creating an appropriate information system, defining the boundaries of independence and ways of intervention of the leader. Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, contributes to the growth of job satisfaction and develops a corporate leadership style.
Delegation based management
Delegation of authority has long been used in management, implying the transfer to a subordinate of functions assigned directly to his leader, that is, this is the transfer of tasks to a lower level. Management based on the delegation of authority and responsibility is fundamentally different from the above. This management model is often called the Bad Harzburg model (the founder is Professor R. Hehn, who worked in the German city of Bad Harzburg), the essence of which is to combine three actions:
1) clear statement of the problem
2) a clear definition of the decision-making framework
3) a clear delineation of responsibility for actions and results.
By design, this model is aimed at changing the behavior of employees through "leadership in unity with employees."
Participatory management
This model is based on the premise that if an employee takes part in the affairs of the company, is involved in management and receives satisfaction from this, then he works more interested and productive. Participatory management can be implemented on the basis of the following prerequisites:
- employees get the right to independently make decisions regarding the planning of their work activities, the rhythm of work, technology for solving problems, etc.;
- management involves employees in the preparation and decision-making on the use of resources, the form of remuneration, work schedule, etc.; - employees are given the right to control the quality of products and establish responsibility for the final result;
- employees take part in innovation, entrepreneurial activity With various forms rewards.

4 Models of HRM

Compliance model.
One of the first explicit statements about the concept of HRM was made by the Michigan School (Fombrand, 1984). They believed that HR systems and organizational structure should be adjusted to fit the organizational strategy (hence the name "fit model"). They went on to explain that there is a human resource cycle, consisting of four main processes, or functions, performed in any organization:
selection - the correspondence of available human resources to jobs;
certification - management of performance indicators;
remuneration - "the reward system is a management tool that is used to stimulate organizational performance is often insufficient and incorrect"; it is obliged to encourage both short-term and long-term achievements, bearing in mind that "an enterprise must work today in order to succeed in the future";
development - striving for the availability of highly skilled workers.
Model 4C
According to Harvard researchers, the effectiveness of human resource management results should be measured in four areas: corporate loyalty, competence, teamwork.
alignment, corporate cost-effectiveness (eng. 4C
- commitment, competence, congruency, cost-effectiveness).
(a) Corporate loyalty refers to employees' loyalty to the organization, personal motivation and commitment to their work. The degree of employee loyalty to their company can be assessed by examining the views of employees, the level of employee turnover, absenteeism statistics, as well as having a last conversation with employees who take the calculation.
(b) Competence refers to the skill level of workers, their professional skills, their need for training and retraining, and the potential to perform more than high level. This indicator can be assessed through employee appraisal systems and the preparation of a list of professional skills. The HRM policy should be designed in such a way as to attract, retain and motivate highly qualified competent employees.
(c) Team alignment means that both the company's management and employees share the vision of the organization's goals and work together to achieve them. In a well-managed organization, people at all levels share a common vision of the factors that determine an organization's prosperity and future prospects. These general views concern the basic principles that underlie the management of the work of an organization.
(d) Corporate cost effectiveness refers to the efficiency of a company's operations. Human resources should be used in such a way that their advantages are used with the greatest productivity. The volume of output must be maximized with the least cost of resources and materials, the organization must be able to respond quickly to the opportunities offered by the market and to changes in the business environment.

Conclusion

The innovative role of HRM lies in the fact that the universal recognition of the subjectivity of management, the influence on its development of the characteristics of specific people, their rationality and emotionality, will and desires, requires a different approach to determining the role of a person in an organization. People are not just the main resource of the company, people are the company itself. What they themselves are, will be their plans and results. One of the problems of modern management lies precisely in the fact that employees often do not understand what the real results of their activities are, and managers mislead subordinates by setting requirements based on some criteria and evaluating the results according to other criteria. That is why for each organization striving for leadership in the core and personnel market, it is necessary to resolve the issue of the status of HRM as part of the overall management of the company, and for specialists to develop competencies in the field of general management and core specialization of the companies in which they work.
List of sources used
1. U.E. Deming. New economy. - Moscow., 2006 - 196 p.