Personnel management as a specific process in entrepreneurship. Small business personnel management - abstract. Human Resources Management in International Business
UDC 159.9.23
SELECTION AND MANAGEMENT OF PERSONNEL IN THE STRUCTURE OF BUSINESS ACTIVITY
N.N. KAZIEVA
(Dagestan State University)
The topical problems of increasing labor efficiency in the field of entrepreneurial activity through the optimal selection and management of personnel are considered. Revealed effective methods of personnel policy. A psychological model of work with personnel is proposed.
Key words: entrepreneurial activity, activity, management, self-management, personnel, personnel policy.
Introduction. Currently, the organization's personnel policy is becoming one of the components of the corporate image, on which the success of the organization largely depends. Changes in the labor market entail changes in personnel policy in organizations, which is reflected in the specific destinies and professional paths of specialists. HR processes are combined into an integral system professional way of a person with social processes and situations in society and organization.
The main content of personnel policy and personnel management. The goal of personnel policy should be economically feasible and psychologically sound (taking into account abilities, skills, aspirations and motivation) distribution of personnel between vacant jobs. Personnel planning, which is a complex activity (planning personnel needs, attracting and reducing personnel, training, retention of personnel, etc.), is becoming an integrating component of entrepreneurial planning. The types of personnel planning are determined both by external (changes in the conjuncture and market structure, competitive relations, economic policy, etc.) and by internal factors (planned sales volume, equipment, technology, organization of production and labor, staff turnover, etc.).
It is very difficult to make the expectations of a person and the expectations of an organization correspond to each other, since they are made up of many separate expectations, for the coordination of which it is necessary to create a complex and flexible system of linking the interests of a person, groups, divisions and the organization as a whole in the organization. For each person, the combination of expectations about different aspects of work, which forms his generalized expectation in relation to the organization, is different. Moreover, both the structure of expectations as a whole and the relative degree of significance of individual expectations for an individual depend on many factors (personal characteristics, goals and the specific situation in which he is, characteristics of the organization, etc.).
In turn, the organization expects from a person that he will prove himself as a specialist in a particular field, sharing the values of the organization and contributing to its successful functioning and development; as a team member capable of maintaining good relationships with colleagues, etc. HR management is one of the most important aspects of HR policy in any organization. Since the optimization of personnel processes is associated, first of all, with the impact on people, its effectiveness cannot be achieved without the use of specific tools and technologies that are based on psychology data.
An analysis of the three management strategies - bureaucratic, humanistic, and organizational and cultural - indicates that the first two do not contribute to the creation of a favorable situation of interaction. A bureaucratic strategy does not take into account the human factor, a humanistic strategy distances the goals and values of top management from the goals and values of personnel. Only a management strategy focused on the use of organizational culture,
implies that the senior management team seeks to connect employees to their goals and values by activating emotions and feelings that awaken loyalty, loyalty and commitment to the company. Thus, the defining feature that distinguishes the use of culture from other forms of government is that culture is transmitted to its participants through the expression of feelings, beliefs and attitudes.
Organizational culture is assessed and assimilated by members of the organization and influences their organizational behavior. Therefore, organizational culture can be considered as a determinant of the social life of an organization - one of the organizational subsystems that performs such significant functions as the adaptation and integration of its employees. Organizational culture is new and underdeveloped, but tends to emphasize relationships, feedback mechanisms, perceptions of correspondence between different elements of an organization.
In the problem of interaction between a person and an organization, the emphasis is shifted to mutual interest and the unity of value-semantic principles. This is reflected in the organizational and cultural approach to management, in which organizations are viewed as normative value systems. The key role in management is played by the values, beliefs, interests of people, on which management actions are focused. The use of an organizational and cultural approach in management involves the involvement of emotional factors.
Elements of the organization underlie the selection of criteria for the selection of personnel in the organization. Traditionally, job responsibilities, professional tasks and working conditions are crucial as criteria for recruiting personnel. In modern conditions, the traditional approach is complemented from the point of view of the correspondence of the qualities of personnel to the characteristics of the organization. Any organization is a flexible dynamic structure, the development of which has a certain cyclical nature. At the stage of intensive growth, personnel management is mainly aimed at forming the personnel structure - attracting and hiring personnel, evaluating candidates, placing and adapting personnel. At the stage of stabilization, the most significant issues are the assessment and intensification of labor, certification of personnel, the formation of a personnel reserve, and the development of a labor incentive system. The recession stage requires work to optimize the personnel program and restructure it.
Personnel management is always the implementation of one form or another of power. There are individual differences in leaders' preferences for different forms of government. Leaders with increased levels of anxiety tend to use sanctioned and traditional power. Leaders who see their success solely as a result of their own merit, professionalism, and a high level of knowledge prefer reward-based power. Expert and charismatic forms of power are attractive to flexible in communication and easy to enter into new social contacts.
The choice of forms of power is also determined by the specifics of the situation. In situations in which management is complicated by the action of objective reasons (lack of information; time limit; high degree of responsibility), the leader prefers to use forms of power based on remuneration, sanctions, and expert power.
The effectiveness of the organization's personnel policy depends on taking into account the characteristics of the behavior regulators inherent in its personnel. Such regulators traditionally include the value-sense orientations of the individual and his values. Values are explicit or implicit concepts of the desired that characterize an individual or a group and determine the choice of types, means and goals of behavior.
Organizational values, reflecting the employee's conscious attitude towards various organizational factors, are a significant component of the organization. In an organization as a complex system, there are always actual contradictions at the level of values. Most common
the list of values and value alternatives that workers regularly face include: power, law, work, outcome, age, education, human equality, attitude to risk, helping others, reward or punishment, pleasure.
HR management in the organization is based on the understanding of labor motivation... The motives associated with a person's labor activity can be divided into three groups: the motives of labor activity, the choice of a profession and the choice of a place of work. The specific activity is determined by all these motives.
Numerous concepts of labor motivation are concentrated around two theories: entrepreneurs are characterized by the rejection of incentives and the appeal to motivation, to expanding the motivational zones that can induce staff to work efficiently. A motivational factor such as “salary size” does not stand out as dramatically as one might expect. Some of the leading motivational factors include:
Interest in your business;
The desire to meet the high expectations of the leader of the company;
The need to work in an environment of professionals of their level;
It's a pleasure to work among these people.
A significant problem of motivation management is a high level of work motivation in the company, on the one hand, and contract system, with another. Research shows that many professionals are traumatized by the contract system: they view the firm's right to terminate a contract at the end of its term as an expression of control over performance. Service departments are especially vulnerable in these cases. They account for the largest volume of such work, where success is invisible, but failures, on the contrary, are accompanied by the greatest publicity. Therefore, the service departments of firms are the most conflict-prone.
In this regard, intra-organizational movements of personnel should be carried out within the framework of an individually planned career of a professional. Career creates the prerequisites for the creative growth of a professional, his self-actualization in the organization. In this context, the career of a professional acts both as a result, expression, and as a condition for the continuous professionalization of the subject of activity. A poorly planned career is a drag professional development personality, and in context life path personality is a source of deep dissatisfaction with life in general.
A fundamental feature in the selection of personnel in structures organized successful entrepreneurs, is the rejection of the functional-hierarchical lattice (it does not matter who you were before - it is important whether you will be able to independently implement the task here and now). When selecting personnel, great attention is paid to communication skills and initiative. When hiring personnel, one should take into account the correspondence of the personal characteristics of employees, first of all, value-semantic aspirations, philosophy and values of the organization. Only in this case the values formulated in the philosophy of organization will be really embodied.
Entrepreneurship requires the kind of stress that engenders a mindset to minimize effort. Therefore, entrepreneurs prefer to work with professionals who are able to quickly make decisions and implement tasks. Entrepreneurs want to communicate with a fairly narrow circle of "understanding" people. In the firm, the leader and the management team work with almost every employee. This reveals a specific characteristic of the management culture: not to use second-hand information, but to control, as far as possible, through a direct executor. Obviously, this creates an entrepreneurial overload problem.
Researchers note that in Russian business structures, when recruiting personnel, management often declares requirements for candidates based on the principle of
the principles of an entrepreneurial culture, and the real assessment of candidates is carried out according to the principles operating in the clan structure. Entrepreneurial cultures do not take root well in a clan organization that considers the value of an employee in terms of their loyalty, and solving problem to increase the dependence of the employee.
In connection with the tasks of designing an employee's career, it is necessary, first of all, to diagnose the level of professional development of the subject of activity, his life values, the focus and depth of the development zones of professional important qualities and skills, as well as the introduction of procedures for correcting a professional's style in order to improve the efficiency of a professional's functioning in a certain system of requirements.
Career planning for specialists is carried out in the context of development plans for the organization itself, those innovative processes that are a condition for its survival and development. Therefore, an essential point in managing personnel processes is taking into account the innovative potential of personnel and the organization as a whole as a system.
In order for employees to work successfully, achieving high results in their activities, to be satisfied with the profession, place of work, certain conditions should be created:
The work should interest the employee, form his positive motivation for responsible activities;
Highly professional training of the employee (selection for each employee of such a work activity that would correspond not only to his interests, but also to his individual characteristics);
Optimal organization for effective work(convenient workplace, aesthetically designed production room, the optimal mode of work and rest).
Based on the listed prerequisites, it is possible to formulate the main tasks or areas of work of psychologists in the organization:
Formation of positive motivation for work among employees;
Selection, assessment and placement of personnel;
Process improvement industrial training, level up professional competence workers;
Optimization of working conditions.
Professional adaptation is the gradual entry of a new employee into specific conditions professional labor... Social adaptation is adaptation to a set of new roles and connections with the surrounding social environment, as a result of which a certain correspondence of individual needs to organizational requirements is achieved. To the means and methods information support adaptation control can include periodic conversations with an employee at the workplace, conversations with managers of various levels, comprehensive studies of the degree of job satisfaction, analysis of objective data on the employee's activities, etc.
The information obtained is included in the system of organizational support for the adaptation process in the organization. Such a system can be based, for example, on the standards of the organization, which determine the basic procedures for the impact of different levels of management on the adaptation of the worker. An integrated system of information and organizational support for adaptation control allows not only to manage the specified process, to determine the paths of professional growth, but also to implement effective preventive measures to eliminate the causes of staff turnover in the organization.
The logic of the development of management concepts is a transition from a mechanistic understanding of this phenomenon (early management theories) to a personality-oriented one. Modern researchers and practitioners focus on understanding the significance of the human
factor a. Within the framework of this approach, the priority of the human resource is postulated, due to its uniqueness and limitlessness. The performance of an organization is directly related to the state of this resource. The key issues of personnel management are the problems of planning and human resource development. At the same time, a resource means not only the professional skills of the organization's employees, but also their individual psychological characteristics, motivation, expectations, value system, etc. ...
Care for the development and training of personnel is of particular importance. By creating conditions for employee mobility and self-regulation, accelerating the process of adaptation to changing production conditions, personnel training includes all efforts to maintain or improve the qualifications of workers through additional training. However, personnel development is not the main task for most entrepreneurs, who do not even have an idea of what types of learning situations are necessary for the development of professional qualities and how their organization could use the creativity of its employees. There is a widespread misconception that the workplace is not a place of learning; educational institutions exist for this purpose.
The model of work with personnel proposed by us as self-management is not yet so actively applied in practice. Traditionally, self-management was considered only as a section associated with the scientific organization of the work of a leader and only recently began to stand out as an independent area of knowledge. Within the framework of the considered approach, self-management should become an effective tool for the psychological study of enterprise employees.
Conclusion. An analysis of the personnel recruitment and management system in the structure of entrepreneurial activity allows us to draw the following conclusions:
The goal of personnel policy is economically feasible and psychologically sound (taking into account abilities, skills, aspirations and motivation) use of labor resources, planning personnel needs, attracting and reducing personnel, training, retention of personnel, etc.;
The directions of the organization's personnel policy are determined by both external and internal factors;
The effectiveness of the organization's personnel policy depends on taking into account the characteristics of the main regulators of behavior inherent in its personnel, which include, first of all, the value-semantic orientations of the personality and its values;
The problem of understanding the patterns and mechanisms of development, training of personnel and the realization of their creative potential is actualized.
In the field of entrepreneurial activity, there is a real opportunity to increase the activity of personnel through the integrated use of modern methods research and consulting, as well as the dependence of an effective personnel policy, taking into account the characteristics of psychological regulators of behavior inherent in personnel.
Bibliographic list
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The material was received on 03.10.2011.
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PERSONNEL RECRUITMENT AND MANAGEMENT IN BUSINESS STRUCTURES
(Dagestan State University)
Some current questions of the labor productivity increase in the business area through the optimal personnel recruitment and management are considered. Some effective techniques of the recruitment policy are described. A psychological model of the personnel development is offered.
Keywords: entrepreneurship, activity, management, self-management, personnel, recruitment policy.
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COURSE WORK
Small business HR management
Introduction
Selected topic term paper is relevant at the present time, since the number of small business companies in Russia is constantly growing and for them, as well as for any modern enterprise personnel management is one of the most important steps to maintaining and prospering their activities. Firstly, this line of business reduces the cost of finding new employees, their adaptation and training in the organization, which is of paramount importance for small business organizations. Secondly, it increases the efficiency of the organization's personnel due to the competent direction and arrangement of work. Thirdly, this topic helps to form shortcomings in the work of a personnel manager, whose functions in a small enterprise are usually performed by the main manager, to find ways to turn them into advantages, to unite the team for more effective work, etc. The study of this topic is a mandatory task of the enterprise in order to ensure effective operation and keeping it at this high level.
The object of research of the course work is LLC "Dentalium", the subject is the process of personnel management in small business.
The aim of the work is to analyze the features of personnel management in small business and develop recommendations for improving personnel management in OOO Dentalium.
To achieve the goal, the following tasks are solved in the work:
determination of the place of personnel management in the management structure of the company;
Revealing the process of personnel management in small business;
analysis of the peculiarities of training, adaptation and recruitment of workers in small business;
Analysis of personnel management activities in LLC "Dentalium";
The first chapter discusses theoretical basis- the concept and essence of small business in the Russian Federation, features of personnel management in small business organizations.
The second examines in detail such important aspects of personnel management as training, adaptation, the relationship of personnel with the manager in relation to small organizations.
The third chapter examines the practical application of personnel management activities in LLC "Dentalium", the current situation is analyzed, the organization, control and implementation of new techniques to improve the situation in the organization are described.
During the writing of the term paper, the literature and articles of the following authors were used: Grazhdankina E.V., Silevanov A.T., Kibanov A.Ya., Vesnin V.R. etc.
1. The theory of personnel management in small business organization
.1 Concept and essence of small business
staff adaptation management manager
An enterprise is an independent economic entity, formed as a result of the creation by an entrepreneur or an association of entrepreneurs for the production of products, performance of work and provision of services in order to meet social needs and make a profit.
The main features of an enterprise that make it an independent subject of market relations:
Organizational unity is the presence of a team at an enterprise, organized in a certain way, having its own internal structure and management procedure.
Industrial and technical unity is the union of economic resources by an enterprise for the production of goods and services (a certain set of means of production, capital, technology).
The presence of separate property, which the company independently uses for certain purposes.
The enterprise carries full responsibility its property for obligations arising in the course of its activities.
Operational, economic and economic independence - the enterprise itself carries out various kinds of transactions and operations, it itself makes a profit and bears losses.
IN Civil Code RF determines the main goal of a commercial enterprise - is to achieve a greater amount of profit or greater profitability, that is, the excess of results over costs. Also, the company has a whole range of multi-level goals that determine the strategy of activities and make up the tree of goals of the company.
Tasks solved by the enterprise in the course of its functioning:
Uninterrupted and rhythmic production of high quality products in accordance with the available production capabilities.
Satisfaction of public needs for products, comprehensive consideration of consumer requirements, the formation of an effective marketing policy.
Efficient use of production resources (fixed capital, material, financial and labor resources), increasing production efficiency.
Development of the strategy and tactics of the enterprise's behavior in the market
Ensuring the competitiveness of the enterprise and its products, maintaining a high image and business reputation enterprises.
Improving the organization of production, labor and management; use of the latest achievements of scientific and technological progress in production.
Ensuring the social efficiency of production (raising the qualifications and more meaningful work of workers, increasing their standard of living, creating a favorable moral and psychological climate in the work collective).
Small business is a business that relies on entrepreneurial activity small firms, small businesses that are not formally members of the association.
Entrepreneurial activity in small business can be carried out both with education legal entity, and without this procedure, associated with a certain cost of money and time. Very often, those wishing to become entrepreneurs do not need to create a legal entity, that is, an enterprise. The legislation of many countries provides an opportunity for citizens, who are not limited in their legal capacity, to register as an entrepreneur without forming a legal entity, that is, to become an individual entrepreneur.
The share of small and medium-sized companies is about 20% of the GDP of the Russian Federation, and so far only a quarter of working Russians are employed in them. The share of small business in the RF GDP relative to other developed countries is shown in Table 1.1.
Table 1.1. Share of small business in GDP in developed countries
Country Small business share Japan 65-70% Italy 55-60% France 50-55% Germany 60-65% USA 55-60% Great Britain 50-55% Russia 20-25%
In accordance with the Federal Law of July 24, 2007 No. 209-FZ "On the Development of Small and Medium-Sized Businesses in the Russian Federation" (Article 4), micro-enterprises (legal entities) include consumer cooperatives entered in the unified state register of legal entities and commercial organizations(with the exception of state and municipal unitary enterprises) that meet the following conditions:
) the total share of participation of the Russian Federation, constituent entities of the Russian Federation, municipalities, foreign legal entities, foreign citizens, public and religious organizations (associations), charitable and other foundations in the authorized (joint) capital (share fund) of these legal entities should not exceed twenty-five percent (with the exception of the assets of joint-stock investment funds and closed mutual investment funds), the participation share owned by one or several legal entities that are not small and medium-sized businesses should not exceed twenty-five percent (this limitation does not apply to business entities whose activities consist in the practical application (implementation) of the results of intellectual activity (programs for electronic computers, databases, inventions, utility models, industrial designs, selection achievements, topologies of integrated circuits, production secrets (know-how), the exclusive rights to which belong to the founders (participants) of such households private societies - budgetary scientific institutions or scientific institutions created by state academies of sciences or budgetary educational institutions higher professional education or educational institutions of higher professional education created by state academies of sciences);
) the average number of employees for the previous calendar year should not exceed 15 people;
) proceeds from the sale of goods (works, services) excluding value added tax or the book value of assets (residual value of fixed assets and intangible assets) for the previous calendar year should not exceed 60 million rubles (established by the decree of the Government of the Russian Federation of July 22, 2008 No. 556 "On the limit values of proceeds from the sale of goods (works, services) for each category of small and medium-sized businesses").
The average number of employees of a micro-enterprise for a calendar year is determined taking into account all its employees, including employees working under civil law contracts or part-time, taking into account the actual hours worked of employees of representative offices, branches and other separate divisions of the micro-enterprise.
The procedure for conducting sample surveys of micro-enterprises is established by the Decree of the Government of the Russian Federation dated February 16, 2008 No. 79 "On the procedure for conducting sample statistical observations of the activities of small and medium-sized businesses."
Individual entrepreneurs form the simplest form of organizing a small business, preparing the basis for other, more complex formations - partnerships (general and limited partnerships), production cooperatives and business companies in the form of a limited (additional) liability company and joint-stock companies of closed and open types. Let's consider the above forms of organizing a small business in more detail.
An individual entrepreneur is a person who conducts business at his own expense, independently makes decisions and bears full financial and material responsibility for his obligations. His reward is the profit received as a result of commercial activities and the sense of moral satisfaction that he experiences from engaging in free enterprise.
An individual entrepreneur can fully devote himself to business, working only in the field of entrepreneurship, or he can combine entrepreneurial activity with employment or study.
Taking into account the Russian specifics of doing business without forming a legal entity, we can also note that individual entrepreneur has the right to hire employees. In the small business system, this organizational and legal form is very mobile and in fact does not have a clear divide between an individual and a legal entity.
Individual entrepreneurs act on the market on a par with enterprises as producers of goods and services in equal rights. An entrepreneur can have an account in a commercial bank, his own trade mark, and has the right to use a bank loan. This form of entrepreneurial activity is associated with the simplest financial and tax accounting.
Individual entrepreneurial activity is typical for small producers of goods and services, as well as for trade.
A general partnership is a partnership, the participants of which (general partners), in accordance with the agreement concluded between them, are engaged in entrepreneurial activity on behalf of the partnership and are responsible for its obligations with property belonging to them.
The firm name of a full partnership must contain either the names (names) of all participants and the word "full partnership", or the name (name) of one or more participants with the addition of the words both "company" and "full partnership". The management of the activities of a full partnership is carried out by the general agreement of all participants. Each participant in a full partnership has one vote, unless the memorandum of association provides for a different procedure for determining the number of votes of its participants. The profits and losses of a full partnership are distributed among its participants in proportion to their shares in the contributed capital, unless otherwise provided by the memorandum of association or other agreement of the participants.
A limited partnership is a type of full partnership. Compared with full partnership it has following features: consists of two groups of participants:
) general partners - carry out entrepreneurial activities on behalf of the partnership itself and bear unlimited and joint liability for the partnership's obligations;
) depositors (limited partners) - only make contributions to the property of the partnership, but do not answer with their personal property for its obligations.
A limited liability company (LLC) is a company founded by one or more persons, authorized capital which is divided into shares determined by the constituent documents; members of a limited liability company are not liable for its obligations and bear the risk of losses associated with the activities of the company, within the value of their contributions.
Additional liability company (ALC) - such a company is a type of LLC, however, a distinctive feature of the ALC is that if the property of this company is insufficient to satisfy the claims of its creditors, the company's participants can be held liable, and jointly with each other. However, the amount of this liability is limited - it does not apply to all of their personal property, which is typical for general comrades, but only to a part of it - the same multiple size and amount of contributions for all. From this point of view, such a society occupies an intermediate place between societies and partnerships.
Although small businesses practically do not use closed and open joint stock companies which are more suitable for medium and large enterprises, consider them.
Joint-stock company (JSC) is a company, the authorized capital of which is divided into a certain number of shares. The members of the JSC are not liable for its obligations and bear the risk of losses associated with the activities of the company, within the value of the shares they own. A JSC, whose members can alienate their shares without the consent of other shareholders, is recognized as an open JSC (JSC). A JSC, whose shares are distributed only among the founders or other predetermined circle of persons, is recognized as a closed JSC (CJSC).
A production cooperative (PC) is a voluntary association of citizens for joint activities in areas such as production, processing, marketing, trade, consumer services, medical services, etc. Trade name a cooperative must contain its name and the words "production cooperative" or "artel". The property of a PC is formed on a share basis at the expense of contributions of its members, made in cash and material forms. The constituent document of the PC is its charter. The number of members of the cooperative must be at least 5 people. The property owned by the PC is divided into shares of its members in accordance with the charter of the cooperative. The profit of the cooperative is distributed among its members in accordance with their labor participation, unless a different procedure is provided for by the charter of the cooperative. PC can be voluntarily reorganized into business partnership or society by a single decision of its members or liquidated. The PC is not entitled to issue shares.
Limitation on the number of employees in small business - up to 100 employees.
Revenue limit:
Since January 1, 2008, in accordance with the Decree of the Government of the Russian Federation dated July 22, 2008 No. 556, the limit values of proceeds from the sale of goods (works, services) for the previous year, excluding value added tax, have been established for the following categories of small and medium-sized businesses: small enterprises - 400 million rubles.
Summing up, we can conclude that the level of development of small and micro-businesses in the Russian Federation is significantly lower than in many countries with developed market economies. Those. in countries with developed market economies, the percentage of small and micro-enterprises, their contribution to GDP is greater than in the Russian Federation.
1.2 Personnel management in a small business organization: modern tendencies
Since 1991, Russia has been implementing a reform program for the transition to a socially oriented market economy, free enterprise, and a new model of labor relations.
The scientific approach to the formation of personnel management implies the need to take into account the requirements of physiology and psychology to the organization of labor activities of workers.
Knowledge of the basics of psychology and physiology of labor is necessary already when organizing the recruitment and hiring of employees, conducting labor expertise, professional selection, and vocational guidance.
The experience of developed countries testifies to the necessity and expediency of creating a developed nationwide system of vocational guidance, starting from school, about the need for a link between education and production.
Based on the basic provisions of psychophysiological work, a rational regime of work and rest is developed in each organization.
One of the important tasks of the organization is to establish the optimal labor intensity at which physiological costs are required from workers that do not go beyond the limits that threaten their health.
The unfavorable working conditions of workers are of particular concern. Organizations, in order to survive in difficult conditions, cut costs intended to improve working conditions, and workers, out of fear of losing their jobs, agree to work in unfavorable conditions. Scientists have proposed a "Hygienic classification of labor", based on which the organization conducts certification of workplaces, with the help of a point assessment, an integral indicator of working conditions is calculated and the amount of compensation required for unfavorable working conditions is established.
The scientific approach to the formation and functioning of the personnel management system, along with psychophysiological problems, involves the solution of social problems.
The sociology of labor serves as a methodological basis for the study of these problems and the development of recommendations for their implementation.
Sociology of labor studies labor activity as a social process, explores social factors that increase labor efficiency, the influence of technical, technological and social conditions on attitudes towards work.
In a market economy, research aimed at finding ways to optimally realize the employee's labor potential is acquiring a special role.
Sociology considers the development of collective forms of labor organization, the transfer of primary labor collective functions of operational planning and management, determining the number and placement of personnel.
In any labor process, there is a combination of two factors of production: personal and social.
Personnel management is considered as an organizational and economic mechanism of subordination and the use of hired labor in the economic system.
The transition to a personnel management policy in modern conditions is associated with the formation of a new normative culture, focused on a person and providing for the maximum involvement of employees in the affairs of the organization and self-discipline.
The peculiarities of a small business require managers to be highly professional in the field of personnel management. The general features of personnel management of a small enterprise, regardless of the form of ownership and the scope of the organization, include a number of characteristics:
Complex nature of activities and flexible organization of work. The lack of a clear functional division between administrative and production personnel helps to reduce the distance between personnel, but does not eliminate social differences (for example, in wages). Employees of a small enterprise have to perform functions that are not characteristic of their positions, therefore, they do not need narrow-profile professionals, but universal workers who are able to combine positions and perform various types of work. One of the strengths of small businesses is the freedom to define responsibilities and the ability to change quickly.
Lack of a multilevel organizational structure. This leads staff to understand careers as extensions and complications. functional responsibilities, the growth of professionalism, an increase in wages, and not a promotion.
Relatively higher awareness of employees. It is difficult for the head of the enterprise to hide from the staff information about the methods of work and relations with clients and government agencies. This awareness puts the employer in some dependence on the employee and thus forces them to search for personnel among relatives, personal acquaintances or on the recommendation of trusted people.
Less bureaucracy in work. Small businesses lack many regulatory guidance documents personnel work, but there is a system of unofficial installations. This disposes to an individual approach to each situation and the employee, however, it leads to the emergence of conflicts, the expression of personal sympathies and antipathies of the manager to the employees.
There is practically no organizational learning. This is explained by a number of reasons: the manager's underestimation of the need for training, lack of funds, uncertainty of the company's prospects.
A small business places high demands on the personal qualities of an employee. A small team will quickly get rid of workers whose qualities do not correspond to the accepted norms and values of the given enterprise.
The principles of personnel selection are sometimes focused not on direct, but on indirect evidence of professional suitability. Recommendations for small businesses are actually confirmation that the candidate has acquaintances and colleagues who are ready to answer with their reputation for the actions of the employee. In other words, it is not only the content of the recommendation that is important, but the personality (position) of the person who gives it. The principles of personnel selection are focused not on direct, but on indirect evidence of the candidate's professional competence. The company receives an employee with a specific capital in the form of personal acquaintances, official contacts and informal connections, which in the future can bring additional orders and proposals to the company.
One of the most important problems of small business workers is social insecurity. The well-being of staff depends on the manager. There is a weak formalization of labor relations: often preference is given to oral employment contracts, labor protection is rarely guaranteed, flexible forms of forcing employees to work without paying sick leave and annual leave... Almost all small businesses lack collective agreements or trade unions that could put pressure on the management to protect the interests of workers.
A significant difference in the starting conditions of enterprises. Former state enterprises already had premises, equipment, an established system of economic ties. This gives them the opportunity to develop and improve the social sphere and invest in personnel training and development. However, the orientation towards the traditional organization of labor does not allow them to provide sufficient flexibility to operate in a market environment, which is reflected in lower profitability compared to new enterprises.
In addition to the listed aspects in organizing the activities of small enterprises, a number of points can be distinguished that are used to motivate highly qualified workers and employees:
the place of work is not far from home;
employees are often impressed by the speed of decision-making and communication processes;
a close business relationship between the employer and the staff makes it easier to solve problems;
employee achievements are recognized and rewarded more quickly;
the personnel of the enterprise have more opportunities for career growth;
employees can take part in the decision-making process;
wage can be comparable to the wages paid in large enterprises;
small businesses are not constrained by numerous regulations;
participation in the income of the enterprise;
employees can become shareholders or partners.
Not all of these opportunities are available to every small business, but many can be part of a workforce management plan.
In general, personnel management of a small enterprise is a poorly systematized procedure. However, the complex nature of the activities of employees and the subordination of all functions to one person create the prerequisites for the emergence of a systematic approach to personnel management.
2. Specificity of personnel management in small business
.1 Features of selection and adaptation of personnel
Personnel selection is the process by which an enterprise selects from a list of applicants the person or persons best suited to the criteria for a vacancy.
The selection of personnel in a small business is not very different from the selection in large firms. The main difference lies in the limited finances and, as a consequence, the impossibility of carrying out such expensive analytical operations, such as, for example, graphological and physiognomic examinations in the selection of applicants, as well as the universalization of the employee (combining several positions by him or simply conducting side work, not provided for by him. position).
A small business HR manager is usually the only resource for a small business firm to review the applicant's application documents and evaluate his performance during the trial period.
To begin with, the HR manager in a small business is asked to think about the questions, answering which you can get information that allows you to write a job description and more effectively select the appropriate employee.
what is the name of the work?
where should this work be done?
what is the purpose of the work, who is responsible for the employee?
what is the employee responsible for?
Who does the employee deal with in the course of the work?
what are the main tasks of the work, how are these tasks performed?
what working standards are expected?
what skills, knowledge and experience are needed to do this job?
does this work require physical and / or mental labor?
which tasks are easy, which tasks are difficult?
Internal source - employees who are already employed in the organization and have the desire, opportunity (or need) and competencies to fill the vacancy.
External source - applicants for a vacancy with appropriate education and professional skills, but employed in other enterprises; temporarily not working or being in the status of graduates of educational institutions of various ranks.
Small business is characterized by the choice of an external source of attracting candidates.
Thus, having compiled an overall picture of the position of a future employee, the HR manager places advertisements for the search for an employee on various Internet and print resources, contacts recruiting agencies (options for finding an employee depend on his future position and the required qualifications).
In modern Russia, not only in large companies, but also in small businesses, the applicant is primarily required to have a resume -
a standard form of presentation of professional and personal data. The resume is as complete and at the same time concisely presents the employer with the image of a candidate for a vacant position. Further, the HR manager invites applicants with the most interested resume for an interview. In large companies, before the interview, it makes sense to conduct a survey, in small business, due to the specific "tightness" of the team, it is preferable to immediately conduct an interview. To achieve the desired results, the manager must know how to prepare, conduct, and evaluate the interview. He can also test a prospective candidate. After completing the above procedures, a discussion of the candidate takes place, which can also be held during the interview. The specifics of a small business presupposes a mandatory set of qualities in a hired employee: "Versatility", because often in small enterprises there is a need to replace an employee and part of his duties is assumed by an employee who carries out other activities; willingness to compromise due to the "tightness" of the team; the motivation of the future employee can be social, material, economic needs, but not the need for promotion. After hiring a new employee, the HR manager's job is to provide quality training and onboarding for the new employee. The small business adaptation program includes the following questions: ) a general idea of the company (history of the organization; traditions; products (services) and its consumers; organizational structure; information about management); ) policy and review of procedures (leave granting; referrals vocational training and advanced training; rules for the protection of commercial secrets); ) wages (form of payment; pay for work on weekends; overtime; terms and form of payment (through the cashier, ATM); taxes; revision of wages; bonuses; cost reimbursement); ) additional benefits (types of insurance; availability of discounts on products; other company services for its employees); ) labor protection and safety measures; ) rules, regulations in force in the organization (standards of appearance; standards business correspondence and telephone conversations, etc.). The optimal time frame for general orientation, starting with the hiring procedure, is the first week of work, but no later than the first month of work. ) job duties and responsibilities of the employee (a detailed description of the current work and expected results; an explanation of why this particular work is important, possible problems and solutions; weekend work, overtime; additional appointments (for example, replacing an absent employee); ) required reporting (reporting form; timing); ) rules, regulations (rules specific, only for this type of work; informing about accidents and dangers; hygiene requirements; security and theft problems; workplace negotiations; taking things out of the unit; use of the phone and the Internet for personal purposes). The new employee is usually more serious about the job than the others. The job of the HR manager is to maintain this attitude and bring him out of the stress typical of a new employee. You need to treat the employee as if he is the only person on earth who is able to do this job. Then the adaptation will be successful, and the new employee will decide that our organization is the one he dreamed of working for. The process of training an employee in a small business is also important. Since employees are selected, as a rule, universal, training should affect not only the direct duties of the employee, but also indirect ones. For example, in private medical clinics, in addition to their direct duties - caring for patients, helping a doctor - nurses should also be trained in the methods of sterilization with the device, sanitary duties - in case the workers responsible for these operations, for some reason, cannot perform my job. Small businesses tend to employ on-the-job training methods rather than off-site. Some of them: briefing - explanation and demonstration of work techniques; change of workplace (rotation) - allows you to expand the experience of an employee by systematically moving him from one job to another; mentoring - specially selected and trained employees (mentors) give instructions and advice to help the “protégés” attached to them develop in their profession; method of delegating part of functions and responsibilities; training in project teams created to solve specific problems. The main benefits of on-the-job training are lower cost; great adaptability of the content and training time to the needs of the organization; great opportunities for individualization of training. The main disadvantage of this method is the heavy workload on the training specialists. The off-the-job training method used in small business organizations can be considered lectures and self-training of the employee, as other methods are used, as a rule, in large organizations. Staff training, as well as its adaptation in a new place of work, are extremely important tools for the effective operation of an organization; in a small business, these tools are of paramount importance, since “Closeness” and versatility of workplaces presuppose close contact between workers. 2.2 Features of interaction between the head of a small enterprise and staff
As mentioned above, a feature of a small business is a very close interaction between management and personnel. All employers in small organizations want to have good business relationships with their staff. But in order to achieve this, you need constant business communication with employees, their stimulation, solution of their problems, elimination of conflicts in the team. Also, in addition, from a leader in a small business, understanding and assistance is required not only in business matters of the life of staff, but also in personal problems. Small business communication: This should be a two-way process between the employer and his employees. The manager must provide employees full information on the following issues: operating instructions, changes in terms and conditions, rules and procedures production process, in the development of the enterprise. At the same time, the manager must carefully listen to the messages of employees, their opinions, suggestions and complaints. Feedback will provide at the enterprise: normal business (and not only) relationships between employees and the employer; lack of rumors and complaints; team cohesion, trust in relationships; efficiency in solving problems of personnel and the organization as a whole. Communication in a small business is usually done through: dialogue: communicating with employees during informal conversations or formal discussions, the manager provides employees with complete information and uses an effective feedback mechanism. These conversations and discussions allow us to discuss important issues and provide employees with the opportunity to ask the manager questions and express their views. Dialogue is the main method of communication in a small business .; Bulletin board: This is a reasonably effective way of communicating messages to all staff, provided that information is regularly updated on it; suggestion box: the manager must take into account the ideas of his employees. A suggestion box (or book) is one way for staff to voice their opinions. It is not always possible for an employee to express his opinion or proposal to the manager orally due to the peculiarities of his character, physiology, etc. The manager can also give an answer to the employee in writing to his proposal or comment. To achieve team cohesion, and, consequently, more effective team performance, the head of a small business must stimulate and motivate employees. The leader can use the following motivation factors: wages - the employee evaluates his contribution to overall result according to the amount of money he receives; working conditions - the employer must provide a safe working environment and comfortable working conditions. Employees should understand and appreciate that their manager seeks to create such conditions for them; social opportunities - discounts on goods and services to company personnel, travel assistance, interest-free or low-interest loans for various purposes, health insurance, tuition fees and other social benefits are incentives to improve employee performance; granting autonomy - providing employees with greater independence and responsibility in their daily work is also an incentive to work (for example, entrusting work, leaving the employee the right to choose the way to perform it, or involving employees in setting goals and work tasks). The head of a small business should show interest in the work of each employee, setting individual goals and objectives for him for the week, month, quarter. Most workers have personal or work-related problems that often escalate into conflicts that can affect how they do the job. In a small business, the manager develops a very close working relationship with the staff. This makes it possible to identify difficulties and problems at an early stage. The employee should know that he can turn to the manager for help and advice. An important aspect in interaction with personnel is the ability to manage conflicts in the enterprise and select the right personnel. Among those listed in employment contract duties of the employee with the employer, the most important are the duties of the manager to ensure healthy and safe working conditions, labor protection for all employees of his enterprise. The head of a small business must develop a health and safety program. In accordance with the legislation, the employer is obliged to ensure the safety of employees during the operation of buildings, equipment, as well as the raw materials and materials used, the use of personal and collective protective equipment for employees, the working conditions at each workplace that meet the labor protection requirements, etc. This list of the employer's obligations to ensure their labor safety is not exhaustive. It is supplemented by relevant labor safety standards for specific types of work, other laws and regulations, as well as collective agreements and agreements, internal labor regulations. Effective workforce management in a small business can increase productivity and ensure business success. Searching, selecting, hiring and developing personnel requires knowledge of the needs of employees. To stimulate the personnel of a small enterprise, it is necessary to develop a system for assessing the effectiveness of its work. Assessment cannot be based on personal attitude towards a subordinate, otherwise it can develop into criticism, which in most cases causes a negative reaction. The results must be communicated to employees with a frequency determined by the effectiveness of their work. For the assessment, specific goals and standards should always be set. The main requirement for the evaluation system is objectivity on the part of the evaluator, in our case, the leader. The activity of assessing the qualifications of employees of an enterprise is called certification. Personnel certification is a comprehensive assessment of the activities and performance of employees. In a small business, the manager is constantly in contact with all his employees and has the ability to quickly identify the strengths and weaknesses of the employee. At the same time, periodic certification allows us to identify some of the shortcomings and positive aspects of employees. In a small business, the best way of certification is an interview that touches on all the issues of the employee's professional activity. It is recommended that managers of small businesses conduct a personnel assessment to identify the employee's suitability for the position held, personal characteristics that affect labor results, to form a talent pool, and the need for training. At a small enterprise, it is necessary to establish personnel records management, which will ensure the "transparency" of compliance with the executive discipline of employees and thereby increase the degree of their responsibility. Summing up, we can say that in order to achieve normal business relationships between the management of a small enterprise and personnel, it is necessary to constantly communicate with employees, stimulate them, solve their problems, and eliminate conflicts in the team. Conflict resolution in a small enterprise largely depends on the level of the manager's professional competence, his ability to interact with employees, which is not least determined by his general culture and charisma. 2.3 Analysis of HR management activities in the organization
Analysis of personnel management activities in a small business organization can be carried out according to various criteria, this paper will describe the main ones. ) Analysis of the composition and structure of personnel. The characteristics of the composition and structure of personnel are given by indicators, such as: gender, age, education (general secondary, secondary specialized, specialist, bachelor, master), time of work in a given organization; information for analysis can be collected in the statistical documents of the organization, from the personal files of employees. An assessment of the changes that have occurred in the structure of personnel for the analyzed period (usually 1-5 years) is given. Diagrams reflecting the structure of personnel in the reporting period are built and analyzed. ) Analysis of the use of labor potential. To analyze the use of the labor potential of the enterprise, indicators of a comprehensive assessment of employees, obtained as a result of certification, are used. The purpose of the analysis is to identify the compliance or inconsistency of the actual level of labor potential with the required one and the degree of use of labor potential. It is possible to construct diagrams for each indicator (for example, the level of qualification), characterizing the labor potential of workers, as well as a diagram that characterizes the use of the labor potential of workers for all indicators. The qualification levels of employees can meet the requirements of the position they hold, be in excess of the job requirements, greatly exceed, and also whose qualification level is insufficient to perform the job duties. Variants of the ratio of the labor potential of the employee (or the team itself), the actual use and the level of labor potential required by production conditions. The quality of the labor potential of the enterprise is determined by the characteristics of the main part of the personnel. Best (ideal) ratio: Potential = Its actual use = Labor potential The available labor potential in the organization, i.e. all the possibilities of workers as carriers of labor are fully utilized, and this corresponds to the needs of production. In practice, the following option is often encountered: Potential> Its actual use = Labor potential Such a ratio indicates that the existing labor potential is not fully used, but the level of its actual use meets the needs of production. For this reason, the reserve of labor potential cannot be used, since there is no direct need. Underutilization of the existing labor potential of employees may result in underutilization of the working time fund through the fault of employees, poor motivation of employees for high-performance work, dissatisfaction with work due to lack of opportunities for professional growth, low level of labor intensity, etc. The situation when the underutilization of the available labor potential becomes too great, i.e. Potential> Actual use< Трудовой потенциал, свидетельствует о том, что фактический уровень использования имеющегося потенциала уже настолько низок, что из-за этого страдает производство и остро стоит проблема реализации имеющихся резервов рабочей силы. The following option is also possible: Potential = Actual use of it< Трудовой потенциал. It testifies to the fact that, despite the full use of the available labor potential, the needs for labor, both in terms of quantity and quality, are not fully satisfied. Indicators of this situation can be: lack of labor, a large number of overtime work, low quality of their performance, etc. In these conditions, management decisions should be aimed at building up labor potential, changing its quantitative and qualitative characteristics. Personnel management is a type of employee management activity aimed at achieving the goals of the organization through the use of labor, experience, talent of these employees, taking into account their satisfaction with the results of their work. Personnel management is a system of organizational, economic and social measures affecting the creation of conditions for effective work and personnel development. Human resources management should be considered in three main aspects (Fig. 1): Rice. one. Personnel management aspects Odegov Yu.G. Outsourcing in personnel management: textbook and workshop for undergraduate and graduate programs. - M .: Yurayt, 2015 .-- 91 p. Personnel management occupies a leading position in the overall management system of the organization. New working conditions, which are characterized by tougher manifestations of competition for the professional qualities of employees, a completely different working atmosphere, determine modern features personnel management. Personnel management as a specific area of management includes: The market diligently dictates its own rules of work to any enterprise, together with the presentation of the personnel by the market conditions many new hitherto unknown requirements, with the struggle for the consumer, the speed of response to demand and the ability to adapt to frequent changes in the structure of functional duties. The high dynamics of commercial activity forces each employee to constantly spend additional efforts on improving their own qualifications, despite the fact that in the training of personnel in a market economy there are significant differences from the training of employees in the former industry institutes for advanced training. There has been a significant increase in the complexity of the incentive and motivation system for employees, primarily in connection with hiring on short-term contracts, putting forward a variety of preconditions, material incentives with profit and other factors. So, for a well-chosen team of professional professionals, solving the most difficult problems is not a problem. And vice versa, if the team is apathetic, prone to internal conflicts and unhealthy competition, then a seemingly win-win project may “fail”. The composition of the organizational structure of the personnel management system is a set of departments and services interconnected in the personnel management system and its officials. Subdivisions performing the functions of personnel management - can be considered in a broad sense as a personnel management service. The specific role and place and role of the specified service in the general management system of the organization are determined by the roles and place occupied by each specialized personnel management unit and the organizational status of its direct manager. If the specialists in the organization do not cope with the existing problems, then the reasons can be considered: The organization solves such problems by replacing personnel, improving their qualifications, more effective methods discipline management, including strengthening labor motivation and personnel reshuffle. Personnel management is one of the most important segments of the life of an enterprise, capable of significantly increasing the efficiency of a given enterprise. In modern conditions of fierce competition, any enterprise is forced to adapt to market conditions. But market conditions are constantly changing, putting forward all new requirements for the business processes of the enterprise. In this regard, the relevance of personnel management is growing, the development of which must be continuous, for a better understanding and mastery of the current market economic situation. Thus, personnel management as a specific area of management is a type of activity for the management of people, aimed at achieving the goals of a firm, an enterprise through the use of labor, experience, talent of these people, taking into account their job satisfaction. The current approach to definition focuses on the contribution of job-satisfaction staff to corporate goals such as customer loyalty, cost savings, and profitability. This is due to the revision of the concept of "personnel management" in the last decade of the twentieth century. Thus, the contradictory relations between employers and employees, in which strict regulation of procedures for interaction with employees dominated in the working environment of the organization, was replaced by an atmosphere of mutual cooperation. Control Is a comprehensive concept that includes all actions and all decision-makers, which include the planning, evaluation, project implementation and control processes. Management theory as a science emerged at the end of the last century and since then has undergone significant changes. The very concept of "scientific management" was first introduced into use not by Frederick W. Taylor, who is rightfully considered the founder of management theory, but by the representative of American freight companies Louis Brandeis in 1910. Subsequently, Taylor himself widely used this concept, emphasizing that "management is genuine science based on well-defined laws, rules and principles ”. Over the past 50 years, the term "human resources management" has been used to describe the management function dedicated to recruiting, developing, training, rotating, securing, and firing personnel. - a type of activity for the management of people, aimed at achieving the goals of the company, enterprise through the use of labor, experience, talent of these people, taking into account their job satisfaction. The modern approach to definition emphasizes the contribution of job-satisfaction staff to corporate goals such as customer loyalty, cost savings, and profitability. This is due to the revision of the concept of "personnel management" in the last decade of the twentieth century. To replace the contradictory relations between employers and employees, in which strict regulation of the procedures for interaction with employees dominated in the working environment of the organization, the atmosphere of cooperation came which has the following features: Based on this, the following differences can be identified between the concepts of "personnel management" and "human resource management" (Table 1): In terms of its meaning, the concept of "Human resources" is closely related and correlates with such concepts as "human potential", "labor potential", "intellectual potential", surpassing in volume each of them taken separately. At the same time, the analysis of the content of vacancies in this category - manager / manager / consultant / specialist - indicates that there is no fundamental difference between specialists in “personnel” and “human resources”. In modern conditions in the world management practice a variety of personnel technologies, personnel management models are used, aimed at a more complete realization of labor and creative potential in order to achieve general economic success and meet the personal needs of employees. Generally modern models personnel management can be divided into technocratic, economic, modern. Experts and researchers from developed countries distinguish the following models of personnel management: Management through motivation relies on the study of the needs, interests, attitudes, personal goals of employees, as well as the possibility of integrating motivation with the production requirements and goals of the organization. Under such a model, personnel policy is guided by the development of human resources, strengthening the moral and psychological climate, and the implementation of social programs. - This is the construction of a management system based on the priorities of motivation, based on the choice of an effective motivational model. Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, contributes to the growth of job satisfaction and develops a corporate leadership style. Delegation-based management... A more advanced human resource management system is management through delegation, in which the employees are transferred competence and responsibility, the right to independently make decisions and implement them. At the heart of business management lies the concept of intrapreneurship, which got its name from two words: "entrepreneurship" - entrepreneurship and "intra" - internal. The essence of this concept is the development of entrepreneurial activity within the organization, which can be represented as a community of entrepreneurs, innovators and creators. IN modern science and management practice, as the above analysis shows, there is a constant process of improvement, renewal and search for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource of business organizations. The choice of a particular management model is influenced by the type of business, corporate strategy and culture, and organizational environment. A model that works successfully in one organization may not be effective at all for another, since it was not possible to integrate it into the organizational management system. Personnel management concept- theoretical and methodological base, as well as a system of practical approaches to the formation of a personnel management mechanism in specific conditions. Today, many recognize the concept of personnel management of the famous Russian scientist in the field of management L.I. Evenko, which identifies four concepts that have evolved in the framework of three main approaches to personnel management: Concepts 20-40s XX century Usage(labor resources use) Economic(worker - carrier labor function, "A living appendage of the machine") 50-70s Twentieth century (personnel management) Organic(employee - subject of labor relations, personality) 80-90s Twentieth century Human Resource Management(human resource management) Organic(employee is a key strategic resource of the organization) Human control(human being management) Humanistic(not people for organization, but organization for people) The economic approach gave rise to the concept of using labor resources. Within this approach the leading place is occupied by technical, not managerial training of people at the enterprise... At the beginning of the XX century. instead of a person in production, only his function was considered - measured by costs and wages. In essence, it is a set of mechanical relations, and it should act like a mechanism: algorithmized, efficient, reliable and predictable. In the West, this concept was reflected in Marxism and Taylorism, and in the USSR - in the exploitation of labor by the state. Within the framework of the organic paradigm, the second concept of personnel management and the third concept of human resource management have consistently developed. The scientific basis of the concept of personnel management, which has been developing since the 30s, was the theory of bureaucratic organizations, when a person was considered through a formal role - a position, and management was carried out through administrative mechanisms (principles, methods, powers, functions). Within the framework of the concept of human resource management, a person began to be considered not as a position (structural element), but as a non-renewable resource- an element of social organization in the unity of three main components - labor function, social relations, the state of the employee. In Russian practice, this concept has been used fragmentarily for more than 30 years, and during the years of perestroika became widespread in the “activation of the human factor”. It was the organic approach that marked a new perspective on personnel management, bringing this type management activities beyond the traditional functions of organizing work and wages. At the end of the twentieth century. with the development of social and humanitarian aspects, a human management system was formed, where people represent the main resource and social value of the organization. Analyzing the concepts outlined, it is possible to generalize approaches to personnel management, highlighting two poles of the role of man in social production: Another part of the researchers considers personnel from the standpoint of the theory of subsystems, in which employees act as the most important subsystem. Considering all of the above approaches to the analysis of the role of a person in production, we can classify the well-known concepts in the form of a square as follows (Fig. 2). The ordinate shows the division of concepts by gravitation towards economic or social systems, and the abscissa shows the division of concepts by considering a person as a resource and as a person in the production process. Personnel management is a specific function of management activity, the main object of which is a person included in certain. Modern concepts are based, on the one hand, on the principles and methods of administrative management, and on the other hand, on the concept of the comprehensive development of the individual and the theory of human relations.Management concept
Human resource management models
Personnel management concept
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