Components of the personnel management system. The main elements of the personnel management system
Introduction
The transformational processes taking place in Russia could not but affect the sphere of labor. Modern entrepreneurs are required to find and use new forms, techniques, methods and levers of management economic activity, including activities to manage the main productive force - employees. Management is an organizing factor in the process of non-independent labor, it systematizes the use of living labor, building the employee and the employer into such relationships in which the employee is the object of influence, and the employer is the subject.
The new owners are building managerial relations with employees, based on their ideas about power, about the forms and methods of influencing the staff, which gives rise to problems in labor relations that require serious study.
The effective functioning of the organization's personnel management system is impossible without proper personnel and documentation support. Because of this, a contradiction arises between the need for organizations (including trade ones) to have an effective system of personnel and documentation support for personnel processes, and, on the other hand, the lack of effective tools to introduce elements staffing personnel management systems.
Object of study: personnel and documentation support of the personnel management system.
Subject of research: personnel documentation support of the personnel management system of LLC "Jinsoman".
The purpose of the work: based on the analysis, to develop proposals for improving the personnel and documentation support of the personnel management system.
To achieve this goal, it is necessary to solve a number of tasks:
Consider the theoretical aspects of personnel and documentation support of the personnel management system
Analyze the personnel documentation support of the personnel management system of Jinsoman LLC
Develop a project to improve the personnel documentation support of the personnel management system.
The work of many authors is devoted to the problem of personnel management. These include the works of A.Ya, Kibanov, V.M. Maslova, Batyaev A.A., A.P. Egorshin, V.V. Kafidov, L.R. Kotova, M.I. Magura, V.A. Spivak, V.M. Maslova, L.M. Korolev and others.
Zelenkov M.Yu. consecrated in these works general issues personnel and documentation support of the personnel management system. A number of publications in periodicals dedicated to the issues of personnel documentation, which is important point both in personnel management (in decision making) and for reporting to supervisory authorities, we can highlight the articles by A. Podvezko, A.I. Suverneva, V.P. Yuschin, V. Avdeev, K. Fokin, O.A. Rogov and others.
The publications of Askarov V.V. are devoted to the issues of staffing the personnel management system. G. Uskova, L. Papkova, V. Polovinko, Yu.Yu. Lysenko and others.
However, the problem of personnel and documentation support of the personnel management system remains open for enterprises and organizations.
Theoretical aspects personnel documentation support of the personnel management system
The concept and main elements of the personnel management system
In order to consider the concept and main elements of the personnel management system, it is necessary to define such concepts as "staff", "personnel management", "personnel management system"
The personnel management system is part of the labor resources management system.
Under labor resources understand the part of the population with the necessary physical and intellectual qualities, abilities and knowledge to work in any area of labor application.
The labor force represents the able-bodied population of working age employed in various fields publicly useful labor and at study with a break from work, including men aged 16-59 years and women aged 16-54 years, with the exception of non-working labor and war invalids of groups I and II and persons receiving old-age pensions on preferential terms (men aged 50-59 and women aged 50-54).
Unlike personnel, personnel is a broader concept. Personnel is the entire personnel of an institution, enterprise, organization or part of this composition, which is a group according to professional or other characteristics (for example, service personnel).
Personnel are called permanent and temporary workers, representatives of skilled and unskilled labor.
Personnel management is the field of activity of the management of the organization, managers and specialists of the departments of the personnel management system, aimed at improving the efficiency of the organization by increasing the efficiency of working with its employees by psychological, legal, economic and other methods.
Personnel management will include:
In the formation of a personnel management system;
in HR planning;
In carrying out personnel marketing;
In determining the personnel potential and the organization's needs for personnel.
According to Kibanov A.Ya “Personnel management is a system of interrelated organizational, economic and social measures on creating conditions for the normal functioning, development and effective use of the potential of the workforce at the organization level” .
In addition, according to Kibanov A.Ya., personnel management of an organization is a purposeful activity of the management team of an organization, managers and specialists of departments of the personnel management system, including the development of a concept and strategy personnel policy, principles and methods of personnel management of the organization. Personnel management consists in the formation of a personnel management system; planning personnel work, developing an operational plan for working with personnel; personnel marketing.
According to Korotkov V.A. "Personnel management is a purposeful activity of the management team of an organization, as well as managers and specialists of departments of the personnel management system, which includes the development of the concept and strategy of personnel policy and personnel management methods."
The complexity and versatility of the tasks of personnel management implies a plurality of aspects in the approach to this important problem. Authors – Zhuravlev P.V., Odegov Yu.G. and others highlight the following aspects of personnel management:
1) technical and technological aspect, which reflects the level of development of a particular production, the features of the use of equipment and technology in it, working conditions etc.;
2) the organizational and economic aspect concerns issues related to headcount planning, composition of employees, moral and material incentives, use of working time, etc.;
3) the legal aspect, which includes issues of compliance with current legislation in working with personnel;
4) socio-psychological aspect, reflecting the issues of socio-psychological support for personnel management, the introduction of various social and psychological procedures in practical work;
5) the pedagogical aspect associated with the solution of issues of staff education and mentoring.
From the standpoint of a managerial approach scientific knowledge about personnel management are part of the knowledge about managing an organization as an economic entity, therefore, personnel management can be considered as one of the functional subsystems of management. But since within the framework of this subsystem there is its own subject of managerial influence, its specific principles, functions, methods, procedures, etc., then personnel management as an object of study is an independent system. Its allocation as an independent component of the management system has become relevant in the last 50 years of management practice.
The personnel management system, that is, a systematic and conscious association of people acting to achieve certain goals, includes the subject of management and the object of management.
The personnel management system (personnel management system) is formed objectively, since the personnel is an integral resource of any organization. In relation to this control object, directed actions are performed, which are determined by the economic situation. As long as the organization has reserves of other resources used to achieve its goals, little attention is paid to the personnel management system, but as soon as problems arise, a management crisis is brewing, the subjects reconsider their attitude towards it.
For this study, it is proposed to understand the personnel management system as a complex of components (goals of personnel management, principles, functions, methods, personnel management technologies, objects, subjects, resource provision, etc.) for coordination human activity aimed at improving the efficiency of the organization and achieving its goals.
The purpose of the personnel management system is to expand the reproduction of the labor potential of the organization. All special functions of the system under consideration are aimed at attracting, using, developing and retaining personnel, which is the bearer of the total abilities and properties of the employee to achieve certain results of his work under given conditions. production activities, solving new problems that arise as a result of changes in production, i.e. carrier of labor potential.
We can note the changes associated with its impact on the state of the organization's management system:
Firstly, the organization of special functions of personnel management and their unification under a single management made it possible to quickly circulate specialized information about personnel, which allows management entities to respond promptly and adequately to changes in external and internal environment to make objective and effective managerial decisions.
Secondly, the allocation and generalization of resources for personnel management, which were previously distributed in areas depending on the actualization of individual production or socio-economic issues (for example, changing the wage system, compliance with labor protection and safety requirements), allow us to think through tactical and strategic aspects of budgeting activities for personnel management. This is done taking into account system connections and the degree of influence of some functions on others, and allows eliminating the struggle of personnel management subjects for resources.
Thirdly, system management leads to the emergence of cooperative links between management entities of different hierarchical levels, contributing to the “self-reinforcing” of the personnel management system.
Fourthly, to ensure systemic personnel management in organizations, unified personnel management services are formed, which leads to the specialization of this unit, the establishment of coordination links with units representing the interests of other management subsystems.
Fifthly, the creation of a personnel management system made it possible to include employees and enhance their participation in the management of such functions as personnel development, career management, labor stimulation, adaptation, etc. They not only act as an object to which the impact is directed, but also as a subject interested in his position in the organization, in the prospects for its development. Employees and their groups got the opportunity to participate in the distribution of organization resources for personnel management activities, as well as in satisfying their reasonable interests in the development, improvement of labor organization, enrichment of its content and other social and labor needs.
Sixthly, the creation and functioning of the personnel management system lead to the fact that specialized subjects begin to study the effectiveness of managing this system, and it is possible to take into account not only the internal reserves of its development, but external conditions in relation to the organization.
Seventh, systemic personnel management allows you to create specific products (methods, technologies, mechanisms) that can be transferred to other organizations in the form of best practices and innovative developments.
Eighth, the personnel management system is capable of self-development based on the generalization of the experience of working with the personnel of the organization, to the development of new knowledge in the form of methods, technologies, concepts that can later be applied in the event of similar situations or new ideas about the prospects for the development of personnel management.
Thus, the formation of a personnel management system in the organization's management gives an additional effect, which is manifested in increasing the productivity and productivity of employees, in increasing the organization's ability to use innovations in personnel management, in achieving the efficiency of the system, its inclusion in the organization's management system on terms of cooperation with other subsystems.
This proves once again that the system under consideration is integral part management system and has a significant impact on the success of the organization. Therefore, the performance of the main management functions (planning, organization, coordination, control) in relation to this system is a logical condition for its directed functioning and development.
The place of the personnel management system in the organization's management structure is determined by the characteristics of the management object - personnel, and from the standpoint of the managerial approach, personnel management is one of the functional areas of management (Fig. 1.1). Depending on what place is given to the personnel management system in the activities of the organization, the philosophy of its inclusion in internal company processes depends. If it is considered as a secondary subsystem, then it is assigned the role of servicing other organizational subsystems in terms of providing processes with the right people at the right time and in the right quantity.
Figure 1.1 - The place of the personnel management system in the organization's management system
If the system is considered as an active component of the organization's management, then its priority development is assumed, which determines the future state and success of the organization as a whole.
Developing the ideas of Polovinko V.S. and conducting a study of the personnel management system at the level of processes objectively occurring in the organization, one can clarify its role in the functioning and development of the organization's management system. First of all, one should agree with the opinion of many researchers (Slesinger G.E., Dyatlova S.A., Kapustina E.I., Komissarova T.A., Magura M.I., Maslova E.V., Mausova N.K. ., Yang S. and others) about the change in the role of the personnel management system in the organization's management system over the past half century, about the increase in its significance and strength of influence on the success of organizations. So, for example, S. Yang believes that "the organization's management system is a set of groups of interacting people in the functional areas of its activities" . The role of these groups lies in the perception of certain problems of the organization (inputs) and the subsequent implementation of a set of actions (processes), as a result of which decisions (outputs) are implemented that increase the income (result) of the activities of the entire organization or optimize some function of all inputs and outputs of the organization. It follows from the foregoing that any purposeful processes in the management and managed subsystems of management are carried out by people - employees of the organization, since only they, with a high level of competence, can make final decisions about the use of resources, the performance of work and evaluate the results obtained.
The development of personnel management in the practice of Western companies (Scandia, Shell, General Electric, Pioneer Petroleum, etc.) has achieved more significant results. This can be judged by the socio-economic indicators of their activities and the active use in practice of the provisions of such scientific theories, as "human capital management", "knowledge management", which can be considered an "add-on" to the classical systemic personnel management. Russian organizations will be able to move on to the implementation of more complex and modern concepts of personnel management in their activities only if a stable basis is formed, which, in the author's opinion, is the personnel management system. Its meaningful creation and development will make it possible to take into account objective trends in the activities of managing employees of an organization, to influence them in a developing market economy.
It is important to clarify some features of the management of the personnel management system. It should be noted that the understanding of the need to manage this object does not arise immediately among the subjects of management. Often, when creating an organization and expanding a business, personnel are actively involved in the work, and if the circumstances of the functioning of the organization are favorable, then personnel management is built on the basis of individual corrective decisions in this management subsystem. The system itself is formed chaotically on the basis of the principles of self-government and self-development. But as soon as the organization begins to experience difficulties in functioning and development, there is a management crisis, the subjects need to influence this component of the organization. This impact becomes conscious, so we can talk about unconscious and conscious personnel management. Unconscious personnel management is characterized by such conditions as unsystematic decision-making in relation to the personnel of the organization and the transition to directed system management (scientifically formed system). System management personnel is determined by the state of development and reorganization of the system. Let's give brief description states of development of the personnel management system (Table 1), since in the future, when presenting the conceptual foundations of controlling the personnel management system, it is important to take into account the possibilities of its implementation in relation to the system under consideration.
Table 1.1 - Stages of development of the personnel management system
| Stage of development | State characteristic |
| Stage of unconscious control: | |
| a) Unsystematic decision-making regarding the organization's personnel | Personnel management is carried out by disparate divisions (HR department, labor department and wages, department of vocational guidance, school of personnel reserve and other subjects). There is no interaction between the subjects, there are no clear goals, strategies and policies of personnel management. Management impact occurs only in cases of serious production and labor problems that entail economic damage. |
| b) attempts to streamline the work of personnel management (scientifically formed system of PM) | Attempts are being made to organize the unification of disparate services in order to centralize personnel management. The subjects of management develop an understanding of the active role of the personnel management subsystem in the organization, but there are difficulties in its implementation. The main goals of personnel management are formed |
| The stage of conscious control: | |
| a) Development of the personnel management system | The presence of a central service that unites the subjects of personnel management. A unified personnel management policy is being implemented, consistent with the business strategy and goals of the organization. Management processes are formalized, there is a single beginning in activity. Attention is paid to almost all aspects of personnel management in terms of the quality of work with people and its effectiveness |
| b) Reorganization of the personnel management system | The level of development of the personnel management system ceases to meet the requirements of the organization's management system, "... there are radical changes in the structure (the composition of the elements of the system, communications and relationships, functions and goals change)" . There is a transition to a new concept of personnel management, due to the gradual introduction of innovations and the simultaneous work with the resistance of the staff |
It seems appropriate to supplement the understanding of the evolutionary aspects of the development of the personnel management system with a study of its basic dynamic states, which determine the possible directions of development - progress, isogress and regress. According to V.I. Razumov, the basic states of an object are a low-differentiated, competitive state, growth and decline. The change of states determines the direction of the system development.
Any development process is based on a "zero" state, which corresponds to a low-differentiated manifestation of characteristics and processes in the object of study. For the personnel management system, this state is described as the initial level of system development, while the following is observed:
Lack of clear management objectives;
Lack of resources for the formation of meaningful functions of personnel management (such as labor organization, personnel assessment, motivation and stimulation of labor, planning, selection and adaptation of personnel, development and labor transfers, team building and release);
The absence of a single center coordinating the development of the system.
From this state, the system can move in three main directions: towards the development of system complexity (progress), without changing the system complexity (isogress) and decline with the loss of development goals and increased competition from the external environment (regression).
An analysis of the literature showed that in describing the elements of the personnel management system, two understandings of the personnel management system in the broad and narrow sense can also be distinguished: as a system of “rules and norms”, “a set of specific rules, wishes and restrictions (often unconscious) in the relationship between people and the organization ".
In particular, when studying the constituent elements of the personnel management system, A.P. Egorshin in his textbook highlights such points as: types of power in society, leadership style, conceptual personnel documents principles of work with personnel. This approach is based on the fact that the personnel management system is the basis of all personnel work and is conceptual in nature, which indicates a “broad” view of personnel policy. Some authors equate personnel policy and personnel strategy, highlighting also as elements: goals, principles of work with personnel.
The elements of the personnel management system are, like any other system: the subject of management, the object of management, the external environment and the links between the elements of the management system, as well as factors of the internal environment of the personnel management system. Their relationship is shown in Figure 1.2.
Figure 1.2 - The main elements of the personnel management system
The subject of control is a set of system elements that exercise control as a target impact on the control object, the control apparatus that organizes the work of performers. Its activity is to determine what actions, in what order, by whom and in what time frame should be performed, how they should be performed. The subject of management controls and evaluates the results of the actions of the performers. The control object is a set of performers that ensure the achievement of the goal.
The subject of control, using the control action, directs, corrects the actions of the control object, receiving information about the results of the work of performers through feedback. Controlling influence can arise only if management relations are established between the subject of management and the object of management, that is, interaction and subordination relations are established, power, rights and responsibilities are distributed, which allow one to develop management teams, and others - to execute these commands.
Personnel at the same time can act as both an object and a subject of management. The employees of the enterprise are the object because they are part of the production process. Therefore, planning, formation, redistribution and rational use of human resources in production are the main content of personnel management and from this point of view are considered similar to the management of material elements of production. Arkada Center specialists distinguish three levels of the personnel management system: superior, functional and inferior. At these levels, the subjects of management have an impact on the object of management. We will present them in more detail in Table 1.2.
Table 1.2 - Levels of the personnel management system
| Management level | Compound | Direction of activity |
| Top management level (strategic) | Management of the organization (Management Board and its Chairman, Board of Directors, CEO etc.). | Determination of strategy and priorities in work with personnel. Approval of regulations, programs, instructions and other methodological materials for working with personnel. |
| Average level control (functional) | Human Resources (Human Resources, Training Center, a group of psychologists, etc.). | Development of personnel procedures and methodological support for work with personnel. Organization of work with personnel. |
| Lower control level | Leaders structural divisions | Operational work with staff. |
It is important to note that depending on the type of organization, its type of activity and size, management levels can be “blurred”, that is, top management carries out both strategic and operational personnel management.
Kibanov A.Ya. indicates that the personnel management system "... includes a subsystem of line management, as well as a number of functional subsystems specializing in the performance of homogeneous functions ...".
Some authors propose to include elements of personnel work in the personnel management system: personnel planning, determining the need for hiring, recruitment, selection, hiring, adaptation, training, career, assessment, motivation, labor rationing.
Note that the elements of the personnel management system can be conditionally divided into three interrelated blocks (table 1.3).
Table 1.3 - The main blocks of the personnel management system
| Block name | Content | Target |
| Personnel formation (formation of labor potential) | Personnel planning, determination of the need for hiring, recruitment, selection, hiring, release, etc. | Recruitment of personnel from external sources, interaction with the external labor market. |
| Staff development | Personnel training, formation of a personnel reserve, personnel career management. | Increasing the human resources potential of existing staff, ensuring professional and personal growth. |
| Personnel use | Personnel assessment, personnel motivation, labor regulation, provision of working conditions | Ensuring conditions for the effective work of staff. |
Different personnel technologies may belong to different blocks (for example, adaptation may correspond to the technologies for the formation and rational use of personnel).
According to Kibanov A.Ya., the personnel management system of an organization is a system in which the functions of personnel management are implemented. It includes various subsystems of the general linear management and a number of functional subsystems specializing in the performance of homogeneous functions (table 1.4).
Table 1.4 - Functions and subsystems of personnel management as elements of the personnel management system
| Subsystem | Functions performed in the personnel management system |
| Subsystem of general and line management | Management of the organization as a whole, management of individual functional and production units. |
| Personnel planning and marketing subsystem | Development of personnel policy and personnel management strategy, analysis of personnel potential, analysis of the labor market, organization of personnel planning, planning and forecasting the need for personnel |
| Personnel management and accounting subsystem | Organization of personnel recruitment, organization of interviews, evaluation of selection and admission of personnel, accounting for the admission, movement, incentives and dismissal of employees, professional orientation and organization of the rational use of personnel, employment management, record keeping of the personnel management system. |
| Labor relations management subsystem | Analysis and regulation of group and personal relationships, analysis and regulation of management relations, management of industrial conflicts and stress, socio-psychological diagnostics, management of interaction with the trade union. |
| Subsystem for ensuring normal working conditions | Monitoring compliance with the requirements of psychophysiology and labor ergonomics, compliance with the requirements of technical aesthetics, labor protection and environment. |
| Personnel Development Management Subsystem | Training, retraining and advanced training, induction and adaptation of new employees, assessment of candidates for vacant position, the current periodic assessment of personnel, the implementation of a business career and service and professional advancement, the organization of work with a personnel reserve. |
| Personnel behavior motivation management subsystem | Motivation management of labor behavior, regulation and billing of the labor process, development of wage systems, development of forms of personnel participation in profits and capital, development of moral encouragement of personnel, organization of regulatory and methodological support for the personnel management system. |
| Control Subsystem social development | Organization Catering, management of housing and consumer services, development of culture and physical education, provision of health protection and recreation, organization of social insurance. |
| Subsystem for the development of the organizational structure of management | Analysis of the existing organizational structure of management, development of staffing. |
Continuation of table 1.4
In some cases, the personnel management system is defined as a set of organizational structures that perform the functions of personnel management. This includes managers, the personnel management service, that is, everyone who implements the functions of personnel management.
Thus, the organization's personnel management system is an integral part common system management of the organization and in modern conditions, the achievement of the main goals of the functioning of the organization in the economic space depends on its successful construction and efficiency.
The personnel management system includes the entire procedure for working with personnel - from determining the basic idea of interaction between the administration and the workforce to the release of employees, as well as a set of subsystems that provide it (information, organizational, personnel, legal).
FEDERAL AGENCY FOR EDUCATION
State educational institution of higher professional education
Siberian State Aerospace University
named after academician M.F. Reshetnev
Department of NKPU
TEST
By discipline:"Personnel Management"
On the topic: The main elements of the organization's personnel management system.
Performed:st.gr. MZU 81
Nikonova I.V.
Checked: Kazakova A.N.
Krasnoyarsk 2010
Introduction 3 pages
Elements of the control system pp. 4-8
HR management system pp. 9-11
Principles of personnel management pp. 12-13
Personnel management methods pp. 14-22
Features and disadvantages of management methods 23 pages.
Conclusion page 24
References 25 pages
Introduction
The relevance of this topic is that a large number of enterprises work with an outdated personnel management system, which objectively gives rise to the need for transformations that require new knowledge and skills from employees.
In this regard, the study of the problem of the personnel management system is not only relevant, but also necessary.
The topic of my test work is "The main elements of the organization's personnel management system." In the main part of my work, I revealed the elements of management, methods, principles of personnel management of the organization, as well as the features and disadvantages of management methods.
Elements of the control system
Any organization is a complex social system consisting of two elements - manager and managed. Being a subsystem of the organization as a whole, the control element itself is at the same time a very complex formation, which we will call the control system.
It is characterized by a certain configuration of the structure, the degree of centralization or decentralization, formalization and regulation, stability or variability, openness or closeness (susceptibility or immunity to external influences).
Structurally, the management system consists of the managing and managed subsystems (the boundaries between them are very conditional), in unity forming the subject of management, as well as the mechanism of their interaction, which includes a set of powers, principles, methods, rules, norms, procedures that regulate the procedure for implementing management actions for relation to the control object. The system approach requires considering the subject and object of management as a whole and in conjunction with external environment.
Under the control subsystem of the management system, one can understand that part of it that develops, adopts and broadcasts management decisions, ensures their implementation, and under the managed one, which perceives and implements them in practice. Under conditions of management hierarchy, most of its links, depending on the specific situation, may belong either to the controlling or to the controlled subsystem.
At the head of the control subsystem is its director (the central link), personifying the control actions. It can be individual (head) or collective (board of directors of a joint-stock company).
The composition of the control subsystem also includes the mechanisms of its influence on the controlled one - planning, control, stimulation, coordination, etc.
The controlled subsystem includes elements of the control object that perceive the control action and transform the behavior of the object in accordance with it, as well as the mechanism of interaction of these elements (personal interests, goals of employees, their relationships, etc.).
Usually the control subsystem is smaller in scale than the control one and its complexity is lower; but it is more active, dynamic. The controlled subsystem, on the contrary, has a large inertia, which usually requires considerable energy to overcome. This system refracts management decisions in accordance with its specifics, which largely determines the effectiveness of their implementation.
If management is of an official nature, then its subject is organizationally and legally formalized in the form of a position or a set of positions that form a management unit (administrative apparatus). Otherwise, the subject may be an individual, or a group of people who are not formally associated with certain positions. The main thing here is that the subject of control generates decisions that regulate the functioning of the control object.
From the subject of management it is necessary to distinguish the subjects of managerial activity - living people in whom managerial relations are personified - managers and employees of the apparatus.
In order for the interaction between the control and managed subsystems to be effective a number of conditions must be met.
First, they must match each other. If there is no such correspondence, it will be difficult for them to “join”, they will not be able to understand each other in the process of work, and, consequently, to realize their potential. It is easy to imagine, for example, such a case when a person, in himself smart and capable, becomes a leader in an area of activity that he has a bad idea of. It is clear that the decisions made by him will be incomprehensible to his subordinates, and the latter will not be able to work with the necessary dedication.
Moreover, the control and managed subsystems must be compatible with each other so that their interaction does not give rise to negative consequences that could lead to the inability to perform their tasks. So, if the leader and the subordinate are not psychologically compatible, then sooner or later conflicts will begin between them, which will have the most negative impact on the results of work.
Secondly, within the framework of unity, the controlling and controlled subsystems must have relative independence. The central link of management is not able to foresee all the necessary actions in specific situations due to the remoteness from the place of events, ignorance of the details, the interests of the object and its possible psychological reactions, especially in unforeseen circumstances. Therefore, the decisions made at the top cannot be optimal.
Thirdly, the controlling and controlled subsystems must carry out bilateral interaction between themselves, based on the principles of feedback, reacting in a certain way to management information received from the other side. Such a reaction serves as a guideline for adjusting subsequent actions that ensure the adaptation of the subject and object of control not only to a change in the external situation, but also to the new state of each other.
Fourthly, both the managing and managed subsystems should be interested in a clear interaction; one - in the return of the commands necessary in a given situation, the other - in their timely and accurate execution. The ability of the subject to control is due to the readiness of the object to follow incoming commands.
A similar situation arises when the personal goals of the participants in the management process coincide and at the same time correspond to the goals of the management object. Therefore, the possibility of achieving their goals should be directly dependent on the degree of achievement of the goals of the management object arising from its needs.
These factors should ensure the controllability of the object, characterized by the degree of control that the control subsystem exercises in relation to it through the controlled one.
Controllability is manifested as a reaction of a subordinate, controlled object of a subject or a control system as a whole to a control action. It can take the form of fulfilling the relevant requirements, inaction, opposition, formal actions, that is, it is characterized by a readiness to fulfill the requirements of leadership and cooperation. Manageability depends on such circumstances as the knowledge and experience of the staff, the compliance of the type of management with the conditions of the internal and external situation, the sufficiency of the manager's powers, and the socio-psychological climate.
Within the control system, there are a variety of connections between its control and managed subsystems: direct and indirect; main and secondary; internal and surface; permanent and temporary; regular and random. Through these connections, the operation of the control mechanism is carried out, which is understood as a set of means and methods of influencing the controlled object in order to activate it, as well as the motives of the behavior of the personnel as its most important element (interests, values, attitudes, aspirations).
The control mechanism must correspond to the goals and objectives of the object, the real conditions of its functioning, provide for reliable, balanced methods of influencing the object with each other, and have room for improvement.
The management system must be effective, which implies: efficiency and reliability, quality of decisions made; minimization of associated time costs; savings in general costs and expenses for the maintenance of the management apparatus, improvement of the technical and economic indicators of the main activity and working conditions, the share of management employees in the entire staff of the organization.
The effectiveness of the functioning of the management system can be improved with the help of more reliable feedback, timeliness and completeness of information, taking into account the socio-psychological qualities of participants, and ensuring the optimal size of units.
Personnel management system
Personnel management is a multifaceted and extremely complex process, which is characterized by its specific features and patterns. Personnel management is characterized by consistency and completeness based on complete solution problems, their reconstruction. The system approach provides for taking into account the relationships between individual aspects of the problem to achieve the final goals, determining ways to solve them, creating an appropriate control mechanism that provides integrated planning and organization of the system.
A management system is an ordered set of interrelated elements that differ in functional goals, act autonomously, but are aimed at achieving a common goal.
The system organizationally assigns certain functions to structural units, employees, and also regulates the flow of information in the management system.
The human resource management system is constantly evolving and improving. At each stage of the development of society, it must be brought in accordance with the requirements of the development of productive forces, making adjustments to its individual elements.
Personnel management is provided by the interaction of the managing and managed systems.
Control system(subject) is a set of governing bodies and managerial employees with a certain scope of their activities, competence and specifics of performing functions. It can change under the influence of organizing and disorganizing factors. The management system is represented by line managers who develop a set of economic and organizational measures to recreate and use personnel.
A managed system (object) is a system of socio-economic relations regarding the process of recreation and use of personnel.
Personnel management is a complex system, the elements of which are directions, stages, principles, types and forms of personnel work. The main directions are the recruitment and retention of personnel, its professional training and development, the assessment of the activities of each employee in terms of achieving the goals of the organization, which makes it possible to correct his behavior.
With all the variety of organizations that exist in modern society and the types of activities they are engaged in, working with human resources solve the same tasks, regardless of their specifics.
First, each organization attracts the right number of employees. Selection methods depend on the nature and conditions of the organization.
Secondly, everyone, without exception, conducts training for their employees to explain the task and bring their skills and abilities in line with the requirements of the task.
Thirdly, organizations evaluate the performance of each employee. The forms of evaluation are varied, as are the types of organizations.
And finally, each organization rewards its employees to one degree or another, that is, it compensates for the time, energy, and intelligence that they spend to achieve their goals.
These functions exist in any organization, but they can be expressed in different forms and in different degrees of development.
Therefore, in order to develop successfully, an organization must manage the recruitment, training, evaluation, remuneration of personnel, that is, create, improve methods, procedures, programs for organizing these processes. In totality and unity, methods, procedures, programs constitute a personnel management system.
The main elements of the management system are people who simultaneously act as the object and subject of management. Ability human resources simultaneously act as an object and subject of management - the main specific feature of management.
Therefore, socially economic system is a unity of the control and managed systems, and the control mechanism is a set of relations, forms and methods of influencing the formation, distribution and use of labor resources in the state.
The personnel management system in an organization consists of a complex of interconnected subsystems (elements).
A subsystem is a part of the system separated by functional elements or organizational features, each of which performs, defines tasks, works autonomously, but is aimed at solving a common goal.
The system of subsystems has a multistage structure, with a large number of activities.
Traditionally, subsystems are distinguished that correspond to the main functions of human resource management.
Principles of personnel management
Personnel management is based on the following principles:
Science, democratic centralism, planning, unity of orders;
Combination of individual and collective approaches, centralization and decentralization, linear, functional and targeted management;
Control over the implementation of decisions.
Personnel management is a complex and integral component of the organization's management. It is difficult because people by their nature differ from other resources and require special approaches and management methods. The specificity of human resources is expressed in the fact that, firstly, people are endowed with intelligence, their reaction to management is emotional, thoughtful, and not mechanical, which means that the relationship process is two-way; secondly, people are constantly improving and developing; thirdly, relationships are based on a long-term basis, since a person's working life can last for 30-50 years; and lastly, people come to the organization consciously, with certain goals and motives.
Human resource management should focus on the following positions:
Man is a source of income;
All activities of the organization are aimed at achieving economic results and making a profit;
Successful work is possible only if the organization is provided with a highly professional staff, the company is valuable for its people.
According to many foreign economists, the main thing in working with human resources is:
Using the individual abilities of employees in accordance with the strategic goals of the organization, primarily for mastering new technology and technologies;
Integration of desires, needs and motives of employees with the interests of the company. The essence of human resource management is to ensure the achievement of the goals of the organization through the acquisition of its production personnel with the appropriate competence. Personnel management are plans that use the opportunities of the external environment to strengthen and maintain the competitiveness of the organization with the help of its employees. People management is the backbone of an organization's management.
Personnel management methods
Methods of personnel management (PMP) - ways of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization. Science and practice have developed three groups of PMP: administrative, economic and socio-psychological
Multivariate study of proposals for the formation of a personnel management system and the choice of the most rational option for specific production conditions.
The simpler the personnel management system, the better it works. Of course, this excludes the simplification of the personnel management system to the detriment of production.
The development of measures for the formation of a personnel management system should be based on the achievements of science in the field of management, taking into account changes in the laws of development of social production in market conditions.
In any vertical sections of the personnel management system, hierarchical interaction should be ensured between management links (structural divisions or departments, managers), the fundamental characteristic of which is the asymmetric transfer of information "down" (disaggregation, detailing) and "up" (aggregation) through the management system.
In any horizontal and vertical sections of the personnel management system, rational autonomy of structural units or individual managers should be ensured.
Interactions between hierarchical links along the vertical, as well as between relatively autonomous links of the personnel management system horizontally, should be generally consistent with the main goals of the organization and synchronized in time.
To ensure the sustainable functioning of the personnel management system, it is necessary to provide for special "local regulators" that, in case of deviation from the organization's set goal, put one or another employee or department at a disadvantage and encourage them to regulate the personnel management system.
Personnel management, both vertically and horizontally, can be carried out through various channels: administrative, economic, legal, etc.
The personnel management system should have a conceptual unity, contain a single accessible terminology, the activities of all departments and managers should be based on common “supporting structures” (stages, phases, functions) for personnel management processes that are different in economic content.
The personnel management system should provide maximum convenience for the creative processes of substantiation, development, adoption and implementation.
Administrative methods are based on power, discipline and punishment and are known in history as "whip methods". Economic methods are based on the correct use of economic laws and are known as "carrot methods" by the methods of influence. Socio-psychological methods come from motivation and moral influence on people and are known as "methods of persuasion".
Administrative methods are focused on such behavioral motives as the conscious need for labor discipline, a sense of duty, a person’s desire to work in a particular organization, and culture. labor activity. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. For administrative methods characterized by their compliance with legal norms in force at a certain level of government, as well as acts and orders of higher authorities. Economic and socio-psychological methods are indirect in nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.
Administrative Methods management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence. Organizational Impact is aimed at organizing the production and management process and includes organizational regulation, organizational regulation and organizational and methodological instruction.
Organizational regulation determines what a management employee should do, and is represented by regulations on structural divisions that establish tasks, functions, rights, duties and responsibilities of divisions and services of the organization and their leaders. On the basis of the provisions, the staffing table of this unit is compiled, its daily activities are organized. The application of the provisions allows you to evaluate the results of the activities of the structural unit, make decisions on the moral and material incentives for its employees.
Organizational regulation provides for a large number of standards, including: quality and technical standards (technical conditions, standards, etc.); technological (route and technological maps, etc.); maintenance and repair (for example, preventive maintenance standards); labor standards (categories, rates, bonus scales); financial and credit (the amount of working capital, repayment of bank loans); profitability standards and relationships with the budget (deductions to the budget); material supply and transport standards (rates of consumption of materials, rates of downtime of wagons under loading and unloading, etc.); organizational and managerial standards (internal regulations, procedures for hiring, dismissal, transfer, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the rationing of information, since its flow, volumes are constantly increasing. Under the conditions of functioning of an automated control system, arrays of norms and standards are organized on information carriers of a computer in an information-computing center (ICC).
Organizational and methodological instruction is carried out in the form of various instructions and guidelines in force in the organization. In the acts of organizational and methodological instruction, recommendations are given for the use of certain modern management tools, and the richest experience that employees of the management apparatus have is taken into account. The acts of organizational and methodological instruction include: job descriptions that establish the rights and functional duties of managerial personnel; guidelines (recommendations) describing the implementation of work packages that are interconnected and have a common purpose; methodological instructions that determine the procedure, methods and forms of work for the implementation of a separate technical and economic task; work instructions that define the sequence of actions that make up the management process. They indicate the order of actions for the implementation of operational management processes.
The acts of organizational regulation and organizational and methodological instruction are normative. They are issued by the head of the organization, and in cases stipulated by the current legislation - jointly or in agreement with the relevant public organizations and are binding on the units, services, officials and employees to whom they are addressed.
Dispositional influence expressed in the form of an order, order or instruction, which are legal acts of a non-normative nature. They are issued to ensure compliance, enforcement and enforcement of applicable laws and other regulations, as well as to give legal force. management decisions. Orders are issued by the line manager of the organization.
Orders and instructions are issued by the head of the production unit, division, service of the organization, the head of the functional unit. An order is a written or oral requirement of a leader to solve a specific problem or perform a specific task. An order is a written or oral requirement for subordinates to resolve certain issues related to the task.
The administrative impact more often than the organizational one requires control and verification of execution, which must be clearly organized. To this end, it establishes a unified procedure for accounting, registration and control over the implementation of orders, orders and instructions.
Economic Methods are the elements economic mechanism, with the help of which the progressive development of the organization is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.
With the help of planning, the program of the organization's activities is determined. Once approved, the plans go to line managers to guide their implementation. Each division receives long-term and current plans for a certain range of indicators. It is necessary to apply a clear system of material incentives for finding reserves to reduce the cost of production and real results in this direction. Of great importance in the system of material incentives is the effective organization of wages in accordance with the quantity and quality of labor.
Under the conditions of a market system of management and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is increasing. They become the most important condition for creating an integral, efficient and flexible system for managing the economy of an organization that acts on the market as an equal partner of other organizations in social cooperation of labor. The economic development plan is the main form of ensuring a balance between market demand on the goods, the necessary resources and the production of products and services. The state order is transformed into a portfolio of orders of the organization, taking into account supply and demand, in which the state order no longer has a dominant value.
To achieve the goals set, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.
Socio-psychological methods management are based on the use of the social management mechanism (the system of relationships in the team, social needs, etc.). The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management. Socio-psychological methods are based on the use of laws of sociology and psychology. The object of their influence are groups of people and individuals. According to the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that directly affect the personality of a particular person. Such a division is rather arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychology. However, the effective management of human resources, consisting of a set of highly developed personalities, requires knowledge of both sociological and psychological methods.
sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team.
The setting of social goals and criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results are ensured by social planning.
Sociological research methods, being scientific tools in working with personnel, provide the necessary data for the selection, evaluation, placement and training of personnel and allow you to reasonably make personnel decisions. Questioning allows you to collect the necessary information through a mass survey of people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then - in the course of a dialogue with the interlocutor - obtaining the necessary information. An interview - an ideal version of a conversation with a leader, politician or statesman - requires a high qualification of the interviewer and considerable time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when a matrix of preferred contacts between people is built on the basis of a survey of employees, which also shows informal leaders in the team. The method of observation allows you to identify the qualities of employees, which are sometimes found only in an informal setting or extreme life situations (accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are solved in an informal conversation.
Psychological methods play an important role in working with personnel, as they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, images and behavior, in order to direct the inner potential of a person to solve specific problems of the organization.
Psychological planning is a new direction in work with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of the comprehensive development of the individual, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists. The most important results of psychological planning include: the formation of units ("teams") based on the psychological compliance of employees; comfortable psychological climate in the team: the formation of personal motivation of people based on the philosophy of the organization; minimization of psychological conflicts (scandals, resentment, stress, irritation); development of a service career based on the psychological orientation of employees; the growth of the intellectual abilities of the members of the team and the level of their education; formation of a corporate culture based on the norms of behavior and images of ideal employees.
Personnel management methods can also be classified on the basis of belonging to management functions (rationing, organization, planning, coordination, regulation, motivation, incentives, control, analysis, accounting). A more detailed classification of personnel management methods on the basis of belonging to specific function personnel management allows you to build them in the technological chain of the entire cycle of work with personnel. On this basis, methods are distinguished: recruitment, selection and admission of personnel; business evaluation personnel; socialization, career guidance and labor adaptation of personnel; motivation of labor activity of personnel; organization of the personnel training system; conflict and stress management, personnel safety management, personnel work organization, business career management and professional promotion of personnel; release persona
Features and disadvantages of management methods
The features and disadvantages of traditional methods of personnel management include the following:
The wide variety of existing approaches in personnel management has led to the fact that there is neither a single universally recognized concept nor a common professional ideology of this management discipline.
Personnel work has traditionally been on the periphery of the attention of corporate leaders. The main role of HR specialists was that they acted as advisors to management and were not directly responsible for the development and implementation of the organization's strategy. And financial and production considerations, as a rule, have always prevailed over the proposals of personnel workers, which are at odds with the overall strategy of the corporation.
HR specialists were inherent in the role of defenders of the interests of ordinary workers, which, according to their fellow managers, hindered the achievement of the goals of the organization.
Personnel management was interpreted as an activity that does not require special training
Lack of specialized professional training and related professional qualifications reduced authority personnel workers in the eyes of superiors and line managers.
Against the backdrop of radical changes in corporate management over the past 15 - 20 years, personnel management is experiencing a real flourishing.
Conclusion
Having completed this work, I learned a lot of useful information for myself, which will be useful in the future in my profession.
For myself, I realized that a well-selected workforce of the company should represent a team of like-minded people and partners who are able to understand and implement the plans of the management. The innovative nature of the activity of a modern company, the priority of service quality issues change the requirements for the employee, increase the importance of a creative attitude to work and high professionalism. This has already led to significant changes in the principles, methods and socio-psychological issues of personnel management.
Social management system designed to ensure the efficient operation of the technical system. It is created in close relationship with it and is not transferred to the disposal of production management units. The social system includes: selection and promotion of personnel; ensuring the distribution of responsibility in the course of decision-making; an effective system of remuneration and bonuses; solution to the problem of status.
Bibliography
Bazarov T.Yu. Personnel Management. - M.: UNITI, 2007. - 219 p.
Gorfinkel V.Ya. Entrepreneurship. - M.: UNITI - DANA, 2008. - 735 p.
http:// www.persona-nova.ru
Tsypkin Yu.A. Personnel Management. - M.: UNITI-DANA, 2001. - 437 p.
2. Elements of the personnel management system
The purpose of workforce planning is to ensure that the organization has the right number of people in the right profile at the right time.
Human resources planning is an integral part of the strategic innovative planning. This is especially important due to the high cost of innovation and high risk, with increased requirements for the quality of specialists. A feature of personnel planning in this case is that in the first phases innovation process there is no sufficient information to identify all positions. In this case, it is determined professional profile necessary specialists with a description of the required education and experience, on the basis of such a description, job descriptions in the first approximation.
Here, analogy methods can be used when different firms of a similar profile are compared, by examining and analyzing the innovative activity of which it is possible to determine both the approximate composition of specialists and the relationship between human resource planning and the effectiveness of the firm's innovative activity. In the process of diffusion of innovation, analogy methods are most often used by firms belonging to the "early majority" and "laggards", which focus on "pioneer" firms (early recipients).
For firms operating in conditions of constant change, development, innovation, the role of personnel planning is highest value. Human resources planning should provide an answer to next questions:
How many workers, what qualifications, when and where are needed (planning for staffing requirements)?
How can you attract the necessary and reduce unnecessary staff, taking into account social aspects (planning for recruitment or reduction of staff)?
How can employees be used according to their abilities (staff planning)?
How can you systematically and purposefully promote the development of human resources for skilled jobs (skill development planning)?
What costs will be required by the planned personnel activities (staff costs)?
From the point of view of a systematic approach, the main component of the organization is the system of human resources. Other components of the organization - informational, material, technological will be ineffective if the human system does not meet the criteria, requirements, tasks of the innovation process.
When staffing a new direction of production activity of an enterprise, two sources of human resources are possible - external and internal environment.
From the point of view of less resistance on the part of the organization's team to the changes that are inevitable during the implementation of innovations, it is advisable to make the best use of internal personnel reserves. In doing so, you need to answer the following questions:
How can workers be used according to their ability?
How can the development of skilled workers be systematically and purposefully promoted?
For timely and effective solution of these issues, the personnel manager creates a system of personnel work on the development and use of internal personnel (RIVC), which is part of the personnel management system.
The RIVK system consists of the main subsystems: a reserve for promotion - selection and training of a reserve of qualified scientific, engineering, and working personnel for promotion; personnel rotation - the movement of employees across the organization from one functional unit to another with a change in specialty; mentoring - attracting experienced and highly qualified employees for vocational training of young people; training - the organization of continuous training or advanced training with or without interruption from work.
Foreign managers believe that the continuous education and development of managers and their employees determine the magnitude of the economic growth of the company. A number of researchers are engaged in the development of applied problems of continuous training of managers.
Training in related professions, retraining and reorientation of workers are a normal phenomenon for innovation, primarily due to the constant change in technology and production technology. For developers, knowledge of related professions is important, since many innovations are made at the “junction” of various scientific fields.
The main form of training of scientific-pedagogical and scientific personnel is postgraduate and doctoral studies. Postgraduate study is a form of preparation of candidates of sciences in the system of postgraduate vocational education. It opens in institutions of higher professional education with state accreditation, and scientific organizations having a state license for the right to conduct educational activities. The term of study in full-time postgraduate studies should not exceed three years, and in correspondence postgraduate studies - four years.
Doctoral studies are one of the forms of training scientific, pedagogical and scientific personnel of higher qualification - doctors of sciences. The training of doctoral students is carried out in full-time and its duration should not exceed three years.
Internship - advanced training or training new profession through practical work in another part of the organization or on the side.
Certification - comprehensive assessment qualifications, level of knowledge, business, professional, personal qualities, revealing the abilities of the employee. When appraising employees, the efficiency and quality of their work, personal contribution to the development of science and technology - patents, applications, publications, participation in scientific seminars and conferences, etc. are taken into account.
Competitions are the organization of demonstrative professional competitions among employees in order to stimulate professional development, identify the best performance indicators as criteria for self-assessment of employees, assess employees during certification, assess the quality level of this activity in an organization compared to other organizations.
However, not in all cases it is possible to select people from the internal environment for the positions planned in the innovation process. Then it is necessary to create a system for attracting outside workers (PORS), which on an enlarged basis includes the following steps:
Identification of sources of external sources of labor;
Development of ordering and communication systems (publication of announcements in mass media, concluding contracts with universities, organizing the work of students during practice, establishing contracts with consulting and recruiting companies).
The third important personnel management system is the personnel selection system, which includes the following activities:
The interview is the most widely used method. However, there are problems of psychological "noise" that reduce the effectiveness of interviews as a selection method;
Tests showing how effectively a candidate will be able to perform a specific job;
Testing as a kind of test that assesses the psychological characteristics of a person: the level of intelligence, the type of temperament, the type of thinking, some particular characteristics - aggressiveness, energy, etc .;
Analytical method as a final one, based on the analysis of information obtained from resumes, questionnaires, letters of recommendation, interviews, tests, etc.;
Definition of selection criteria. This procedure is logically connected with the previous one and is executed in parallel with it. At the same time, it is very important to strike a balance between the psychological assessment and the assessment of professional qualities. HR managers, usually professional psychologists, often exaggerate the importance of psychological assessment over professional;
Planning the selection procedures, determining the composition of the commission, place, time.
In innovation, it is much more important than in any other activity to form a team that can jointly solve complex creative problems.
First of all, there must be a catalyst here - a person or a group of people who initiate and stimulate the creative process. The most effective catalysts are the entrepreneur, the head of the enterprise, the innovation manager.
Then, a cognitariat is needed - a group of people, a key resource for innovation, which, on the one hand, ensures the stability of the organization due to deep professional knowledge, experience, skills, but, on the other hand, guarantees a high coefficient of development of the organization due to the desire for improvement, adaptability, flexibility, receptivity of the new, activity.
The core of the cognitariat is creative personalities - prometheus, generators, who are able to develop qualitatively new ideas. Studies conducted in Russian scientific institutions show that only 3% are generators of ideas, active scholars - 10%, artisans - 87%.
Talented people are also distinguished by personality traits - independence in judgment, a sense of humor, disobedience to authority, non-standard thinking, enthusiasm for one to the detriment of the other, love for entertainment to release "irrational" impulses.
Also, the team should include people not only initiating the creative process, but continuing and providing it: assistant; coordinator; moderator (opponent, critic); controller; grinder; executor.
So, the following functions should be performed in the innovation team:
Initiation and stimulation of the innovation process - a catalyst;
The birth of new ideas is a generator, its kind is an inventor;
Development, design, bringing new ideas to the level of an intellectual product - grinders and performers who perform work to collect the necessary knowledge, analysis, synthesis, design;
Criticism and control of ideas and intellectual product - moderators, controllers;
Communication with horizontal divisions of the organization and with the external environment - coordinators;
Providing internal and external support - assistants (animators), coordinators.
If we consider scientific activity separately, then, as practice shows, the presence of a strong scientist who is a good generator of ideas or a good catalyst leads to the concentration of scientific teams around him. Otherwise, the autonomy of individual scientists and groups is usually observed in scientific institutions. The leader plays the role of coordinator.
The greatest effect is achieved if a talented scientist has a professional assistant - an experienced and proactive manager who takes on administrative work. At the same time, in relation to scientists it is recommended to use a democratic or even liberal management style with a combination of an individual approach. Studies show that 15-20% of scientists cannot work under strict regulations.
Top management members have some experience in the field of production, and most of them have a few more years of experience in some other areas - finance, R&D, personnel management, etc. Less innovative technology organizations tend to have a more homogeneous composition of top management. It is typical for them when highest level management of the company as a whole and...
Conflicts and stress, work motivation management, employee adaptation management, regulation of group and interpersonal relationships, etc. in a rapidly changing innovation system. Personnel management in an innovative organization has a number of features: Focus on highly qualified labor resources; Special requirements for the psychological characteristics of workers; High...
fiku of personnel management in the organization; - to analyze the features of the personnel management system in an innovative organization; - describe the main approaches to staff motivation as effective method management in an innovative organization. 1. The essence of personnel management in an organization Personnel is the most important functional subsystem of an enterprise and is the most valuable ...
Their contribution to the economic growth as an economic resource and factor of production. The aim of the work is to comprehensively system analysis consider the effectiveness of personnel management in an organization (on the example of JSC "Usko - International"). To achieve this goal, it is necessary to solve the following tasks: - consider the issues of personnel policy in the organization; ...
Personnel is one of the most complex management objects in an organization, since, unlike the material factors of production, personnel have the ability to make decisions and critically evaluate the requirements placed on them. The staff also has subjective interests and is extremely sensitive to managerial influences, the reaction to which is not defined.
Personnel management system is a set of techniques, methods, technologies for organizing work with personnel.
There are various models for building a personnel management system In the organisation. The use of a particular model for specific organization depends on her. Organizational structure defines the relationship (mutual subordination) between the functions performed by the employees of the organization, and also manifests itself in such forms as the division of labor, the creation of specialized units, the hierarchy of positions, etc.
Organizational structure personnel management systems are a set of interrelated divisions of this system and officials.
Subdivisions perform various functions, their totality is ( personnel service). The role and place of the personnel management service in the structure of the entire organization is determined by the role and place of each specialized unit of this service, as well as the organizational status of its immediate supervisor.
Objects and subjects of the personnel management system
Features of the development of the personnel management system, its role in organizational system determine the characteristics of its main factors: object and subject, goals of the system, its functions and structure.
Objects of the personnel management system:
- workers;
- working groups;
- labor collective.
Subjects of the personnel management system:
- functional management personnel;
- line management personnel;
There are several approaches to formulating a personnel management system, it all depends on which aspect of this phenomenon is considered.
As a rule, organizations aimed at implementing the functions of personnel management include a subsystem for the line management of the organization, as well as a number of functional subsystems for personnel management (for example, a recruitment subsystem, a training and development subsystem, etc.).
Within the framework of such a system, the relationship between individual aspects of personnel management is taken into account, which is expressed in the development of the ultimate goals of the organization's personnel management, in determining the ways to achieve them, as well as in the creation of an appropriate management mechanism that provides comprehensive planning and organization of the organization's personnel management.
Organizational Goals
The initial stage in the design and formation of an organization's personnel management system is goal setting this system. For various organizations the goals of the personnel management system vary depending on the nature of the organization's activities, production volumes, strategic objectives etc. Generalization of the experience of foreign and domestic organizations allows us to formulate the main goal of the organization's personnel management system as providing the organization with personnel, their effective use, professional and social development. Figure 9 shows the structure of the goals of the organization's personnel management system.
Considering the totality of organizational goals, we also highlight the following categories of organizational objectives: economic, scientific and technical, commercial and industrial and social.
- Economic goals aimed at achieving the estimated profit.
- Scientific and technical goals associated with the provision of a given scientific and technical level of products, as well as with an increase in labor productivity due to the improvement of technologies.
- Production and commercial purpose associated with the production and sale of products in the volumes necessary to obtain the planned level of profit.
- Social Goals - organizations are to achieve a given level of employee satisfaction.
Social Goals organizations can be considered from two points of view, namely: from the standpoint of the staff and from the standpoint of the administration. On the one hand, the goals of the personnel management system determine the specific needs of employees that must be satisfied by the administration. On the other hand, these goals determine the nature and conditions of work that the administration provides. An important condition for the effectiveness of the personnel management system is the absence of contradictions between these two branches of goals. Let's consider them in more detail.
From a staff point of view social goals organizations are determined by the extent to which the performance of labor functions contributes to the satisfaction of human needs. The structure of such goals is shown in Figure 10.
From the point of view of the administration, the social goals of the organization are related to economic goals. In this aspect, the personnel management system should serve the main goal - making a profit.
The structure of social goals from the point of view of the administration is shown in Figure 11.
Both branches of social goals (staff and administration) do not contradict each other, which creates an effective basis for the interaction of these two subjects to achieve common goals. The presence of conflicting goals of the personnel management system leads to conflict of interest between staff and management which negatively affects the functioning of the organization as a whole. It should also be emphasized that, although from the point of view of the administration, main goal is to make a profit, the starting point in the modern theory and practice of personnel management is the awareness of the need to meet not only the material, but also the social needs of employees.
Functions of the organization's personnel management system:
Personnel planning function is to develop a personnel policy and personnel management strategy; analysis of the personnel potential of the organization and the labor market; organizing personnel planning and forecasting the need for personnel; maintaining relationships with external sources that provide the organization with personnel.
Recruitment and accounting management function consists in organizing the recruitment of candidates for a vacant position; organization of selection (interviews and assessments) and reception of personnel; accounting for the reception, movement, dismissal of personnel; employment management, documentation support of the personnel management system.
Personnel assessment, training and development function consists in the implementation of training, retraining and advanced training of personnel; induction and adaptation of new employees; organization and conduct of personnel assessment activities; career development management.
Personnel motivation management function consists in the regulation of the labor process and the tariffication of wages; development of systems of material and non-material incentives, as well as in the application of methods of moral encouragement of personnel.
Social development management function consists in catering during the working day; ensuring health and recreation for employees and their families; development organizations physical education; social insurance organizations.
Function legal support personnel management related to decision legal aspects labor relations, as well as with the coordination of administrative and other documents on personnel management.
Function of information support of personnel management consists in keeping records and statistics of personnel; information and technical support personnel management systems; providing personnel with scientific and technical information necessary for work.
function to ensure normal includes ensuring and monitoring compliance with the requirements of psychophysiology and labor ergonomics, labor protection and the environment, etc.
Line guide function is that the personnel management of the organization is carried out, including at the level of management of the organization as a whole. This function is performed not only by the PM service, but also by managers of all levels.
Consider the main elements of the personnel management system. These include:
Personnel planning - a set of measures aimed at assessing current resources, predicting their reduction, assessing the future need for resources, including managers, assessing the reserve of personnel and ways to quickly replace specialists;
Engagement of personnel - a set of measures that ensure the involvement of the required specialists at a given time. These measures include the search, recruitment, selection, hiring and initial development of personnel;
Personnel development - includes training and retraining of personnel, relocation, assessment and promotion of personnel, training of reserves of specialists and managers;
Motivation and incentives for personnel - includes remuneration, additional incentive payments and a system of labor motivation;
Personnel accounting is a set of measures to ensure personnel work in accordance with the requirements of regulatory authorities and the needs of the organization itself.
The presence of these components allows us to say that the organization is functioning basic elements personnel management. So, in most Russian enterprises, one can note the presence of such of the listed components as personnel accounting, which is mandatory in the activities of any organization and is quite well regulated by external bodies; it is also a system for involving personnel in solving common problems.
The narrowest areas in the field of personnel management, and therefore the least developed, are the development of personnel, their motivation, as well as resource planning, which, as a rule, is not carried out at all in Russian conditions. Therefore, the improvement of the personnel management system must begin with these areas.
In the course of production and economic activity, complex and multilateral relationships are formed between the elements of the personnel management system. The relevance of the problem of interaction between the elements of the personnel management system lies in the fact that through such interaction internal management the enterprise determines the role of the manager and its impact on the results of the production and economic activities of the enterprise.
The interaction between the elements of the personnel management system must be considered as an exchange of information (knowledge, ideas, messages), material objects (money, documents, other property of the organization), movements and as a form. Such interaction is associated with mutual understanding between the elements of the personnel management system, awareness, fixation and performance of their functions by these elements, as well as the manager's awareness of the problems that arise in working with people.
As a complex subject of study, the interaction between the elements of the personnel management system has the following content: interacting parties; levels; items; types; causes and consequences; flow conditions and development factors; the impact of change on other people and the feedback from those people.
Thus, the organization of interaction between the elements of the personnel management system is an urgent and difficult task in modern conditions. The complexity is due to the many features of the classification of this interaction, the impact on the results of the work of the participants in this interaction and the work of the enterprise.
Forming and considering the classification of interaction between the elements of the personnel management system, the main types of which are organizational, motivational, educational, it can be noted that an important type of such interaction is motivational interaction. It occupies one of central places, as it determines the behavior of managers and their subordinates, proceeds from the inevitability of changing the management structure, changing the content and ensuring managerial work, and raising the expectations of managers.