International student scientific bulletin. Human resources management: general and specific issues

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COURSE WORK

ON THE TOPIC: ENTERPRISE HUMAN RESOURCES MANAGEMENT

• Introduction
• Chapter III. Modern management
• 3.1 External environment of the organization
• 3.2 Internal structure of the organization
• 3.3 The main lever for managing a modern organization
• 3.4 Building a modern organizational structure
• Conclusion
• List of sources used

Introduction

Russia has entered a new stage of development. Reviving entrepreneurship faces the most difficult tasks: to master competitive market relations, to overcome monopolism in economics, politics, and thinking, and finally, to actively integrate into the world economy. In order to overcome a kind of “inferiority complex” - the fruit of long-term isolation and ideologization of the economy, in order to become a worthy partner in the world market, it is important to know the laws of business.

Here, in contrast to organizational structures or marketing, the sphere of intra-company personnel management is “terra incognita” for domestic entrepreneurs. In such a situation, in my opinion, it is advisable to turn to the experience of leading corporations, even if this experience is immediately completely unacceptable.

Foreign experience over the past 20-30 years has radically changed the attitude towards “human resources” and their role in commercial success. “People are our most important resource” is a slogan that can be found in almost every efficiently operating corporation. And this is not just a slogan. Such companies have a huge arsenal of tools and methods of working with personnel, tested and meaningful over many years.

Studying and understanding this experience will be especially useful for today's Russia; which is what I will do in this course work. But first, I will touch on the theoretical aspect of this problem and try to identify the main stages and methods of managing the “human resources” of an organization. This must be done to understand the basics of human resource management models. Next, we will analyze the classical models of personnel management: Japanese and American; We will try to determine their characteristic features and positive aspects.

Chapter I. Stages of labor management

For all organizations - large and small, commercial and non-profit, industrial and service industries, people management is essential. Without people there is no organization. Without the right people, no organization can achieve its goals and survive. There is no doubt that human resources management is one of the most important aspects of management theory and practice.

Specific responsibility for the overall management of human resources in large organizations is usually assigned to professionally trained personnel department employees. In order for such professionals to actively contribute to the achievement of organizational goals, they need not only knowledge and competence in their specific field, but also awareness of the needs of lower-level managers. At the same time, if lower-level managers do not understand the specifics of human resource management, its mechanism, capabilities and shortcomings, then they cannot fully take advantage of the services of HR specialists. Therefore, it is important that all managers know and understand the ways and methods of managing people.

Human resources management includes the following stages:

1. Resource Planning: Developing a plan to meet future human resource needs.

2. Recruitment: creating a reserve of potential candidates for all positions.

3. Selection: assessment of candidates for jobs and selection of the best from the reserve created during recruitment.

4. Determining Salaries and Benefits: Developing a salary and benefits structure to attract, recruit and retain employees.

labor resource management personnel

5. Career guidance and adaptation: introduction of hired workers into the organization and its divisions, development in workers’ understanding of what the organization expects from him and what kind of work in it receives a well-deserved assessment.

6. Training: developing programs to teach the job skills required to perform a job effectively.

7. Assessment of work activity: development of methods for assessing work activity and communicating it to the employee.

8. Promotion, demotion, transfer, dismissal: developing methods for moving employees to positions of greater or less responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating an employment contract.

9. Training of management personnel, management of career advancement: development of programs aimed at developing the abilities and increasing the efficiency of management personnel.

Let us now consider these stages.

1.1 Planning for labor requirements

When defining the goals of their organization, management must also determine the resources needed to achieve them. The need for money, equipment and materials is quite obvious. Few managers will miss these points when planning. The need for people also seems quite obvious. Unfortunately, human resource planning is often not done properly or is not given the attention it deserves.

Human resource planning is essentially the application of planning procedures for staffing and personnel. The planning process includes three stages:

Assessment of available resources.

Assessment of future needs.

Develop a program to meet future needs.

Kit. Recruitment consists of creating the necessary reserve of candidates for all positions and specialties, from which the organization selects the most suitable workers for it. This work should be carried out literally in all specialties - office, production, technical, administrative. The amount of recruitment work required is largely determined by the difference between the available labor force and the future demand for it. This takes into account factors such as retirement, turnover, dismissals due to the expiration of the employment contract, and expansion of the organization’s scope of activity. Recruitment is usually carried out from external and internal sources.

External recruitment means include: publishing advertisements in newspapers and professional magazines, contacting employment agencies and firms supplying management personnel, and sending contracted people to special courses at colleges. Some organizations invite local people to apply to their human resources department for potential future vacancies.

Most organizations choose to recruit primarily within their organization. It costs less to promote your employees. In addition, it increases their interest, improves morale and strengthens employees' attachment to the company. It can be assumed that if employees believe that their career growth depends on the degree of work efficiency, then they will be interested in more productive work. A possible disadvantage of approaching a problem exclusively through internal reserves is that new people with fresh views do not come into the organization, which can lead to stagnation.

A popular method of recruitment using internal reserves is to send out information about an opening vacancy inviting qualified workers. Some organizations make it a practice to notify all employees of any opening, giving them the opportunity to apply before outside applications are considered. An excellent method is to ask your employees to recommend their friends or acquaintances for a job.

Selectionpersonnel. At this stage, while managing workforce planning, management selects the most suitable candidates from the pool created during recruitment. In most cases, the person best qualified to perform the actual work of the position should be selected, rather than the candidate who appears best suited for promotion. An objective decision on selection, depending on the circumstances, may be based on the candidate’s education, level of professional skills, previous work experience, and personal qualities. If the position is one where technical knowledge is a determining factor (for example, scientific worker), then education and previous scientific activity will probably be most important. For management positions, especially at a higher level, skills in establishing interregional relations are of primary importance, as well as the candidate’s compatibility with superiors and with his subordinates. Effective personnel selection is one of the forms of preliminary control of the quality of human resources.

The three most widely used methods for collecting information required to make selection decisions include tests, interviews and assessment centers.

DefinitionsalaryboardsAndbenefits. The type and amount of benefits offered by an organization are important in assessing the quality of work life. Various studies show that rewards influence people's decisions to join a job, their absenteeism decisions, their decisions about how much they should produce, and when and whether to leave an organization. With good work that gives a sense of satisfaction, absenteeism tends to decrease. When work is unpleasant, absenteeism increases significantly.

The term "wage" refers to the monetary remuneration paid by an organization to an employee for work performed. An organization cannot recruit and retain a workforce unless it pays competitive rates and has pay scales that incentivize people to work in a given location. Developing salary structures is the responsibility of human resources or human resources departments. An organization's wage structure is determined through analysis of a wage survey, labor market conditions, and the organization's productivity and profitability. Developing a remuneration structure for administrative and management personnel is more complex, since in addition to the salary itself, it often includes various benefits, profit-sharing schemes and payment in shares.

In addition to wages, the organization provides its employees with various additional benefits. Of course, benefits such as paid vacations, sick leave, health and life insurance, and retirement benefits are part of any full-time job. Other types of benefits include canteens and cafeterias subsidized by the enterprise, loans with a reduced interest rate for the education of employees’ children, child care facilities, physical fitness programs, etc.

1.2 Professional guidance and social adaptation in a team

The first step to making an employee’s work as productive as possible is professional orientation and social adaptation in the team. If management is interested in the success of an employee in a new place, it must always remember that the organization is a social system, and each employee is an individual.

In many management textbooks, “social adaptation” is defined “as the process of understanding the threads of power, the process of comprehending the doctrines accepted in the organization, the process of learning, realizing what is important in this organization or its divisions.”

Organizations use a number of methods, both formal and informal, to introduce people into their society. Formally, during recruitment, the organization gives the person information about itself so that the candidate's expectations are realistic. This is usually followed by training in special work skills and an interview on what is considered effective work.

Through informal communication, new employees learn the unwritten rules of the organization, who has real power, what are the real chances for promotion and increase in remuneration, and what level of productivity is considered sufficient by colleagues at work. The norms, work attitudes, and values ​​adopted in informal groups can work either in support of or against the formal goals and guidelines of the organization.

Preparationpersonnel. Organizations have a constant need to ensure high employee productivity. Many organizations also care about the overall quality of their workforce. One way to achieve this goal is to recruit and select the most qualified and capable new employees. However, this is not enough. Management should also conduct systematic education and training programs for employees to help them develop their full potential in the organization.

Training is the training of workers in skills that will improve their productivity. The ultimate goal of training is to ensure that your organization has enough people with the skills and abilities needed to achieve the organization's goals.

Training is useful and required in three main cases. Firstly, when a person joins an organization. Secondly, when an employee is appointed to a new position or when he is assigned a new job. Third, when the test determines that the person lacks certain skills to effectively perform his or her job.

Teaching is a large, specialized field. Specific training methods are very numerous, and they need to be adapted to the requirements of the profession and the organization. Some basic requirements to ensure the effectiveness of training programs are as follows:

Learning requires motivation. People need to understand the goals of the program, how the training will improve their productivity and thereby their own job satisfaction.

Management must create a climate conducive to learning. This means encouraging students, their active participation in the learning process, support from teachers, and a desire to answer questions.

If the skills acquired through training are complex, then the learning process should be divided into sequential stages. The program participant should have the opportunity to practice the skills acquired at each stage of training, and only then move on.

Students must feel feedback regarding learning outcomes; it is necessary to ensure positive reinforcement of the material covered.

Graderesultsactivities. The next step, after the employee has adapted to the team and received the necessary training to effectively perform his work, is to determine the degree of effectiveness of his work. This is the purpose of performance evaluation, which can be thought of as an extension of the control function. Performance appraisal requires managers to collect information about how effectively each employee performs his delegated responsibilities. By communicating this information to his subordinates, the manager informs them of how well they are doing their job and gives them the opportunity to correct their behavior if it is not in line with accepted behavior. At the same time, performance evaluation allows management to identify the most outstanding employees and actually raise the level of their achievements, transferring them to more attractive positions.

Preparationleadingpersonnel. Training is all about developing the skills and abilities employees need to effectively perform their job responsibilities or job assignments in the future. In practice, systematic training programs are most often used to prepare managers for promotion. Successful leadership training, as with training in general, requires careful analysis and planning.

Through performance evaluation, an organization must first determine the capabilities of its managers. Then, based on a job content analysis, management must determine what abilities and skills are required to perform the duties of all positions in the organization. This allows the organization to find out which managers have the most suitable qualifications to occupy certain positions, and who needs training and retraining.

Management training is mainly carried out to ensure that managers master the skills and abilities required to achieve the goals of the organization. There is also a need to satisfy higher-level needs: professional growth, success, testing one’s strengths.

Management training can be carried out by organizing lectures, discussions in small groups, analysis of specific business situations, reading literature, business games and role-playing training. Variants of these methods are courses and seminars on management problems organized annually. Another widely used method is job rotation (widely used in Japanese management). By moving a low-level manager from department to department for a period of three months to one year, the organization introduces the new manager to many aspects of the activity. As a result, the manager becomes aware of the various problems of various departments, understands the need for coordination, informal organization and the relationship between the goals of various departments. Such knowledge is vital for successful work at higher positions, but is especially useful for managers at lower levels of the management hierarchy.

ControlpromotionByservice. In development of management training programs in the early 70s, many companies and consulting firms developed career management programs, that is, promotion. Career management programs help organizations use their employees' abilities to the fullest, and enable employees to make the most of their abilities.

Promotionqualitylaborlife. One of the latest important developments in the field of human resource management in an enterprise is related to the creation of programs and methods for improving the quality of working life.

Nowadays, interest in the quality of working life has spread in many industrialized Western countries and is gaining popularity in our country.

A high quality of working life should be characterized by the following:

The work should be interesting.

Workers must receive fair remuneration and recognition for their work.

The work environment should be clean, low noise and well lit.

Management supervision should be kept to a minimum but provided whenever needed.

Workers must participate in decisions that affect them and their work.

Job security and the development of friendly relationships with colleagues must be ensured.

Household and medical facilities must be provided.

1.3 Improving work organization

The two most widely used methods of reorganizing work are expanding the scope of work and enriching its content.

The volume of work is the number of different operations performed by a worker and the frequency of their repetition. The scope is called narrow if the worker performs only a few operations and repeats them frequently. A typical example would be working on an assembly line. The scope of work is called wide if a person performs many different operations and repeats them rarely.

Job content is the relative degree of influence that a worker can have on the job itself and the work environment. This includes factors such as independence in planning and executing work, determining the rhythm of work, and participation in decision making. Work can be reorganized by changing its scope or content. Job consolidation refers to the improvement of an organization by increasing its volume. Enriching its content involves changes by increasing the content.

Improving the organization and working conditions involves increasing internal job satisfaction by expanding the range of tasks to be solved, providing greater independence, a stronger reaction to the results of work, or creating conditions for the employee to test his strength. Reorganization of working conditions leads to success, but it is suitable only for certain people and in certain conditions. It is especially difficult to implement it in conditions of rigid technology. A reorganization may fail if management does not first determine whether the organization's employees view it positively. Having familiarized ourselves with the main stages and principles of personnel management in an organization, we will now consider specific models in more detail. The most striking and in many ways opposite in nature are the American and Japanese models of personnel management.

1.4 The main directions of restructuring the work of personnel services

Now that the course has been set for the worldwide use of the human factor in ensuring not just isolated, isolated, although sometimes sensational, economic achievements, but consistently high efficiency in all spheres of social production, a radical reconstruction of the mechanism of labor motivation in our country should become one of the primary tasks of economic strategy .

This task is extremely difficult and, most importantly, requires a fundamentally new, non-standard, comprehensive approach that would make it possible to achieve a shift in the matter of genuine, that is, not from case to case, but on an ongoing basis, the mobilization of the moral potential of each individual worker and labor force. the team as a whole.

The search for optimal options for orienting personnel to intensive labor efforts poses the problem of turning to foreign experience.

Taking into account the final performance indicators of the US and Japanese economies demonstrated to the world, it is right to conclude that this experience is fraught with many temptations. It is useful, however, to precede any shift in the plane of the employee management systems established in these countries by their comprehensive study and assessment.

Now in our country, the increasing role of personnel services is dictated by the following objective circumstances:

Today, the conditions in which the personnel service develops have changed significantly. These changes are associated with the transition of a persistent shortage of labor resources to their surplus. The main reserves are the best use of personnel, their optimal distribution among jobs, and an increase in the workload on each team member. Reducing the number of personnel is the most important lever for increasing production efficiency at the first stage of the transition to a market economy.

The reduction in the number of employees must be compensated by greater labor intensity, and therefore by higher qualifications of the employee. In this regard, the responsibility of personnel services increases in choosing areas for the qualification growth of workers, in increasing the effectiveness of forms of training and stimulating their work.

The implementation of the restructuring of personnel policy entails expanding the functional responsibilities of personnel service employees and increasing their independence in solving personnel problems.

Nowadays, personnel services no longer meet the new requirements of personnel policy. Their activities are limited mainly to resolving issues of hiring and dismissing employees and processing personnel documentation. Enterprises also lack a unified system for working with personnel, primarily a system of scientifically based study of abilities and inclinations, professional and job promotion of employees in accordance with their business and personal qualities. The structure of personnel services, the qualitative composition and level of remuneration of their employees do not correspond to the objectives of implementing an active personnel policy. There is practically no training of specialists in the country to work in personnel services.

A survey of the qualitative composition of personnel services employees of enterprises and organizations of industry and construction showed that 0.3% of the total number of workers were employed in industry in these divisions, and 0.5% in construction. At the same time, the number of personnel services employees does not always depend on the number of employees in enterprises and organizations. In general, the smallest number of employees involved in the selection and placement of personnel per enterprise was in the public services system and in the agro-industrial complex - 1 person each. A review of the educational level of personnel service workers showed that in industry and construction only 26% have a higher education, and 28% have neither higher nor secondary specialized education. At the same time, at enterprises of the agro-industrial complex, local industry and consumer services, practices account for up to 35%. The vast majority of workers are practitioners who do not study in either higher or secondary specialized educational institutions; among heads of personnel services and their deputies this figure is 88%. An unfavorable situation is also developing in the age composition of personnel services. Now every fifth HR worker in industry and the fourth in construction will enter or already reach retirement age in the next five years. This situation indicates slow renewal and insufficient influx of young workers into these units. The restructuring of the activities of personnel services should be carried out in the following directions:

ensuring a comprehensive solution to the problems of high-quality formation and effective use of human resources based on the management of all components of the human factor: from labor training and career guidance of youth to care for labor veterans;

widespread introduction of active methods of searching and targeted training of workers needed for the enterprise and industry. The main form of attracting the necessary specialists and qualified workers for enterprises should be contracts with educational institutions. Advanced training of workers and specialists for mastering new equipment and technology in sectors of the national economy is relevant, which requires personnel services to improve personnel training planning;

systematic work with management personnel, with a reserve for nomination, which should be based on such organizational forms as business career planning, preparation of candidates for nomination according to individual plans, rotational movements of managers and specialists, training in special courses and internships in relevant positions;

intensifying the activities of personnel services to stabilize work teams, increase the labor and social activity of workers based on improving socio-cultural, moral and psychological incentives;

ensuring social guarantees for workers in the field of employment, which requires HR workers to comply with the procedure for employment and retraining of released workers, providing them with established benefits and compensation;

transition from predominantly administrative-command methods of personnel management to democratic forms of assessment, selection and placement, wide publicity in personnel work. Personnel services of enterprises in modern conditions are becoming bodies for organizational and methodological support of election and competitiveness, periodic reporting of officials to work collectives, which will require HR workers to be able to apply psychological testing methods, sociological methods of studying public opinion, assessing the candidate being studied for nomination by his colleagues, subordinates, etc.;

strengthening personnel services with qualified specialists, increasing their authority, in connection with which it becomes urgent to create a system for training specialists for personnel services, their retraining and advanced training;

updating scientific and methodological support for personnel work, as well as its material, technical and information base. In this regard, it is advisable to identify in industries and regions those scientific organizations and consulting firms that will develop personnel problems and provide practical assistance to personnel services.

In the context of the emergence of a market economy, a fundamentally new stage is opening in the development of personnel services with qualitatively different functions and tasks.

The increasing role of personnel services and a radical restructuring of their activities are caused by fundamental changes in the economic and social conditions in which enterprises moving to market relations now operate.

The need for such a restructuring of the work of personnel services is also due to the fact that the personnel composition, as well as the status and level of remuneration of personnel officers, do not correspond to the tasks of implementing an active personnel policy, as evidenced by the data above.

Strengthening the material, technical, scientific and methodological support for personnel work is an urgent task for most enterprises.

Chapter II. Classic models of personnel management management

2.1 The concept of human resources in American management

In the 70s, the concepts of “human resources” and their management were established in American management instead of “personnel” and “personnel management”. Most firms also abandoned the traditional names of personnel departments in favor of “human resource departments (services)” and introduced new terminology into official documents. Today it is used both in relation to planning the need for labor resources and staffing ("human resource planning") and in relation to the improvement of qualifications and professional development of employees ("human resource development"). The changes reflect the rethinking of the role and place of man in production, which is taking place in management in the era of scientific and technological revolution, the adoption of new theoretical concepts as the basis of personnel management and, as a consequence, the introduction by many companies of a number of innovations in the forms and methods of personnel work.

At the same time, having become commonly used, the new terminology in itself no longer means anything; behind the “change of sign” of personnel services in many corporations there are no real changes. The concept and practice of personnel work have been formed for many decades in conditions of a practically unlimited labor market, high staff turnover, and the absence of employer obligations to a dismissed employee (established by law, agreement with a trade union, or “voluntary”). Accordingly, additional personnel costs were considered as a deduction from capital, and corporations sought to reduce them to a minimum in all cases.

The idea of ​​minimizing capital investment in hired labor underlay the principles of personnel management, which stemmed from the provisions of the school of “scientific management.” Bourgeois management science required minimizing the dependence of technological processes on the subjective factor. The implementation of these requirements, in particular when designing workplaces, reduced the dependence of production on the quality of the performers’ work. Splitting the technological process into the simplest, elementary operations solved the problem of minimizing qualification requirements for the operator and made it possible to use cheap, unskilled labor. A strict division of labor was carried out not only between operators, but also between executive labor and managerial labor, and between functions and hierarchical levels of management. Representatives of the school of "scientific management", including F. Taylor, could verbally call for even a more humane attitude towards the workforce, but this contradicted the implementation of the fundamental principles of management in the pursuit of profit.

This point can be illustrated by the practice of hiring workers at the beginning of the century at the factories of Ford and other companies. It was carried out from among the workers located directly outside the gates of the enterprise. The worker was immediately placed in his place at the conveyor belt, where his ability to work was determined. As soon as it was discovered that a worker could not keep up with the pace set by the assembly line - this could happen in the first weeks or days of work or later - the dismissal followed, the hiring of a new worker, after which the cycle usually repeated. Turnover was in double digits, but this did not affect the economic position of the company.

From the standpoint of the goals of capitalist production, the calls of the school of “human relations” remained practically unfounded. She could not support her recommendations to managers on the humanization of relations in production with arguments of profitability (under the conditions of traditional technology, the measures proposed by representatives of the school of “human relations” often, in fact, did not have a direct “exit” to the profit of an individual corporation). Their proposals for improving HR were limited by the paltry budgets of HR departments or were rejected by industry. Often the recommendations affected only the external attributes of the working conditions of employees. Thus, it was proposed to achieve an increase in their labor productivity, a favorable socio-psychological climate, and improved labor relations by training managers in less authoritarian forms of communication with subordinates or by making minimal changes in the working conditions of workers (for example, improving lighting in the workplace).

The difference between the concept of “human resources” and the concepts of personnel management that underlie the schools of “scientific management” or “human relations” is the recognition of the economic feasibility of capital investments associated with attracting labor, maintaining it in working condition, training and even creating conditions for more complete identification of the capabilities and abilities inherent in the individual.

The concept of human resources is, first of all, a practical concept that appeared in response to changes in the business conditions of corporations in the production, technical, socio-economic spheres. The manifestation of these changes was the increased role of labor in production. The decisive factor in competitiveness in many industries has become the availability of a qualified workforce (from senior managers to operators), the level of its motivation, organizational forms and other circumstances that determine the efficiency of personnel use. American experts most often refer to this factor in explaining the reasons for the success of Japanese monopolies. “Japan’s main advantage,” writes researcher B. Bruce-Briggs, “is that it has good, cheap labor.” As a result, the traditional approach to working with personnel, based on “minimizing costs” for it, has shown inconsistency in many corporations. An important starting point of "human resource" theory is the premise of differences in the "value" of human resources. We are talking about the ability of the employee to bring more or less surplus value in the conditions of the company. Differences in value are determined by the nature of the position and the individual differences of workers occupying the same position of the same name. Special studies have been carried out. In one of them, carried out by F. Schmidt, D. Hunter and K. Pearlman, a monetary assessment of differences in the value of employees was empirically derived as “the gap between what the best employee brings to the company compared to the average.” Noteworthy, firstly, is the dependence of monetary assessments on the nature of the position itself (for example, the corresponding assessments for middle managers were 3 times higher than for programmers). Secondly, in relative terms, for most professions and positions, large differences in the “individual value” of an employee for the company have been revealed. Deviations in both directions range from 40 to 70% of the official salary. The difference in value for the company of the best managers compared to the average ones was determined to be $30 thousand.

Very few types of work in the study by Schmidt and others were found to be insensitive to the individual effort and skill of individual performers. These are positions with particularly strict labor regulations and strict turnover. These include, for example, cashier positions in corporate accounting departments.

American scientists - sociologists and economists - note that during the current stage of scientific and technological revolution there is a sharp expansion of workers' opportunities to influence the results of production and economic activities. This is explained not only by the fact that today the worker sets in motion a huge mass of materialized labor. The nature of modern production and management technology in many cases excludes strict regulation, requires the provision of a certain autonomy in decision-making directly at the workplace and at the same time limits the possibilities of supervision over the actions of the operator. American sociologist D. Yankelovich considers the expansion of individual powers of the modern worker in comparison with the part-time worker of the era of the industrial revolution as one of the defining features of the “second industrial revolution.” The noted changes in the content of labor undoubtedly take place and influence the restructuring of the approach to personnel management.

These changes are visible not only at production, but also at all levels of management. Computerization of management today makes it possible to eliminate a number of intermediate links in its middle echelon, especially those positions in which managers are primarily engaged in aggregating information. This increases the level of complexity and responsibility of decisions made at senior levels; a number of powers are additionally delegated to the middle and lower levels of management. Many corporations are undergoing a radical restructuring of the work of lower-level managers, especially in the case of the organization of “self-managing work groups.” At the same time, in many factories, for example, the new Saturn complex of the General Motors company, the figure of the foreman completely disappears from the staffing table and an attempt is made to transfer his functions to a working group. On the contrary, the responsibilities of senior foremen supervising several autonomous work groups become significantly more complex, and managers are required to use different methods of work, use leadership and persuasion skills, increase attention to personnel training and manage the moral and psychological climate in teams, not to mention knowledge of new technology and computer literacy.

Changes in the nature of the required professional skills, job requirements, and level of responsibility determine the mandatory special training and advanced training of workers. Thus, at Saturn factories, the training of workers before starting work as part of “self-managed work groups” takes from 3 to 6 months and is carried out according to special programs.

Personnel training is considered within the framework of the “human resource approach” as a means of increasing individual labor productivity. It is believed that as a result of training, the gap in the “value” of employees for the company (in relation to the best) can be reduced by 2-3 times, and profits can be increased accordingly.

The approach to labor as a resource also means awareness of the limited sources of certain categories of qualified specialists, managers, workers in comparison with the needs of production, which leads to competition for the possession of its most important and scarce categories. The private capitalist economic system widens the gap between the rapidly changing needs of production and the general level and nature of professional training of workers. Scientific and technological progress requires an increase in firms' costs for education, professional training, systematic advanced training and retraining. The pursuit of many corporations for the most qualified labor force with practical experience solves their particular problems, but increases general imbalances in the labor market. A reflection of this circumstance is competition for high quality labor. The transition to active recruitment methods requires, however, a significant increase in the budget of personnel services. Calculations for one company showed that recruiting a specialist at a college on average costs a company 3 times more expensive compared to conventional selection methods from among applicants to the company. In corporations that make such expenditures, labor ceases to be a “free” resource. Since capital has been invested in it, the company becomes interested in a fairly long and complex use of this specific “resource”. In practical terms, such an approach is associated with such new aspects in personnel work as drawing up demand forecasts for certain categories of personnel; special accounting of qualifications and professional skills with the formation of a data bank; transition to active methods of recruitment and selection of personnel outside the company; significant expansion of the use of in-house personnel training; the use of an annual formalized assessment of labor results to thoroughly identify the existing potential of each employee in the interests of the company, etc. In large corporations, elements of in-house social infrastructure for various purposes began to be created - from cafeterias to medical and physical training clinics; programs to improve working conditions and more general programs to “improve the quality of working life” appeared.

A number of corporations interested in high-quality human resources have in recent years made great efforts to study and develop new approaches to their planning and use, and new forms of management organization. Thus, 16 major corporations jointly created the “External Environment Monitoring Association”, which, on the instructions of the corporations that finance it, studies the impact of new technology, government regulation and other external factors on human resource management.

Today, two trends are operating simultaneously in the use of labor in the United States. The first is the desire of corporations to fully meet the needs of their own production with a high-quality workforce, thereby achieving important competitive advantages. Industries associated with new areas of scientific and technological progress place significantly higher demands on the quality of the personnel used. This strategy involves additional investments not only in the training and development of the workforce, but also in creating the necessary conditions for its fuller use. This, in turn, creates an interest for firms in reducing turnover and retaining workers in the firm. Hence the tendency towards a significant expansion and restructuring of work with personnel.

The concept of "human resources" resorts to economic arguments to justify new approaches to the use of personnel and the need for capital investment in the development of labor resources. In those cases where the employer is dealing with a surplus labor market, low-skilled personnel or the corresponding economic situation, this concept takes on other facets and is actually combined with the most archaic forms of personnel work and labor intensification.

The presence of many examples of large long-term investments and large organizational efforts of corporations in terms of the selection, training and development of personnel and the creation of conditions for increasing labor productivity only confirms the general rule according to which the personnel policy of corporations is determined by an economic assessment of the effectiveness of the costs incurred. The choice of HR strategy is determined by the actual operating conditions of corporations. They, in turn, are largely determined by the current mechanism of state-monopoly regulation.

2.2 Models of personnel management in Japanese management

Japan is a special country, unlike any other; and those countless techniques that are actively developed and applied by specialists in scientific personnel management in workshops, offices, stores are nothing more than a superstructure on a powerful foundation that has been formed over the centuries and includes, in addition to the production and sales spheres, such links of social organization as family, school, state.

It is in these links that an extremely favorable atmosphere for manipulating the human factor is formed. Moreover, it is created spontaneously, spontaneously, as a reflection of the properties of the national character.

A simple list of these attributes allows you to immediately establish how impressive the set of levers for moral stimulation of personnel at the disposal of the company’s administration is. They are called: a) general ethnic traits - hard work, a highly developed aesthetic sense, love of nature, commitment to traditions, a tendency to borrow, ethnocentrism, practicality; b) traits of group behavior - discipline, devotion to authority, sense of duty; c) everyday traits - politeness, accuracy, self-control, frugality, curiosity.

The Japanese national character embodies a rare combination of continuity, stability, constancy with colossal adaptability to any, the most drastic changes in the external environment, with incredible openness to any new trends in any area of ​​material and spiritual existence.

The exploitation of the mentioned qualities of national character in the interests of effective control over personnel comes down mainly to modeling in an official environment relationships typical of a traditional Japanese clan family, consisting of several generations of the same clan. The introduction of elements of family relations into the management of Japanese firms has created favorable conditions for strengthening labor discipline, improving interpersonal relationships vertically and horizontally, and, ultimately, increasing production efficiency.

An extremely important aspect of family relationships, imitated in the field of personnel control in order to maximize work output, is that they form a dense network of vertically and horizontally directed obligations that, in principle, prompt the Japanese every step.

The negative effect of behavior programmed by obligations could pose a complex problem if they were artificially transplanted into an already formed social consciousness. But obligations are nestled in the deepest corners of the Japanese unconscious, and they take them with absolute seriousness. For them, these obligations are invisible, but vital, and they act in accordance with them automatically, instantly adjusting and reacting to a particular situation.

Thus, it is possible to identify the conceptual basis of control over personnel in Japan, which is reinforced by the individual’s always readiness to strictly fulfill obligations to seniors, juniors, peers and especially to the team, and all components of which work to enhance work motivation.

One of the components of the conceptual framework of personnel control can be called “total involvement”. This concept covers a whole series of provisions that confirm the enormous prestige of the labor process in the eyes of workers.

It is from the standpoint of admiration for labor that the Japanese worker perceives strict discipline and a strict daily routine. Some might criticize the Japanese, comparing them to "economic animals" for their hard work. But from the point of view of economic efficiency, the close-to-maximum density of working hours at Japanese enterprises is preferable to a work regime in which endless smoke breaks, crossword puzzles, and distractions are possible for activities that are completely or partially unrelated to the task.

“Total involvement” also corresponds to the dominance of team work methods in Japanese enterprises. Here again there is borrowing from the ideas and practices of the functioning of clan families. Selfless work by the entire team, in which each member had to completely dissolve, was invariably considered a patriotic duty, the best means of achieving production goals.

An employee, being part of a team, feels himself in a familiar, familiar “family bosom” to the smallest detail, is immediately mobilized to protect it with hard work, and most of all is afraid of letting his colleagues down through incompetence or lack of diligence. By the way, these fears prompt him, in particular, to be enthusiastic about participating in the rotation system, that is, to mastering related professions and thereby ensuring mutual assistance and interchangeability of team members.

The constant and deep concern of each employee for the interests of the team forms the background against which labor competition unfolds in Japanese companies. But it must be emphasized that the goal of the competition is not to exceed the established tasks, but to complete them scrupulously.

It is necessary to point out the fact that, while directing teams to comply with program outlines, the administration of the Japanese company, at the same time, strongly encourages rationalization activities, one of the results of which, if successful solutions are found, is the adjustment of programs.

The lion's share of rationalization activities falls on efforts to qualitatively improve manufactured products, and special quality groups make an invaluable contribution to this improvement.

The second component of the conceptual basis of personnel control can be considered “trust”. This concept describes the firm belief of employees that any of their contributions to the success of the company, any sacrifices made in the name of its prosperity, sooner or later, in one form or another, will receive reward.

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HUMAN RESOURCE MANAGEMENT - social aspect in management theory

For all organizations - large and small, commercial and non-profit, industrial and service industries, people management is essential. Without people there is no organization. Without the right people, no organization can achieve its goals and survive. There is no doubt that human resources management is one of the most important aspects of management theory and practice.

Specific responsibility for the overall management of human resources in large organizations is usually assigned to professionally trained personnel department employees. In order for such professionals to actively contribute to the achievement of organizational goals, they need not only knowledge and competence in their specific field, but also awareness of the needs of lower-level managers. At the same time, if higher-level managers do not understand the specifics of human resource management, its mechanism, capabilities and shortcomings, then they cannot fully take advantage of the services of HR specialists. Therefore, it is important that all managers know and understand the ways and methods of managing people.

Human resources management includes the following stages:

1. Resource Planning: Developing a plan to meet future human resource needs.

2. Recruitment: creating a reserve of potential candidates for all positions.

3. Selection: assessment of candidates for jobs and selection of the best from the reserve created during recruitment.

4. Determining Salaries and Benefits: Developing a salary and benefits structure to attract, recruit and retain employees.

5. Career guidance and adaptation: introduction of hired workers into the organization and its divisions, development in workers’ understanding of what the organization expects from him and what kind of work in it receives a well-deserved assessment.

6. Training: developing programs to teach the job skills required to perform a job effectively.

7. Assessment of work activity: development of methods for assessing work activity and communicating it to the employee.

8. Promotion, demotion, transfer, dismissal: developing methods for moving employees to positions of greater or less responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating an employment contract.

9. Training of management personnel, management of career advancement: development of programs aimed at developing the abilities and increasing the efficiency of management personnel.

Let us now consider these stages in more detail.

Labor resource planning

When defining the goals of their organization, management must also determine the resources needed to achieve them. The need for money, equipment and materials is quite obvious. Few managers will miss these points when planning. The need for people also seems quite obvious. Unfortunately, human resource planning is often not done properly or is not given the attention it deserves.

Human resource planning is essentially the application of planning procedures to the selection of staff and personnel. The planning process includes three stages:

1. Assessment of available resources.

2. Assessment of future needs.

3. Development of a program to meet future needs.

Recruitment consists of creating the necessary reserve of candidates for all positions and specialties, from which the organization selects the most suitable workers for it. This work should be carried out literally in all specialties - office, production, technical, administrative. The amount of recruitment work required is largely determined by the difference between the available labor force and the future demand for it. This takes into account factors such as retirement, turnover, dismissals due to the expiration of the employment contract, and expansion of the organization’s scope of activity. Recruitment is usually carried out from external and internal sources.

External recruitment means include: publishing advertisements in newspapers and professional magazines, contacting employment agencies and firms supplying management personnel, and sending contracted people to special courses at colleges. Some organizations invite local people to apply to their human resources department for potential future vacancies.

Most organizations choose to recruit primarily within their organization. It costs less to promote your employees. In addition, it increases their interest, improves morale and strengthens employees' attachment to the company. According to the expectancy theory of motivation, it can be assumed that if employees believe that their career growth depends on the degree of job performance, then they will be interested in more productive work. A possible disadvantage of approaching a problem exclusively through internal reserves is that new people with fresh views do not come into the organization, which can lead to stagnation.

A popular method of recruitment using internal reserves is to send out information about an opening vacancy inviting qualified workers. Some organizations make it a practice to notify all employees of any opening, giving them the opportunity to apply before outside applications are considered. An excellent method is to ask your employees to recommend their friends or acquaintances for a job.

Personnel selection

At this stage, while managing workforce planning, management selects the most suitable candidates from the pool created during recruitment. In most cases, the person best qualified to perform the actual work of the position should be selected, rather than the candidate who appears best suited for promotion. An objective decision on selection, depending on the circumstances, may be based on the candidate’s education, level of professional skills, previous work experience, and personal qualities. If the position is one where technical knowledge is a determining factor (for example, scientific worker), then education and previous scientific activity will probably be most important. For management positions, especially at a higher level, skills in establishing interregional relations are of primary importance, as well as the candidate’s compatibility with superiors and with his subordinates. Effective personnel selection is one of the forms of preliminary control of the quality of human resources.

The three most widely used methods for collecting information required to make selection decisions include tests, interviews and assessment centers.

Determining Salary and Benefits

The type and amount of benefits offered by an organization are important in assessing the quality of work life. Various studies show that rewards influence people's decisions to join a job, their absenteeism decisions, their decisions about how much they should produce, and when and whether to leave an organization. With good work that gives a sense of satisfaction, absenteeism tends to decrease. When work is unpleasant, absenteeism increases significantly.

The term “SALARY” refers to the monetary remuneration paid by an organization to an employee for work performed. An organization cannot recruit and retain a workforce unless it pays competitive rates and has pay scales that incentivize people to work in a given location.

Developing salary structures is the responsibility of human resources or human resources departments. An organization's wage structure is determined through analysis of a wage survey, labor market conditions, and the organization's productivity and profitability. Developing a remuneration structure for administrative and management personnel is more complex, since in addition to the salary itself, it often includes various benefits, profit-sharing schemes and payment in shares.

In addition to wages, the organization provides its employees with various ADDITIONAL BENEFITS. Of course, benefits such as paid vacations, sick leave, health and life insurance, and retirement benefits are part of any full-time job. Other types of benefits include canteens and cafeterias subsidized by the enterprise, loans with a reduced interest rate for the education of employees’ children, child care facilities, physical fitness programs, etc.

Professional orientation and social adaptation in a team

In many foreign textbooks on management, “SOCIAL ADAPTATION” is defined “as the process of understanding the threads of power, the process of comprehending the doctrines adopted in the organization, the process of learning, realizing what is important in this organization or its divisions.”

Organizations use a number of methods, both formal and informal, to introduce people into their society. Formally, during recruitment, the organization gives the person information about itself so that the candidate's expectations are realistic. This is usually followed by training in special work skills and an interview on what is considered effective work.

Through informal communication, new employees learn the unwritten rules of the organization, who has real power, what are the real chances for promotion and increased remuneration, and what level of productivity is considered sufficient by fellow workers. The norms, work attitudes, and values ​​adopted in informal groups can work either in support of or against the formal goals and guidelines of the organization.

Personnel training

Organizations have a constant need to ensure high employee productivity. Many organizations also care about the overall quality of their workforce. One way to achieve this goal is to recruit and select the most qualified and capable new employees. However, this is not enough. Management should also conduct systematic education and training programs for employees to help them develop their full potential in the organization.

Training is the training of workers in skills that will improve their productivity. The ultimate goal of training is to ensure that your organization has enough people with the skills and abilities needed to achieve the organization's goals.

Training is useful and required in three main cases. Firstly, when a person joins an organization. Secondly, when an employee is appointed to a new position or when he is assigned a new job. Third, when the test determines that the person lacks certain skills to effectively perform his or her job.

Teaching is a large, specialized field. Specific training methods are very numerous, and they need to be adapted to the requirements of the profession and the organization. Some basic requirements to ensure the effectiveness of training programs are as follows:

1. Learning requires motivation. People need to understand the goals of the program, how the training will improve their productivity and thereby their own job satisfaction.

2. Management must create a climate conducive to learning. This means encouraging students, their active participation in the learning process, support from teachers, and a desire to answer questions.

3. If the skills acquired through training are complex, then the learning process should be divided into sequential stages. The program participant should have the opportunity to practice the skills acquired at each stage of training, and only then move on.

4. Students must feel feedback regarding learning outcomes; it is necessary to ensure positive reinforcement of the material covered.

Performance evaluation

The next step, after the employee has adapted to the team and received the necessary training to effectively perform his work, is to determine the degree of effectiveness of his work. This is the purpose of performance evaluation, which can be thought of as an extension of the control function. Performance appraisal requires managers to collect information about how effectively each employee performs his delegated responsibilities. By communicating this information to his subordinates, the manager informs them of how well they are doing their job and gives them the opportunity to correct their behavior if it is not in line with accepted behavior. At the same time, performance evaluation allows management to identify the most outstanding employees and actually raise the level of their achievements, transferring them to more attractive positions.

Basically, performance evaluation serves three purposes: administrative, informational and motivational.

ADMINISTRATIVE FUNCTIONS: promotion, demotion, transfer, termination of employment contract.

INFORMATION FUNCTIONS: Performance evaluation is also necessary so that people can be informed about the relative level of their work. If this is done properly, the employee will learn not only whether he or she is performing well enough, but also what exactly is his or her strength or weakness and in what direction he or she can improve.

MOTIVATIONAL FUNCTIONS: Evaluation of the results of work activity is an important means of motivating people's behavior. Having identified strong employees, management can properly reward them with gratitude, salary or promotion.

Management training

Training is all about developing the skills and abilities employees need to effectively perform their job responsibilities or job assignments in the future. In practice, systematic training programs are most often used to prepare managers for promotion. Successful leadership training, as with training in general, requires careful analysis and planning.

Through performance evaluation, an organization must first determine the capabilities of its managers. Then, based on a job content analysis, management must determine what abilities and skills are required to perform the duties of all line and staff positions in the organization. This allows the organization to find out which managers have the most suitable qualifications to occupy certain positions, and who needs training and retraining.

Management training is mainly carried out to ensure that managers master the skills and abilities required to achieve the goals of the organization. Another consideration, inseparable from the previous one, is the need to satisfy higher-level needs: professional growth, success, testing one’s strengths.

Management training can be carried out by organizing lectures, discussions in small groups, analysis of specific business situations, reading literature, business games and role-playing training. Variants of these methods are courses and seminars on management problems organized annually. Another widely used method is job rotation. By moving a low-level manager from department to department for a period of three months to one year, the organization introduces the new manager to many aspects of the activity. As a result, the manager becomes aware of the various problems of various departments, understands the need for coordination, informal organization and the relationship between the goals of various departments. Such knowledge is vital for successful work in higher positions. but are especially useful for managers at lower levels of the management hierarchy.

Promotion Management

In the early 1970s, many companies and consulting firms developed career management programs, i.e. promotion. Career management programs help organizations use their employees' abilities to the fullest, and enable employees to make the most of their abilities.

Improving the quality of working life

One of the latest important developments in the field of human resource management in an enterprise is related to the creation of programs and methods for improving the QUALITY OF WORK LIFE.

Nowadays, interest in the quality of working life has spread in many industrialized Western countries and is gaining popularity in our country.

A high quality of working life should be characterized by the following:

1. The work should be interesting.

2. Workers must receive fair remuneration and recognition for their work.

3. The working environment should be clean, low noise and well lit.

4. Management supervision should be minimal, but exercised whenever necessary.

5. Workers must participate in decisions that affect them and their work.

6. Job security and the development of friendly relationships with colleagues must be ensured.

7. Household and medical facilities must be provided.

Improving labor organization

EXPANDING THE SCOPE AND ENRICHING THE CONTENT OF THE WORK.

The two most widely used methods of reorganizing work are expanding the scope of work and enriching its content.

The volume of work is the number of different operations performed by a worker and the frequency of their repetition. The scope is called narrow if the worker performs only a few operations and repeats them frequently. A typical example would be working on an assembly line. The scope of work is called wide if a person performs many different operations and repeats them rarely.

Job content is the relative degree of influence that a worker can have on the job itself and the work environment. This includes factors such as independence in planning and executing work, determining the rhythm of work, and participation in decision making. Work can be reorganized by changing its scope or content. WORK ENGAGING refers to the improvement of an organization by increasing its volume. ENRICHING ITS CONTENT involves changes by increasing the content.

Improving the organization and working conditions involves increasing internal job satisfaction by expanding the range of tasks to be solved, providing greater independence, a stronger reaction to the results of work, or creating conditions for the employee to test his strength. Reorganization of working conditions leads to success, but it is suitable only for certain people and in certain conditions. It is especially difficult to implement it in conditions of rigid technology. A reorganization may fail if management does not first determine whether the organization's employees view it positively.

2. Course of economic theory: For the system of retraining and advanced training of civil servants / M.A. Abramova, E.G. Becker, I.Yu. Belyaeva and others: under the general direction. ed. A.G. Gryaznova, N.N. Dumnoy, A.Yu. Yudanova. 2nd ed., revised. and additional M.: Finance and Statistics, 2008. 640 p.

3. http://www.ereport.ru/articles/manage/manage06.htm

4. http://www.5rik.ru/think/Trudovye-resursy-page.htm

5. http://www.labex.ru/page/m_book_23.html

The article reveals the concept of “labor resources”. Attention is paid to the components of labor resource management.

Without people there is no organization. Without the right people, no organization can achieve its goals and survive. There is no doubt that human resources management is one of the most important aspects of management theory and practice.

Labor resources represent the working-age part of the country's population, which, due to its capabilities (physical and intellectual), is capable of creating material goods or services. Labor resources may include people employed in the economy; Also, labor resources include people who are not employed in the economy, but are able to work.

Human resource management at an enterprise is an activity aimed at effectively using the potential of employees to achieve the goals of the enterprise while respecting the interests of employees. The professional and qualification structure of the employed population, reflected in the corresponding market segmentation, is of great importance. Human resources management is designed to solve the following main tasks: meeting the need for workers; development of employees, their career advancement.

The development of the enterprise’s employees is associated with the implementation of personnel policy, which is as follows:

Planning, attraction, selection, hiring and placement of workers;

Staff development;

Certification and assessment of skill level, promotion, retirement and dismissal are carried out, staff turnover is analyzed;

Improving the organization and stimulating labor, providing social benefits, safety at the enterprise, and taking actions to maintain and create a favorable psychological climate.

When defining the organization's goals, management must determine the resources necessary to achieve them. The need for money, equipment and materials is quite obvious. Few managers will miss these points when planning. The need for people also seems quite obvious. Unfortunately, human resource planning is often carried out inappropriately and is not given the attention it deserves (http://www.labex.ru/page/m_book_23.html)