Increase the efficiency of the use of labor resources. Ways to improve the efficiency of the use of labor resources

Numerous interdependent factors for increasing labor productivity indicators can be conditionally combined into the following main groups, characterizing:

- improvement of engineering and technology. This group of factors includes everything that is determined by modern scientific and technological progress;
- improvement of the organization of production, rational distribution of productive forces, specialization of enterprises and industries, the most complete use of existing equipment, the rhythm of production, etc.;
- improving the organization of labor, i.e., improving the use of human labor (improving the skills of personnel, the cultural and technical level of workers, strengthening labor discipline and system improvement wages, labor rationing and personal material interest of all employees; ensuring the average intensity of labor).

One of the most important conditions for the implementation of the production plan. increase in output per member labor collective, as well as the rational use of labor resources is the economical and efficient use of working time. From how fully and rationally used working time, depend on the efficiency of work, the fulfillment of all technical and economic indicators. Therefore, the analysis of the use of working time is an important part of the analytical work in an industrial enterprise.

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

The working time fund (FRV) depends on the number of workers (KR), the number of days worked by one worker on average per year (D) and the average length of the working day (P):

PDF \u003d KR * D * P

The policy in the field of remuneration is an integral part of enterprise management, and the efficiency of its work largely depends on it, since wages are one of the most important incentives in the rational use of labor. And this must always be remembered.

Reducing the cost of production is ensured primarily by increasing labor productivity. With the growth of labor productivity, labor costs per unit of output are reduced, and, consequently, the share of wages in the cost structure also decreases.

The success of the struggle to reduce costs is determined primarily by the growth of labor productivity of workers, which, under certain conditions, ensures savings on wages. Let us consider under what conditions, with the growth of labor productivity at enterprises, the costs of wages of workers are reduced. An increase in the output per worker can be achieved through the implementation of organizational and technical measures, due to which, as a rule, the norms of output change and, accordingly, the prices for the work performed. An increase in production can also occur due to overfulfillment established norms development without carrying out organizational and technical measures. Norms of production and prices in these conditions, as a rule, do not change.

Ways to improve labor motivation are combined into five relatively independent areas: material incentives, improving the quality of the workforce, improving the organization of labor, involving personnel in the management process, and non-monetary incentives.

The first direction reflects the role of the motivational mechanism of remuneration in the system of increasing labor productivity. It includes as elements the improvement of the wage system, the provision of opportunities for staff to participate in the property and profits of the enterprise.

Undoubtedly, motivational mechanism wages play a big role, but the constant increase in the level of wages does not contribute to both maintaining labor activity at the proper level and increasing labor productivity. The application of this method can be useful for achieving short-term increases in labor productivity. In the end, there is a certain imposition or addiction to this type of exposure.

Although labor in our country, unlike highly developed countries, is currently considered mainly only as a means of earning money, it can be assumed that the need for money will grow to a certain limit, depending on the standard of living, after which money will become a condition for a normal psychological status, the preservation of human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others can act as dominant ones. It is very important for a manager to be able to recognize the needs of employees. A lower level need must be satisfied before the next level need becomes a larger determinant of human behavior.

Needs are constantly changing, so you can’t expect that motivation that worked once will be effective in the future. Thus, the process of motivation by satisfying needs is endless.

The next direction of improving motivation - improving the organization of labor - contains setting goals, expanding labor functions, enriching labor, production rotation, the use of flexible schedules, and improving working conditions.

Goal setting assumes that a correctly set goal, through the formation of an orientation towards its achievement, serves as a motivating tool for an employee.

The expansion of labor functions implies the introduction of diversity into the work of personnel, that is, an increase in the number of operations performed by one employee. As a result, the work cycle for each employee is lengthened, and the intensity of labor is growing. The use of this method is advisable in case of underloaded workers and own desire them to expand the range of their activities, otherwise this may lead to strong resistance from workers.

The enrichment of labor implies the provision of such work to a person that would enable growth, creativity, responsibility, self-actualization, inclusion in his duties of some functions of planning and quality control of the main, and sometimes related products. This method is expedient to apply in the field of work of engineering and technical workers.

For mass working professions, it is best to use production rotation, which involves the alternation of types of work and production operations, when workers periodically exchange jobs during the day, which is mainly characteristic of the brigade form of labor organization.

Improving working conditions is the most acute problem today. The new level of social maturity of the individual denies not favorable conditions working environment. Working conditions, acting not only as a need, but also as a motive that encourages work with a certain return, can be both a factor and a consequence of a certain labor productivity and its efficiency.

Recently, Japanese methods of productivity management have been introduced as an experiment at our advanced enterprises, one of which is to improve the culture of production. Compliance with the five principles of work is one of the elements of labor morality.

- Eliminate unnecessary items in workplaces
- Properly arrange and store the right items
- Maintain a clean and tidy workplace at all times
- Constant readiness of the workplace for work
- Learn discipline and observe the listed principles.

The condition of the workplace is assessed daily when checking the point score for compliance with its content to the specified rules. The workers have a direct interest in constantly maintaining their place in good condition, since in this case the tariff part of their earnings increases by 10%. The use of such a system allows to increase the level of production culture and contributes to the growth of labor productivity.

group student

COURSE WORK

ON THE ECONOMY OF THE ENTERPRISE

“Improving the efficiency of using

Labor resources at the enterprise»

Supervisor

Coursework Coursework

admitted to the defense defended with a rating of ""___""

__________________________ _________________________________

manager's signature manager's signature

''____''_________________2006 ''____''_________________2006

ESSAY

Explanatory note 52 pages, 2 figures, 5 tables, 7 sources, 30 formulas.

Personnel, Labor resources, profession, specialty, qualifications, industrial and production personnel, payroll, wages, remuneration structure, forms and systems of remuneration, wage fund, labor incentives, personnel policy, personnel management, labor productivity.

This term paper is the study and improvement of the use of labor resources in the enterprise.

The object of the study is to increase the efficiency of the use of labor resources in industry.

As a result of the analysis, an event was proposed for the commissioning of new equipment.

As a result of the implementation of the measure, coal mining will increase, the working conditions of workers will improve, the average monthly wage of the enterprise's employees will increase, which in turn will increase the interest of workers in work, and increase their labor productivity.

use of labor resources 30

The labor force, as interpreted in the course of economics, is the totality of the physical and mental abilities of a person, his ability to work. In the conditions of market relations, the “ability to work” makes labor power a commodity. But this is no ordinary product. Its difference from other goods is that, firstly, it creates value more than it costs itself, secondly, without its involvement it is impossible to carry out any production, thirdly, the degree (efficiency) of using the main and negotiable production assets.

The concept of efficiency is a complex of factors and criteria for the rational organization of labor: conscientious work of employees; productive labor, which provides a high level of productivity not only depending on a combination of factors, but also on the desire of workers; efficient use of working time; favorable working conditions for employees; establishing the correct relationship between the results of labor and its payment; stimulating high-quality work at the minimum cost of resources and material liability for poor quality work.

Therefore, it is possible to achieve high production and economic results of the economy by achieving high efficiency use of labor resources of the enterprise.

One of the important factors affecting the efficiency of the use of labor resources at the enterprise are working conditions and remuneration, which should be simple, accessible and understandable. It is the working conditions and wages, and often only it, that is the reason that brings the worker to his workplace. Wages have a motivational effect: money makes a person work, and their amount stimulates labor activity and increases labor productivity.

The purpose of this course work is to study and improve the use of labor resources in the enterprise, analysis of the current system and forms of remuneration. Taking into account the results of the research, develop measures to improve the efficiency of the use of the enterprise's labor resources.

To achieve this goal, the following tasks must be completed.

First, it is necessary to determine the essence of labor resources and industrial and production personnel.

Second, consider modern systems remuneration, determine the basic principles of organizing wages and study the system of organizing remuneration at the enterprise, analyze labor productivity, payroll and wages at the enterprise.

Thirdly, to develop specific measures that could increase the labor resources of the enterprise, the satisfaction of employees with their salary.

The object of the study is to improve the efficiency of the use of labor resources in the enterprise.

The subject of the study is the increase in the use of labor resources in the branch of OAO Southern Kuzbass - Sibirginskaya Mine.

The production of each country and each industry depends on a number of factors. These factors are personnel, labor and wages.

Labor is a purposeful human activity. The company uses the labor of people of various professions

Cadres are the most valuable and important part of the productive forces of society. In general, the efficiency of production depends on the qualifications of workers, their placement and use, which affects the volume and growth rate of manufactured products, the use of material and technical means /1/.

That is, the use of labor resources of the enterprise is directly related to the change in the indicator of labor productivity. The growth of this indicator is the most important condition for the development of the country's productive forces and the main source of growth in national income.

Labor resources are part of the population of both sexes, which, due to psychophysiological and intellectual qualities, is able to produce wealth and services and be in social and labor relations with a certain enterprise /5, p. 101/.

Sufficient provision of enterprises with the necessary labor resources, their rational use, a high level of labor productivity have great importance to increase production volumes and improve production efficiency.

In particular, the volume and timeliness of all work, the efficiency of using equipment, machines, mechanisms, and as a result, the volume of production, its cost, profit and a number of other economic indicators depend on the availability of labor resources and the efficiency of their use.

Age limits and the socio-demographic composition of labor resources are determined by a system of legislative acts.

The workforce includes:

1) population of working age, with the exception of war and labor invalids of groups I and II and non-working persons receiving pensions on preferential terms;

2) working persons of retirement age;

3) working teenagers under the age of 16.

Under Russian law, adolescents under 16 years of age are hired upon reaching the age of 15 in exceptional cases. It is also allowed, in order to prepare young people for work, to employ students in general education schools, vocational and secondary specialized educational institutions upon reaching the age of 14 with the consent of one of the parents or a person replacing him, provided that they are provided with light labor. Not harmful to health and not interfering with the learning process.

The labor resources of the enterprise are distributed according to professions, specialties and qualifications.

A profession is a special kind labor activity which requires certain theoretical knowledge and practical skills.

Specialty is a kind professional activity, which has specific features and requires additional knowledge and skills from employees (economists: planners, marketers, financiers, and so on).

Qualification is the degree to which an employee has mastered a particular profession or specialty.

All employees working at the enterprise are divided into two groups: industrial and production personnel (employed in production activities) and personnel of non-industrial divisions (employees employed in housing, communal and subsidiary farms, health centers, dispensaries, educational institutions) / 5, p. 101/.

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Introduction

The metamorphoses of the modern socio-economic situation in Russia have determined the options for the development of labor organization, thereby determining the need to study the interaction of the organization, regulation and remuneration of employees of organizations, with the labor market and government regulation labor relations.

The current market situation has predetermined the direct dependence of the results of labor and material incentives, thus actualizing the high importance of studying the level of organization and correct selection personnel.

labor organization acts as the engine of the organization of production as a whole, expressed in the system of content, the scope of research, as well as methods for studying the production and labor activities of personnel and, in particular, a person.

The object of the course work is the labor activity of people performed on manufacturing enterprises and aimed at creating material wealth, namely: (output of products, provision of services). The subject of the work is the social and labor relations that develop at the enterprise in the process of labor, and a set of methods, methods and techniques used to characterize, change and analyze them. economy market enterprise

The purpose of the course work is to describe the nature of the organization of labor activity at the enterprise by studying the scientific foundations, theoretical and methodological aspects, as well as practical experience in the field of labor of the enterprise personnel when creating socio-economic relations in the conditions market economy.

The tasks determined by the purpose of the work include the following:

1) the study of the personnel of organizations, as well as the study of the essence and mechanisms of organization and labor productivity at an industrial enterprise;

2) consideration of the main principles as the basis of its rational organization of labor;

3) the study of the systemization of social and labor relations in the process of organizing and labor productivity, the study of labor motivation and incentives that ensure the effective labor activity of employees of an enterprise, firm, or organization;

4) formation of the main directions for optimizing the organization of the labor activity of the enterprise. Ways to improve the efficiency of the use of labor in the enterprise.

The methodology of the work includes the use of the dialectical method scientific method knowledge.

Course work consists of introduction, 3 chapters, conclusion. bibliography and appendices

Coursework takes into account the norms and requirements Labor Code RF, laws: "On Labor", "On social partnership”, “On wages”, etc.

1. theoreticalieaspects of labor organization at the enterprise

1.1 Enterprise personnel

The personnel of an enterprise (organization) is a set of workers of various professions working at an enterprise, which make up its payroll. In turn, the payroll of the organization's personnel, which are accepted for temporary, seasonal, as well as permanent work.

In the organization of labor, there is a definition of categories of workers - these are groups of employees of an enterprise that have a different status:

*Guards;

*Junior staff;

*Students;

* Employees;

*Working.

It is customary to characterize the personnel of an enterprise (organization) quantitatively and qualitatively. Quantitative indicators include indicators of payroll and attendance numbers, average payroll, production and industrial personnel of the organization.

A) The payroll is determined on a certain date, taking into account the laid-off and accepted employees.

B) The turnout number is the number of workers who came to work on a certain date.

Qualitative indicators of personnel are their professionalism and qualifications.

Depending on the participation in the production of the enterprise, personnel are divided into two categories:

* industrial and production personnel (PPP). These include: professionals, employees,

* non-industrial personnel (these are employees not associated with production). Basically, these are workers employed in housing or communal services.

Leaders are divided into categories such as:

a) linear (head the teams of production units)

b) functional (lead teams of functional services, departments and departments).

The structure of the personnel of an enterprise (organization) is characterized and considered according to the following indicators:

*age;

*the level of education;

*qualification;

*work experience;

* the degree of compliance with the norm, etc.

1.2 Essence, meaning and principles of labor organization

The functioning of enterprises (organizations) is based on highly communication networks, as well as links between all links and elements. industrial system, which implies the use of the cooperative labor of people who will be involved in the production process and within the framework of the current norms of the organization.

In the course of labor organization, a symbiosis of human resources and technology is carried out on the basis of certain rules, norms, methods in order to achieve a positive effect for the organization (enterprise).

At the level of the enterprise, the organization of labor is considered as the basis for the rational interaction of personnel with the means of labor and with each other, which are based on a certain order of construction and sequence of the implementation of the labor process, aimed at obtaining high final socio-economic results Abryutina M.S. Enterprise Economics: Textbook. - M.: Business and service, 2010 - 527 p. .

Figure 1 - Main elements of labor organization

The basis of the organization of labor can be determined by considering its main elements, presented in Fig. one:

Selection, training, retraining and advanced training of personnel (personnel);

Safe conditions and labor protection;

Division of labor;

labor cooperation;

Organization of workplaces of the enterprise (firm);

Reasonable norms of labor costs;

Labor discipline.

Being a fundamental principle in the functioning of the enterprise as a whole, namely its production capacity, the mutual development between the organization of labor and production is determined. Depending on the use in production of various techniques (technologies), means of labor, they predetermine the inclusion of options in the principles, methods and ways of organizing production, thereby interpreting the nature and content of labor relations. Technological evolution by many factors has influenced the nature of the labor activity of people in general. Mechanisms and automation of industrial cycles led to a decrease (or complete elimination of manual and machine-manual type of production); therefore, work with automated control systems becomes relevant.

The tasks of organizing the labor activity of personnel include coordination and control over the activities of each employee, carried out through the principles of point modeling and coordination of the actions of a single management object during the merger and division of labor functions. The implementation of directions for improving (increasing) the labor organization of personnel activities includes changes in the organization of management, planning, and accounting. The effect of these ways of organizing labor should become positive under the condition of co-modernization of both technology and the organization of production as a whole.

The main advantage in the course of the implementation of a well-organized organization of the labor activity of the personnel at the enterprise is the reduction in the costs of production, management and, as a result, the growth of the competitiveness of the organization by obtaining the maximum return on production. In the course of an effectively built work organization, it is possible to achieve the following advantages:

A) economic - become a consequence in the form of an increase in labor productivity, improved use of labor resources and working time, saving all types of resources, as well as improving product quality and production efficiency;

B) psychophysiological - they are an increase in the prolonged effect of the working capacity of an individual without harming his health by saving his vital energy, limiting the intensity and severity of labor, harmonizing loads (physical and psychological), providing staff with favorable and safe working conditions, reducing the neuropsychic sphere . Here it is advisable to include the regulation of labor costs, the establishment of the regime and nature of labor, the improvement of workplaces, as well as the provision of a normal psycho-physiological climate in the team;

C) social - contain all possible types of stimulation of the activity of the enterprise (organization), adequate and full wages, increased mutual understanding and cooperation in the team, awareness of the importance of labor and its direct role in improving the well-being of workers, the highest labor discipline.

In the process of organizing labor, it is necessary to operate with the following principles: dynamism, concreteness, optimality, complexity and efficiency.

*Dynamism is directly proportional to the system of scientific and technical progress and, consequently, the modernization of techniques and technologies in the production of the organization.

* The specificity of the organization of labor lies in the principles, methods and forms of organization of labor, which are observed in strictly defined workplaces, and are expressed in the nature of the work performed and operations, operated means and objects of labor. The equipment, maintenance and planning of individual workplaces is organized in a similar way.

* The optimal organization of labor largely depends on the choice and design of the most effective option for the use of material and labor resources that will correspond to the content of the tasks.

* The complexity of the organization of labor is based on the relationship not only of the organization of labor and the organization of production, but also of labor actions, labor processes and jobs. At a separate workplace, a certain system of labor organization is used. The complexity of the organization of labor increases the efficiency of work at each workplace and contributes to the improvement of the performance of the entire enterprise and thus increases the efficiency of the use of labor.

*Efficiency of labor organization is an objectively necessary development and implementation of such principles, methods and methods of labor organization that ensure the achievement of the goals and objectives at the minimum cost of living and materialized labor, the rational use of working time and normal working conditions for the personnel of the enterprise.

Thus, it should be concluded that the modernization of the organization of labor is predetermined by the requirement for the progression of the organization of production as a whole. Complete solution issues of improving techniques and technology, organization of production and enterprise management are at the heart of the organization of labor activity of the organization's personnel. The higher and better the organization of production, the more advanced the technique and technology, the more efficient the organization of labor, and therefore the more efficient the labor force. Gruzinov V.P. Economics of the enterprise (entrepreneurial): Textbook for universities. - 2nd ed., revised and expanded. - M.: UNITI-DANA, 2013 - 795 p.

1.3 Types and forms of labor organization

In the development of the methodology for organizing the labor activity of employees of an enterprise, there are 2 directions for its construction (separation and cooperation).

The main differences in these points of view come down to the definition of the place, as well as the role of a single subject of labor activity. In order to maintain a balance in personnel management (their place is due to additional requirements): functionality of fulfilled obligations, job descriptions, labor and quality certification, etc.

In the course of the division of labor activity at the enterprise, a distinction is made between the subjects of activity in the production process.

* Intra-production division of labor is a separation different types labor and specialization of workplaces and workers for the performance of their respective duties, works and operations. A well-built model of the division of activities provides for a rational alignment of forces among the objects of labor, taking into account the personal abilities of employees, professional and business qualities, attitudes towards work, while improving output, productivity, and consequently the degree of job satisfaction and interest in it, as well as reducing fatigue. The division of labor is an operating factor in increasing the professionalism of employees, improving the quality of their work, as well as reducing costs, etc.

The division of labor activity at an enterprise (organization) can be: a) technological, b) functional, c) professional and d) qualification character.

*Technological division of labor depends on the structure production process, the level of its mechanization, the volume and type of production and is carried out on the basis of a division of the production process into stages: (procurement, processing, assembly), limits, phases, partial technological processes and operations. Technological division of labor can be: cooperative, detailed and element-wise.

* The cooperative division of labor expresses the distribution and consolidation for a long period of time for individual workers certain technological operations. This is what ensures the competent placement of workers and their maximum employment. *With a detailed division of labor, the worker is entrusted with the performance of all the functions that make up the process of manufacturing a part or the final phase of manufacturing this part.

* With element-by-element division of labor, the operation is performed by several workers, and each of them gradually performs part of the operation, a separate function or labor action.

Operational and element-by-element division of labor contributes to the specialization of labor. Workers who specialize in performing a certain operation (reception, action) master the technique and technology of labor faster, improve them, and therefore ensure the growth of labor productivity.

The source of the functional division of labor is the role and place of each worker in the labor process, depending on the function they perform: workers and employees.

Also, according to the functionality, gradation was adopted for:

A) the main ones are the directly involved group of workers in the production activities of the enterprise (organization);

B) auxiliary - a service group that creates conditions for the work of the main forces of labor activity.

Depending on the content of the work performed, employees are divided into managers, specialists and employees.

Qualification gradation implies the division of labor obligations in proportion to specialization, special: (theoretical, humanitarian, analytical, etc.) knowledge and forms of management of objects of labor.

This is what determines the division of the personnel of the enterprise into separate groups of workers according to professions and specialties and qualifications.

The qualification division of labor provides that within a separate professional group the division of workers is carried out depending on the level of qualification, that is, on the ability to carry out work of any particular complexity, which will require special theoretical knowledge, practical skills and direct experience. Qualification characteristic the worker is the degree of mastering the work of one or another category with the assignment to him of the corresponding tariff category.

It is customary to distinguish a) technological, b) economic, c) psychophysiological and d) social boundaries of the division of labor.

Technological boundaries of the division of labor - this is the so-called division of the production process into phases, stages, production operations and their content, methods and methods of organizing production, as well as the level of specialization of equipment, tools, fixtures and jobs.

Thus, the division of labor is inextricably linked with its cooperation. The cooperation of the labor activity of personnel includes the connection various kinds works and labor processes to obtain the final result of joint work. Creation of work activity includes the formation of sustainable labor relations between individual participants in the course of fulfilling the assigned labor tasks and goals.

Types of labor cooperation can be the following:

* intershop - well-coordinated and coordinated labor activity of teams of shops.

* intrashop - this is a form of coordinated work of the production sections of the shop.

Intra-divisional - creating organizational conditions for the effective work of all brigades of the site in their joint work.

The factors of rational labor cooperation determine two criteria:

Organizational - well-coordinated activity of representatives of labor activity controlled by an agreed faction;

Economic, characterizing the possibility of maximizing the reduction of labor costs per unit of output.

Depending on the division and cooperation of labor, there are two forms of its organization in the enterprise:

Individual - each worker at his workplace performs either one or more homogeneous operations permanently assigned to him, or a complex of heterogeneous operations, or all manufacturing operations specific type products (products);

Collective - a group of workers unites for the joint and most effective implementation of a complex of heterogeneous and a group of homogeneous labor operations.

The most effective collective form of labor organization is the brigade.

Thus, the choice of rational types of division of labor depends on the type of production, the volume and complexity of products, the technical equipment of production, the level of its organization, and involves the rationale for the optimal boundary of the division of labor.

Each form of labor organization has its own reasonable limits or boundaries, the observance of which allows, firstly, to reduce the impoverishment of the content, attractiveness and significance of labor; secondly, to ensure the rational loading of workers and the efficient use of working time, and consequently to increase labor productivity.

1.4 The main directions of labor organization

The totality of the main elements that characterize the content of the organization of labor, and the tasks solved by it, determine the following areas of organization of labor at the enterprise:

1. Separation of the activities of employees in the process of joint labor and at the same time combining various types of work and labor processes to obtain the results of labor activity.

2. Layout of workplaces, ensuring the use of rational methods and techniques of work, as well as comfortable and safe working conditions; equipping the workplace with tools and objects of labor; rational, efficient service, which is generally aimed at increasing the productivity of each employee.

3. Analysis of working conditions at workplaces and development of rational modes of work and rest for workers, selection and justification of comfortable working conditions at each workplace, ensuring the preservation of long-term stable performance and health of workers.

4. Construction of any labor process on the basis of techniques and methods of labor that ensure maximum savings in working time at the lowest cost of physical and psychological energy.

5. Staffing the labor process consists in the implementation of advanced training of workers, training of new personnel, retraining and training of workers in second professions, organization vocational guidance and selection of personnel, analysis of providing the enterprise with personnel of the necessary professions and relevant qualifications.

6. Strengthening labor discipline is expressed in the creation of conditions that ensure that employees comply with the established work and rest regimes, internal labor regulations, professional and functional requirements, safety and labor protection requirements, as well as the development of labor activity and a creative attitude to work.

7. Labor rationing is the basis of its organization and consists in the development of labor cost standards and staffing standards, improving the quality of the development of standards based on the study of labor operations and working time costs, rational ways of organizing labor in the workplace, and ensuring uniform and interconnected work.

These areas of labor organization are inextricably linked and reveal its content, clarifying and implementing in practice such functions as labor-saving, optimizing, labor-saving, educational, activating, etc.

Thus, in the course of labor organization, a symbiosis of human resources and technology is carried out on the basis of certain norms and methods in order to achieve a positive effect for the enterprise. Bizyukova I.V. Personnel Management: Selection and Evaluation: A Textbook. - M.: Ed. Economics, 2011 - 579 p.

At the level of the enterprise, the organization of labor is considered as a system of rational interaction of workers with the means of labor and with each other, based on a certain order of construction and sequence of the labor process, aimed at obtaining high final socio-economic results.

In the course of the development of the methodology for organizing labor activity, two directions for its construction were determined - division and cooperation.

The main differences in these points of view come down to the definition of the place and role of each subject of labor activity.

The choice of rational types of division of labor depends on the type of production, the volume and complexity of products, the technical equipment of production, the level of its organization and involves the rationale for the optimal boundary of the division of labor.

2. Organization of the labor process at the enterprise

2.1 Enterprise characteristics

The history of the organization began in the spring of 1999. A group of like-minded people decided to create an enterprise that would be engaged in the Development of Oil Fields in the South-Eastern Region of the Republic of Tatarstan. Thus, on April 30, 1999, LLC "ONP-Region" was registered and started its activities.

The composition of the company's specialists certified by the NAKS as specialists welding production Level II or III, with extensive experience in oil and gas gas industry, in the field of road construction, the availability of permits, licenses for all the types of work listed below, certificates of II level in the voluntary certification system "Transsert" in accordance with GOST R ISO 9001-2001, specialized domestic and imported machinery, equipment and vehicles, own certified laboratory non-destructive testing, a production base equipped with everything necessary for the timely production of repair and maintenance work allow the company to successfully work in the following areas:

Construction of oil and gas production facilities and facilities

Construction of oil products pipelines, overhaul oil pipelines and water conduits at existing fields

Construction, overhaul of tanks for any purpose

Development of oil and gas fields

Anti-corrosion pipe insulation

Installation of block-boxes for cluster pumping stations

Installation of metal and reinforced concrete structures, foundations

The whole range of earthworks

Road construction, incl. highways of the 1st category

International cargo transportation

Transportation of oversized cargo on MAN TGA 33.480 6X4 vehicles and STOKOTA SAU.N2.01 semi-trailers

The main customers are structural divisions of such companies as:

JSC "Transneft", JSC "Transnefteprodukt", JSC "TNK", Oil Company "Yukos", JSC "Lukoil", JSC "RITEK", JSC "Tatneft", Department of the highway M-7 Moscow - Nizhny Novgorod"Volga-1"

Today LLC "ONP-Region" is an enterprise with an average payroll of almost 100 people.

These are electric and gas welders, installers, insulators with the highest ranks and all kinds of approvals, including the approval of AK "Transneft". These are machinists of pipelayers, excavators, bulldozers, rollers, graders, other special road and construction equipment with at least 10 years of work experience in their specialty. This is an engineering and technical staff constituting less than twenty percent of the total number of employees - a qualitative, rather than quantitative approach to the management of the company. Rozenberg A.M. Working conditions and social adaptation of the worker at the enterprise: Textbook. - Sverdlovsk: Fakel, 2011 - 223 p.

Production base for modern Maintenance with a total area of more than twenty thousand square meters, two repair boxes equipped with everything necessary for the production of quick and high-quality repair of the company's equipment.

With the modern saturated market of services in the field of arrangement of oil and gas facilities, pipeline and road construction, the existence of powerful construction companies, having several decades of experience, focus on performing work efficiently and on time allowed the company, in the face of fierce competition, to win the trust of customers and the respect of partners.

2.2 Organization of the labor process

The basis of the activity of the enterprise is the production process, the main elements of which are: labor as an expedient activity of people aimed at creating material wealth; objects of labor - raw materials and materials from which products are made; means of labor, with the help of which the production process is carried out - units, machines, equipment, representing the material and technical base of production.

The labor process is a set of actions of employees to expediently change the object of labor.

Figure 2 - Classification of labor processes in the enterprise

2.3 Condition Analysiswork and restorganization personnel

The process of labor at the enterprise takes place in certain production conditions that affect the results of the work of performers and their state of health.

Working conditions - a set of factors that determine the production environment in which workers perform their production functions, and affect the functional state of their body, health and performance.

Opening hours from 8-00 to 17-00, at development facilities up to 12 hours, including one-hour lunch break and, accordingly, dinner at the 2nd shift. Holiday conditions include:

10 min breaks every hour;

28 calendar leave with possible fragmentation.

Salary:

Performance bonuses;

allowances for harmfulness;

For the second shift

For qualification. Genkin B. M. Organization, rationing and remuneration for industrial enterprises: studies. for universities. 3rd ed., rev. and additional - M.: Norma, 2010 - 448 p.

The fact is that satisfaction in some individual elements of work has decreased in comparison with 2009, while in other elements it has grown. Thus, the degree of satisfaction with the organization of labor (from 2.85 to 3.40), the content of labor (from 3.27 to 3.54), and the relationship with the manager (from 3.32 to 3.81) increased. But satisfaction decreased in such elements as: working conditions (from 3.29 to 3.20), wages (from 2.61 to 2.36), team relations (from 4.42 to 4.05).

2.4 Motivation and stimulationwork force

Staff satisfaction with pay and opportunities career development low. Employees are not given the opportunity to participate in management, most decisions are made by top management. At the same time, the organization is characterized by an authoritarian leadership style and the moral and ethical aspects of the interaction of top management with employees are not highly valued. But partly due to strict control over personnel, a high level of discipline and the level of compliance with standards is achieved.

Much attention is paid to the development and training of personnel, additional financial incentives.

The problems that exist in the company in terms of structure and personnel and the ongoing work in personnel management are due to the unwillingness of employees to perform work at the proper level. One of the reasons is that not all the needs of the staff are taken into account when building work in the field of personnel management. A special category are young workers, who make up the bulk of the staff and the most problematic.

Thus, the most widespread was the instrumentally motivated type of worker. This is confirmed by the fact that the main factor that forms the attitude to work is wages, and the fact that the leading motivation is to receive money. At the same time, this is explained by the fact that the financial situation of the absolute majority of workers has left the only motivation - to earn a living.

3 . Sentimprovements to improve the efficiency of the use of labor

Since 2009, at least 70% of respondents indicated the difficult, harmful or dangerous nature of their work, and only a little more than 20% of respondents did not find special features severity or harmfulness in the conditions of their work.

A decrease in satisfaction with the organization and working conditions leads to a decrease in job satisfaction in general. Despite the increased family burden associated with housekeeping and raising children, the number of women for whom work is something secondary, not the most important in life, is almost the same as among men: 8 and 6%, respectively.

As signs of a successful career, women more often note the correspondence of work to abilities, knowledge, skills (49% of the surveyed men and 59% of the surveyed women), and also more often believe that work should benefit society (respectively 22-27%) and less often - high incomes. (60 and 53%). The judgments of the working population about the meaning of work for them, although not significantly, also differ depending on age, with the main shift occurring at about 30 years of age.

Unlike older workers age groups young people are less likely to name as signs successful career compliance of work with abilities, knowledge, skills (49% of the young people surveyed), that “work should benefit society” (21%), but almost as often “high earnings” (60%); "high professional excellence» (27%); "glory, recognition, respect."

AT modern conditions high satisfaction with wages cannot be formed. For the period from 2007-2010. the share of those who are dissatisfied with their wages remained at a consistently high level (about 80% of all employed in industry), and only in 2010 did it slightly decrease. AT more wages suit managers (55% of respondents in this group) and specialists (36%) than employees, skilled and unskilled workers (24% of respondents in each group).

Material interest is one of the main incentives for labor activity, and this is what the respondents singled out as the most significant motive for themselves and in their teams (77% and 71% of the elections with estimates of 4.54 and 4.61 points, respectively). In second place were such motives as the desire to work quietly (safety conditions at work and social comfort), as well as good relations from colleagues.

To improve the quality of work, it is necessary to carry out the following series of activities:

To carry out constant monitoring of job satisfaction of employees;

Formation of a team of highly qualified employees capable of achieving the goals of the organization;

Create conditions for career advancement and professional development;

Develop a methodology for managing staff turnover;

Create individual career development plans for employees;

Introduce the practice of material incentives for employees with high potential for achieving their goals.

Determination of the motivational structure of staff turnover (employees fill out questionnaires in which they indicate the reasons for dismissal, final interviews are conducted with them; the data obtained is systematized and analyzed; on their basis, measures are planned to manage staff turnover);

Development of a system of measures aimed at rejuvenation personnel. It includes the following areas: material incentives for senior employees to retire, attracting young professionals (preference is given to trained graduates of secondary specialized and higher educational institutions), securing them at the enterprise. 3.2 Introduction of a tariff-free method of remuneration

The most widespread was the instrumentally motivated type of worker. This is confirmed by the fact that the main factor affecting the quality of work is wages, and the fact that the leading motivation is to receive money. At the same time, this is explained by the fact that the financial situation of the absolute majority of workers has left the only motivation - to earn a living.

AT modern society, for its effective development in the industrial, labor sphere, it is necessary to stimulate highly efficient, high-quality, creative work. That is, a professionally motivated type of worker.

The problem is that this contradiction, between the type of worker produced by society and the type of worker that would be the most effective for society, did not attract the due attention of either the workers themselves or employers.

Thus, in order to increase the return on the organization of labor, it is necessary:

1) stimulate the return of the production potential of each employee by determining and managing his labor potential;

2) to eliminate the egalitarian approach to remuneration, ensuring the dependence of wages on the quantity and quality of labor;

3) to stimulate the growth of the technical and organizational level of production, the reduction of costs and the growth of product quality;

4) to interest the labor cell and involvement in the assessment of individual labor results, the formation of wages;

5) introduce the ratio in wages of workers various categories taking into account the complexity of the work, working conditions, achieving the final results of production and the competitiveness of products.

Thus, the basis for the organization of wages should be the technical regulation of labor, tariff regulation wages, forms and systems of remuneration.

This will allow not only to motivate each individual participant in the process for labor actions, but also the entire team as a whole due to the presence of dependence between each subject.

Conclusion

The organization of labor activity for an enterprise (organization) is expressed in the desire to use and realize the maximum physical and spiritual forces of the participants in the process, that is, workers, to use their knowledge and experience, abilities to achieve certain quantitative and quality results. The basis of the organization of labor is to realize the labor potential of the employee under the influence of perceived needs and formed interest.

A large group of objective - (external) - and subjective - (internal) - factors influences the creation of a person's attitude to work and his direct behavior.

Organization of labor as social problem in the conditions of an industrial enterprise receives a more rigorous solution based on a differentiated analysis of the factors of labor activity of the personnel.

The most widespread was the instrumentally motivated type of worker. This is confirmed by the fact that the main factor that forms the attitude to work is wages, and the fact that the leading motivation is to receive money. At the same time, this is explained by the fact that the financial situation of the absolute majority of workers pursues the only motivation - to earn a living, as well as to improve personal benefits.

In today's society, for its most effective development in the production, labor sphere, it is necessary to stimulate highly efficient, high-quality, as well as creative work of workers. That is, a professionally motivated type of worker.

The essence of the organization of wages should be the technical regulation of labor, tariff regulation of wages, forms and systems of remuneration.

But besides this, it is advisable to introduce a tariff-free method of wage formation. It is on this form that the quality and quantity of the work performed by each participant in the labor process depends exclusively.

This will allow not only to motivate each individual participant in the process (worker) for labor actions, but also the entire team as a whole due to the presence of dependence between each subject.

Bibliography

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2. Bazarova T.Yu. Personnel Management: Textbook. - M.: Ed. UNITI, 2009 - 422 p.

3. Belokrylova O. S. Labor Economics [Text]: lecture notes. - Rostov n / a: Phoenix, 2012 - 224 p.

4. Bizyukova I.V. Personnel Management: Selection and Evaluation: A Textbook. - M.: Ed. Economics, 2011 - 579 p.

5. Bukhalkov M. I. Organization and rationing of labor: textbook. for universities. - M.: Infra-M, 2009 - 400 p.

6. Vesnin V.R. Practical management staff: Textbook. - M.: Ed. Yurist, 2011 - 496 p.

7. Volgin A.P., Matirko V.I. and others. Labor organization in a market economy: Textbook - M.: Ed. Delo, 2012 - 543 p.

8. Genkin BM Organization, rationing and wages at industrial enterprises: textbook. for universities. 3rd ed., rev. and additional - M.: Norma, 2010 - 448 p.

9. Gruzinov V.P. Economics of the enterprise (entrepreneurial): Textbook for universities. - 2nd ed., revised and expanded. - M.: UNITI-DANA, 2013 - 795 p.

10. Eremina B.L. Personnel Management: Textbook. - M.: Ed. UNITI, 2011 - 422 p.

11. Morozov V.A. The state of social and labor relations at industrial enterprises // Laboratory of sociology. - 2009 - No. 5. - 59 p.

12. Pashuto V. P. Organization, rationing and wages at the enterprise: textbook.-method. allowance. - M.: KNORUS, 2011 - 320 p.

13. Rozenberg A.M. Working conditions and social adaptation of the worker at the enterprise: Textbook. - Sverdlovsk: Fakel, 2011 - 223 p.

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15. Sviridov N.A. Social adaptation of the personality in the labor collective. Sociological research. - M, 2011-47 p.

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STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

" SAINT PETERSBURG STATEUNIVERSITY OF SERVICE AND ECONOMICS"

COURSE WORK

At the rate " Enterprise economy"

Topic:Labor resources of the enterprise.Ways to improve the efficiency of their use

Is done by a student:

PoluektovaT.O.

Kirov2009

Assignment for term paper

According to the course "Economics of the enterprise"

Student of the correspondence department of the specialty 080507u group B

Poluektova Tatyana Olegovna

Theme of the course work: "Labor resources of the enterprise. Ways to improve the efficiency of their use"

1. Introduction.

2. Theoretical part (abstract on the topic of the work)

3. Practical part

Task 1. Based on the initial data (B=3, D=8), it is necessary to evaluate the economic efficiency of creating an enterprise operating under a franchise agreement and a simplified taxation system:

1) Determine the amount of investment in the creation of an enterprise; determine the need for fixed assets; determine the need for stocks and the amount of working capital.

2) Determine the amount of the authorized capital.

3) Form the planned balance of the enterprise at the time of its commencement, determine the sources of investment financing.

Task 2. Based on the initial data (B=3, D=8) calculate the results economic activity an enterprise that manufactures roll-curtains and blinds to order.

Prepare a production cost estimate.

Make a cost estimate for 1 conditional product.

Determine the cost of technological, production, full, the amount of conditionally fixed and conditionally variable costs.

Set a price for a conditional product based on the planned level of profitability.

Conclusion.

Bibliography.

Issued by __________________

(number and signature of the head)

Content

Introduction
Conclusion
Bibliography

Introduction

Labor resources are one of the most important factors of any production. Their condition and effective use directly affects the final results of the economic activity of enterprises. The reasons for the need to analyze labor resources are: a study of the composition of personnel in order to identify their availability, the need to improve the efficiency of the use of labor resources.

The topic of the study "Labor resources of an enterprise. Ways to improve the efficiency of their use" is undoubtedly relevant, because for the normal functioning of any enterprise, a sufficient number of qualified personnel is necessary. In addition, a necessary condition for managing the personnel of an enterprise and searching for reserves to increase labor productivity is an analysis state of the art use of labor resources of the enterprise.

The purpose of this work is to identify ways to improve the efficiency of the use of enterprise personnel. Achieving this goal requires solving the following tasks:

1) to reveal the concept of labor resources, to determine what place they occupy in the economic activity of the enterprise;

2) to characterize the main indicators of the activity of labor resources in the organization;

3) consider measures to improve the organization of labor at the enterprise.

The subject of the study is the labor resources of the enterprise.

The following research methods were used in the work: literature analysis on the research problem, mathematical data processing in solving practical problems.

1. Workforce in a modern organization

1.1 Labor resources of the enterprise, personnel, personnel

Labor resources - a set of people with the ability to work. They include, first of all, the working-age population. This group includes men aged 18 to 60 and women aged 18 to 55. In an enterprise, labor resources are essential element productive forces, determine the rate of growth of production and labor productivity, product quality and successful work enterprises. At the level of an individual enterprise, instead of the term "labor resources", the terms "personnel" or "personnel" are more often used.

The personnel of the enterprise is a set of employees of the enterprise performing certain production functions.

The personnel of an enterprise are personnel, institutions, enterprises or part of this composition, which is a group according to professional or other characteristics.

Frames are divided into two groups:

1) Non-industrial personnel are employees employed in the non-production sector: employees of kindergartens, utilities, canteens, etc., who are on the balance sheet of the enterprise;

2) Industrial and production personnel are employees who are directly related to production and its maintenance; This group is divided into 4 categories:

§ managers - this category includes employees holding positions of heads of enterprises and their structural divisions. They are divided into two groups:

§ 1. linear (leading teams of production units, enterprises, industries, as well as their deputies);

§ 2. functional (leading teams of functional services).

§ According to the level occupied in common system management, all managers are divided into lower-level managers (foremen, foremen, heads of small workshops), middle (directors of enterprises, CEOs associations, heads of large workshops) and senior managers (heads of financial and industrial groups, general directors of large associations, heads of functional departments of ministries, departments);

§ specialists - this category includes intellectual workers (accountants, economists, engineers);

§ employees are employees involved in the preparation and execution of documentation, accounting and control, and economic services. These include clerks, timekeepers, archivists, etc.;

§ workers - this category includes persons directly involved in the process of creating material assets, as well as those engaged in repair, movement of goods, transportation of passengers, provision of material services, etc.

1.2 Quantitative and qualitative characteristics of labor resources

The personnel of the enterprise and its changes have certain quantitative and qualitative characteristics that can be measured with a lesser or greater degree of certainty.

The quantitative characteristics of the organization's personnel is measured by such indicators as the payroll, attendance and average payroll number of employees.

Payroll (composition) - this is the number of employees on the list of the enterprise on a certain date; all permanent and temporary employees employed by the enterprise, both currently performing work and those in regular holidays, business trips, performing public duties, not showing up for work due to illness or for any other reason.

Attendance number (composition) - employees of the enterprise who came to work on a certain date. This is the number of workers required to complete the production shift task for the production of products.

The average number of employees is the average number of employees for a certain period (month, quarter, from the beginning of the year, for the year). The average number of employees per month is determined by summing up the number of employees on the payroll for each calendar day of the month, including holidays and weekends, and dividing the amount received by the number of calendar days of the month. For the correct definition average headcount employees, it is necessary to keep a daily record of employees on the payroll, taking into account orders for the admission, transfer of employees to another job and termination of the employment contract.

The qualitative characteristics of the personnel of the organization is determined by the degree of professional and qualification suitability of its employees to achieve the goals of the company and the production of work. It is much more difficult to assess the qualitative characteristics of the company's personnel and the quality of work. To quality characteristics include the structure of personnel, the professional qualification structure of personnel, the staffing table.

The ratio of employees by categories characterizes the structure of the labor resources of the enterprise. The personnel structure is the share of each group or category in the total number of personnel.

Each category of workers in its composition provides for a number of professions, which in turn are represented by groups of specialties. Within the specialty of workers can be divided by skill level.

A profession is a set of special theoretical knowledge and practical skills necessary to perform a certain type of work in any industry.

A specialty is a type of activity within a given profession that has specific features and requires employees to have special knowledge and skills.

Qualification is a set of knowledge and practical skills that allow you to perform work of a certain complexity.

According to the level of qualification, workers are divided into: unskilled, low-skilled, skilled and highly skilled. Qualification is determined by ranks.

The qualitative characteristics of the staff is reflected in the staffing table. staffing is one of the most important documents in personnel office work In the organisation. The staffing table is an organizational and administrative document that reflects the structure of the organization. It contains complete list positions with an indication of their number and salaries, various bonuses and allowances that exist in this organization in relation to a particular position, as well as a monthly payroll fund.

labor resource labor productivity

2. Key performance indicators of labor resources in the organization

2.1 Working time fund and its use

Working time is the part of the calendar time spent on the production of products or the performance of a certain type of work. To characterize its use, special indicators are used.

Fundworkingtime - this is the planned time of work of one worker during a certain calendar period (year, quarter, month). It is calculated to determine the required number of workers, as well as to identify indicators of the use of labor resources at existing enterprises.

The initial indicator is the calendar fund of time - this is the number of calendar days of the month, quarter, year per worker or team of workers. It can be calculated for the entire number of workers, a group of workers of an enterprise (workshop, site) and on average per worker (in man/days or man/hours):

in person/days: T K = D K x R SS;

in people / hours: T K \u003d D K x R C x P C,

where D to - the number of calendar days in a given period; P ss - the average number of workers in this period (persons); P s - the average set duration of the shift (hour). The timesheet (nominal) fund of working time (T tab) is defined as the difference between the calendar fund of working time of workers (in person / days or person / hours) and the number of holidays (T prz) and weekends (T in) people / days (persons / hours ):

T tab \u003d (T to - T prz - T in) H R ss (person / day)

T tab \u003d (T to - T prz - T in) Ch R ss Ch P s (person / hour).

The effective working time fund (T r) can be determined by the following formula:

T rv \u003d (T to - T in - T prz - T o - T b - T y - T g - T pr) H P cm - (T km + T p + T s) (person / hour),

where T to - the number of calendar days in a year;

T in - the number of days off in a year;

T prz - quantity public holidays per year;

T about - the duration of the next and additional holidays (days);

T b - absence from work due to illness and childbirth (days);

T y - duration of study holidays (days);

T g - time for the implementation of state and public duties(days);

T pr - other absences permitted by law (days);

P cm - the duration of the work shift (hours);

T km - loss of working time due to a reduction in the length of the working day for nursing mothers (hours);

T p - loss of working time due to the reduction in the length of the working day for adolescents (hours);

T c - loss of working time due to a shortened working day in pre-holiday days(watch).

Quantity non-working days on good reasons(T b, T y, T g, T pr, T km, T p) is determined, as a rule, on the basis of the average data of the report for the past year and in accordance with labor legislation.

For more effective use working time, it is necessary to analyze the losses and costs of working time, as well as to exercise control over them. The planned loss of working time includes annual holidays, additional holidays(study leave, maternity leave), illness (taking into account preventive measures), performance of state duties, etc. Unscheduled loss of working time is absenteeism with the permission of the administration, work); delays, downtime, etc. Unproductive costs of working time are made up of lost working time due to the manufacture of rejected products and their correction. The unproductive costs of working time are calculated based on data on losses from marriage.

To reduce the loss of working time, it is necessary to establish which of the reasons that caused the loss of working time depend on the labor collective (absenteeism, equipment downtime due to the fault of workers) and which are not due to its activities (maternity leave, study leave). Reducing the loss of working time for reasons that depend on the labor collective, until they are completely eliminated, is a reserve that does not require capital investments, but will allow you to quickly get a return.

A working day is a statutory time of day spent on work. The duration of work during the day, the moment of its beginning and end, breaks are established by the rules of the labor schedule, and for shift work- also shift schedules.

The average length of the working day is calculated as an arithmetic mean value, weighted taking into account the officially established length of the working day by the number of individual groups of workers.

For some categories of workers (working in hazardous areas of production, for adolescents and other groups), the length of the working week and, accordingly, the working day has been reduced:

for employees aged 15-16 years - 5 hours;

for employees aged 16 to 18 - 7 hours;

for disabled workers, the requirements are established by a medical report;

for workers employed in work with harmful or dangerous working conditions and for whom a reduced working time is established - with a 36-hour working week- 8 hours, with a 30-hour week - 6 hours, etc.

2.2 Labor productivity, the main indicators of its assessment

Labor productivity is the most important economic indicator, an indicator of the efficiency of the use of labor.

Each enterprise has a certain level of labor productivity, which can increase or decrease depending on various factors. The level of labor productivity is influenced by the magnitude of the extensive use of labor, the intensity of labor, as well as the technical and technological state of production.

The extensive characteristic of labor reflects the degree of use of working time and its duration per shift, with the constancy of other characteristics. The more fully the working time is used, the less downtime, unproductive time spent and the longer the work shift, the higher labor productivity. The extensive characteristic of labor has visible boundaries: the legally established length of the working day and the working week.

The intensity of labor characterizes the degree of its tension per unit of time and is measured by the amount of human energy expended during this time. The higher the intensity of labor, the higher its productivity. The maximum level of intensity is determined by the physiological and mental capabilities of the human body.

The source of labor productivity growth, which has no limits, is scientific and technological progress, technical and technological improvement of production, the emergence of new materials, etc.

The growth of labor productivity in enterprises is manifested in the form of:

increase in the mass of products created per unit of time with its unchanged quality;

improving the quality of products with a constant weight;

reduction of labor costs per unit of output;

reducing the time of production and circulation of goods;

increase in mass and rate of return.

The reserves for the growth of labor productivity are real opportunities for a fuller use of the labor force to reduce its costs per unit of output by improving equipment, technology, and improving the organization of production, labor and management. Reserves can be current, that is, used in the near future. They are implemented without major restructuring technological process without additional capital investment. Prospective reserves usually require the restructuring of production, the introduction of new technologies, the installation of more advanced equipment. Reserves for growth in labor productivity are identified on the basis of an analysis of labor indicators: the labor intensity of products, the use of working time.

The main indicators of labor productivity at the enterprise level are indicators of production and labor intensity.

Output (B) is the amount of products produced per unit of working time or per one average employee or worker per month, quarter, year. Depending on the units in which the volume of work performed and hours worked are measured, there are several methods for calculating the level of output.

With the natural method of calculating output, the volume of work performed is expressed in natural units (pieces, tons, meters). This method most clearly characterizes the level of labor productivity, but it is applicable only for homogeneous products.

With the conditionally natural method of calculating output, the volume of work performed is expressed in conditionally natural units. The conditionally natural method is applicable for calculating the indicator of the level of labor productivity in the production of heterogeneous, but similar products.

labor method measurement of labor productivity assumes that the amount of work performed is measured in standard hours worked. The labor method is applicable to all types of products, regardless of the degree of its readiness, and is widely used in studying the relative change in labor productivity. However this method requires the stability of the applied norms, while the latter, as the organizational and technical conditions of work improve, are constantly changing.

In practice, the most common is the cost method for measuring labor productivity, based on the use of cost indicators of the volume of output. The advantage of this method lies in the possibility of comparing heterogeneous products with the costs of their manufacture both within the framework of one enterprise, industry, and throughout the country. At cost method output is determined by the ratio of the number of products produced (N) to the cost of working time for the production of these products (T) or to the average headcount (Npp):

B=N/T

B = N/Npp

There are average hourly output (Hours), average daily output (Vdn), average monthly (quarterly, annual) output (Vmes):

Hour = N/Tchel-hour,

where Tchel-hour - the number of people / hour worked by all workers;

Vdn \u003d Hour * Wed. prod. slave. days

Vmes \u003d Vdn * Avg. prod. slave. months

As the second indicator of labor productivity, labor intensity is used, which is calculated per unit of output and for the entire commodity output. Labor intensity (Tr) is the cost of working time for the production of a unit of output in physical terms for the entire range of products and services. Labor intensity reflects a direct relationship between the volume of production and labor costs.

Tr = T/N

There are three types of labor intensity: normative, planned and actual.

Normative labor intensity reflects the time spent on manufacturing a unit of production according to the time standards in force at the enterprise.

Planned labor intensity reflects the time spent on the production of a unit of output, planned taking into account the measures introduced into production to reduce labor intensity. The actual labor intensity reflects the actual time spent on the production of a unit of output, taking into account the changing losses of working time

Depending on the composition of the costs included in the labor intensity of products, they distinguish technological, production and total labor intensity, the labor intensity of production maintenance and the labor intensity of production management. Technological complexity reflects all the labor costs of the main pieceworkers and time workers. Production labor intensity includes all the labor costs of the main and auxiliary workers. The composition of the total labor intensity reflects the labor costs of all categories of industrial and production personnel of the enterprise. The labor costs of auxiliary workers reflect the labor intensity of production maintenance, and the labor costs of employees reflect the labor intensity of production management.

So, labor productivity indicators are inversely related: if labor productivity grows, then labor intensity decreases. But it is not reduced in direct proportion: output increases to a greater extent than labor intensity decreases. Based on the analysis of these indicators, reserves for the growth of labor productivity are identified.

2.3 Labor rationing as an element of planning the number of labor resources in the enterprise

An independent direction of labor organization is its rationing. Labor rationing is understood as the establishment of a measure of labor costs in the form of labor standards for the performance of certain operations (manufacturing of units of production) or the performance of a certain amount of work in the most rational organizational and technical conditions.

Labor standards are subdivided into time standards, production standards, service standards, and manageability standards.

Time standards represent the amount of working time required to manufacture a unit of production or perform a scope of work in specific organizational and technical conditions. The norm of time is measured in standard hours, standard days.

The production rate is the established amount of work that employees or a group of employees (link, team) of appropriate qualifications must perform per unit of working time (hour, shift, etc.) in certain organizational and technical conditions.

The service rate is the number of production facilities (equipment units, workplaces, production areas, etc.) that an employee or group of employees of the appropriate qualification must service per unit of time in certain organizational and technical conditions.

The controllability norm is the number of employees (the number of structural units) that one manager can effectively manage.

The need of the enterprise for personnel, and, consequently, further planning of the number of personnel is carried out on the basis of production standards and service standards.

According to the production standards, the number of personnel is calculated according to the following formula:

H \u003d N pl / V pl, where

N pl - the planned amount of work in physical terms;

In p l - the planned rate of output per worker.

According to the norm for servicing workplaces, the number of employees is calculated in the following way:

H \u003d K oo / N service, where

K oo - the number of serviced objects;

H service - the rate of service jobs, attributable to one worker.

So, these norms allow you to calculate the number of personnel. Depending on the volume of work, the scale of the project planned for the implementation, the size of the enterprise itself, the required number of personnel is planned based on production standards and service standards.

3. The main ways to improve the efficiency of the use of labor resources in a modern organization

Labor resources are the driving force of any enterprise. Without the effective activity of the staff is impossible efficient operation the entire organization. To improve the use of labor resources at the enterprise, it is necessary to review their structure and develop measures to improve the use of working time. Particular attention should be paid to:

streamlining the practice of granting short-term administrative leave without pay, as these leaves are often given without serious intentions;

the study of each case of violations of labor discipline in order to strengthen it, using for this not only administrative measures, but also forms of both moral and material influence on its violators;

careful study (according to disability certificates) of the nature of morbidity in certain groups of workers and the development on this basis of preventive measures (for example, to improve labor protection and safety) that reduce the incidence.

Particular attention should be paid to the organization of production and labor, since adherence to the principles of rational organization of the production process is the basis for conducting financial and economic activities with the most favorable economic indicators.

The main measures for the rational organization of production and labor are: the division of labor and the placement of workers in production; organization of workplaces and their maintenance; introduction of rational labor processes; creating a favorable working environment; organization of industrial training; occupational health and safety. At the enterprise, it is also necessary to carry out measures to improve the production culture (observance of order and cleanliness in the shops, organization of medical care, flower beds, lawns on the territory, etc.). These measures not only facilitate the work of a person, but also significantly affect economic indicators. Also, the most important point in improving the efficiency of personnel is the use of economic and non-economic methods of motivation. Among the economic, allowances, bonuses, and benefits play an important role. Non-economic ones include recognition for a job well done, enrichment of labor, recognition of the authorship of the result, lofty goals that inspire people to effective and sometimes selfless work, providing everyone with equal opportunities, regardless of position, contribution, personal merit, etc.

Thus, only comprehensive measures that affect all areas of human resources can lead to the desired results and a real increase in the efficiency of personnel.

Conclusion

Thus, labor resources are the most important element of the productive forces, determine the growth rate of production and labor productivity, product quality and the successful operation of the enterprise; characterized by qualitative and quantitative indicators.

Working time fund p is calculated to determine the required number of workers, as well as to identify indicators of the use of labor resources at existing enterprises.

Labor productivity indicators are inversely related: if labor productivity grows, then labor intensity decreases. But it is not reduced in direct proportion: output increases to a greater extent than labor intensity decreases. Based on the analysis of these indicators, reserves for the growth of labor productivity are identified.

Depending on the volume of work, the scale of the project planned for the implementation, the size of the enterprise itself, the required number of personnel is planned based on production standards and service standards.

Only complex measures that affect all areas of human resources can lead to the desired results and a real increase in the efficiency of personnel.

Bibliography

1. Volkov O.I. Enterprise economy. - M.: Infra, 2003.

2. Gavrilchak I.N., Levitina I.Yu. Enterprise economy.

3. Workshop. - St. Petersburg: SPbGASE, 2003.

4. Gorfinkel V.Ya., Kupriakov E.M. Enterprise economy. - M.: Banks and exchanges. UNITY, 1996

5. Melkumov Ya.S. Economic evaluation investment efficiency and financing investment projects. - M.: "IKTs-DIS", 1997.

6. Savitskaya G.V. Analysis of the economic activity of the enterprise. - M: Ecoperspective, 2006.

7. Sergeev I.V. Enterprise economy. - M: Finance and statistics, 1997.

8. Chernova T.V. Economic statistics. - Taganrog: TRTU, 1999.

9. Trusova E.E., To quickly and efficiently solve the problem of personnel selection today means that tomorrow we will successfully solve personnel problems about non-traditional methods evaluation and selection of personnel. // Personnel management, 8 "2003. - p. 51

10. www.dist-cons.ru Small business remote consulting portal

11. e-lib. gasu.ru Electronic library

12. trudprava.ru/ibp. php? id=1 Center for Social and Labor Rights

13. www.profiz.ru Economist's Handbook

Hosted on Allbest.ru

...

	Definition
Kibanov A.Ya.	“Labor resources” is the able-bodied part of the population that has physical and intellectual capabilities, is able to produce material goods or provide services.
Vechkanov G.S.	"Labor resources" as an economic category expresses the relations that develop between society, the labor collective and the individual regarding the production, distribution, redistribution and use of the formed working capacity, corresponding to their interests, social needs and the level of development of scientific and technological progress.
Magura M.I.	Human Resources–this is a part of the population of the country, which, in terms of its physical development, mental abilities and knowledge, is able to work in the national economy.
Ostapenko Yu.M.	"labor resources"- this is the number of people who can be forced to work, that is, who are physically able to work.

federal district	2008	2009	2010	2011	2012	2013
Russian Federation	4697,0	6283,7	5544,2	4922,4	4130,7	4137,4
Central Federal District	732,9	1193,0	960,8	857,6	658,9	697,8
Northwestern Federal District	385,4	529,2	452,8	391,2	302,5	326,5
Southern Federal District	453,8	605,0	529,7	489,8	433,9	452,0
North Caucasian Federal District	671,1	701,2	718,9	643,0	586,8	586,2
Volga Federal District	988,3	1366,2	1198,3	1033,8	831,9	766,9
Ural federal district	362,8	526,6	518,8	447,0	392,1	373,2
Siberian Federal District	830,4	1043,5	869,8	805,7	696,3	711,3
Far Eastern Federal District	272,3	319,1	295,0	254,3	228,2	223,7

Share of employment	2008	2009	2010	2011	2012	2013
Total
Agriculture and forestry, hunting, fishing and fish farming
Mining
Manufacturing industries	16,5	15,3	15,2	15,0	15,0	14,8
Production and distribution of electricity, gas and water
Construction
Wholesale and retail trade, repair of motor vehicles, motorcycles, household and personal items, hotels and restaurants	17,2	17,3	17,5	18,0	18,2	18,4
Transport and communications
Financial activities, operations with real estate, rental and provision of services
Public administration and ensuring military security, social Security
Education
Health and Social Service Delivery
Other economic activities

Increase the efficiency of the use of labor resources. Ways to improve the efficiency of the use of labor resources

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Introduction

1) to reveal the concept of labor resources, to determine what place they occupy in the economic activity of the enterprise;

2) to characterize the main indicators of the activity of labor resources in the organization;

3) consider measures to improve the organization of labor at the enterprise.

The following research methods were used in the work: literature analysis on the research problem, mathematical data processing in solving practical problems.

1. Workforce in a modern organization

1.1 Labor resources of the enterprise, personnel, personnel

The personnel of the enterprise is a set of employees of the enterprise performing certain production functions.

The personnel of an enterprise are personnel, institutions, enterprises or part of this composition, which is a group according to professional or other characteristics.

Frames are divided into two groups:

1) Non-industrial personnel are employees employed in the non-production sector: employees of kindergartens, utilities, canteens, etc., who are on the balance sheet of the enterprise;

2) Industrial and production personnel are employees who are directly related to production and its maintenance; This group is divided into 4 categories:

§ managers - this category includes employees holding positions of heads of enterprises and their structural divisions. They are divided into two groups:

§ 1. linear (leading teams of production units, enterprises, industries, as well as their deputies);

§ 2. functional (leading teams of functional services).

§ specialists - this category includes intellectual workers (accountants, economists, engineers);

§ employees are employees involved in the preparation and execution of documentation, accounting and control, and economic services. These include clerks, timekeepers, archivists, etc.;

§ workers - this category includes persons directly involved in the process of creating material assets, as well as those engaged in repair, movement of goods, transportation of passengers, provision of material services, etc.

1.2 Quantitative and qualitative characteristics of labor resources

The personnel of the enterprise and its changes have certain quantitative and qualitative characteristics that can be measured with a lesser or greater degree of certainty.

The quantitative characteristics of the organization's personnel is measured by such indicators as the payroll, attendance and average payroll number of employees.

Attendance number (composition) - employees of the enterprise who came to work on a certain date. This is the number of workers required to complete the production shift task for the production of products.

The ratio of employees by categories characterizes the structure of the labor resources of the enterprise. The personnel structure is the share of each group or category in the total number of personnel.

Each category of workers in its composition provides for a number of professions, which in turn are represented by groups of specialties. Within the specialty of workers can be divided by skill level.

A profession is a set of special theoretical knowledge and practical skills necessary to perform a certain type of work in any industry.

A specialty is a type of activity within a given profession that has specific features and requires employees to have special knowledge and skills.

Qualification is a set of knowledge and practical skills that allow you to perform work of a certain complexity.

According to the level of qualification, workers are divided into: unskilled, low-skilled, skilled and highly skilled. Qualification is determined by ranks.

2. Key performance indicators of labor resources in the organization

2.1 Working time fund and its use

Working time is the part of the calendar time spent on the production of products or the performance of a certain type of work. To characterize its use, special indicators are used.

Fundworkingtime - this is the planned time of work of one worker during a certain calendar period (year, quarter, month). It is calculated to determine the required number of workers, as well as to identify indicators of the use of labor resources at existing enterprises.

in person/days: T K = D K x R SS;

in people / hours: T K \u003d D K x R C x P C,

T tab \u003d (T to - T prz - T in) H R ss (person / day)

T tab \u003d (T to - T prz - T in) Ch R ss Ch P s (person / hour).

The effective working time fund (T r) can be determined by the following formula:

T rv \u003d (T to - T in - T prz - T o - T b - T y - T g - T pr) H P cm - (T km + T p + T s) (person / hour),

where T to - the number of calendar days in a year;

T in - the number of days off in a year;

T prz - quantity public holidays per year;

T about - the duration of the next and additional holidays (days);

T b - absence from work due to illness and childbirth (days);

T y - duration of study holidays (days);

T g - time for the implementation of state and public duties(days);

T pr - other absences permitted by law (days);

P cm - the duration of the work shift (hours);

T km - loss of working time due to a reduction in the length of the working day for nursing mothers (hours);

T p - loss of working time due to the reduction in the length of the working day for adolescents (hours);

T c - loss of working time due to a shortened working day in pre-holiday days(watch).

Quantity non-working days on good reasons(T b, T y, T g, T pr, T km, T p) is determined, as a rule, on the basis of the average data of the report for the past year and in accordance with labor legislation.

A working day is a statutory time of day spent on work. The duration of work during the day, the moment of its beginning and end, breaks are established by the rules of the labor schedule, and for shift work- also shift schedules.

The average length of the working day is calculated as an arithmetic mean value, weighted taking into account the officially established length of the working day by the number of individual groups of workers.

For some categories of workers (working in hazardous areas of production, for adolescents and other groups), the length of the working week and, accordingly, the working day has been reduced:

for employees aged 15-16 years - 5 hours;

for employees aged 16 to 18 - 7 hours;

for disabled workers, the requirements are established by a medical report;

for workers employed in work with harmful or dangerous working conditions and for whom a reduced working time is established - with a 36-hour working week- 8 hours, with a 30-hour week - 6 hours, etc.

2.2 Labor productivity, the main indicators of its assessment

Labor productivity is the most important economic indicator, an indicator of the efficiency of the use of labor.

The source of labor productivity growth, which has no limits, is scientific and technological progress, technical and technological improvement of production, the emergence of new materials, etc.

The growth of labor productivity in enterprises is manifested in the form of:

increase in the mass of products created per unit of time with its unchanged quality;

improving the quality of products with a constant weight;

reduction of labor costs per unit of output;

reducing the time of production and circulation of goods;

increase in mass and rate of return.

The main indicators of labor productivity at the enterprise level are indicators of production and labor intensity.

Output (B) is the amount of products produced per unit of working time or per one average employee or worker per month, quarter, year. Depending on the units in which the volume of work performed and hours worked are measured, there are several methods for calculating the level of output.

With the natural method of calculating output, the volume of work performed is expressed in natural units (pieces, tons, meters). This method most clearly characterizes the level of labor productivity, but it is applicable only for homogeneous products.

B=N/T

B = N/Npp

There are average hourly output (Hours), average daily output (Vdn), average monthly (quarterly, annual) output (Vmes):

Hour = N/Tchel-hour,

where Tchel-hour - the number of people / hour worked by all workers;

Vdn \u003d Hour * Wed. prod. slave. days