Lecture 2. Organizational personnel management system
1. The main components of the organization's personnel management system.
2. Formation personnel policy organizations. Personnel planning.
3. Analysis of the quality of personnel management.
The reasons for the failures of many companies often lie not in technology or the lack of markets, but in incorrect personnel management policies. At the same time, one of the main mistakes that managers make when trying to solve problems in the field of personnel management is scattered work in separate areas, without trying to link different areas into a single system.
Under system is understood as a holistic and ordered set of elements, which has new qualities that are not inherent in each of its elements separately. The system itself can act as an element of a higher order system. For example, a personnel management system consists of separate elements - areas personnel work. At the same time, personnel management is an element of the organization's management system.
The initial stage of designing and forming an organization’s personnel management system is the formulation of the goals of this system. For different organizations, the goals of the personnel management system vary depending on the nature of the organization's activities, production volumes, strategic objectives, etc. Generalization of the experience of foreign and domestic organizations allows us to formulate the main goal of the organization's personnel management system as providing the organization with personnel, their effective use, professional and social development. Figure 9 shows the structure of the goals of the organization's personnel management system.
Considering the totality of organizational goals, we will also highlight the following categories of organizational goals: economic, scientific and technical, commercial and production and social.
Economic goals are aimed at achieving the estimated profit.
Scientific and technical goals are related to ensuring a given scientific and technical level of products, as well as increasing labor productivity by improving technology.
The production and commercial goal is associated with the production and sale of products in the volumes necessary to obtain the planned level of profit.
Social goals of the organization are to achieve a given level of employee satisfaction.
Rice. 1. Goals of the organization’s personnel management system
The social goals of an organization can be viewed from two points of view, namely: from the position of personnel and from the position of administration. On the one hand, the goals of the personnel management system determine the specific needs of employees that must be satisfied by the administration. On the other hand, these goals determine the nature and conditions labor activity provided by the administration. An important condition for the effectiveness of the personnel management system is the absence of contradictions between these two branches of goals. Let's look at them in more detail.
From the personnel point of view, the social goals of the organization are determined by the extent to which labor functions helps meet human needs. The structure of such goals is presented in Figure 2.
Rice. 2. Goals of the organization’s personnel management system from the personnel point of view
From the management's point of view, the social goals of the organization are linked to economic goals. In this aspect, the personnel management system should serve the main goal - making a profit.
The structure of social goals from the administration’s point of view is presented in Figure 3.
Rice. 3. Goals of the organization’s personnel management system from the administration’s point of view
Both branches of social goals (staff and administration) do not contradict each other, which creates an effective basis for the interaction of these two entities to achieve common goals. The presence of conflicting goals of the personnel management system leads to a conflict of interests between staff and administration, which negatively affects the functioning of the organization as a whole.
It should also be emphasized that, although from the administration's point of view, main goal is making a profit, the starting point in modern theory and the practice of personnel management is the awareness of the need to satisfy not only the material, but also the social needs of employees.
To maximize the potential of people working in an organization, coordinated work is required simultaneously in a number of areas. The following most important areas can be identified:
Personnel planning,
Organizational staffing and adaptation new employees,
Personnel training and development,
Evaluation and control of work results,
Activating the potential of human resources.
A general idea of the organization’s personnel management system is shown in the form of a diagram in Fig. 4.
Rice. 4. Personnel management system
The starting point of the personnel management system is the strategic goals of the organization, determined by top management. A clearly formulated and clearly written organizational development strategy helps to better understand the range of tasks that must be solved within the framework of personnel policy. Human resources are called upon to become the transmission belt that ensures the achievement of strategic goals. Determination of quantitative and qualitative needs for human resources in accordance with the set strategic goals ensured by personnel planning.
Personnel planning translates the organization's strategy and goals into specific steps that must be taken in the field of personnel management to successfully achieve the organization's goals.
Staffing (ensuring the required number of personnel) and adaptation of new employees includes attracting and selecting personnel with such knowledge, abilities, skills and experience that are necessary to properly perform the work, as well as ensuring the effective entry of new employees into the organization and into the new team .
Training and development of employees are designed to ensure a high level of employee efficiency in solving problems within their position and timely promotion quality characteristics personnel, in the face of new challenges and areas of activity of the organization.
Evaluation and control - setting standards, benchmarks performance of essential activities and monitoring to what extent labor indicators employees meet the established indicators; control of labor and performance discipline of employees; monitoring the work process, the success of the implementation of developed plans, the accuracy and timeliness of employees performing their work functions.
Activating the potential of human resources - creating in the organization such working conditions, such an organizational culture, such a system of material and moral incentives for work, such practices of informing employees that inspire people to work with high dedication, help maintain high morale, loyalty and commitment of employees to their organization and her goals.
What elements of the personnel management system are considered basic? Learn how to properly design a management system to ensure sustainable development and the economic stability of the company.
From the article you will learn:
What elements of the personnel management system underlie the company’s effective operations?
Elements of the personnel management system are developed taking into account the specifics of the company's activities. Managers take into account that in the process of functioning the organization is faced with the need to resolve standard and specific issues. Change in the field market relations, the economy requires prompt replacement and improvement of existing management systems. The development of subsystem elements allows you to effectively cope with current and strategic tasks without changing all the elements of the interconnected system.
The main elements of the personnel management system are based on the following sequential actions:
|
In choosing and establishing the order of employee interaction |
Helps create an effective interaction process and systematize all company activities |
||||||||
|
In establishing the order and sequence of functions performed |
The main elements of the personnel management system consist of:
How to develop the basic elements of a personnel management systemElements of an organization’s personnel management system are a set of tools, principles and methods that help to purposefully influence personnel. In the management process, methods are being developed that can help ensure the most effective use of the intellectual and physical abilities of employees. This is aimed at high-quality performance of labor functions, which in turn helps to achieve the goals set by the organization. When developing management systems At the same time, decisions on long-term design of systematic personnel development are being implemented. Changing market and economic conditions dictate the need to pay increased attention to employee development. Improvement is the main stage successful implementation set goals. Modern theoretical and practical foundations management is based on taking into account the requirements of a market economy in the relevant areas of production activity. The development of elements of the personnel management system is carried out taking into account the fundamentals of marketing, monitoring, audit and control. Personnel includes all hired employees who have entered into an employment relationship with the employer. A certain set of characteristics, such as: profession, level of education, work experience, qualifications, competence, allows one to perform the appropriate labor function aimed at strengthening the economic situation, ensuring competitiveness and development of the organization. The management system considers creating conditions for work and ensuring development to achieve its goals as the foundations of the entire management system. Related articles: When developing elements of a personnel management system, you should pay attention to the functions:
What elements of an organization’s personnel management system can be identified?Elements of the personnel management system are methods that make it possible to create complexity, efficiency, rhythm, scientificity and specialization of all management options. It is necessary to take into account that the methods of leading an organization and a team are divided. But administrative elements should be used sparingly and only in organizations where the specifics of production activities imply authoritarian management. Today, most companies opt for socio-psychological methods. According to statistics, the team works more harmoniously and productively if administrative techniques are not used or are used very rarely in emergency situations. The elements of the personnel management system include:
Articles |
Personnel management provides a unified and comprehensive impact on the organization’s personnel and thereby:
- – integrates into the overall management system of the organization, linking it with strategic guidelines and corporate culture, as well as with planning of research, production, sales, quality improvement, etc.;
- – includes an extensive system of permanent and program measures for regulating employment, planning jobs, organizing recruitment and selection of personnel; placement and training of personnel, forecasting the content of work, etc.;
- – involves careful consideration of the qualities and professional characteristics of employees, as well as assessment of their activities;
- – centralizes personnel management in the hands of one of the organization’s managers, and also promotes the implementation of measures to improve the mechanism of personnel work.
A systems approach to personnel management means that each system is an integrated whole, even when it consists of individual elements. This allows us to consider the personnel management system as a complex of interrelated elements (subsystems) united by a common goal, to reveal its integrative properties, internal and external connections, as well as to explore and improve the properties and relationships in it.
To build a comprehensive personnel management system and adapt it to internal environment It is important for an organization to create adequate standards, value orientations its personnel, ideology, corporate culture, change leadership styles and principles of motivation. In addition, in system management it is important to take into account the initial conditions, i.e. the initial state of affairs in the organization. This means that both negative experiences and positive experiences that have already been achieved in the organization should be taken into account.
The main elements of the personnel management system are presented in Fig. 3.2.
Contents of elements of the personnel management system
Let's consider the content of the elements of the organization's personnel management system, presented in Fig. 3.2.
Social and labor relations personnel of an organization is the objectively existing interdependence and interaction of the subjects of these relations in the process of gathering, aimed at regulating the quality of working life. Subjects of social labor relations, as already noted, there may be an employee, a group of employees, an employer(s) and an individual state.
The formation of social and labor relations depends on the basic social and labor characteristics (basic legal framework, general economic conditions, structure and development foreign market labor, socio-cultural environment, etc.); organization development strategies; personnel policy of the organization (planning and recruitment of personnel, performance evaluation, qualification growth, remuneration, motivation, social benefits, etc.); labor behavior (attitudes, group and individual norms of behavior, conflict). The main indicator of social and labor relations is the quality of working life.
Under HR policy of the organization understand the system of theoretical views, requirements, principles that determine the main directions of work with personnel, as well as the methods of this work, which make it possible to create a highly productive, cohesive team.
The main directions of the organization’s personnel policy are:
- - definition qualification requirements to personnel within the framework of the overall development concept of the organization;
- – formation of new personnel structures;
- – development of procedures regulating personnel management;
- – formation of the concept of remuneration, material and moral incentives for employees;
- – determination of mechanisms for attracting, using and releasing personnel;
- – development of social and labor relations;
- – ensuring the development, training, retraining, and advanced training of personnel;
- – improvement of the socio-psychological climate in the company’s team, etc.
Rice. 3.2.
An organization's personnel policy is determined by a number of factors that can be divided into internal and external. TO internal factors include the structure and goals of the organization, territorial location, financial condition, internal corporate culture, moral and psychological climate. External factors are labor law, relations with the trade union, prospects for the development of the labor market.
The personnel policy is documented, which makes it possible to express the views of the organization’s management on improving the personnel management system. The implementation of personnel policy is a system of plans, norms and regulations, administrative, economic, social and other measures aimed at solving personnel issues.
Personnel planning solves the problem of providing the organization with personnel of the required number and quality. Workforce planning determines how many workers, what qualifications, when and where will be needed; what requirements apply to certain categories of workers; how to attract the right and reduce unnecessary staff; how to use staff according to their potential; how to ensure the development of this potential, improve the skills of employees; how to ensure fair wages, motivate staff and solve their social problems; what costs will be incurred by the activities.
Recruitment (selection and selection) of personnel and its adaptation consists of several stages, which are shown in Fig. 3.3.
The requirements for a candidate for a vacant position are reflected in the job description. Job description – this is a document that describes the basic requirements, functions, responsibilities and rights of an employee holding this position. Having determined the requirements for the candidate, you can proceed to the next stage - selection.
Rice. 3.3.
Both internal and external sources are used to attract candidates. External sources:
- – selection with the help of employees;
- – self-proven candidates;
- – advertisements in the media;
- – travel to various educational establishments;
- – applications to public services employment;
- – applications to private agencies for personnel selection;
- - Internet.
Internal sources is the movement of personnel within an organization. Practice shows that there is no optimal source of personnel selection, therefore, to attract personnel, you should use a set of techniques depending on the specific task.
The candidate selection stage involves:
- – initial acquaintance with applicants (interview);
- – collection and processing of information;
- – assessing qualities and forming a definite opinion;
- – testing;
- – comparison of the actual qualities of candidates and the requirements for the position;
- – career guidance work(of necessity);
- – interview of the candidate with the proposed line manager;
- – comparison of candidates for one position and selection of the one that best meets the requirements for the vacant position;
- – concluding an employment contract with him and appointing him by order.
Employee adaptation – the process of adaptation of an employee to the content and conditions of work and to the social environment. Based on the level, they distinguish between primary (for persons who do not have work experience) and secondary adaptation, and in direction - professional, psychophysiological and socio-psychological, as well as adaptation of work to the person.
Professional adaptation consists in actively mastering the profession, its intricacies, specifics, necessary skills, techniques, and methods of decision-making. Psychophysiological adaptation – This is an adaptation to working conditions, work and rest schedules, and the characteristics of working conditions. Socio-psychological adaptation – This is adaptation to the team and its norms, to management and colleagues. Adapting work to the person involves organizing workplaces in accordance with ergonomic requirements, regulating the rhythm and duration of working hours, and distributing labor functions based on the personal characteristics of the employee.
Release control stands out in the personnel management system as an independent type of personnel work, which consists in compliance with legal norms when dismissing personnel. The purpose of this work is to leave employees who are being laid off with dignity.
Management of motivation and stimulation of work allows us to contribute to increasing the productivity of each employee and the efficiency of the entire production, ensuring systematic professional growth and increasing the loyalty of personnel to their organization.
Personnel training and development is the process of preparing for the implementation of new production functions, taking up new positions. Activities for professional development of personnel are different kinds learning.
There are several types of training:
- – on-the-job in specialized institutions;
- – with a break from production in specialized institutions;
- – through external studies with certification in specialized institutions;
- – self-education without certification;
- - corporate training.
Business career – these are a person’s subjectively realized ideas about his work future, expected ways of self-expression and satisfaction with his work activity. This is a progressive advancement in the career ladder, a change in skills, abilities, qualifications and remuneration associated with the employee’s activities.
There are professional and intra-organizational careers. Professional career characterized by the fact that a specific employee in the process of his professional activity goes through various stages of development: training, entry into work, professional growth, support of individual professional abilities, retirement. An employee can go through these stages sequentially in different organizations. Intra-organizational career – This is a sequential change in the stages of employee development within one organization. An intra-organizational career can be realized in the following directions:
- – vertical – rise to a higher level of the structural hierarchy;
- – horizontal – moving to another functional area of activity;
- – centripetal – advancement to the leadership of the organization.
Career planning refers to those actions that an employee takes to implement his plan, and most often through the organization’s personnel management. Very little attention is paid to this function of personnel management. Russian organizations.
Personnel reserve - this is a potentially active and trained part of the company’s personnel, capable of filling higher positions, as well as part of the personnel undergoing systematic training to occupy positions of higher qualifications. The formation of a personnel reserve is carried out on the basis of their professional selection, the results of personnel certification, the study of personal files of employees, and career plans of employees.
There is a reserve for promotion and a reserve for managers. Promotion reserve is a group of team members, each of whom, based on their performance results, has proven themselves to be capable and deserving of further advancement up the career ladder. Manager reserve is a group of company employees who have the potential to be employed in the future. leadership positions and selected through a formal selection process. The organization carries out targeted work to develop and prepare employees included in this group to take on new positions.
The presence of a reserve allows you to prepare candidates for newly created and vacant positions in advance on a planned, scientifically and practically sound program, effectively organize training and internships for specialists included in the reserve, and rationally use them in various areas and levels in the management system.
Corporate culture plays an important role in the personnel management system. It is impossible to achieve coordinated team work if individual employees have different understandings of the goals and values of the organization.
Corporate culture - this is a set of the most important provisions accepted by the members of the company and expressed in the values declared by the organization, which set guidelines for people’s behavior and actions. As a rule, the corporate culture is created by the formal leader (the head of the company), but its spokesman in any case is the entire staff of the organization. Organizers of work on the formation and development corporate culture usually become HR specialists together with the public relations service.
Corporate culture is diverse: as many organizations function as there are corporate cultures. The characteristics of corporate culture are often determined by the field of activity. For example, in the financial sector it is more specific, strict, the behavior of employees is clearly defined, and the communication style is more formal. In the trading sphere, it is diverse, original, more variations in behavior and communication are allowed, and the style is more democratic.
Only if each employee of the organization accepts the Regulations on Corporate Culture will it be actually implemented.
Public relations in personnel management – This is the use of communication opportunities to motivate and increase the level of loyalty of your staff. Creating a positive image of the organization in the eyes of staff affects its image in outside world through media relations; creation of internal corporate publications; organizing and conducting various events (conferences, round tables, speeches by managers, competitions, etc.).
Performance evaluation personnel is a system that allows you to measure the results of work and the level of professional competence of employees, as well as their potential within the framework of the development of the enterprise. Traditionally, in organizations, personnel assessment refers to the certification of employees. Assessment is a broader concept than personnel certification. Evaluation can be carried out either regularly or irregularly, depending on the specific needs of the organization. When assessing, there is not a comparison of employees with each other, but a comparison of “employee - standard of work”. Comparisons can only be made by how much more or less one worker meets a performance standard than another.
The purposes of the assessment can be different: assessing the suitability of the position held, the result of work, personal characteristics that affect the result of work, the personnel reserve, the potential of employees, etc.
An organization may be faced with the question of choosing an assessment method. It depends on its compliance with the business objectives and corporate culture of the organization, as well as on the literacy of implementation. Assessment methods may change depending on the stage of development and needs of the organization.
The assessment system of one organization may combine several methods. For example, for workers - certification; engineering and technical workers – performance management; managers – the “360 degree” method.
The traditional method of personnel assessment in Russian organizations is certification. Certification – this is a procedure for a systematic formal assessment of the compliance of the activities of a particular employee with the standard of performance at a given workplace in a given position. It accumulates the results of the work of a particular employee for a specific period. Each organization must have its own Regulations on the certification of personnel, approved in the prescribed manner. It should describe the procedure and the order in which it is carried out.
In the 1990s Large Western firms began to appear on the domestic market. They brought new corporate management standards, and with them new methods of personnel assessment for our organizations, such as:
- – management by goals;
- – performance management – “360 degree” method; assessment center.
Assessing the effectiveness of personnel management quality – This is an analysis of the existing personnel management system of the organization. It is carried out in the following directions.
- 1. Assessment of personnel policy.
- 2. Assessment of the quality of the main documents regulating the work of the personnel and employees department.
- 3. Assessing the main elements of the organization’s corporate culture.
- 4. Assessment of indicators characterizing the quality of personnel management.
HR audit aims to assess and conclude the compliance of the ongoing personnel work with the intended goals and objectives, identify existing problems and ways to solve them. It is recommended to invite a third-party specialist to conduct an audit of personnel management.
When conducting an audit of personnel management, they analyze indicators that characterize the activities of the service in all areas, such as the cost of recruitment per employee. accepted employee; training costs per employee trained; time to fill one vacancy; staff turnover rate; personnel qualification factor; personnel profitability, etc. Based on the results of the audit, a written report is prepared, which is discussed at a meeting of the organization's management.
HR records management - this is a full cycle of processing and movement of documents from the moment they are created by employees of the personnel service (or received by them) until the completion of execution and transfer to other departments. The main functions of personnel records management are: timely processing of incoming and transmitted documentation; bringing documentation to the relevant employees of the personnel management system for execution; printing documents according to HR functions; registration, accounting and storage of personnel documents; formation of files in accordance with the nomenclature approved for this company, copying and reproduction of documents according to personnel issues; control over the execution of documents; transfer of documentation on vertical and horizontal communications, etc.
The most important factor is the regulatory and methodological support of the personnel management system. It consists in developing and applying personnel documents. The most important of them: Internal labor regulations, collective agreement, Regulations on the unit, job description, employment contract, personal card, employment history and etc.
Personnel management is a multifaceted and extremely complex process, which is characterized by its specific features and patterns. Personnel management is characterized by consistency and completeness based on comprehensive solution problems and their reconstruction. The systems approach involves taking into account the relationships between individual aspects of the problem in order to achieve final goals, determine ways to solve them, and create an appropriate management mechanism that ensures comprehensive planning and organization of the system.
A management system is an ordered set of interconnected elements that differ in functional goals, act autonomously, but are aimed at achieving a common goal.
Features of the development of the personnel management system, its role in organizational system determine the characteristics of its main factors: object and subject, goals of the system, its functions and structure.
The elements of the personnel management system are: management objects, its subjects, structure, management methods and procedures. The system also includes the following elements:
- - goals and objectives of personnel management (PM);
- - UP functions;
- - resources (material and technical, financial, information - for example, automated programs that are used in UE).
Control object is the element to which control is directed. In this case, these are individual workers or teams.
The subject of management is a manager or employee of the management apparatus who directly carries out the development and implementation of decisions.
The structure of personnel management is a set of departments directly involved in personnel, and their qualitative and quantitative relationships.
Management methods are ways of influencing the object of management (in this case, personnel).
Management procedures are certain, formally legalized methods of influencing the subject on the object of management, or vice versa.
Management methods and procedures are designed to ensure the implementation of management decisions.
The set of processes carried out within the framework of the personnel management mechanism is a personnel management system.
There are several approaches to formulating a personnel management system, it all depends on which aspect of this phenomenon is considered.
As a rule, organizations aimed at implementing personnel management functions include a subsystem of the organization's line management, as well as a number of functional personnel management subsystems (for example, a recruitment subsystem, a training and development subsystem, etc.).
Within the framework of such a system, the interrelations between individual aspects of personnel management are taken into account, which is expressed in the development of the ultimate goals of personnel management of the organization, in determining the ways to achieve them, as well as in the creation of an appropriate management mechanism that ensures comprehensive planning and organization of personnel management of the organization.
The initial stage of designing and forming an organization’s personnel management system is the formulation of the goals of this system. For different organizations, the goals of the personnel management system vary depending on the nature of the organization's activities, production volumes, strategic objectives, etc. Generalization of the experience of foreign and domestic organizations allows us to formulate the main goal of the organization's personnel management system as providing the organization with personnel, their effective use, professional and social development. Figure 1.2.1 shows the structure of the goals of the organization's personnel management system.
Fig.1.2.1. Goals of the organization's personnel management system
The social goals of an organization can be viewed from two points of view, namely: from the position of personnel and from the position of administration. On the one hand, the goals of the personnel management system determine the specific needs of employees that must be satisfied by the administration. On the other hand, these goals determine the nature and conditions of work that the administration provides. An important condition for the effectiveness of the personnel management system is the absence of contradictions between these two branches of goals. Let's look at them in more detail. From the personnel point of view, the social goals of the organization are determined by the extent to which the performance of work functions contributes to the satisfaction of human needs. The structure of such goals is shown in Figure 1.2.2.
Fig.1.2.2. Goals of the organization's personnel management system from the personnel point of view
From the management's point of view, the social goals of the organization are linked to economic goals. In this aspect, the personnel management system should serve the main goal - making a profit. The structure of social goals from the administration’s point of view is presented in Figure 1.2.3.
Rice. 1.2.3. The goals of the organization's personnel management system from the point of view of administration
Both branches of social goals (staff and administration) do not contradict each other, which creates an effective basis for the interaction of these two entities to achieve common goals. The presence of conflicting goals of the personnel management system leads to a conflict of interests between staff and administration, which negatively affects the functioning of the organization as a whole.
So, the main goal of personnel management is a contribution to the profit of the organization, which is achieved through providing the organization with highly qualified and interested employees, through the effective use of their skills and creative capabilities, through the satisfaction of human social needs in production (job satisfaction, self-expression, comfort in interpersonal relationships, etc. ).
It should also be emphasized that, despite the fact that from the point of view of the administration, the main goal is to make a profit, the starting point in modern theory and practice of personnel management is the awareness of the need to satisfy not only the material, but also the social needs of employees.
Economic goals are aimed at achieving the estimated profit.
Scientific and technical goals are related to ensuring a given scientific and technical level of products, as well as increasing labor productivity by improving technology.
The production and commercial goal is associated with the production and sale of products in the volumes necessary to obtain the planned level of profit. Social goals of the organization are to achieve a given level of employee satisfaction.
In general, HR management activities are as follows:
- - in the formation of the organization’s management system as a whole and the personnel management system;
- - planning of personnel work, including the development of an operational plan for the organization;
- - conducting personnel marketing;
- - determining the organization’s personnel needs;
- - accounting and regulation of the number of personnel.
Human resource management technology covers a wide range of work from hiring to dismissal of personnel:
- - search, selection, hiring (dismissal) of employees;
- - adaptation, training and retraining of personnel;
- - motivation of personnel’s work activity in its use;
- - organization of work in compliance with the ethics of business communication;
- - assessment of the performance of personnel and structural units;
- - conflict and stress management;
- - management business career in service and professional promotion of personnel;
The functions of the organization's personnel management system are:
- 1. The function of personnel planning is to develop personnel policies and personnel management strategies; analysis of the organization’s personnel potential and the labor market; organizing personnel planning and forecasting personnel needs; maintaining relationships with external sources that provide the organization with personnel.
- 2. The function of recruitment and personnel accounting is to organize the recruitment of candidates for a vacant position; organizing the selection (interview and assessment) and reception of personnel; accounting for the reception, movement, and dismissal of personnel; employment management, documentation support of the personnel management system.
- 3. The function of personnel assessment, training and development is to carry out training, retraining and improve the qualifications of personnel; induction and adaptation of new employees; organizing and conducting personnel assessment events; career development management.
- 4. The function of personnel motivation management is to set standards labor process and wage tariffs; development of systems of material and non-material incentives, as well as the application of methods of moral encouragement of personnel.
- 5. Control function social development consists of organizing meals during the working day; ensuring health protection and recreation for employees and their families; development organizations physical culture; social insurance organizations.
- 6. The function of legal support for personnel management is related to the decision legal aspects labor relations, as well as with the coordination of administrative and other documents on personnel management.
- 7. The function of information support for personnel management is to maintain personnel records and statistics; information and technical support for the personnel management system; providing personnel with the scientific and technical information necessary for their work.
- 8. The function of ensuring normal working conditions includes ensuring and monitoring compliance with the requirements of psychophysiology and ergonomics of work, labor protection and environment etc.
- 9. The function of line management is that the organization’s personnel management is carried out at the management level of the organization as a whole. This function is performed not only by the PM service, but also by managers at all levels.
A control method is a method of influencing the subject of control on the object of control for the practical implementation of the strategic and tactical goals of the control system. The goal of the management system is to achieve the competitiveness of manufactured products, services provided, organizations and other objects in the external or internal market.
Currently in scientific literature Three groups of management methods are revealed and applied in practice: administrative (organizational or organizational-administrative); economic and socio-psychological. These groups of management methods are most often seen as complementary to each other (see Appendix A).
Most efficient operation personnel management can be achieved only with the integrated use of economic, administrative and socio-psychological management methods.
The main structural unit for personnel management in an organization, according to A.G. Porshnev, Z.P. Rumyantseva, and N.A. Solomatin, is the personnel department, which is entrusted with the functions of hiring and dismissing personnel, as well as organizing training, promotion qualifications and retraining of personnel. Human resource management services, as a rule, have a low organizational status and are weak professionally. Because of this, they do not perform a number of tasks related to personnel management and ensuring normal working conditions. Travin V.V. and Dyatlov V.A. have a different opinion in relation to the personnel management service. They argue that the personnel management service performs the functions of the enterprise’s personnel management center, ultimate goals which is successful work enterprises and improving the well-being of each member of the workforce.
From the point of view of some authors, the current personnel services of an organization perform the following functions in the field of personnel management technology: recruitment, selection, selection of personnel; its certification, training and organization of advanced training for existing personnel.
In management practice, it is important to consider those elements that can significantly change the state of the managed object. Only a systematic approach to making management decisions regarding personnel will allow the formation of a high-quality labor resource. The end product of human resource management is the right employee, at the right time, in the right place.
Modern automated personnel management systems are designed to optimize the work primarily of management and personnel of enterprise personnel services and play a big role in increasing their productivity. Based on their functional focus, the automated personnel management systems currently existing on the market can be divided into the following main groups:
- - multifunctional expert systems that allow career guidance, selection, and certification of enterprise employees;
- - expert systems for personnel analysis, identifying development trends of departments and the enterprise as a whole;
- - salary calculation programs;
- - comprehensive personnel management systems that allow you to form and maintain staffing table, store complete information about employees, reflect the movement of personnel within the company, calculate salaries.
Integrated personnel management systems are used to automate personnel work at any enterprise. First of all, such systems are necessary for management to obtain operational information on any issue related to the structure of the enterprise, staffing, vacancies and information about employees. Only a manager who can quickly assess the current situation based on an analysis of current information about the state of affairs at the enterprise will be able to quickly make the right decision. Therefore, an important factor in the conditions for using HR systems is also the possibility of integrating the personnel accounting system with systems accounting and enterprise management.
Thus, the personnel management system includes the entire procedure for working with personnel - from determining the main idea of interaction between the administration and the workforce to the release of workers - as well as a set of subsystems that support it (information, organizational, personnel, legal).
Main elements of an organization's personnel management system
FEDERAL AGENCY FOR EDUCATION
State educational institution higher professional education
Siberian State Aerospace University
Department of NKPU
TEST
By discipline: "Personnel Management"
On the topic of: The main elements of the organization's personnel management system.
Performed: Art. gr. MZU 81
Nikonova I. V.
Kazakova A. N.
Krasnoyarsk 2010
Introduction 3 pages
1. Control system elements 4-8 pages.
2. Personnel management system 9-11 pages.
3. Principles of personnel management 12-13 pp.
4. Methods of personnel management 14-22 pp.
5. Features and disadvantages of management methods 23 p.
Conclusion 24 pages
References 25 pages.
Introduction
The relevance of this topic is that a large number of enterprises work with an outdated personnel management system, which objectively creates the need for transformations that require new knowledge and skills from employees.
In this regard, the study of the problem of personnel management system is not only relevant, but also necessary.
My theme test work"The main elements of an organization's personnel management system." In the main part of my work, I revealed the elements of management, methods, principles of personnel management of an organization, as well as the features and disadvantages of management methods.
1. Control system elements
a very complex formation, which we will call a control system.
It is characterized by a certain configuration of the structure, the degree of centralization or decentralization, formalization and regulation, stability or variability, openness or closedness (receptivity or immunity to external influences).
a set of powers, principles, methods, rules, norms, procedures that regulate the procedure for carrying out management actions in relation to the management object. The systems approach requires considering the subject and object of management as a single whole and in relation to the external environment.
The managing subsystem of a management system can be understood as that part of it that develops, accepts and transmits management decisions, ensures their implementation, and the managed subsystem is the part that perceives them and implements them in practice. In conditions of hierarchical management, most of its links, depending on the specific situation, may belong either to the control or to the managed subsystem.
At the head of the control subsystem is its director (central link), who personifies management influences. It can be individual (manager) or collective (board of directors of a joint stock company).
The control subsystem also includes the mechanisms of its influence on the managed one - planning, control, stimulation, coordination, etc.
The controlled subsystem includes elements of the control object that perceive the control action and transform the behavior of the object in accordance with it, as well as the mechanism of interaction of these elements (personal interests, goals of employees, their relationships, etc.).
Typically, the control subsystem is smaller in scale than the controlled one and its complexity is lower; but she is more active, dynamic. The controlled subsystem, on the contrary, has great inertia, which usually requires considerable energy to overcome. This system refracts management decisions in accordance with its specifics, which largely determines the effectiveness of their implementation.
If management is of an official nature, then its subject is organizationally and legally formalized in the form of a position or a set of positions that form a management unit (administrative apparatus). Otherwise, the subject may be an individual person or a group of people not formally associated with certain positions. The main thing here is that the control subject generates decisions that regulate the functioning of the control object.
In order for the interaction between the control and controlled subsystems to be effective a number of conditions must be met .
First, they must match each other. If there is no such correspondence, it will be difficult for them to “match”; they will not be able to understand each other in the process of work, and, consequently, realize their potential capabilities. It is easy to imagine, for example, a case where a person, who is smart and capable in himself, becomes a leader in an area of activity that he has little idea about. It is clear that the decisions he makes will be difficult to understand for his subordinates, and the latter will not be able to work with the required efficiency.
Moreover, the control and controlled subsystems must be compatible with each other so that their interaction does not generate negative consequences, which could lead to their inability to perform their tasks. So, if the manager and subordinate are not psychologically compatible, then sooner or later conflicts will begin between them, which will have the most negative impact on work results.
Secondly, within the framework of unity, the control and controlled subsystems must have relative independence. The central control link is not able to provide for all the necessary actions in specific situations due to the distance from the scene of events, ignorance of the details, interests of the object and its possible psychological reactions, especially in unforeseen circumstances. Therefore, decisions made at the top cannot be optimal.
Thirdly, the control and managed subsystems must carry out two-way interaction with each other, based on the principles of feedback, reacting in a certain way to management information received from the other side. Such a reaction serves as a guideline for adjusting subsequent actions, which ensure the adaptation of the subject and object of control not only to changes in the external situation, but also to each other’s new state.
Fourthly, both the control and managed subsystems must be interested in clear interaction; one is in issuing the commands necessary in a given situation, the other is in their timely and accurate execution. The subject's ability to control is determined by the object's readiness to follow incoming commands.
A similar situation arises when the personal goals of the participants in the management process coincide and at the same time correspond to the goals of the management object. Therefore, the possibility of them achieving their goals should be directly dependent on the degree of achievement of the goals of the control object arising from its needs.
The listed factors should ensure the controllability of the object, characterized by the degree of control that the control subsystem exercises in relation to it through the controlled one.
Controllability manifests itself as the reaction of a subordinate, controlled object of a subject or the control system as a whole to a control influence. It can take the form of fulfilling relevant requirements, inaction, resistance, formal actions, that is, it is characterized by readiness to fulfill management requirements and cooperation. Manageability depends on such circumstances as the knowledge and experience of personnel, compliance of the type of management with the conditions of the internal and external situation, sufficiency of the manager’s powers, and the socio-psychological climate.
Within the framework of a control system, there are a wide variety of connections between its control and controlled subsystems: direct and indirect; main and secondary; internal and surface; permanent and temporary; natural and random. Through these connections, the control mechanism operates, which is understood as a set of means and methods of influencing the controlled object in order to activate it, as well as the motives for the behavior of personnel as its essential element(interests, values, attitudes, aspirations).
The control mechanism must correspond to the goals and objectives of the object, the real conditions of its functioning, provide reliable, mutually balanced methods of influencing the object, and have opportunities for improvement.
The management system must be effective, which implies: efficiency and reliability, quality of decisions made; minimization of associated time costs; saving general costs and expenses for maintaining the management apparatus, improving the technical and economic indicators of core activities and working conditions, the share of management employees in the entire personnel of the organization.
The efficiency of the control system can be improved by using more reliable feedback, timeliness and completeness of information, taking into account the socio-psychological qualities of participants, ensuring the optimal size of units.
2.
Personnel management is a multifaceted and extremely complex process, which is characterized by its specific features and patterns. Personnel management is characterized by consistency and completeness based on comprehensive problem solving and reconstruction. The systems approach involves taking into account the relationships between individual aspects of the problem in order to achieve final goals, determine ways to solve them, and create an appropriate management mechanism that ensures comprehensive planning and organization of the system.
A management system is an ordered set of interconnected elements that differ in functional goals, act autonomously, but are aimed at achieving a common goal.
The system institutionalizes certain functions behind structural units, employees, and also regulates information flows in the management system.
Control system by human resourses constantly evolving and improving. At each stage of development of society, it must be brought in accordance with the requirements of development productive forces, making adjustments to its individual elements.
under the influence of organizing and disorganizing factors. The management system is represented by line managers who develop a set of economic and organizational measures to recreate and use personnel.
A managed system (object) is a system of socio-economic relations regarding the process of recreation and use of personnel.
Personnel management is a complex system, the elements of which are directions, stages, principles, types and forms of personnel work. The main directions are the recruitment and retention of personnel, their professional training and development, assessment of the activities of each employee from the point of view of achieving the goals of the organization, which makes it possible to adjust their behavior.
First, every organization attracts the right number of employees. Selection methods depend on the nature and operating conditions of the organization.
Secondly, without exception, everyone trains their workers to explain the task and match their skills and abilities to the requirements of the task.
Thirdly, organizations evaluate the performance of each employee. The forms of assessment are varied, as are the types of organizations.
The named functions exist in any organization, but they can be expressed in different forms and to varying degrees of development.
Consequently, in order to develop successfully, an organization must manage the recruitment, training, assessment, and remuneration of personnel, that is, create and improve methods, procedures, and programs for organizing these processes. In totality and unity, methods, procedures, programs constitute a personnel management system.
The main elements of the management system are people, who simultaneously act as the object and subject of management. The ability of human resources to simultaneously act as both an object and a subject of management is the main specific feature of management.
and use labor resources in the state.
The personnel management system in an organization consists of a complex of interconnected subsystems (elements).
A subsystem is a set of functional elements or organizational features parts of the system, each of which performs defined tasks, works autonomously, but is aimed at solving a common goal.
Traditionally, subsystems are distinguished that correspond to the main functions of human resource management.
3. Principles of personnel management
Science, democratic centralism, planning, unity of orders;
A combination of individual and collective approaches, centralization and decentralization, linear, functional and target management;
Control over the implementation of decisions.
Personnel management is a complex and integral component of organizational management. It is complex because people, by their nature, differ from other resources and require special approaches and management methods. The specificity of human resources is expressed in the fact that, firstly, people are endowed with intelligence, their reaction to management is emotional, thoughtful, and not mechanical, which means that the relationship process is two-way; secondly, people are constantly improving and developing; thirdly, the relationship is based on a long-term basis, since a person's working life can last for 30-50 years; and lastly, people come to the organization consciously, with certain goals and motives.
Human resource management at this time should focus on the following positions:
Man is the source of income;
All activities of the organization are aimed at achieving economic results and making a profit;
Successful work is possible only if the organization is provided with a highly professional staff of workers; the company is valuable for its people.
According to many foreign economists, the main thing in working with human resources is:
Integration of desires, needs and motives of employees with the interests of the company. The essence of human resource management is to ensure the achievement of the organization's goals by staffing it production staff relevant competence. Human resource management is plans that take advantage of opportunities external environment to strengthen and maintain the competitiveness of the organization with the help of its employees. People management is the backbone of an organization's management.
4.
Personnel management methods (HRM) are ways of influencing teams and individual workers in order to coordinate their activities in the functioning of the organization. Science and practice have developed three groups of municipal unitary enterprises: administrative, economic and socio-psychological
Multivariate development of proposals for the formation of a personnel management system and selection of the most rational option for specific production conditions.
The simpler the personnel management system, the better it works. Of course, this excludes simplification of the personnel management system to the detriment of production.
conditions.
the characteristic of which is the asymmetrical transfer of information “downward” (disaggregation, detailing) and “upward” (aggregation) through the control system.
In any horizontal and vertical sections of the personnel management system, rational autonomy of structural units or individual managers must be ensured.
Interactions between hierarchical units vertically, as well as between relatively autonomous units of the personnel management system horizontally, must be generally consistent with the main goals of the organization and synchronized in time.
To ensure the sustainable functioning of the personnel management system, it is necessary to provide special “local regulators”, which, if they deviate from the given goal of the organization, put a particular employee or department at a disadvantage and encourage them to regulate the personnel management system.
Personnel management, both vertically and horizontally, can be carried out through various channels: administrative and economic, economic, legal, etc.
(stages, phases, functions) for different economic content personnel management processes.
Administrative methods are based on power, discipline and punishment and are known in history as “whip methods”. Economic methods are based on the correct use of economic laws and are known as “carrot methods” based on their methods of influence. Social psychological methods are based on motivation and moral influence on people and are known as “persuasive methods”.
activities. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of management, as well as with acts and orders of higher management bodies. Economic and socio-psychological methods are of an indirect nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.
Administrative methods management is based on the relationship of unity of command, discipline and responsibility, and is carried out in the form of organizational and administrative influence. is aimed at organizing the production and management process and includes organizational regulation, organizational regulation and organizational and methodological instruction.
Organizational regulation determines what a management employee should do and is represented by regulations on structural divisions that establish the tasks, functions, rights, duties and responsibilities of the divisions and services of the organization and their managers. Based on the regulations, the staffing schedule of this unit is drawn up and its daily activities are organized. The application of the provisions allows you to evaluate the results of activities structural unit, make decisions on the moral and material incentives for its employees.
Organizational standardization provides for a large number of standards, including: quality and technical standards ( specifications, standards, etc.); technological (route and technological maps and so on.); operational and maintenance (for example, standards for scheduled preventive maintenance); labor standards (categories, rates, bonus scales); financial and credit (the size of own working capital, repayment of bank loans); profitability standards and relationships with the budget (deductions to the budget); material, supply and transport standards (standards for material consumption, standards for wagons being idle for loading and unloading, etc.); organizational and management standards (internal regulations, procedures for registration of hiring, dismissal, transfer, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the rationing of information, since its flow and volumes are constantly increasing. Under operating conditions automated system management organizes arrays of norms and standards on computer information media in the information and computing center (ICC).
Organizational and methodological instruction is carried out in the form of various instructions and guidelines in force in the organization. Acts of organizational and methodological instruction provide recommendations for the use of certain modern means management, takes into account the wealth of experience possessed by management staff. The acts of organizational and methodological instruction include: job descriptions, establishing rights and functional responsibilities management personnel; methodological instructions (recommendations) describing the implementation of sets of works that are interconnected and have a common purpose; methodological instructions, which determine the procedure, methods and forms of work for performing a separate technical and economic task; work instructions that define the sequence of actions that make up the management process. They indicate the procedure for carrying out operational management processes.
Acts of organizational regulation and organizational and methodological instruction are normative. They are published by the head of the organization, and in cases provided for by current legislation - jointly or in agreement with the relevant public organizations and are mandatory for departments, services, officials and employees to whom they are addressed.
Regulatory influence expressed in the form of an order, order or instruction, which are legal acts of a non-normative nature. They are published in order to ensure compliance, execution and application of current legislation and other regulations, as well as to give legal force management decisions. Orders are issued by the line manager of the organization.
Orders and instructions are issued by the head of a production unit, division, service of the organization, or head of a functional unit. An order is a written or verbal requirement from a manager to solve a certain problem or perform a certain task. An order is a written or oral requirement for subordinates to resolve certain issues related to the task at hand.
Administrative influence, more often than organizational influence, requires control and verification of execution, which must be clearly organized. For this purpose, it establishes a unified procedure for accounting, registration and control over the implementation of orders, instructions and instructions.
Economic methods which combines and synthesizes all economic methods of management.
promising and current plans for a certain range of indicators. It is necessary to apply a clear system of material incentives for finding reserves to reduce production costs and real results in this direction. Great value in the system of material incentives has efficient organization wages according to the quantity and quality of labor.
In the conditions of a market economic system and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods increases. They become the most important condition creating a holistic, effective and flexible economic management system for an organization that acts in the market as an equal partner of other organizations in social labor cooperation. Plan economic development is the main form of ensuring a balance between market demand for a product, the necessary resources and the production of products and services. The government order is transformed into the organization’s order portfolio, taking into account supply and demand, in which the government order no longer has a dominant role.
To achieve the set goals, it is necessary to clearly define efficiency criteria and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.
Social-psychological methods management is based on the use of a social management mechanism (system of relationships in a team, social needs, etc.). The specificity of these methods lies in the significant use of informal factors, interests of the individual, group, and team in the process of personnel management. Social-psychological methods are based on the use of laws of sociology and psychology. The objects of their influence are groups of people and individuals. Based on the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that specifically influence the personality of a particular person. This division is quite arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychology. However effective management human resources, consisting of a collection of highly developed individuals, requires knowledge of both sociological and psychological methods.
Sociological methods play an important role in personnel management, they make it possible to establish the purpose and place of employees in the team, identify leaders and provide their support, link the motivation of people with the final results of production, ensure effective communications and conflict resolution in the team.
The setting of social goals and criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results are ensured by social planning.
Sociological research methods, being scientific tools in working with personnel, provide the necessary data for the selection, evaluation, placement and training of personnel and allow you to reasonably make personnel decisions. Questioning allows you to collect the necessary information through a mass survey of people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then - in the course of a dialogue with the interlocutor - obtaining the necessary information. An interview - an ideal version of a conversation with a leader, politician or statesman - requires a high qualification of the interviewer and considerable time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when a matrix of preferred contacts between people is built on the basis of a survey of employees, which also shows informal leaders in the team. The method of observation allows you to identify the qualities of employees, which are sometimes found only in an informal setting or extreme life situations (accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are resolved in an informal conversation.
play an important role in working with personnel, since they are aimed at a specific individual worker or employee and, as a rule, are strictly personalized and individual. Their main feature is their appeal to inner world a person, his personality, intellect, images and behavior, in order to direct the internal potential of a person to solve specific problems of the organization.
Psychological planning constitutes a new direction in working with personnel to form an effective psychological state of the organization’s staff. It is based on the need for the concept of comprehensive development of the individual, eliminating negative trends in the degradation of the backward part of the workforce. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists. The most important results of psychological planning include: the formation of units (“teams”) based on the psychological compliance of employees; comfortable psychological climate in the team: formation of personal motivation of people based on the philosophy of the organization; minimizing psychological conflicts (scandals, grievances, stress, irritation); developing a career based on the psychological orientation of employees; height intellectual abilities team members and their level of education; formation of a corporate culture based on norms of behavior and images of ideal employees.
control, analysis, accounting). A more detailed classification of personnel management methods based on their belonging to a specific personnel management function allows them to be built into a technological chain of the entire cycle of work with personnel. On this basis, methods are distinguished: recruitment, selection and admission of personnel; business assessment of personnel; socialization, career guidance and labor adaptation of personnel; motivation of labor activity of personnel; organization of the personnel training system; conflict and stress management, personnel safety management, personnel labor organization, business career management and professional advancement of personnel; releasing person
5. Features and disadvantages of management methods
To the features and disadvantages traditional methods HR management includes the following:
The wide variety of existing approaches to personnel management has led to the fact that there is neither a single generally accepted concept nor a common professional ideology of this management discipline.
Personnel work has traditionally been on the periphery of attention of corporate leaders. The primary role of HR professionals was that they acted as advisors to management and were not directly responsible for developing and implementing the organization's strategy. And financial and production considerations, as a rule, always prevailed over proposals personnel workers, going against overall strategy corporations.
Human resource management specialists were characterized by the role of defenders of the interests of ordinary employees, which, in the opinion of their fellow managers, hindered the achievement of the goals of the organization.
Personnel management was interpreted as an activity that does not require special training
The lack of specialized professional training and appropriate professional qualifications reduced the authority of personnel workers in the eyes of superiors and line managers.
Against the backdrop of radical changes in corporate management over the past 15 - 20 years, personnel management is experiencing a real heyday.
Conclusion
After completing this work, I learned a lot for myself useful information, which will be useful in the future in my profession.
For myself, I realized that a well-chosen labor collective The company must represent a team of like-minded people and partners capable of realizing and implementing the plans of management. Innovative nature of activity modern company, the priority of service quality issues changes the requirements for employees, increasing the importance of a creative attitude to work and high professionalism. This has already led to significant changes in the principles, methods and socio-psychological issues of personnel management.
The social system includes: selection and promotion of personnel; ensuring the distribution of responsibility during decision-making; effective system of remuneration and bonuses; solution to the status problem.
2. Gorfinkel V. Ya. Entrepreneurship. – M.: UNITY – DANA, 2008. – 735 p.
4. Tsypkin Yu. A. Personnel management. – M.: UNITY-DANA, 2001. – 437 p.
Loading...