The entire set of goals of the organization can be divided into four types, or blocks: economic, scientific and technical, production and commercial and social. Each of these blocks has its own first-level goal, the main content of which can be briefly expressed as follows.
Economic goal - obtaining an estimated profit from the sale of products or services; scientific and technical goal - ensuring the given scientific and technical level of products and developments, as well as increasing labor productivity by improving technology; production and commercial goal - production and sale of products or services in a given volume and with a given rhythm (contractual obligations ensuring an economic goal, government orders, etc.); social goal - achieving a given degree of satisfaction of the social needs of employees.
In Fig. 3.4 shows a simplified version of the basic tree of goals of the organization's management system. It is limited to goals identified by the conceptual (aspect) criterion of decomposition (1st and 2nd levels), and one level of goals identified by a factorial criterion (3rd level). Since the social goal is the basis for the formation of the target orientation of the personnel management system, the structuring of this type of goals is considered separately and in more detail (see Figures 3.5 and 3.6).
In Fig. 3.4 under the corresponding codes the following are indicated targets:
1. Organization of promising scientific and technical developments.
2. Reducing the duration of the research-production cycle.
3. Technical support of the production process.
4. Providing High Quality labor.
5. Market research for scientific and technical developments.
6. Compliance of the development plan with the scientific and technical potential of the organization.
7. Market research for products or services.
The social goal is viewed from two sides (see Figures 3.5 and 3.6).
Rice. 3.4. Basic tree of goals of an organization's management system
8. Compliance production program and production capacity.
9. Completeness and timeliness of production support.
10. Ensuring effective technical condition equipment of the production process.
11. Timely fulfillment of contractual obligations for the supply of products or provision of services.
On next level goals, it is necessary to highlight the targeted provision of general management functions: planning (i.e., coordination of expected results and methods for obtaining them), organization and regulation (i.e., coordination of actual actions to achieve results), accounting and control, incentives (in this case we're talking about on ensuring the interest of organizational units through the effective allocation of resources). All of the listed general management functions are present in the activities of department heads at all levels. It should be noted that in this case, when constructing a typical tree of goals, the spatial feature of their decomposition was not used. Its use presupposes the further formation of an organizational structure of a divisional type.
The structuring of a social goal can be viewed in two ways. On the one hand, it must answer the question: what are the specific needs of employees, the satisfaction of which they have the right to demand from the administration? On the other hand, this same system of goals should answer the following question: what goals does the administration set for itself regarding the use of personnel, what conditions does it strive to create for this? Obviously, the effectiveness of personnel management depends on the extent to which these groups of goals coincide.
So, from the point of view of the worker, his needs can be expressed through the functions of labor that he (i.e., labor) performs in relation to the person as a participant in a particular labor process. This system of goals can be structurally represented as follows (Fig. 3.5).
From the point of view of the administration, the same block of goals should include target tasks and conditions for their solution, shown in Fig. 3.6.
Upon careful examination of both branches of the block of social goals (staff and administration), one can notice that the target objectives are consistent. This, in turn, creates an objective basis for effective relationships between these subjects to achieve common goals. And although the main goal
Rice. 3.5. A system of goals that allows you to realize the needs of personnel
Rice. 3.6. The system of goals of the organization’s administration in relation to personnel
in Fig. 3.6 indicates the profit of the organization, the starting point in the methodology of personnel management was the realization of the fact that one of the most important conditions The implementation of this goal is to satisfy human social needs in production.
The system of goals is the basis for determining the composition of management functions. The initial stage in the formation of functions is the identification of their objects and carriers. The diagram of the relationship between objects and carriers of personnel management functions is shown in Fig. 3.7.
When forming the composition and content of functions, you need to keep the following in mind. Trends in the development of personnel management indicate the priority of transferring a large volume of people management functions to the immediate managers of a particular team. But at the same time, it is necessary to ensure that managers receive the necessary advisory and methodological assistance from the personnel management service so that managers perform the functions for which they are professionally prepared. Otherwise, this leads to the prevalence of autocratic (authoritarian) approaches to the formation of leadership style and methods. The underdevelopment of personnel services and the unpreparedness of managers for personnel management will inevitably affect the overall management philosophy and culture of the organization, the general moral climate in the team, not to mention the relationship of managers with their employees.
It should be noted that in recent years, an increasing number of domestic organizations have been using in their practice international experience in personnel management, which is largely enriched by Russian specifics. This is facilitated by the fact that currently many domestic consulting, training and production organizations are actively engaged in generalizing and improving the methodology and practice of personnel management. An important issue in this regard is the structuring of the functional division of labor. Detailed composition The functional subsystems of the organization's personnel management system are presented in Fig. 2.2 (chapter 2). Below in the table. 3.3 shows in brief form the most important stages of the personnel management process that have developed in foreign practice.
When determining the range of tasks for personnel management, foreign experts conventionally distinguish the so-called main and additional tasks. The main ones include almost all
Rice. 3.7. Objects and carriers of personnel management functions in the hierarchical management system of an organization
listed in table. 3.3. Additional tasks should include tasks that can be performed jointly with the main ones, but, as a rule, management of them is carried out by external (in relation to the personnel service) units. These types of tasks include: occupational health and safety; calculation and payment wages; provision of various types of services (for example, organization of information communications, services in the field of social infrastructure).
The HR service can perform its tasks in the following ways:
Providing advisory assistance to managers of organizational structure units;
Development and implementation, together with line managers, of decisions and personnel activities;
Table 3.3. Stages of the HR process
Stage name |
Main tasks of the stage |
Determining staffing needs |
Planning quality personnel needs. Selection of methods for calculating quantitative personnel requirements. Planning of quantitative personnel requirements |
Meeting staffing needs |
Obtaining and analyzing marketing (in the personnel area) information. Development and use of tools to meet staffing needs. Personnel selection, business assessment |
Management of labor motivation and personnel behavior |
Managing the content and process of motivating work behavior. Conflict Management. The use of monetary incentive systems: remuneration, participation of personnel in profits and in the capital of the enterprise. Using non-monetary incentive systems: group organization and social communications, leadership style and methods, regulation of working hours |
Ensuring the personnel management process |
Legal regulation of labor relations. Personnel accounting and statistics. Informing the team and external organizations By personnel issues. Development personnel policy |
Use of personnel |
Determination of the content and results of work in the workplace. Industrial socialization. Introduction of personnel, their adaptation in the process labor activity. Organizing work places. Ensuring labor safety. Release of personnel |
Staff development |
Planning and implementation of career and career moves. Organization and conduct of training |
Own management authority to carry out relevant activities.
Based on the above tasks (see Table 3.3), we can conclude that the defining function of the personnel management service is to ensure compliance of the qualitative and quantitative characteristics of personnel with the goals of the organization.
Under quality characteristics personnel should understand:
Abilities (level of education, amount of knowledge, professional skills, experience in a certain field, etc.);
Motivation (range of professional and personal interests, desire to make a career, etc.);
Properties (personal qualities that influence the performance of a certain professional role).
According to the literature and expert estimates, the total number of personnel management employees is approximately 1.0-1.2% of the total number of the team. It should be emphasized that the role and organizational status of the personnel management service are largely determined by the level of organizational and financial development of the organization and the position of its management.
In the development of functional features of personnel management, the following fairly stable trends have emerged that have formed in recent years:
Identification of almost all functional areas covering a range of personnel management problems. Moreover, this full coverage is observed in organizations of various sizes and various financial capabilities;
Widespread development of external consulting and intermediary firms working with organizations on a contractual, integration basis, as well as fairly active integration between organizations to implement personnel management tasks;
Widespread use of a range of methods general management for a more in-depth solution to individual personnel management problems. These management methods include, in particular, delegation of authority and responsibility for performing functions from department heads to specialists; participation of personnel in the work of temporary structural divisions etc.;
Internationalization of personnel management, expressed in the development of international contacts in the activities of intermediary organizations, personnel training centers, specialized personnel departments of the enterprise, government agencies and the formation on this basis of a unified international school personnel management.
It should be noted that the presence of the above trends indicates a high level of development of personnel management and the general management culture in the activities of companies.
Domestic practice is currently taking vigorous steps to establish an effective personnel management system and integrate this system into the general global process.
1. The organization’s personnel are:
identification of employees by socio-demographic groups
totality individuals workers united on any basis
Personnel of an organization who work for hire and have certain characteristics
2. The structure of the organization’s personnel is:
ratio of professional groups of specialists and workers
A set of individual employees united on any basis
identification of groups of employees by functions (types of activity) of the organization
a set of employees of an organization united in specialized services
personnel of an organization who work for hire and have certain characteristics
3. The totality of the organization’s employees, united in specialized services, divisions and primarily employed various types mental activity is called:
Management personnel
Specialists
Engineers
secretaries
Accountants
5. Employees who support and serve the activities of managers and specialists in the development and implementation of management decisions are classified as:
specialists
managers
social infrastructure workers
Technical performers
6. The bearer of personnel management functions is:
all personnel of the organization
HR managers
heads of functional and production units
Top management, heads of functional and production departments together with the personnel management service
7. The object of personnel management functions is:
All personnel of the organization
HR managers
heads of functional and production departments together with the personnel management service
senior management, heads of functional and production departments together with the personnel management service
senior management of the organization
8. The principle of transparency is characterized by:
timely decision-making on analysis and improvement of the personnel management system
Conceptual unity, accessible terminology
rational autonomy of structural units or individual managers
the most efficient and economical organization of the personnel management system
simplicity of the personnel management system
9. The principle of parallelism means:
adaptability of the personnel management system to the changing goals of the management object and its operating conditions
orderliness and focus of the necessary information to develop a specific solution
Simultaneous implementation of individual management decisions, increasing the efficiency of personnel management
timely decision-making to analyze and improve the personnel management system, preventing or promptly eliminating deviations
when forming a personnel management system, the development prospects of the organization should be taken into account
The simpler the HR system, the better it works
Compliance of the personnel management system with advanced foreign and domestic analogues
timely decision-making to analyze and improve the personnel management system, preventing deviations
performing the same amount of work in equal periods of time
11. The principle of primacy of personnel management functions means:
maximum convenience for the creative processes of human justification, development, adoption and implementation of decisions
The composition of the subsystems of the personnel management system, organizational structure, requirements for employees and their number depend on the content, quantity and labor intensity of personnel management functions
proportions between functions aimed at organizing the personnel management system and personnel management functions
the need to advance the orientation of personnel management functions towards production development compared to functions aimed at ensuring the functioning of production
performing the same amount of work at equal intervals of time and regularly repeating personnel management functions
12. The principle of continuity characterizes:
personnel management both vertically and horizontally can be carried out through various channels: administrative and economic, economic, legal
No interruptions in the work of employees of the personnel management system or departments, reduction of document tracking time, downtime technical means management
performing the same amount of work at equal intervals of time and regulating the repetition of personnel management functions
the basis for carrying out work to improve the personnel management system at its levels and various specialists, their standard design
simultaneous implementation of individual management decisions, increasing the efficiency of personnel management
31. Object of personnel management functions
a) HR managers
b) heads of functional production departments
c) top management of the organization
D) all personnel of the organization
32. System of theoretical and methodological approaches to determining the essence, content, goals and methods of management
a) personnel audit
b) staff motivation
B) the concept of personnel management
d) personnel competence
Fundamentals of Human Resource Management
33. Elements of the concept of personnel management (three answers)
A) personnel management methodology
B) personnel management system
C) personnel management technology
G) normative base personnel management
Fundamentals of Human Resource Management
34. The rules, guidelines and norms that managers and specialists must follow in the process of personnel management are
a) personnel management methods
B) principles of personnel management
c) internal regulations
d) management style
Ways to influence an employee
35. Methods of influencing an employee, group, team to coordinate their activities in order to achieve the goals of the organization are
A) personnel management methods
b) labor arbitration
c) personnel selection
Personnel management methods
36. Main groups of personnel management methods (three answers)
a) universal
B) socio-psychological
c) applied
D) economic
D) administrative
Personnel management methods
37. Administrative management methods (two answers)
a) pricing
B) placement of shots
C) issuing orders and instructions
d) participation in profits and capital
e) participation of workers in management
f) formation of teams, groups
Personnel management methods
38. Administrative management methods are based on (two answers)
A) discipline and responsibility
b) the system of relationships in the team
c) motivation for work
Personnel management methods
39. Administrative methods are implemented in the form of____ influence
A) administrative
b) psychological
c) moral
d) informational
Personnel management methods
40. Non-administrative method of personnel management
a) approval of norms and regulations
b) issuing orders and instructions
B) selection and placement of personnel
d, financial incentives
Personnel management methods
41. Economic management methods include (two answers)
a) formation of a management structure
B) financial incentives
d) establishment of moral sanctions
D) participation in profits and capital
Personnel management methods
42. Social-psychological methods include (two answers)
A) development of initiative and responsibility among employees
b) lending
c) issuing orders and instructions
D) creating a favorable climate in the organization
e) approval of administrative norms and standards
Personnel management methods
43. Method sociological research, most suitable for identifying a system of informal relationships in a team
a) testing
b) interviewing
c) experiment
D) sociometry
e) observation
Control systems
44. The system in which personnel management functions are implemented
A) the organization's personnel management system
b) financial incentive system
c) labor organization system
d) labor relations management system
e) line management system
Personnel management system
45. Correspondence between the subsystem of the personnel management system and its functions
1. Line management subsystem). management of the organization in
2. Planning and marketing subsystem b) development of personnel policy;
personnel:
3. Motivation management subsystem c). Worker motivation management
personnel: personnel behavior;
4. Social management subsystem d). Housing management
development: service, cultural development
5. Subsystem of legal support e) Decision legal issues labor systems of personnel management relations;
6. Development management subsystem f) Performs training and retraining
personnel and professional development;
7. Subsystem of personnel management and accounting: g) organization of personnel recruitment.
ANSWER: everything is in order, it remains so
Selection of employees by socio-demographic groups
A set of individual employees united on any basis
Personnel of an organization who work for hire and have certain characteristics
2. The structure of the organization’s personnel is:
The ratio of professional groups of specialists and workers
A set of individual employees united on any basis
Identification of groups of employees by functions (types of activity) of the organization
A set of employees of an organization united in specialized services
Personnel of an organization who work for hire and have certain characteristics
3. The totality of employees of an organization, united in specialized services, divisions and engaged primarily in various types of mental activity is called:
Workers
Management personnel
Specialists
4 The category of specialists includes the following positions:
Cashiers
Engineers
Secretaries
Accountants
Technicians
5. Employees who support and serve the activities of managers and specialists in the development and implementation of management decisions are classified as:
Workers
Specialists
Managers
Social infrastructure workers
Technical performers
6. The bearer of personnel management functions is:
All personnel of the organization
HR managers
Heads of functional and production departments
Top management, heads of functional and production departments together with the personnel management service
7. The object of personnel management functions is:
All personnel of the organization
HR managers
Heads of functional and production departments together with the personnel management service
Top management, heads of functional and production departments together with the personnel management service
Top management of the organization
8. The principle of transparency is characterized by:
Timely decision-making to analyze and improve the personnel management system
Conceptual unity, accessible terminology
Rational autonomy of structural units or individual managers
The most efficient and economical organization of the personnel management system
Simplicity of the personnel management system
9. The principle of parallelism means:
Adaptability of the personnel management system to the changing goals of the management object and its operating conditions
Performing the same amount of work in equal periods of time
Orderliness and focus of the necessary information to develop a specific decision
Simultaneous implementation of individual management decisions, increasing the efficiency of personnel management
Timely decision-making to analyze and improve the personnel management system, preventing or promptly eliminating deviations
The term "cadres" (with the primary meaning of "frame" in German and French) came into management terminology from the army lexicon, where it means a group of professional military personnel - privates, command staff and reserves. In English-speaking countries, it is common to use the term “personnel” and derivatives based on this root in this meaning. Currently, almost all authors writing on personnel management issues complain about the lack of standardization of terms, which allows almost on different grounds use a number of definitions: “ personnel management"(personnel management), "personnel administration" (personnel administration), "personnel and industrial relations" (personnel and industrial relations), etc.
The object of management is the organization’s employees (workers, specialists, managers), in relation to whom the management functions in the formation of labor potential, its development in the implementation of motivational policies, regulation labor disputes and interpersonal relationships. The object of management can be either an individual employee or a set of employees, which is labor collective. Such a population can be both the entire staff of the organization and employees of individual divisions (workshop, department). The employees of the group, characterized as the object of management, have certain relationships necessary for organizing the production process and achieving common goals.
The subjects of management are the persons and divisions of the organization's management apparatus that carry out the functions of personnel management. They are managers at all levels who perform management functions in relation to their subordinates, as well as personnel management specialists (HR managers) who perform their job responsibilities.
Table 2 ? Management activities by human resourses
|
Field of activity |
What is it aimed at? |
Typical Features |
To whom is the implementation reported? |
|
Human resource management (strategic aspect) |
To solve global, long-term, fundamentally new problems |
Development of individual abilities and advanced training Planning of personnel costs within the framework of the company’s overall cost strategy, etc. |
To the president of the corporation |
|
Work with personnel (operational activities) |
To solve everyday problems that require administrative intervention |
Selection and placement of personnel Work motivation management Safety monitoring Conflict resolution |
Vice President of the Corporation |
Attention should be paid to the fact that a manager at any level acts as both a subject and an object of management. Changing personnel policies lead to a revision by organizational leaders of their views on the position of the personnel department, to a reassessment of the place and importance of this department in modern organization. HR department employees must fully participate in the implementation of personnel policies, in the analysis of human problems, anticipate the need to create new jobs and eliminate some obsolete ones, study new trends, taking into account the increased importance and versatility of working with people. The former HR departments are being transformed into personnel services or HR services.
Specific construction of the personnel management service and distribution job responsibilities between the relevant divisions can vary over a fairly wide range, since they depend on the size of the organization and the number of personnel employed in it, the style and working methods of the management of organizations, financial capabilities for maintaining management staff, etc.
Personnel management acts in the form of a continuous process aimed at targeted changes in the motivation of employees in order to obtain maximum output from them, and, consequently, achieve high final results in the activities of enterprises. The main goal of working with personnel in modern conditions is the formation of an individual with high responsibility, collectivist psychology, high qualifications, and a developed sense of being a co-owner of the enterprise.
Personnel management represents a variety of activities of special functional services of the organization and line managers of the relevant production units, aimed at achieving the goals strategic development organizing and performing tactical tasks for the most effective use of workers employed at the enterprise.
In functional terms, personnel management refers to all tasks and decisions related to work in the field of personnel (for example, selection of personnel, their use, advanced training, remuneration, dismissal (release) of personnel, etc.). In organizational terms, this concept covers all persons and institutions, responsible for work with personnel (for example, managers, personnel department, works councils, unions).
When researching a personnel management system, it is important to have a clear understanding of the complexity of the category “organizational personnel.”
Obviously, the personnel of an organization in a market economy should be understood as the entire set of not only employees, but also owners who ensure effective economic activity.
The structure of a modern organization is as follows:
Enterprise employees.
Managers (managers).
Shareholders.
Board of Directors, which bears full responsibility for the activities of the company and adopted management decisions at the company strategy level (15-20 people). Groups or parties interested in the functioning of the company.
The detailing of management personnel, which in principle corresponds to Western criteria for its classification, allows us to identify significant categories of management personnel for domestic organizations:
Heads of enterprises, institutions, organizations and their deputies.
Heads of structural divisions of enterprises, institutions and organizations, chief specialists.
Specialists performing economic functions.
Production engineering and technical support specialists.
Positions of employees (accounting, control, paperwork, housekeeping).
The characteristics of each position include certain qualification requirements, namely, level of education and experience practical work.
At industrial enterprises developed countries The following categories of workers are distinguished:
Top management, i.e. senior management (president/CEO and other board members).
Middle management - middle management (heads of departments and independent departments).
Lovez management - lower levels of management (heads of subdepartments, shop bureaus, group leaders, foremen, foremen).
Engineering and technical personnel and office workers (“white collar”).
Workers, busy physical labor(“blue collar”).
Social infrastructure workers (“gray collar”).
The term "personnel administration" was originally used to describe the personnel of firms within non-profit (public) institutions, and the phrases "personnel management" and "industrial relations" were reserved in order to denote the provision of personnel to activities carried out in the private sector of the economy.
Today in practice there are two main approaches to solving personnel problems. The first focuses on the fact that “human resource management” covers the strategic aspects of solving this problem, including issues social development, and “personnel management” refers more to operational work with personnel. The second approach is based on the fact that “human resource management” is focused primarily on issues government regulation relations in the field of labor and employment, and “personnel management” - on labor relations at the enterprise level.
The formation of a personnel management system involves, first of all, building a “tree of goals”, both the goals of employees and the goals of the administration, ensuring their least inconsistency, identifying the role and place of personnel management in ensuring the main goals of the organization. The goals of personnel management of an enterprise (organization) are:
Increasing the competitiveness of the enterprise in market conditions;
Increasing production and labor efficiency, in particular, achieving maximum profits;
Ensuring high social efficiency functioning of the team.
Successful achievement of set goals requires solving such problems as:
Ensuring the enterprise's need for labor in the required volumes and required qualifications;
Achieving a reasonable relationship between the organizational and technical structure of production potential and the structure of labor potential;
Full and effective use of the potential of the employee and the production team as a whole;
Providing conditions for highly productive work, a high level of organization, motivation, self-discipline, developing employee habits of interaction and cooperation;
Consolidating an employee at the enterprise, forming a stable team as a condition for recoupment of funds spent on labor(attraction, personnel development);
Ensuring the realization of the desires, needs and interests of employees regarding the content of work, job promotion, etc.;
Coordination of production and social objectives (balancing the interests of the enterprise and the interests of workers, economic and social efficiency);
Increasing the efficiency of personnel management, achieving management goals while reducing labor costs.
The effectiveness of personnel management, the most full implementation The goals set largely depend on the choice of options for constructing the enterprise personnel management system itself, knowledge of the mechanism of its functioning, the choice of optimal technologies and methods of working with people. There are certain differences between goals and functions. A goal is the state one strives for, and a function is the actual action.
The goals of a given organization are characterized by three characteristics: they reflect desired states in the future; they designate these states specifically and differ from individual goals in that they have a property that is mandatory for all employees of the enterprise; they are officially approved, and the management of the enterprise approves. Goals perform three functions: management, coordination and control.
Goals are the stimulus for behavior, so they drive behavior. They allow and stimulate mutual coordination of behavior and in this sense perform a coordinating function. Personnel management is carried out in the process of performing certain targeted actions and involves: determining the goals and main directions of work with personnel; determination of means, forms and methods of achieving the set goals; organization of work to implement decisions made; coordination and control of the implementation of planned activities; continuous improvement of the personnel management system in accordance with the figure.
The need to harmonize human resource management strategy and business strategy covers the basic functions of management and includes:
Selection, hiring and formation of the organization’s personnel to best achieve production goals;
Personnel assessment;
Best use of employee potential and its reward;
Providing guarantees social responsibility organizations to each employee.
In practical terms, the following main functions of personnel management can be distinguished:
Forecasting the situation on the labor market and in one’s own team to take proactive measures;
Analysis of existing personnel potential and planning of its development taking into account the future;
Motivation of personnel, assessment and training of personnel, assistance in the adaptation of employees to innovations, creation of socially comfortable conditions in the team, solving specific issues of psychological compatibility of employees, etc.
When overall strategy organization is aware, it becomes possible to establish individual HR functions that will be combined with this strategy in the best possible way. At the same time, the traditional tasks of administrative work with personnel are preserved. The functions of personnel management are very closely related to each other and together form a certain system of work with personnel, where changes occurring in the composition of each of the functions necessitate adjustments to all other associated functional tasks and responsibilities. For example, widespread in world practice contract form hiring has led to a noticeable change functional responsibilities.
Under such conditions of employment, the importance of functional responsibilities naturally increases, and the range of responsibilities within the functions of hiring, employment, and material remuneration expands.
In human resource management theory, there are usually eight main functions: needs planning, selection and recruitment, development and orientation, promotion, evaluation and reward.
Control
Figure 2? Interrelation of personnel management functions.
The personnel management system includes a number of stages: formation, use, stabilization and management itself, in accordance with Figure 2.
The formation (formation) of an organization’s personnel is a special stage, during which the foundation of its innovative potential and prospects for further expansion are laid. The deviation of the number of personnel from the scientifically based need for it, both to a lesser and more extent, affects the level of labor potential. This means that both shortages and surpluses of personnel equally negatively affect labor potential. A shortage of personnel leads to underutilization of production potential and excessive workload for workers.
Thus, the goal of forming personnel for a tourist organization is to minimize the reserve of unrealized opportunities, which is caused by the discrepancy between the work abilities and personal qualities potentially formed in the learning process with the possibilities of using them when performing specific types of work, potential and actual employment in quantitative and qualitative terms.
The personnel formation stage is designed to solve the following tasks:
Ensuring the optimal degree of workload of workers in order to fully utilize their labor potential and increase the efficiency of their work;
Optimization of the structure of employees with different functional contents of work.
Personnel Management
Figure 3 Stages of the personnel management system
Organizational:
Reproductive:
This is achieved by implementing the principles of working with personnel and their interaction. Providing job security for staff makes any firm more profitable and competitive, especially if the strategy of stabilizing the workforce is used as a means to increase flexibility in personnel management, create conditions for close interaction of workers and retain the most qualified workforce. The schematic diagram of personnel management is presented in Table 3.
Table 3? HR management structure (basic diagram)
|
Development and implementation of personnel policy |
Payment and labor incentives |
Group management, relationships within the team and with trade unions |
Social and psychological aspects of management |
|
Principles of selection and placement of personnel |
wages |
Involving employees in management at the grassroots level |
Motivation of employees and creative initiative |
|
Terms of employment and dismissal |
Ways to increase labor productivity |
Work crews and their functions |
Organizational culture of the company |
|
Training and professional development |
Incentive remuneration systems |
Relationships A team |
The influence of personnel management on the activities of the company and its organization |
The basis for solving these problems can be based on the basic principles of using personnel in an organization:
Correspondence of the number of employees to the volume of work performed;
Coordination of the employee with the degree of complexity of his work functions;
The structure of the enterprise personnel is determined by objective factors of production;
Maximum efficiency of working time use;
Creating conditions for continuous training and expanding the production profile of employees.
Considering the personnel management process as an integral system, we can identify the main elements that implement the following functions:
Organizational:
Awareness of the population about recruitment and recruitment deadlines;
The amount of funds allocated for personnel training and housing construction, etc.;
Reproductive:
Ensuring the creation of educational and material base and personnel development.
Each of these subsystems can be represented either by a group of people or by one person, depending on the scale of the tourism organization itself and the degree of development of personnel policy. The main purpose of this specialization is to clearly formulate the tasks and functions of management in general and individual administrators in particular; in a clear understanding of the mechanism of influence on labor resources.
The personnel management structure includes the following directions activities:
Resource Planning
Developing a plan to meet human resource needs and the costs required to do so;
Recruitment - creating a reserve potential candidates for all positions;
Selection - assessment of candidates for jobs and selection of the best from the reserve created during recruitment;
Determining wages and compensation - developing wage and benefit structures to attract, recruit and retain personnel;
Career guidance and adaptation - the introduction of hired workers into the organization and its divisions, the development among employees of an understanding of what the organization expects from them and what kind of work in it receives a well-deserved assessment;
Training - development of personnel training programs in order to effectively perform work and promote it;
Assessment of work activity - development of methods for assessing work activity and bringing it to the employee;
Promotion, demotion, transfer, dismissal - development of methods for moving employees to positions with greater or lesser responsibility, developing them professional experience by moving to other positions or areas of work, as well as procedures for terminating the employment contract;
Training of management personnel, management of career advancement - development of programs aimed at developing the abilities and increasing the labor efficiency of management personnel;
Labor relations - negotiations on concluding collective agreements;
Employment - development of programs to ensure equal employment opportunities.
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