There are reasons why the foreign experience of personnel management, both small and large companies, in many aspects differs significantly from the domestic one. The main reason is that in Soviet times no specific manuals on this issue were published, the topic was practically not studied either by serious scientists or in pseudo-scientific circles. In the absence of a private form of entrepreneurship, there was simply no such need, since the individual did not play a serious role in the state mechanism.
How to adopt foreign experience?
Therefore, already in the modern period, most Russian entrepreneurs and managers of various levels are forced to turn to foreign experience, since domestic experience cannot help them to sufficiently increase the efficiency of their staff. The correct application of certain techniques can increase profits by significant percentages, improve the atmosphere in the team, and achieve other beneficial results.
The main varieties of these models
There are several different models of personnel management. They are usually distinguished by geographical and national characteristics: Japanese, European and the model adopted in the United States. We will try to dwell on each of them, highlighting their pros and cons.
Japanese diagnostic model of personnel management
This model has several significant advantages, but also some disadvantages. They are based on the peculiarities of Japanese national and corporate culture. Lifetime employment is widespread in this country, and most corporations are interested in having their employees stay on the staff for many years. Therefore, the relationship between management and employees acquires a special character, which has much in common both with a traditional family, where the boss plays the role of a father, and with an army, in which management is likened to military commanders. At the same time, personnel management in Japan implies the presence of a corporate philosophy. Compliance with its spirit is often even more important criterion when hiring than the professional skills of an employee.
In its classical form, the Japanese model of personnel management requires several organizing principles to be followed. First of all, this is the general orientation of the team to meet the needs of the client. Employees should be able to constantly generate ideas, promote innovation. For this purpose, it is necessary that the formal distance between the boss and his subordinates should not be too great. The boss should be like the first among equals. Typically, modern Japanese corporations do not have clear job descriptions, structural subdivisions are completely non-strict.
The boss of the company should be like a father who guides his children, but does not force them to make a choice, unless it is urgently necessary. Japanese companies are characterized by a desire to familiarize an employee with the entire work of the company, for this even those who should take leadership positions in the future, for example, the children of the owners, are usually promoted from the very bottom, transferred from department to department, so that they understand the whole structure of the company.
In the field of legal relations with employees, the Japanese model has several features. This is the lifetime employment already mentioned above and the increase wages over time spent by an employee in the company, that is, by seniority, regardless of whether he is promoted. Internally, the firm creates its own labor market, allowing employees to be sent to those departments whose work they can do better, as well as internal training courses.
For the Japanese model, the priority is the social development of the company, maintaining the corporate loyalty of employees for many years. That is why it attracts many leaders around the world who are interested in keeping their employees with them for a long time.
The disadvantage of the Japanese system can be considered that it is focused on the Japanese national outlook and may not be as effective in our domestic environment. A certain informality of communication can be perceived as a weakness of the leadership, and a lifetime contract as a guarantee of a job, regardless of success. However, measures to create a unified corporate spirit can be very effective and significantly increase the level of profits and joint and several liability.
American model
It also has its own characteristics. First of all, it is distinguished by the presence of a large number of various manuals, textbooks, and so on, that is, it is more formalized.
In general, the American model is almost the complete opposite of the Japanese one we have already considered, since it is aimed at individualism, and not at maintaining collectivism. The national and cultural characteristics of the inhabitants of the United States play a significant role.
The first thing that distinguishes the American model from the Japanese one is the emphasis on the importance of the personality of the top management of the company. Some corporations even create entire departments dedicated to the selection and training of personnel for the highest positions of the company, individual work with candidates. As a result, the level of isolation from the rank and file of management in a classic American model company is very high.
The American model developed the idea of individual responsibility, individual decisions. An unspoken rule is often used there - whoever puts forward an idea implements it, but at the same time is responsible for it. At the same time, goals are developed that have a predominantly quantitative rather than qualitative value, and even in the short term.
Rivalry and competitiveness are encouraged between employees, especially between departments responsible for the development of various projects.
In the American model, it is the individual abilities of each employee that are considered as the basis for growth. Therefore, employees are given some degree of freedom in their decision-making, but at the same time, as mentioned above, they personally bear full responsibility for the results achieved.
When hiring, the role is played not by the personal qualities of a person, but by his professional skills and previous work experience. At the same time, corporate loyalty, especially for the rank and file and middle managers, is not considered something strictly mandatory, it is not given close attention.
American education is different narrow specialization graduates, which is typical for specialists and in further work. Therefore, promotion in positions goes along an almost strict vertical.
The financier always works as a financier, and the HR manager always works as a HR manager.
As a result, professionals who feel ready to grow often have to leave their companies, as their respective higher positions are occupied. As a result, the American model of personnel management is characterized by high staff turnover, most specialists change companies every few years.
The disadvantages of the American model include the turnover of both managers and ordinary personnel, which prevents the formation of a single corporate spirit, ineffective support for teamwork, low loyalty to direct management, since such a model implies a desire to take the place of the boss.
European model of personnel management
This is the last of three major models. One of its main distinguishing features is high social standards as a goal in the implementation of work with personnel.
According to the European diagnostic model of personnel management, all production areas must be staffed to the fullest extent and with precisely such workers, whose professional and personal qualities are most appropriate for this service.
There should also be activities aimed at improving the efficiency of employees, for example, corporate holidays and team games that form a common corporate spirit.
Introduction ................................................ ................................................. ........ 3
1. Possibilities of using foreign experience in personnel management in Russian practice .............................................................. ................................................. .................. 4
2. Characteristics of the American model ............................................... ........... 7
3. Japanese experience in personnel management............................................... ....... 15
4. Peculiarities of personnel management in the countries of Western Europe.......... 22
4.1. Traditional and innovative approaches in the Western European model of management.................................................................. ................................................. ........................... 22
4.2. Non-financial rewards .............................................................. .............. thirty
Conclusion................................................. ................................................. .. 34
Bibliography:............................................... ......................................... 36
The understanding that management is a special aspect of the functioning of an organization was first realized in the United States. And this means that management itself is largely an American phenomenon, reflecting the peculiarities of the American picture of the world.
American management is characterized by a rigid organization of management. For him, the desire to formalize managerial relations is most characteristic.
For American management is very characteristic of the idea of personal responsibility of the employee. The effectiveness of the work of a particular leader is determined on the basis of whether he was able to personally achieve the goals that were set for him.
European management differs from American to a small extent. The fact is that Europe and the USA are quite close cultures, and therefore the exchange of achievements between them proceeds with less difficulty.
In Europe, as in the United States, small and medium enterprises play a very important role in the economy. This also determines some features of European management. For small firms, the need for survival is more urgent, so a faster response is needed to any, even the smallest change in the situation, to which it is necessary to adapt.
One of the significant differences between European management and American management is that in Europe, even within the framework of large concerns and companies, subsidiaries retain a significant degree of independence. This autonomy can apply to both production and financial decisions, as well as innovation. The problems of managing relatively small enterprises in Europe are more relevant than in the United States.
Japanese management is influenced by the original culture of Japan and the fact that it entered the world market only after the Second World War. Japan took over from Europe and the United States the positive aspects of the experience, first of all, the orientation towards new technologies and psychological methods of management. In Japan, work experience is more highly valued than education, so leaders in Japan are trained directly on the job. If in Europe and the USA they first give theoretical knowledge, which is then consolidated by practice, then in Japan they provide practice, which only then turns into knowledge.
The Japanese are very attentive to the connections between people, as well as to the personal characteristics of employees, they tend to select a position for a person, and not a person for a position. The Japanese avoid individualism in their actions, they are not inclined to impose personal responsibility, they practically do not control the effectiveness of the actions of an individual worker; much more important for them is collective (group) responsibility. Another feature of Japanese management is that executives Special attention focus on technological innovation. From this point of view, Japan surpasses all countries in the world.
The benefit of the Japanese experience for Russian management lies primarily in connection with the soft integration of the best that has been developed in the business culture in Europe and the USA. The profession of "manager" is one of the most popular and, more importantly, one of the most sought after.
The science of management in Russia is in its infancy. Significant differences relate to culture - the values and principles that underlie our society. Consumer behavior is also specific. A rich tradition created by the statesmen and entrepreneurs of past centuries is yet to be integrated into our understanding of management.
2. Characteristics of the American model
The study of the American model of management is of known interest. It was in the United States that the science and practice of management was first formed. The American model is used in corporations in the UK, USA, Australia, New Zealand, Canada and some other countries. It is characterized by the presence of individual shareholders and an ever-increasing number of independent, i.e. not related to the corporation shareholders (they are called "outside" shareholders or "outsiders"), as well as a well-defined legislative framework that defines the rights and obligations of three key participants: managers, directors and shareholders.
American management absorbed the foundations of the classical school founded by Henri Fayol. Americans Luther Gyulik and Lindal Urvik did a lot to popularize the main provisions of the classical school. classical school had a significant impact on the formation of all other areas in American management theory.
The American model of governance was born at the turn of the 19th and 20th centuries, when the United States experienced an economic boom. Huge natural resources attracted the advanced minds of that time; the level of development of engineering and technology came into sharp conflict with the system of production relations that had developed at that time. Classical capitalism was passing into its highest, monopolistic stage. It was during this period that the objective prerequisites for the emergence of "scientific management" in the United States and the activities of its leader, Frederick Winslow Taylor, were formed.
It is not at all accidental that the center of development of the theory and practice of management at the beginning of the 20th century moved from England to America. The activities of the founders of "scientific management" reflected the characteristic trends of the era of classical capitalism - a free market economy, individual entrepreneurship, the dominance of medium and small enterprises. The organization of labor and management in such a "local economy" did not require the systematic application of science, and science itself was not yet dominant. public institution, the main productive force of the industry. Such was the state of affairs in England in the era of Arkwright, Smith, Bolton, and Owen. Thus, we can conclude that it was the English, or rather the Anglo-Saxon model that formed the basis of the American school of management.
A different situation developed in late XIX- the beginning of the 20th century in the United States, which, in terms of the technical level of production, became one of the world leaders. A few facts help to understand why America turned out to be the birthplace of modern government. Even at the beginning of the 20th century, the United States was practically the only country where a person could overcome the difficulties associated with his origin, nationality, demonstrating personal competence. The main factor in the development of management science here was not medium and small, but big business- large and super-large corporations, such as Midvale Steel and Bethlehem Steel, for example, each of which employed several thousand people. In America, wrote Peter Drucker, “large corporations are a minority, but such a minority that sets the typical structure of society, the behavior of people, their way of life. Big business is the basis of any industrialized society. It finances and brings to life also great science. Even trade unions and government administration bodies are nothing but a social response to the phenomenon of big business. It was the non-intervention of the state that allowed entrepreneurs who were successful at the very beginning of their business development to become monopolists.
Noting the differences in the development of the industry of continental Europe and North America, some experts point out that the Americans began with the mechanization of the entire complex of operations, while the Europeans tended to mechanize individual operations, such as weaving or spinning.
In England, technical thought developed within the framework of academic science. So to speak, on a state basis, and then, after some time, it reached practice. The Americans borrowed the best technical ideas of the Europeans in finished form and immediately translated them into concrete technical models. The North American approach was more flexible and quick, the introduction of technology was less entangled in bureaucratic networks. The centers of technological progress in Europe most often served as government agencies and universities, and in the United States - enterprises. Leading firms had well-equipped laboratories involved in the practical implementation of technological advances. These are the historical prerequisites for the emergence of the American school of management.
In the American school of management, it is generally accepted that the success of a company depends primarily on internal factors. Particular attention is paid to the rational organization of production, the constant growth of labor productivity, and the efficient use of resources. While external factors fade into the background.
The rationalization of production is expressed in a high degree of specialization of individual employees and structural units of the company and a strict delimitation of their duties. The advantages of specialization are that it allows you to reduce the amount of training of workers, increase the level professional skill at each specialized workplace, separate from production tasks those that do not require skilled labor and can be performed by unskilled workers receiving lower wages, and also increases the capacity of specialized equipment.
Decisions are most often made individually, while the level of responsibility in the management pyramid is one or two steps higher than the level of managers with formal power. This means that the management is responsible for the activities of their subordinates.
The American firm operates in an egalitarian social environment. Accordingly, workers here are more mobile, easily change jobs in search of individual benefits. It is worth noting that the spirit of "sacrifice" (altruism) is rare among Americans: even in actions aimed at the benefit of society, in fact, personal gain is easily detected. Often the company encourages competition between employees (one of the ways to stimulate), which is why Americans are pronounced individualists and sometimes it is very difficult for them to work in a team.
The American management model is characterized by a hierarchical management model.
In the traditional model of a hierarchical organization, first of all, there is a distinction between the process of making business strategic decisions and operational decisions. The basis of strategic management is a systematic and situational analysis of the external (macro-environment and competitors) and internal (research and development, personnel and their potential, finance, organizational culture, etc.) environment.
the most important integral part The planned work of the corporation is strategic planning, which arose in the conditions of market saturation and a slowdown in the growth of a number of corporations. Strategic planning creates the basis for the adoption of effective management decisions.
To reduce the resistance of workers to organizational changes taking place in corporations, programs are being developed to improve the “quality of working life”, with the help of which employees of a corporation are involved in developing a strategy for its development, discussing issues of rationalizing production, and solving various external and internal problems.
The first relates to the business decisions of the firm, which determine the main directions of its functioning. After the development of the latter, the company makes operational decisions to adapt its activities to various unforeseen circumstances (equipment breakdown, marriage, etc.) and to changes in the market situation.
Currently, four main forms of involving workers in management have become widespread in the United States: participation of workers in the management of labor and product quality at the shop floor; creation of workers' councils (joint committees) of workers and managers; development of profit sharing systems; attracting workers' representatives to the boards of directors of corporations.
In the American economy, the state does not play a significant role as the owner of the means of production and the overall entrepreneur. The share of the public sector in GDP is about 4%, and together with the enterprises of local authorities - about 13% of GDP. It employs about 14-15% of the workforce. The state owns a significant part of the property - almost 25% of the territory, the network of federal roads and many other infrastructure enterprises.
The state plays a decisive role in the reproduction of the labor force, environmental protection, and the development of the scientific sphere. It carries out nationwide regulation through monetary and budgetary policy, the federal contract system. In general, the state performs socially significant functions that either do not bring quick income or are not optimal for private economic entities.
Behaviors:
Businessmen act in a straightforward manner;
They resort to an onslaught, an order in the process of agreeing on a decision in negotiations;
They do not make long digressions, but immediately go to the very essence of the issue, pragmatically classifying them, solving issues one by one.
The main goal is a comprehensive agreement. One of the most important conditions is compliance with all laws, regulations, regulations, and not the benefit and agreement between partners. The American delegation at the talks must include an authorized representative who has the right to make decisions, and a lawyer. American managers do not welcome if their colleagues (partners) are interrupted during discussions or leave before a decision is made to discuss their decision.
At present, four main forms of involving workers in management have become widespread in the United States:
Participation of workers in the management of labor and product quality at the shop level;
Creation of workers' councils (joint committees) of workers and managers;
Development of profit sharing systems;
Inviting workers' representatives to corporate boards of directors.
Getting workers involved in higher bodies management of a corporation - boards of directors - is extremely rare in practice.
To reduce the resistance of workers to organizational changes taking place in corporations, programs are being developed to improve the "quality of working life", with the help of which employees of a corporation are involved in developing a strategy for its development, discussing issues of rationalizing production, and solving various external and internal problems.
The main features of management in an American company:
Functionality, which means clearly assigned job responsibilities for the employee. Principle: focus on what you do most successfully; It doesn't matter who you are, what matters is what you can do as a specialist.
The task of the manager is to reveal the creative potential of the employee. Encouragement of new ideas.
Mandatory retraining and continuous training.
Goal management. The division of any problem, where the solution is associated with a set of heterogeneous knowledge. A clear algorithm for achieving.
Implementation of opposing trends: a rigid functional approach (for example, a conveyor system) and a large number of leaders and creative personalities, decentralization and centralization, rigidity in defending one's interests and flexibility in implementation.
Career growth occurs strictly within the framework of professional specialization.
Developed corporate culture.
Management is considered a strong competitive advantage.
The restructuring of personnel work began with managers and highly paid specialists. From the standpoint of the concept of "human resources" investment in this staff is most justified.
The competence and personal "interest in the firm" of top-level managers most radically affect the overall performance of the corporation. Therefore, personnel work, including the system of remuneration, social insurance and various benefits, is focused on securing the top management of the company. While the neglect of work with ordinary performers contributed to the high turnover of this staff due to premature physical or moral (obsolescence of professional skills) wear and tear, Low quality working life. A sharply differentiated approach to work with personnel persisted in the 70s and 80s, although a number of firms were forced to transfer new methods of work to a wider contingent of personnel.
Attention is drawn, firstly, to the dependence of monetary estimates on the nature of the position itself (for example, the corresponding estimates for middle managers were 3 times higher than for programmers). Secondly, in relative terms, for most professions and positions, large differences were revealed in the “individual value” of the employee for the firm. Deviations in both directions range from 40 to 70% of the official salary. The difference in value to the firm of the best managers compared to the average was determined to be $30,000.
Very few types of work in the study by Schmidt and others turned out to be insensitive to the individual efforts and qualifications of individual performers. These are positions with particularly strict labor regulations and strict turnover. Among them, for example, the positions of cashiers in the accounting services of corporations.
3. Japanese experience in personnel management
There is no general management theory suitable for all times and peoples - there are only general management principles that give rise to Japanese, American, French or German management systems with their own unique features, since they take into account certain national values, features of national psychology, mentality, etc. d. The Japanese management system is recognized as the most effective in the world and the main reason for its success is the ability to work with people.
In recent years, interest in Japanese forms and methods of management has been growing all over the world, since the rapid successful development of the economy of this country has allowed it to take a leading position in the world. Japan is the world's largest manufacturer of passenger cars; dominates the production of almost all categories of mass semiconductor microcircuits; recognized as the most competitive country in the world; occupies a leading position in ensuring literacy, social policy, quality of life. These and other successes are largely due to the high level of management, the founders of which were Matsushita, Kurata, Ishizaka, Honda, Morita, Ibuka and others.
The Japanese system of government developed partly under the influence of local traditions, partly as a result of the American occupation after the Second World War, and partly as a reaction to the need to combat poverty and devastation after the war.
The process of formation of Japanese management was influenced by American management ideas. Thus, the most important idea of Japanese management that an employee should work all his life in one firm is of American origin, but in Japan this idea has a huge effect.
Japanese management constantly uses the most useful management concepts of Western countries, their methods and techniques, adapting them to their national characteristics, thereby preserving and strengthening their values and contributing to the establishment of a special style of thinking and methods inherent only to Japanese managers.
The Japanese management model is based on the philosophy "We are all one family", so the most important task of Japanese managers is to establish normal relations with employees, to form an understanding that workers and managers are one family. Companies that have managed to do this have been the most successful. Surveys of employees of the world famous company "Sony Corporation" showed that 75-85% of those surveyed consider themselves one "team", the enhanced joint actions of which will benefit all its members.
The Japanese call the organization "uchi", which means "home, family", and are convinced that you can change your worldview, get divorced, change your last name and first name - you can't just change the company.
Practice shows that employees who work together for a long time create an atmosphere of self-motivation and self-stimulation. At the same time, management is mainly advisory in nature - in these conditions one should not define too clearly the terms of reference of each, because everyone is ready to do what is necessary.
In any team there is a clear and understandable goal that unites the staff of the company into a team of like-minded people who are tuned to solve the central task, achieve the goal to which everything is subordinate.
Every Japanese employee identifies very closely with the firm in which he works, and is convinced of his own importance and indispensability to his company. It is no coincidence that for the Japanese the word “profession” is identified with work, but practically means the organization (company) where they work: a Japanese worker, in response to a question about his occupation, names the company where he works.
The Japanese system of management seeks to reinforce the identification of the worker with the firm, bringing it to the point of sacrificing in the name of the interests of the firm: employees of Japanese companies rarely take a day of rest or a day off, unconditionally work overtime, do not use fully paid leave, believing that otherwise they will demonstrate insufficient loyalty to the company.
Bound by various obligations in relation to the firm and taking into account various material incentives, an employee cannot leave the company without losing the main part of the privileges, or reduce the intensity of work for fear of being bypassed by others, transferred to a less prestigious job, etc.
As a result, there is almost no employee turnover in Japanese firms and, judging by the statistics, there are only 25 days of absenteeism per 1000 workers in the automotive industry (in the US - 343 days, i.e. 14 times more).
By constantly suggesting to each employee that his personal well-being depends on the results of the company's activities, using material and spiritual incentives, including considerable payments to employees for social purposes, Japanese management achieves high labor intensity and productivity.
To understand Japanese management, it is important to consider the behavior of Japanese people in a group. In Japan, there is the concept of "weights", i.e. "duty of honor", which requires the individual to comply with the appropriate rules of conduct determined by his role in the group. These rules change as the individual moves from one group to another (family, school, university, microgroups of the organization in which he works).
An individual can fulfill the "duty of honor" only by taking his own, strictly defined place (which corresponds to the Confucian principle "to each his own place") and showing loyalty to the group, i.e. subordinating their behavior to social goals. Accordingly, the behavior of the individual is evaluated not by abstract criteria of good and evil, but by his contribution to group activity, his usefulness to the group.
Group traditions have left their mark on the behavior of the Japanese in the group and outside it. Their behavior outside the group is characterized by isolation and unwillingness to contact, but in their group, in an environment of established relationships and connections, the Japanese are ready to help anyone. According to polls, 70% of Japanese consider themselves obliged to take a close part in the affairs of friends (in the USA - 45% of residents, in England - 36%, in Germany - 31%, in France - 12%, and in Russia - 6%).
The main principle of the group is "keep your head down", ie. be like the rest. The group itself can recognize someone's priority, but the employee should not make an effort to do so. Growth labor indicators necessary, but if someone from the group has achieved better results, this is considered an achievement of the group.
An important component of Japanese management is the system of life (or long-term) employment and seniority. Job promotion in Japan primarily depends on age and seniority, and then all other qualities are taken into account. An employee who transfers to another company loses his seniority and starts all over again. Workers who change jobs are discriminated against in terms of wages, benefits, pensions; they are treated as second class people.
An important method of strengthening the bonds of employees with management and the firm as a whole is to encourage intensive communication with each other, which is expressed in various forms. For example, every day, except Saturday and Sunday, all the staff starts the day with physical exercises and singing the anthem of their company. After that, all employees of the company, regardless of their position, recite the commandments posted on the walls and devoted mainly to hard and conscientious work, obedience, diligence, modesty, and gratitude.
Japanese firms annually celebrate "Company Founding Day", which provides an opportunity for company management to put into practice the idea of "community of interests" between entrepreneurs and employees.
The norm of activity for a Japanese manager is daily presence at the production site, constant communication with people, solving all emerging problems on the spot, systematic conversations with workers and specialists about ways to further improve production, increase management efficiency. All complaints from employees, as a rule, are followed by an immediate response from management.
The shop foremen give tasks to the workers every morning, read out the summary of yesterday's work and inquire about the well-being of the workers, knowing that if the worker is sick or worried about something, he will not be able to work well.
Managers in Japan, even the director of a plant, are not provided with a separate office - together with their colleagues, they are accommodated in one large open room without partitions, equipped with simple and most necessary furniture. This should remind employees that they are working together to make the company successful.
There are no privileges depending on the rank or class, including the privileges of using separate canteens. The managers of the Sony Corporation are dressed in the same blue jackets without distinction as the rest of the workers; during a recession in production, they are primarily reduced wages. All this has a huge economic and moral effect, since the workers feel their connection with the managers and the corporation.
Japanese management also uses a certain procedure for hiring, promoting and training employees. When hiring graduates of secondary schools and universities, the creation of working dynasties is encouraged, i.e. employment of children and close relatives of personnel workers. It is widely practiced to hire on the recommendation of someone from the staff of the firm, who is responsible for his recommendation. Statistics show that the number of people hired on the recommendation in companies is approximately 45%.
The order of rotation in Japanese firms is also peculiar. Unlike the United States, where a person can work as a foreman all his life if it satisfies him and the company, in Japan they believe that a long stay of an employee in one position leads to a loss of his interest in work, a decrease in the level of responsibility. Therefore, labor rotation is the norm and is often combined with promotion.
The frequency of rotation depends on a number of circumstances (age, length of service, specialty, etc.) and can vary from 4 to 7 years. As a result, each employee acquires 5-6 specialties and becomes a generalist. In many cases, this solves the problem of interchangeability.
Japanese management is also characterized by the peculiarities of the form, size and content of remuneration. Wages are determined primarily by indicators of seniority and results of work. Large Japanese corporations provide employees with many additional benefits: allowances for family support, travel to work, medical care, social insurance and other payments for social needs. The salaries of management personnel of companies are rarely more than 7-8 times higher than the salary of a newly hired apprentice.
Japanese firms use a whole system of non-material (moral) incentives for good employees: promotion; issuance of premiums, valuable gifts; issuance of copyright certificates; holding special meetings at which the high-quality work of the employee is noted; providing incentives for the purchase of shares of the enterprise; paid trips to the customer's enterprises (including to other countries); publication of special articles in an intra-company publication (press); organization of out-of-town trips for employees with families at the expense of the company; organization of joint lunches of employees with the management of the company; specially designated parking spaces, etc.
The specifics of Japanese management, which takes into account the psychology of people and their social status, and which made it possible to achieve unusual success in industry, contributed to the improvement traditional methods human resource management in other advanced economies.
4. Features of personnel management in Western Europe
4.1. traditional and innovative approaches in the Western European management model
Recently, the motivation of managers with the help of a variable or variable part of remuneration has been increasingly developed both in theory and in practice. This is interconnected with a number of reasons and circumstances prevailing in the global economy, the economy of countries, and the economy of enterprises.
Without any doubt, the accumulated rich experience in remuneration in the production sector has contributed to the theory and practice of motivating managers. The main difficulty in direct transfer of existing systems is the difficulty in measuring managerial work. A clear orientation in the company's strategy to the value of the business in some way resolved the dilemma of calculating the result of management actions. The value of a business (meaning the market value) is easily determinable and comparable at the moment, but difficult to predict. In order to avoid an error (carrying extra costs or underestimation of labor) company owners often focus on a more clearly defined indicator or create a certain framework for the “value game”.
Traditional approach consists in establishing a certain level of monetary remuneration depending on the qualifications, position, duties of the head (static indicators), and not on the performance of tasks over time. This approach prevails in enterprises with a state ownership structure and enterprises in which the owner is both the head and the manager of the enterprise.
In the first case, the introduction of an additional incentive mechanism in the form of a variable salary is impossible due to the rigid and inflexible state apparatus and, in the main, non-commercial goals that are set for managers.
In the second case, when the owner is also the manager of the enterprise, one of the problems of corporate governance, or the "manager-owner" relationship, is missing.
The salary is set depending on the following parameters:
Qualifications
experience in the relevant position;
Responsibility for subordinates
spheres of competence in managing the property of an enterprise and more.
The problem of additional incentives is solved with the help of various kinds of privileges that are not combined into a common system (use of company vehicles, company mobile phones, social infrastructure of the enterprise, etc.).
The main task performance- or result-oriented approach - to give additional motivation to the leader to achieve results. In this case, the result can be measured both quantitatively and qualitatively (Fig. 1).
Rice. 1. Hierarchy of performance based reward systems
By "behavior" is meant the reward for certain steps, properties that contribute to the achievement of the result. For example, training sales managers to advance their skills will certainly improve their customer service skills. With the task of increasing the level of sales, this is a certain step towards achieving the result.
As a rule, as a quantitative measurable result, indicators are used that are influenced by the manager. This is a dependence on the growth of sales volume to production volume for given parameters (time interval, number of employees).
The qualitative parameter is not a financial indicator of the state of the enterprise and an indispensable condition for the successful outcome of the enterprise. This is the satisfaction of the customers of the enterprise or the satisfaction of the employees of the enterprise.
It is important to note that the manager has a direct influence on the “behavior”, and here everything is in his hands. The final result may be affected by third-party or external effects: market conditions, enterprise suppliers, government actions.
The most promoted and at the same time criticized today is the approach based on the value of the business (enterprise).
In some companies, the application of this method led to the flourishing of the enterprise, the implementation of the strategy, in other companies - to corporate scandals and bankruptcies. Table 1 depicts management incentive options focused on increasing company value.
Table 1
Incentives focused on increasing business value
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Value driven incentive systems |
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Systems of internal indicators characterizing the cost |
Share price (Capitalization of the company) |
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Bonus systems based on: |
Net participation: |
Virtual participation: |
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To improve the Russian experience in the field of personnel management, it is necessary to study foreign standards of HR practices, as well as its dissemination and implementation in domestic practice.
China experience
China is the largest developing country and the largest (not quite open) market in the world. In 2001, China joined the WTO, which indicates that the country is gradually opening up industries such as telecommunications, finance, insurance, wholesale and retail, high technology, thereby improving the political and market environment for its economic development.
However, there is a big difference between Chinese and foreign advanced enterprises, not only in the field of technology and capital, but also in the field of management. by human resourses.
The Chinese government pursues a preferential policy towards Chinese students who study and work abroad in order to create companies in their homeland. high technology. In recent years, in particular, 1,200 companies have been opened in Beijing's Zhongguancun Tech Park by people who have returned from abroad, and 2,000 companies have opened in Shanghai Tech Park. Today, Chinese companies are inviting qualified, proactive and experienced managers and professionals from different cities in China, as well as from foreign countries, to join top-level management teams. Such specialists have the nickname "airborne assault".
For example, in 1998, the Chinese firm Huawei, established in 1992 and manufacturing telecommunications equipment, recruited 4,000 students, masters, and doctors. The firm currently employs 9,000 people aged 22 to 30. Therefore, the firm is in some ways very similar to a university: most of the employees are single, very active and inquisitive young people who volunteer until the night (even for free) and in their free time study at their firm's advanced training courses.
The personnel management service of enterprises pays great attention to the training and professional specialization of employees. Training, as a rule, includes four programs:
- - training;
- – training of management abilities;
- - education organizational culture and standards of conduct;
- - customer training.
Based on the results of professional retraining, employees receive a diploma or certificate certifying their qualifications and the right to conduct professional activities in a particular area. Today in China in the IT industry, certification is popular for compliance with state standards for computer technology and certificates issued by Cisco, Oracle, Microsoft corporations.
The labor incentive system in various Chinese companies involves a whole range of measures. The salary usually consists of three parts:
- - basic salary: its amount depends on the level of education, work experience or simply on the contract with the staff;
- - payment related to the results of the assessment and certification of the work of personnel;
- - bonuses depending on the company's profits for the current year.
In addition to the first part (basic salary), the other two parts are closely related to the results of the work of employees, so the system for evaluating and attesting work is the core of this incentive system. Typically, 30-70% of the total wage on average falls on these two parts.
In fast-growing companies, promotion opportunities and career planning are effective incentives for staff. Some companies have personal equity participations (ESOPs). The senior and middle managers own shares or a deferred share right. Employees call it "golden handcuffs".
Many companies have also felt that salaries are not enough to incentivize labor to retain qualified employees, because there are always other companies that pay higher wages. Since the amounts received in the form of compensations do not have to pay tax, compensations become more valuable income. Medical insurance, transport and telecommunications costs (telephone, mobile phone, Internet, etc.), allowance for buying your own apartment, financial assistance for education or retraining, etc. are typical compensations in advanced Chinese companies. However, social protection and compensation are carried out within the framework of the law, and the growth of real incomes of workers from these programs depends on the economic strength of enterprises.
In the traditional culture of China, collectivism is stronger than individualism, the family and the team of the enterprise are valued higher than the individual. Therefore, the cooperation and diligence of Chinese workers are valued more than innovation. In this way, enterprises gradually establish strict norms for organizational behavior of employees, while at the same time allowing them to make mistakes at work, encouraging innovative ideas and granting broad powers in work.
For example, Huawei encourages employees to change jobs to enrich their professional knowledge and skills and improve their competitiveness. The organization recognizes the strengths and abilities of employees and will create ideal working conditions to develop their reserve abilities. The system of wages based on abilities and skills reinforces this incentive. Ordinary employees are promoted under the influence of objective reasons and personal success, winning in competition, and the movement of senior and middle managers is forced, and they change jobs about once every 3-5 years. The firm believes that vertical and horizontal promotions create opportunities and conditions for the development of personnel. The fact is that these movements effectively prevent the abuse of power by leaders.
As a rule, in companies, assessment and certification of personnel are carried out annually, and in some companies, simplified assessment procedures are also used every six months. Strict control and assessment of the strengths and weaknesses of the activities of employees make it possible to provide them with the necessary assistance in retraining to correct their shortcomings. If two or three times, according to the results of the assessment, the employee occupies the last place in the labor collective, then the company dismisses him.
In China, there are a number of topical problems in the theory and practice of personnel management:
- - shortage of qualified specialists. For example, in Beijing, IT companies lack 20,000 programmers. The market for professional managers in the country is still emerging and underdeveloped;
- - staff turnover in high-tech companies is much higher than in other enterprises;
- - motivation for the work of managers and management of their behavior are especially relevant in state-owned enterprises;
- - creating a reserve of managerial personnel and increasing the efficiency of the management team in companies, as well as creating harmonious and long-term relationships between employers and professional managers;
- - the facts of violation of labor legislation and the problem of its improvement is acute. For example, with violations of the law, they hire and fire personnel, extend work time without additional pay, etc.
These are the most pressing problems of personnel management in modern China.
MODERN HR MANAGEMENT: FOREIGN EXPERIENCE
Zaykina Ksenia Anatolievna
3rd year student, Department of State and municipal government BashGAU, Russian Federation, Republic of Bashkortostan, Ufa
Kuznetsova Alfiya Rashitovna
scientific adviser, professor, doctor of economics Sciences, BashGAU, Russian Federation, Republic of Bashkortostan, Ufa
Currently, personnel is considered as the main resource of any organization, therefore, the efficiency of the enterprise depends on competent personnel management.
Personnel management is the management of the employees of an organization in order to carry out their work and within the organization as a whole, both in its interests and in the interests of employees.
In the practice of personnel management in Lately different management models are intertwined: American, Japanese, Western European and Russian. Further, the article will consider the features of two dominant opposite approaches: Japanese and American, and their application in Russian management.
Today, the Japanese management model is the most effective in the world. The roots of the Japanese system of governance go back to the distant past, when family-clans (ie) were the cells of society. Then the father of the family was the head of the clan and had power over all its members, which determined the strength of the hierarchy of subordination and discipline. The psychology of the Japanese contributed to the vitality of this traditional system, and Japanese entrepreneurs easily transferred "ie" to enterprises. Interestingly, these principles have been interpreted in production area as follows: the enterprise is personified with a home, a family, the father of the family is the owner of the enterprise, and children act as hired personnel.
Each Japanese firm has its own corporate philosophy, which emphasizes harmony and cooperation. The Japanese style of management is based on persuasion, not coercion, the task of the boss here is not to manage the work that employees do, but to support them, promote their interaction and thereby form harmonious relationships in the team. With this approach, the leader must be able to combine both a formal leader and an informal one.
One of the most distinctive features of Japanese management is the system of lifetime employment, which involves hiring an employee immediately after graduation. educational institution and maintaining his place in the company until his retirement. If an employee himself leaves the organization or is fired, this seriously affects his future career. Thus, the psychology of this system lies in the fact that the employee does not move from one organization to another, but works for the benefit of his company. In addition, there is such a fact as confidence in the future.
Thus, the Japanese management model is characterized by the interweaving of the interests of the organization and the employee, as well as an atmosphere of equality.
A completely different model of governance has developed in the United States. The main difference between the American management model and the Japanese one is that all management activities in American companies are based on initiative, individual responsibility and individual career. Management decisions are made, as a rule, by specific persons, and goals are of a short-term nature.
Relations with subordinates in the American model are working and formal, while in the Japanese - personal and informal.
Also, in the American model there is no place for long-term employment, an employee can leave the organization at any time if he finds a more promising position, and remuneration is related to the individual merits of the employee, in contrast to the Japanese model, in which remuneration depends on age, length of service and performance the whole team.
Thus, a comparative analysis of two management models - Japanese and American, shows that the role of management largely depends on the psychological and socio-cultural factors that are specific to each country. Nevertheless, recently the Americans are trying to transfer some of the positive experience of Japan to their enterprises.
As for Russian management, according to A.P. Egorshin, its specificity is manifested in the style of management, philosophy of organization, role and place labor collective in management, life experience and professionalism of the leader and negative phenomena in management. The main problem is that, as such, there is no specific style of management in Russia, and there is only an economy in transition, left over from Soviet times. According to the author, Russian society it is necessary to pay attention to foreign experience in personnel management and borrow some positive points. The main task facing the Russian management today is to get rid of obsolete stereotypes of the behavior of management structures, that is, management activities should be focused on the final result.
For example, in Russia there is no such thing as "lifetime employment", however, many workers are characterized by long-term employment in one enterprise. First of all, this is due to the low migration of the population and the small number of enterprises in many regions of Russia. Family ties play an important role here.
However, in Japan, lifelong employment exists not only due to low migration. Great importance here is given to the interest of employees in the longest possible work at the same enterprise.
Thus, in order for Russian enterprises to function effectively, their managers need to create conditions for long-term employment of employees.
In addition, in the conditions of long-term employment at Russian enterprises, it is advisable to introduce a system of personnel rotation. Employees Russian enterprises are forced to work at the same workplace for many years, which reduces their interest in work, suppresses initiative and hinders professional growth. The introduction of a rotation system will allow employees of Russian organizations not only to avoid monotonous work for a long period, but will also contribute to their professional growth, and will also allow them to gain an understanding of various aspects of the enterprise and act in the interests of the entire company.
Another direction in the formation of Russian management is the development and implementation of measures to improve the basic elements of management: forms of division and cooperation of labor, regulation of labor and its remuneration, mechanization and automation of labor of management workers, information technology and office work, jobs and working conditions, management methods and etc. .
An effective management system should provide competitive advantages for the organization: predictability of financial results, stability, etc. Thus, much to ensure the implementation of the above areas of Russian management development can be borrowed from the experience of Japanese managers.
Bibliography:
- Gurevich E.A. On the possibility of directly borrowing the experience of Japanese management in Russia: the journal " Financial management» No. 6 year 2001 / [Electronic resource] - Access mode. - URL: http://dis.ru/library/detail.php?ID=22463
- Egorshin A.P. Personnel management [Text]: textbook. allowance / A.P. Egorshin / N. Novgorod: NIMB, 2001.
- Zaikina K.A., Yunusbaeva V.F. Formal and informal methods of personnel management as a way to increase productivity in a team [Electronic resource]: Electronic scientific and practical periodical "Economics and Society" Issue No. 2 (11) (April-June, 2014) / [Electronic resource] - Access mode. - URL: http://iupr.ru/domains_data/files/zurnal_11/Zaykina%20K.A.%20 (sovremennye%20tehnologii%20upravleniya%20organizaciyay).pdf
- Kuznetsova A.R., Yagafarova V.A. Education as a key factor in increasing the country's competitiveness // Higher education today // - 2013. - No. 1. - P. 31-33.
- Kuznetsova A.R., Kadyrov E.M. The main socio-economic indicators of the development of the education system in Russia and in the world // Higher education today // - 2013. - No. 3. - P. 18-21.
- Dictionary of business terms [Electronic resource] - Access mode. - URL:
Introduction
The relevance of research. Modern conditions of activity of industrial enterprises require the creation of an effective system of personnel management of the enterprise, the development of its personnel potential.
In this situation, there is a need for a theoretical rethinking of personnel processes, the development of a methodology for the formation of a strategy and tactics for the effective use of personnel of industrial enterprises that contribute to the rise and development of the domestic industry, ensuring their competitiveness both in domestic and global markets.
The insufficiently high level of professional training of part of the personnel of industrial enterprises makes it difficult for them to adapt to modern requirements, which makes the theoretical development of socio-economic mechanisms for the training and reproduction of highly qualified workers of industrial enterprises with a high level of general and specialized education especially significant and relevant.
It should be noted that at present, a particularly acute problem facing industrial enterprises is the creation of personnel management services that meet the requirements of modern management, their own effective training systems, retraining and advanced training of personnel, including workers of industrial enterprises, since the system created in Soviet times the system of their professional training has practically been eliminated.
At the same time, in existing scientific research, insufficient attention is paid to the problems of forming an effective personnel management system for industrial enterprises and maintaining their human resources, concepts, practices and prospects for its development, creating their own effective training system, retraining and advanced training of employees of enterprises, a search and selection system leading cadres.
There is practically no methodology for developing and creating an effective system for managing the professional and qualification development of the personnel potential of industrial enterprises. The quantity and quality of available publications does not correspond to the severity and relevance of solving the relevant problems.
The problem of personnel management of industrial enterprises is one of the most important problems of modern management, is relevant and requires systematic consideration.
object research is foreign experience in personnel management.
Subject studies are the processes of personnel management of the enterprise in a market system of economic relations.
The purpose of this thesis is to study the foreign experience of enterprise personnel management and its application in Russian conditions.
Specifying the goal, it should be noted that in the course of writing the work the following tasks should be solved:
familiarization with the theoretical part of personnel management;
· review of personnel management systems in some foreign countries;
· Assessment of the state of the personnel management system at OJSC NefAZ, as an example of the application of foreign experience in personnel management in modern Russian conditions.
The information base of the study is a set of special and scientific literature, laws and regulations, statistical data; economic research on the topic; reference and periodical literature; monographs on analysis and accounting.
Chapter 1. Enterprise personnel management system
1.1 Personnel management: concept and approaches
An enterprise (organization, firm), being an integral production and economic system, can nevertheless be represented as a set of its constituent elements (subsystems), naturally interconnected (interacting) with each other. The number of such subsystems can be different and depends on the concept laid down during the decomposition. So, some authors single out technical, administrative (managerial) and human, or personal-cultural subsystems as subsystems. Others in the management of production (enterprise) distinguish two parts: management of activities and management of people. Activity management consists of planning activities, setting production targets, creating a system for measuring the work performed, and monitoring the implementation of tasks. People management includes ensuring cooperation between all members of the workforce, personnel policy, training, informing, motivating employees and other important components of the work of a leader as a manager. You can find in the literature and other options for structuring the production and economic system. However, attention is drawn to the fact that almost always the personnel component stands out as component control system, which is not accidental. The most important area of activity of any enterprise (organization, firm) has been and remains labor supply: attracting labor, its necessary training, creating conditions for rational use.
The production system, its material and personal components are influenced by many factors. Technique and technology are changing, which determine the requirements for the labor force, the direction of its special training, the level of qualification, etc. The composition of the labor force changes under the influence of both objective and subjective factors (for example, there is a change in the composition of employees under the influence of staff turnover, a natural and continuous process of qualification growth, motivational assumptions in relation to work change, etc.). There is a need for constant managerial influence on the structure of jobs, on the number and composition of employees.
A specific type of management activity, the object of which is a team of workers - personnel, is called personnel management (personnel).
In recent years, other concepts have been widely used in scientific literature and practice: labor management, labor management, personnel management, human resource management, human factor management, personnel policy, personnel work, etc., one way or another related to human labor activity, management of his behavior in production.
The translated literature, with its different terminology, characteristic of various schools of management, also contributes to great discord. The most common terms are:
Personnel administration - personnel management (recruitment, control, placement, training, use of the enterprise's human resources), relations between administrative staff and subordinates; "human relations" in industry;
Personnel management - personnel management (including selection, training, working conditions, payment, safety issues); labor Relations; relationship between administration and individual workers;
Personnel relations - personnel management, etc. As often happens, when trying to define and reveal the content of a particular concept, the authors focus on the most important, in their opinion, side, tasks, forms of manifestation, etc. So, speaking about the management of labor resources, they mean the part of the population belonging to this category, which is subject to systematic influence and regulation by society at the stage of formation, distribution and use in the territorial context.
The concept of "personnel management (personnel)" is close in meaning to the concept of "human resource management". In both cases, the object of managerial influence is the same, the difference is in the specific approach to the employee, to his workforce as a resource.
With the technocratic approach, management decisions are primarily subordinated to the interests of production (maximization of output, fulfillment of the plan, etc.): the number and composition of employees are determined based on the technology used, the technological and operational division of labor, the given rhythm of production, intra-production labor cooperation, etc. d. Thus, personnel management is, as it were, absorbed by the production management process and is reduced to the selection of personnel with appropriate professional and qualification characteristics and their placement based on the tasks of organizing production and labor.
The humanistic approach to personnel management implies the creation of such working conditions and such content that would reduce the degree of alienation of the employee from his work activity and from other employees. Therefore, according to this concept, the functioning of production, and most importantly, its effectiveness (efficiency) largely depends not only on the compliance of the number and professional and qualification composition of the workforce with the requirements of technology and technology, but also on the level of motivation of workers, the degree of consideration of their interests and etc., which requires more attention to taking into account the interests of the employee as a person: increasing the content of work, improving working conditions, realizing a person’s personal aspirations, his ideas about the place of work among life goals, etc.
With this approach, "personnel management" is interpreted more broadly. Management decisions go beyond purely economic regulations and are based on the provisions of sociology, physiology and psychology of work.
The development of the concept of personnel management followed the path of overcoming the technocratic approach to a person as a machine, connecting his motivational resources, socio-psychological factors for increasing labor productivity and production efficiency, and taking into account the interests of the employee as a person.
Human resource management adopted the fundamental principles of the theory scientific management such as using scientific analysis to determine how to accomplish tasks, selecting workers best suited for the job, providing appropriate training for workers, systematic and correct use of financial incentives, etc.
A particularly great contribution was made by the school of "human relations", the formation of which is associated with the theory of motivation by E. Mayo. The principles of people management developed by her proclaimed taking into account the desires and expectations of people, interpersonal relationships. The combination of the rationality of the organization with the satisfaction of the employee with their activities was also emphasized by later schools of scientific management.
These requirements are embodied in the behavioral concept of management, focused on the use of various methods of motivation: management by goals, enrichment of labor, participation of employees in management (participatory management).
The widespread practice of working with personnel, focused on the consumption of labor in conditions of stable employment, as well as rigid organizational structures, is being replaced by new management models that include:
Creation of conditions for the expansion of knowledge, advanced training, continuous self-improvement;
The use of "packages" of motivational programs when expanding the powers of employees in making business decisions;
Formation of new moral values shared by all the staff of the company;
Flexible and adaptive use of "human resources", increasing the creative and organizational activity of the staff, the formation of a humanized organizational culture.
Thus, the new ideology of personnel management is largely based on employee motivation. The attitude of an employee to work is formed under the influence of aspirations, life goals, the possibility of self-expression and self-realization, the content of work. Hence, the main factors of motivation to work are:
Recognition in work;
Achievements in work;
Responsibility and independence;
Opportunity for professional advancement;
Opportunity for personal development.
Of great importance are the guarantee of employment, working conditions, the level of payment, the nature of interpersonal relations in the team of workers, etc. Therefore, fundamentally new approaches to personnel management are largely associated with the concept of the quality of working life.
1.2 Essence and tasks of management
It is clear that production management is carried out through a person: through people, certain adjustments are made to the technical, technological and organizational aspects of the production process. But the workers themselves are the object of management. This concerns, first of all, the quantity and quality of the labor force, the formation of labor potential, its development and use, the motivation of labor behavior, labor and personal relations, etc.
And in order to reveal the content of this specific type of management activity, let us first clarify what is the object and subject of management. The object of management is an individual employee, as well as a certain combination of them, acting as a labor collective. The totality of employees can include both the entire personnel of an enterprise (organization, firm), which are subject to general management decisions, and the personnel of a structural unit (department, shop) or production cell (team).
A distinctive feature of a group of workers as an object of management is a certain interconnection of the activities of workers due to common goals, which characterizes them as a team.
The subjects of personnel management are a group of specialists performing the relevant functions as employees personnel service, as well as managers of all levels who perform the function of management in relation to their subordinates.
Determining the need for personnel, taking into account the development strategy of the enterprise, the volume of production of products and services;
Formation of the numerical and qualitative composition of personnel (acquisition system, placement);
Personnel policy (relationship with the external and internal labor market, release, redistribution and retraining of personnel);
The system of general and professional training of personnel;
Adaptation of employees at the enterprise;
Remuneration and stimulation of labor, a system of material and moral interest; - assessment of activities and certification of personnel, its orientation towards encouraging and promoting employees based on the results of work and the value of the employee for the enterprise; - personnel development system (training and retraining, increasing flexibility in use in production, ensuring professional and qualification growth through the planning of a working (labor) career - interpersonal relations between employees, between employees, administration and public organizations;
The activities of the multifunctional personnel service as a body responsible for providing the enterprise with a labor force and for reliable social protection of the employee.
The goals of personnel management of an enterprise (organization) are: - increasing the competitiveness of an enterprise in market conditions; - increasing the efficiency of production and labor, in particular, achieving maximum profit;
Ensuring high social efficiency the functioning of the team.
Successful achievement of the set goals requires the solution of such tasks as:
Ensuring the needs of the enterprise in the labor force in the required volumes and the required qualifications;
Achieving a reasonable correlation between the organizational and technical structure of the production potential and the structure of the 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 its organization, motivation, self-discipline, developing the employee's habit of interaction and cooperation;
Consolidation of an employee in the enterprise, the formation of a stable team as a condition for the payback of funds spent on labor (attraction, development of personnel);
Ensuring the realization of the desires, needs and interests of employees in relation to the content of labor, working conditions, type of employment, the possibility of professional qualification and promotion, etc.; - harmonization of production and social tasks (balancing the interests of the enterprise and the interests of employees, economic and social efficiency );
Improving the efficiency of personnel management, achieving management goals while reducing labor costs.
The effectiveness of personnel management, the most complete implementation of the goals set largely depend on the choice of options for building the enterprise personnel management system itself, understanding the mechanism of its functioning, choosing the most optimal technologies and methods of working with people.
1.3 Methodology of personnel management
Management in the cybernetic understanding is, as is known, a purposeful impact on the system and its elements in order to preserve the structure and state of the system or transfer it to another state in accordance with the purpose of the functioning and development of this system.
The goals of regulation in general view are the provision, maintenance and prevention of certain consequences, depending on the specific nature of the manifestations on the part of the control object.
The labor collective is a kind of "Personnel" system, consisting constructively of elements that are interconnected. It has its own internal structure, since employees differ in their functions, categories, professions and many other characteristics: demographic (gender, age), economic (experience, training, motivation), socio-psychological (discipline, ability to interact), etc. The system itself seems to be quite complex, since it is characterized by many links between elements both horizontally (between employees) and vertically (between structural divisions, management bodies, etc.).
The basis of personnel management is the determination of the trajectory of the development of the "Personnel" system and the regulation of its behavior in dynamics in accordance with the development of the external environment, internal contradictions, the tasks of the enterprise (organization, firm) as a production and economic system.
In relation to the personnel of an enterprise, management means the development and implementation of managerial influence on the totality of characteristics of the labor potential of an employee and a team in order to bring them into line with both the current tasks of the enterprise’s functioning and its development strategy, the need to fully use the opportunities associated with the role human factor in modern production. Therefore, management decisions are aimed not only at individual employees as elements of the "Personnel" system, but also at maintaining production relationships between them, at the very structure of the system, its proportions, at the behavior of the system as a whole, its development.
The state of the "Personnel" system is determined both by its own goals and by the goals of production. The labor force employed at the enterprise must correspond to the material factor of production (the applied equipment, technology, the organization of production and labor caused by them). So, on the one hand, there are jobs with their requirements for workers in terms of qualifications, training, personal qualities, on the other hand, there are workers with different qualities, training, qualifications. Personnel management involves the impact on both parties in order to ensure the required compliance. This is a difficult task, as both the requirements for employees and the personnel of the enterprise are changing.
Management goes in the following directions:
Change in the number of employees and forms of employment;
Changing the structure of personnel;
Changing staff motivation, etc.
For this, various methods related to the technology of working with personnel are used: selection, hiring, requirements for hiring, training and promotion, evaluation and remuneration, etc.
The stable functioning of the system, its reliability largely depends on the promptness of the response to emerging violations ("failures") in the system. Assessing the state of the system, changing it under the influence of any managerial decision made, requires just taking into account these connections, anticipating negative responses at different levels. And since it is difficult to quickly provide such a response, it is necessary to focus on management methods that ensure or encourage its self-organization. At the same time, one should also take into account such a feature of the "Kadry" system: a reaction to a situation arising under the influence of internal and external factors, often there is no immediate, even promptly taken measures can affect only after a certain time (time lag).
The control mechanism is a system of controls, means and methods aimed at meeting the needs of the enterprise in the labor force of the required quantity, quality and by a certain time. Goals of management are achieved by implementing certain principles and methods.
The principles interpreted in the theory of management as stable rules for the conscious activity of people in the process of management are due to the action of objective laws. Methods act as ways to implement principles.
Principles in general form are the starting points of theory, doctrine, science. In the course of the accumulation of empirical information about the expedient activities of people, its study of analysis and generalization, there was a selection of all that positive that formed the basis of the principles and rules of behavior, action, labor, management, and the creation of conditions that ensure the effective activity of individuals and labor collectives.Principles, which form the basis of effective personnel management are quite diverse. They are multilevel in nature (general, private, special, individual) and apply to different areas of activity (labor management across the whole society, industry, enterprise, individual employee). Among the general principles as personnel management tools, the following stand out: scientific, planned, comprehensive (systemic), continuity, normativity, economy, interest, responsibility, etc.
Private principles include compliance of management functions with production goals; individualization of work with personnel (individualization of recruitment, taking into account the wishes of a particular employee, individualization in case of release, promotion, payment based on the results of work, etc.); democratization of work with personnel (taking into account the collective opinion of employees when making the most important personnel decisions, competitive filling of vacant positions, democracy in management methods and leadership style, etc.); informatization of personnel work, ensuring its level sufficient for acceptance informed decisions; selection of personnel for the primary production team, taking into account psychological compatibility, etc.
The situation is similar with the methods used in personnel management. Among them are general, widely used in the management of other objects (production, the national economy as a whole): administrative, economic, social - and a large number of specific, private methods. So, administrative methods, which are characterized by a direct centralized influence of the subject on the object of management, include: organizational and stabilizing (laws, charters, rules, instructions, regulations, etc.), administrative (orders, orders), disciplinary (establishment and implementation of forms of responsibility ).
Economic methods are a whole system of motives and incentives that encourage all workers to work fruitfully for the common good. Social methods are associated with social relations, with moral, psychological impact. With their help, civic and patriotic feelings are activated, people's value orientations are regulated through motivation, norms of behavior, the creation of a socio-psychological climate, moral stimulation, social planning and social policy at the enterprise (in the organization).
Personnel management should be based on the principles of a systematic approach and program-targeted management.
Building personnel management on the principles of a systematic approach and analysis means covering the entire personnel of the enterprise, linking specific decisions within the subsystem, taking into account their impact on the entire system as a whole, analyzing and making decisions regarding personnel, taking into account external and internal environment, the full range of relationships.
The need for a comprehensive, program-targeted approach in nature is due to the fact that certain types of activities within the framework of personnel management are carried out not on their own, but in conjunction with management goals.
In personnel management as a process, several private processes are distinguished:
* planning - determination of management goals, means of achieving them, modeling and forecasting of the management object;
* organization - recruitment work: career guidance, professional selection, recruitment of labor force, hiring, placement in jobs, vocational training, improvement of labor organization, improvement of working conditions, etc.;
* regulation - inter-departmental, inter-professional and qualification movement of the labor force, changes in the number of personnel, wage levels, etc.;
* control - control of the number, rationality of use, compliance with the position held, execution of personnel orders, etc.; * accounting - obtaining information about changes in the composition of personnel, maintaining state and internal reporting on personnel, etc.
1.4 Control technology
In order to effectively manage, it is necessary to know the mechanism of functioning of the process under study, the whole system of factors that cause it to change, as well as the means of influencing these factors. Therefore, we can talk about a certain mechanism for the functioning of the personnel management system and the use of various tools to influence the employee, i.e. e. about a certain technology for working with personnel.
In its most general form, technology is a technique, skill or service used to make certain changes in any material. Sociologist Charles Perrow writes off technology as a means of transforming raw materials—whether people, information, or physical materials—into the desired products and services. Lewis Davies gives a broader concept of technology: "Technology is the combination of skilled skills, equipment, infrastructure, tools and, accordingly, the technical knowledge necessary to effect the desired transformations in material, information or people." Management influences on the object of management - the personnel of the enterprise - can be directed directly to the employee or to their totality as a production cell, as well as to factors of internal and external environment in which the labor process takes place. In the latter case, we can talk about an indirect impact on the control object.
There are several types of technologies:
Multi-link, which refers to a series of interrelated tasks performed sequentially;
Intermediary - as the provision of services by some groups of people to others in solving specific problems;
Individual - with a specification of techniques, skills and services in relation to an individual employee.
An example of the implementation of multi-link technologies in personnel management is the adoption of managerial decisions at each stage of an employee’s working life at an enterprise (hiring, training, adaptation, direct labor activity, etc.) with their inherent specifics, corresponding tasks and methods of managerial influence. Intermediary technologies are used in the course of interaction between the personnel service and the heads of structural divisions of the enterprise on the implementation of personnel policy, selection of personnel, their assessment, etc.
Individual technologies are largely focused on managing people's behavior in the course of labor activity and are based on the use of labor motivation methods, social psychology and, above all, methods of regulating interpersonal relations, etc.
In personnel management, it is important to know what goals can be achieved with the help of certain means of influence, how and through what it is carried out. The arsenal of means used here (methods, methods of working with personnel, expressed in various organizational forms) is quite diverse: - personnel planning;
Change management;
Optimization of the number and structure of personnel, regulation of labor movements; - development of rules for the admission, placement and dismissal of employees; - structuring of work, their new layout, the formation of a new content of labor, official duties;
Personnel cost management as a means of influencing the development of the employee's labor potential;
Organization of labor as a means of creating an environment conducive to the maximum return of the performer in the process of work;
Workload management, optimization of the working time structure;
Evaluation and control of activities;
The policy of remuneration for work, its high results; providing social services as a means of motivation, stabilization of the team; - tariff agreements between the administration and the team; - socio-psychological methods (methods for eliminating conflict situations, ensuring interaction, etc.);
Formation of corporate culture, etc.
Chapter 2. The main directions of application of foreign experience in modern Russian conditions
2.1 Japan
Japanese companies are not only economic units, but also to a large extent social organizations. Each company has its own corporate philosophy, which emphasizes such concepts as sincerity, harmony, cooperation, contribution to the improvement of society. The main factors that determine the prestige of a company in Japan are its legal status, controlled market share, stock exchange membership and corporate philosophy. These indicators are more significant than the share price or the level of profitability. The prestige of the company determines its access to external financial sources, the possibility of attracting HR with high potential.
From the prestige of the company for which the Japanese work, his recognition in society largely depends. In the public mind, working life is equivalent to personal life, individual survival and development of a person depend on the survival and development of the enterprise where he works. Under these conditions, the worker identifies himself with his firm and is ready to share its fate.
Organizational principles of a Japanese company:
Market orientation.
Continuous innovation.
Attention is not to individual functions, but to their relationship.
The Japanese management style is based on persuasion rather than coercion of workers. The boss does not distinguish himself from the mass of subordinates, his task is not to manage the work that others do, but to promote the interaction of employees, provide them with the necessary support and assistance, and form harmonious relationships. As a rule, Japanese firms do not have detailed job descriptions, and regulations on structural divisions are of a general nature. An employee sent to work receives only a certificate of appointment, informing that from such and such a date he is appointed to such and such a department for such and such a tariff category, without specifying specific duties, areas of responsibility or term of work. Having entered the subdivision, the employee masters labor operations and the peculiarities of interpersonal relations in the team with the support of work colleagues and the immediate supervisor. The organization of the workplace and production facilities contributes in every possible way to collective work. One of the major managerial differences between American and Japanese companies is the different nature of their time orientation. Japanese companies pay more attention to their long-term development.
There are also significant differences in the operation of the control mechanism. Control in Japanese companies is distinguished by its concentration in the hands of ordinary workers and "process orientation". Inside the company there is an exchange of information, frequent contacts and decision-making based on the principle of consensus.
In the use and development of human resources, Japanese companies prefer their employees to be "generalists", i.e. had a wide experience and knowledge corresponding to the goals and interests of this particular company, while in the USA companies are looking for specialists whose knowledge and experience can be used in any other company in this type of work.
The main features that have a direct impact on the mobilization of HR in Japan include: lifetime employment, pay according to length of service, company trade unions, intra-company labor market, intra-company on-the-job training, rotation of the system of collective contracting and collective decision-making, intra-company social Security, systems of joint consultations of workers and entrepreneurs, circles of quality control. Some researchers do not consider all these structures to be exclusively Japanese, recognizing their presence to one degree or another in others. developed countries ah, but everyone agrees that it was in the large companies of Japan that they received their most complete and effective development.
The system of lifetime employment, or, another name for it - long-term job security, is widespread in Japan. According to experts, it covers about 35% of employees, but in large companies - up to 50% and more. The system involves hiring an employee immediately after graduation from an educational institution and informal, i.e. legally unformed, retaining his place in the company until mandatory retirement. If the situation on the market is favorable for the company, the “pension ceiling” may be raised, but employees of retirement age will be transferred to lower salaries. According to the psychology of lifetime employment, an employee does not move from one organization to another. The organization takes care of him throughout his life and cannot easily break the alliance with the worker. If the employee himself leaves the company or is fired, this seriously affects his future career.
Japanese companies carefully select and complete their HR, and managers spend a lot of time informally assessing the work of a subordinate. Typically, an employee in a Japanese company receives a new appointment in two or three years and knows that the quality of his performance of his duties will determine the nature of his next appointment.
An important role in the management of HR in Japan is played by company trade unions, which are created on the basis of the enterprise and unite permanent workers. They include both "white" and "blue collar" leaders, elected exclusively from among themselves. A permanent employee remains a member of the trade union and is protected by it during the entire period of work in the company. For this reason, Japanese unions are often referred to as the "Second Personnel Department", the company's HR department. Collective bargaining becomes not a bargaining between management and a union, but a coordination or consultation on decision-making between two human resources departments of the same company.
An essential aspect of the formation of a company's HR is the practice of in-house vocational training. Each company prepares HR for itself, and strives for its employee not to be a narrow specialist working in any company, but to diversify and multifunctionally meet exactly its goals and objectives.
The rotation process in Japanese companies is also highly functional because the very organization of the production process and management at enterprises is in the nature of a production contract with "dispersed responsibility" for the work performed.
Among important features Organizations of work that stimulate and mobilize the active participation of workers in the affairs of their enterprises are also called permanent systems of joint consultations, in which managers and workers regularly exchange information about their affairs and plans. They operate in 70% of large firms in Japan and have played an important role in the relatively quick and quiet restructuring of Japanese companies in the introduction of robots and computer technology.
An additional source of mobilization of human resources is the fact that Japanese companies take upon themselves, in the words of W. Outi, "holistic care" for their employees. A significant part of their spending on the HR is realized in the form of spending on social needs (housing, medical care and leisure activities). This activity of Japanese companies is focused on strengthening the attachment of its employees, on their emotional and spiritual integration. Colorful ceremonies of official admission to the company of recruits are held annually. The training program for those hired by the company is sometimes designed for several years and includes not only extensive professional training, but also the study of the history, goals, and principles of the company. Sometimes companies use religious training methods. In order to strengthen group solidarity, new employees can be accommodated for a while in the company's hostel.
A characteristic feature of Japanese government is the use of a bureaucratic system. Its features relating to respect for the very status of a leader, collectivism, rationalization, impersonality and justice are well in line with the traditional cultural characteristics of the Far Eastern region.
The main features of labor management in Japanese enterprises are as follows:
Flexibility in the distribution of work and rotation of workers;
Mobility and long-term learning of HR;
The use of mechanisms that interest employees in the results of their work;
Flexible organization of the system of material incentives;
Strict discipline in the workplace;
Orientation to the development of the Czech Republic.
These features are associated with the principle of long-term employment, supported by the mutual trust of employees and management, as well as their desire to maintain harmonious relations.
In Japanese companies, there are two departments, which in terms of their functions and structure do not have exact analogues in Western organizations. One of them is the so-called department of general affairs (“somu bu”)”, which deals with legal issues, internal relations, relations with shareholders, government agencies, trade associations and related companies, documentation, and often procurement. The other is Human Resources, Human Resources, HR, often an offshoot of somu-bu and split off from it when the company reaches a certain size.
In the largest corporations, the manager who heads the HR area is a member of the board and has the position of director of HR; in his submission are the head and employees of the Department of Management of the Chechen Republic. Often there is a combination in one person of the functions of a director for HR (i.e. a person who protects the interests of shareholders, whose candidacy is approved general meeting shareholders) and the head of the Department of Management of the Czech Republic (i.e. an employee). This special status is taken into account when remuneration and is especially significant in the process of collective bargaining, when this person, as it were, represents both sides.
The main document regulating labor relations in the company is the intra-company regulation on employment. All firms with more than 10 employees are required to register their internal regulations at your local labor standards office. The employment clause acts like an employment contract. It determines working conditions, its payment, requirements for permanent employees; kept in the personnel department.
In firms where there is a trade union, another basic document is the collective labor contract. In its content and practical significance, it is similar to the provision on employment. What distinguishes it is that it defines the status of the trade union organization and its members in the company.
HR planning, closely linked to corporate planning, is still a rarity in Japan. In accordance with modern business conditions, it is considered quite sufficient to comply with the following rules:
Once hired, he should not be fired, except in extraordinary circumstances;
Upon reaching the age limit, the employee must retire or be transferred to a temporary job. Typically, Japanese companies carefully monitor only one long-term indicator - a balanced age structure of HR. There are two reasons for this:
1. Financial. Each year, a certain number of workers who have reached the age limit and receive the highest salary must retire. This significantly reduces payroll costs as they are replaced by graduates who are the least paid in the company.
2. Organizational and structural. Maintaining a certain age structure facilitates promotion.
Budget. Being in constant contact with other departments and knowing their annual needs, the HR department makes workforce projections throughout the company for the next budget year. Estimated labor costs are forecast. Finally, the HR department has its own budgetary requirements, of which recruitment, training, and social spending are the most expensive. Over the past ten years, the department's annual budget, excluding salaries and statutory social expenses, has been about 4% of the annual payroll budget.
Recruitment, training of personnel, their promotion, disciplinary action and dismissal, resolving issues related to remuneration and working conditions, social benefits, and labor relations are the prerogative of the HR management department (heads of departments can make their proposals, they are consulted before a decision is made ).
Overtime. in Japanese companies overtime work is regarded positively. First, it is more economical than recruiting additional labor to meet fluctuating demand. Secondly, it brings additional income to employees. Overtime is not considered here as a manifestation of the incompetence of production managers or improper planning of the use of labor. With the consent of the representatives of the employees (or the trade union), overtime may be appointed at any time and for any period. As a result, in many companies, about 10-15% of the monthly salary of ordinary workers is overtime. However, at present, young workers tend to avoid overtime, as for them free time is often more important than additional earnings.
Social issues. In addition to statutory social benefits (sickness, unemployment and industrial accident insurance) and old-age pensions, there are many other social programs in Japanese companies. Housing and hostels, leisure and entertainment opportunities, cultural programs, housing construction loans, subsidies for meals and shopping in poi companies - all these programs are centrally implemented by the HR department. In addition, the range of problems he solves includes the issues of benefits paid, for example, in case of territorial transfer of a company employee. The Department of Human Resources Management organizes the issues of accommodation of the employee in the new place. Funerals of employees and their family members are also organized and paid for by the Department of Human Resources Management.
recruitment issues. The ideal for a Japanese company is to recruit a permanent workforce of graduates who would remain in the company until reaching the age limit.
The main requirements for candidates are accuracy, conscientiousness and goodwill.
In a Japanese company, it is commonly believed that specialization, division of labor, and emphasis on individual initiative can hurt the efficiency of the company as a whole. Therefore, it is group work and cooperation that are most often encouraged, with an emphasis on the interests of the entire corporation. The recruitment of workers is focused on meeting the general interests of the company, and not on the performance of a specific job in a specific place. New employees are recruited by the company, not by an individual manager. At best, the company invites new employees, designating a wide range of employment: production, sales, clerical work, etc. Even when work becomes unnecessary, employees are not fired. The company provides them with retraining and transfers to other places. School graduates with no work experience are recruited every year, and the company gradually brings them to the appropriate level of qualification and assimilation of the corporate culture. Thus, the age structure of the workforce is preserved, which is an important indicator of organizational dynamism and the ability for technical innovation. Companies in Japan always report the average age of employees in their annual financial statements.
In Japan, the following enlarged job scale has been adopted:
Specialist of the third category (university graduate);
Specialist of the second category (ordinary worker);
Specialist of the first category (ordinary worker);
Ordinary managerial candidate
Manager of the third category (leading administrator or engineer);
Manager of the second category (deputy head of department, head of department, deputy head of department);
Manager of the first category (deputy head of department and chief engineer);
Head of department, director.
The wage system in Japan is based on the following basic principles:
The amount of remuneration is determined primarily by social rather than economic factors;
Individual income is set taking into account how much other employees of the company receive;
The system is consistent with the principle of long-term employment.
A characteristic trend in the organization of wages in Japan in the post-war period can be considered a decrease in differences in the structure and amount of earnings of various categories of personnel, in particular, workers and managers. The most important principle of remuneration is "fairness", i.e. application of a single payment procedure at all hierarchical levels. Control functions salary in Japanese companies, they are centralized and transferred to the department of HR management. Heads of departments do not deal with these issues and usually do not know how much their subordinates receive.
Both sides of the employment relationship consider wages in the long term. An entrepreneur who hires a graduate of an educational institution expects that he will work in this company for at least 30 years and receive about 200 million yen from it during his working life. In turn, a young man who has come to work in a firm hopes for a stable increase in earnings. The starting salary is rather low and depends on the level of education, its size is determined by the labor market (differences in the level of starting wages between enterprises are insignificant). Further growth depends on factors operating within the firm. In this sense, it can be said that in Japan there is no "average" wage for industry or for a particular profession. The employee's income includes: monthly remuneration; seasonal surcharges (bonuses); severance pay.
The monthly remuneration consists of fixed and variable parts. Its constant part is a fixed amount, the size of which is reviewed annually by the administration itself or as a result of negotiations with the trade union. It consists of the basic salary and monthly supplements. In firms that use a system of tariff- qualification categories, there are tables for each enlarged block of work, for example, for the sector of production, sales, for office work, etc., but the differences between them are insignificant. Every year, a permanent employee receives an increase in the qualification category if he did not have disciplinary sanctions and cases of a long absence from the workplace. Regardless of the annual intra-company salary increase, tariff tables are revised almost every year as a result of negotiations between the administration and the trade unions.
The number and amount of monthly surcharges, as a permanent part of the remuneration, are not the same in different companies. Benefits fall into four main categories:
1. Surcharges for work. Their main varieties: for specific professional skills; for absence from work.
2. Bonuses for working conditions. These include: allowances for heavy and dangerous work, as well as for shift work or remote work. Additional payments in this category are assigned only to workers.
3. Surcharges for the level of responsibility. Many companies pay extra only for the level of responsibility (official bonus). In most firms, a fixed amount is set for such payments, in others there is a fork.
4. Cost-of-living related co-payments.
The variable part of wages includes mainly remuneration for overtime work.
To ensure the scientific and technological development of a Japanese company, the following elements of the practice of intra-company HR management work:
1. In large companies, the system of selection and placement of personnel has been clearly worked out. By rigidly tying permanent employees to the firm, HR management services are able to effectively solve a wide range of HR management problems. A specific moment is the separation of recruitment procedures from the placement of personnel. When entering a permanent job, new employees do not know in advance where exactly they will work.
2. Intra-company transfers of personnel to other jobs and positions (rotation) are systematically carried out. This ensures the mobility of the HR within the company, the exchange of best practices and the establishment of interpersonal communications. Some companies (Mitsubishi, Matsushita, Sony) set individual career rules for promotions (e.g. change jobs at least three times in 14 years) and guidelines for the total number of "rotated" staff (5 % during a year).
3. Developed system of training and advanced training of personnel. In particular, systems of self-training at the workplace and mentoring are purposefully activated.
4. Well-established systems of material and moral incentives.
A necessary condition for effective work is the establishment of a clear coordination of all parts of the organization and the strengthening of production and labor discipline. “Before meeting the challenges of increasing productivity and quality, it is necessary to ensure the continuity and stability of the production process,” notes one Japanese executive.
The high level of labor and production discipline at Japanese enterprises has made it possible to successfully introduce progressive organizational technologies:
"Just-in-time deliveries." Deliveries of parts, materials through inter-shop and inter-factory channels, including subcontractors, are carried out according to the developed maps with an accuracy of "up to a minute". All this requires a high degree of coordination of the actions of various services, the use of modern transport, technical, and information means. As a result, interoperational backlogs and stocks at the main assembly sites are minimized, and the responsibility of all services for a clear rhythm of work is increased.
Kanban system. Developed in the early 70s at Toyota Jidosha as an organizational mechanism for intra-factory deliveries of parts and materials in containers with special application cards, in which customers indicated the number of required parts and the exact delivery time. In an improved form, the kanban system at the enterprises of Honda Jidosha, Kawasaki, Nissan, Yamaha and a number of others was successfully integrated into flexible production. The complex mechanism of "kanban" requires both a high level of automation, the use of computers and robotics, and a rigid production discipline, good interaction and coordination of the efforts of the company's personnel.
The experience of modern Japanese enterprises shows that technical and organizational innovations give companies the desired effect only when they are coordinated with labor management issues. Measures for technical reconstruction operating enterprises, rapid technology upgrades, flexible production systems, the formation of information processing centers, computerization and robotization should be directly linked to the change in the mechanisms of HR management.
An important component of the HR management mechanism in Japanese firms is an extensive system of social development. This is well illustrated by the example of Toyota Jidosha, whose social development system has as initial parameters:
The age level of employees is from 18 to 75 years;
Life cycle of an employee subject to family life: single or not married - getting married - building a family - maturity - preparing for old age - enjoying life in old age;
Dominant interests at different stages: leisure and self-development - marriage and the birth of children - building a house - raising and educating children - preparing for old age - marrying children;
The accepted practice in Japan does not welcome the sharp differences in the speed of promotion at a young age. The differences start at the level of the head of the department. The advantage of this system is that it makes it possible even for those who make a mistake to count on successful promotion. And since we have many capable people, there is also time to choose the most worthy.
2.2 US
The work of human resource management in the United States relies on a broad research base, advisory assistance, and a developed management infrastructure.
The modern approach used in the most effective American corporations is characterized by a significant expansion of the content, forms and methods of working with the company's personnel; the growth of the professional level of specialists in human resource management services; an increase in the share of funds spent by these services in the total production costs; using the latest information technology. These changes in HR management apply in the United States to work with managers and specialists (in relation to ordinary performers, the functions of human resource management services have changed very little in most corporations). Almost all the main innovations in this functional area of management activity were intended to work with highly paid categories of personnel and either did not apply to other categories of personnel at all, or what was done later and to a more limited extent.
Traditionally, in the United States, personnel services represent the interests of entrepreneurs in relations with workers organized in trade unions. The work is concentrated in the divisions for labor relations, whose duties include - negotiating with trade unions; ensure the requirements stipulated by the labor contract; organize the recruitment of workers. With this, the functions of personnel services in relation to production personnel are exhausted (plus the registration of personal files, registration and execution of decisions of line managers on personnel matters). In general, in American corporations, two genders have formed autonomous human resource management systems. Their distinction reflects the legal differences between the two categories of personnel that exist in US labor law; but is ultimately determined by more general socio-economic factors.
The systems of work with managerial personnel of the highest level of the organizational hierarchy, as well as the middle level, have the most complex and diverse character. In modern personnel management systems, special importance is attached to the systematic training of managers for senior positions, especially careful selection of applicants for these positions. Some corporations have singled out headquarters services in their organizational structure, which ensure, on a strictly individual basis, the study of issues related to planning the training, promotion, and replacement of top-level managerial personnel. So in General Electric, since 1974, there has been a division that was removed from the subordination of the vice president for personnel and reports directly to the chairman of the board of directors, which works only with top managers (500-600 people; the total number of managers and specialists of the company exceeds 100 thousand people). Human). With this category of personnel, as well as with representatives of the group of applicants from the lower echelon of management, the most thorough study of replacement schemes, individual career development plans, selection and control over the implementation of training and education programs is carried out. Each year, replacement schemes are reviewed in detail by the three top executives of the firm - the chairman of the board of directors, the vice chairman, and the vice president of human resources.
Leading corporations better and more effectively use the psychology of the worker, inducing in him the "feeling of the winner" dear to every American. They respect their traditions and on their basis form the main values of the organization. In American corporations they say; "We want to think of ourselves as winners. Exemplary companies have to prove that there is no reason why we can't create systems that continuously confirm this idea."
In leading American corporations, the main emphasis is on the development of informal competition between the creators new products, new forms of service. Therefore, various methods and means of excitation of the company's personnel of competitive activity are used.
The development of technical and technological structures, the formation of new production systems impose increased requirements on management methods. This primarily applies to the lower and middle levels of management. In the work of the leaders of these managerial units, the most important are not production, but personnel issues. Shortcomings in this direction, multiplied by the accelerated growth in labor productivity, inevitably lead to a decrease in economic indicators activities of the enterprise and loss of competitiveness.
The following conclusions regarding trends in the development of human resource management practices are based on the results of a study commissioned by the US Government Human Resources Commission:
1. The development of engineering and technology is one of the main factors causing a constant reduction in employment in the sphere of production. At present, the growing integration of industrial and information systems. It causes structural shifts, the movement of personnel from production departments to information services. As a result, a further increase in the number of managerial cadres, highly skilled general workers, engineers and technicians, and scientists is expected. With a general reduction in the need for industry in personnel, there is a significant increase in the requirements for their qualifications.
Undoubtedly, each production unit will cost less and less workers, increasing the role of each of them. The task of the manager in these conditions is to ensure the high interest of employees in the results of labor.
2. The enterprise of the future is characterized by a high level of staff mobility. Some researchers believe that in a few years the team modern enterprise will consist of a permanent core of competent, highly skilled, high-paid workers and a changing temporary labor force dictated by fluctuating production levels. This will inevitably affect the terms of reference of the lower-level manager, who will have fewer permanent employees under his command, but there will be a need to manage temporary staff, regulate the relationship between permanent and temporary employees. Finally, you will need to constantly calculate the real need for labor.
3. Until now, there is a widespread opinion among managers that automation leads to a loss of skills of the organization's employees. However, experience shows that only those automated workshops and factories turned out to be profitable, where the administration sought to improve the level of personnel qualification, and accordingly formed production tasks.
4. Requirements for the qualifications of grassroots managers are changing. According to some researchers, the scope of their duties will gradually be reduced, even the integration of the roles of grassroots manager and engineer is possible. The duties of a new type of specialist will include, first of all, ensuring the smooth operation of the equipment.
5. Until recently, the training and development of personnel at American enterprises was supervised by the human resource management service. But individual responsibility of performers increases, along with it, the interest of managers in increasing the level of competence of employees increases. Managers are increasingly taking on the role of trainers preparing staff for the coming changes in production.
According to the prevailing ideas in American industry, the development of measures to increase the level of labor productivity is the responsibility of management. In the new conditions, ensuring the growth of the organization's efficiency will become a constant concern for each employee; issues of improving labor methods and increasing its efficiency at each workplace will become of paramount importance. Many companies, realizing this, are already developing long-term plans for staff training and development.
6. Changes in the nature of work and management are also creating new trends in wages. The object of stimulation is the level of qualification, experience and skill, and not the volume of output. Practice, however, shows that such payment systems are complex, need to be carefully developed and are still ineffective.
7. In the factories of the future organizational structure will be formed not around functional units, but on the basis of managerial decisions. The technological cycle in automated production proceeds from the presence of a common source of information for all production links.
8. The development of modern production systems is a long process, characterized by the gradual introduction of new technology, the expansion and change of the product range, its constant improvement, frequent replacement of materials and increasing quality requirements. The process of restructuring management will be no less lengthy and complex. Attempts to mechanistically transfer new management methods to existing structures, as a rule, do not bring success.
2.3 FRG
The HR management services occupy one of the leading positions in the administrative apparatus of state organizations and private firms. Their activities are aimed at performing the following functions:
Providing all areas of production with the necessary workers;
Development of measures to stimulate the activities of employees; their focus on highly productive and efficient work;
Ensuring continuous training and advanced training of all employees.
The structure of the HR management services is determined by the implementation of the above functions. V overall structure services, a division providing executive staffing is highlighted. It is directly subordinate to one of the secretaries of state in ministries and departments or to the president of a private firm.
There is a fairly high number of specialists from departments dealing with HR issues, in government organizations compared to private ones. So, if with a total staff of 16 thousand people. at the company "Reinbrown" personnel work 30 employees are engaged, then in the Ministry of Economics and Technology of the Federal Republic of Germany, in the apparatus of which there are only 1650 people, 35 specialists work in the service for the management of the Chechen Republic.
V large firms Germany work on general management staff is special services, the number of which depends on the number of employees: for 130-150 employees - one employee. In the vast majority of firms, HR services do more than just personnel matters: they are also entrusted with some economic functions such as payroll. Recently, there has been a tendency towards an increase in the number of personnel management services at enterprises.
Work in the field of HR management depends on the situation of its implementation. The factors of this situation are such variables as government regulation, market conditions, technology, relations with trade unions, the goals and strategies of the organization, its structure, the management principles used, the characteristics of the personnel involved, etc. It is unacceptable to carry out abstract activities for the management of HR.
Thus, the following management principles have been developed at the Reinbrown company:
The need to provide employees with independence in those areas where they have experience and knowledge;
Common problems and tasks can only be solved collectively;
The manager should not only expect work from employees, but also help them work in accordance with their capabilities;
The knowledge and abilities of employees must correspond to the tasks assigned to them;
The manager must take into account the expectations and needs of employees who want to be informed, get approval and meet their needs;
Evaluations of an employee should be fair, reflect his strengths and weaknesses, and clarify his abilities.
These principles call for special attention to management team organizations, because it is on them that the main burden of implementing these principles lies. This entails the definition as one of the main goals in the work of the service: the selection at each level of leaders who could fulfill their duties completely independently and with full responsibility.
To ensure the effective work of employees, the manager must:
Timely and regularly inform employees about everything that is directly or indirectly related to their work or to them personally;
Inform employees in which areas they need to improve their skills;
Contribute to the growth of professional qualifications of employees.
When selecting specialists for leadership positions, German organizations are guided by the rule of choosing them from among their own ranks. But sometimes, in order to exclude nepotism, leaders are selected from outside. One of the main factors in the selection of leaders is the ability to work with people and understand them.
Despite the specifics of HR management, which always exists in each particular company, in all large organizations in Germany there are approximately the same systems for working with personnel and systems for remunerating workers and management personnel.
Personnel management is considered one of the main functions of the organization's management, which, as a rule, is supervised by one of the members of the board or the chairman of the board himself.
In Germany, great attention is paid to the planning of human resource costs, which involves taking into account quantitative and qualitative situational factors.
Staff costs are divided into basic and additional. The main cost is wages. Additional attachments in the Czech Republic include a whole range of expenses covering the entire social sphere(housing, benefits, medical care, etc.) and questions personnel management(personnel selection, evaluation, advanced training, etc.).
The most important condition for the implementation of the tasks of human resource planning in the industry of Germany is the effective work of the human resource management service.
Staff training. Worthy of attention is the importance attached in the FRG to questions of personnel training. Thus, in 1988, the Mannesmann concern spent 127 million marks (about 20,000 marks per trainee) on personnel training. 335 people are involved in training issues in the concern.
In the Thyssen concern, the rotation of executives by company is carried out, but on condition that wages remain stable. This is done to improve qualifications, improve contact between managers and create conditions that instill in each employee a sense of the group's unity.
Certification of workers. Evaluation in the concern "Shleman-Zimar" is carried out by the direct supervisor according to 8 indicators for the past year. In the evaluation sheets containing questions relating to the qualifications of the employee and his attitude to work, the manager makes an assessment, after which this assessment is discussed in a personal conversation with the employee. In most cases, the manager and the employee come to a common agreement in the assessments. In case of disagreement with the assessment received, the employee turns to a higher manager. There is an additional possibility of contacting the works council.
Evaluation sheets for all years of work in the concern are kept in the personal file of each employee and their content is a secret.
Salary. The wages of production personnel are based on unified tariff agreements that determine payment according to the tariff and different kinds additional payments, taking into account specific working conditions, vacation duration, tariff supplements, terms for terminating contracts, working hours (duration of the working week, shifts, work on Saturdays and Sundays). Deviations in the tariff agreement from the requirements of the Law "On Tariff Agreements" are only possible for the better.
The rate agreements also stipulate that an employee is not allowed to disclose his salary details to any other person in the organization.
Chapter 3
open joint-stock company"Neftekamsk Automobile Plant" (abbreviated as OJSC "NefAZ") was registered by the Decree of the Head of the Administration of the City of Neftekamsk No. 915 dated 06/24/99. NefAZ is a part of OJSC KamAZ.
The personnel management system includes a number of stages: formation, use, stabilization and management itself (Fig. 1).
PERSONNEL MANAGEMENT
Rice. 1 - Stages of the personnel management system
The rational use of the personnel of the enterprise is an indispensable condition that ensures the continuity of the production process and the successful implementation of production plans. For the purposes of analysis, all personnel should be divided into industrial and non-industrial personnel. Industrial and production personnel (PPP) include persons engaged in labor operations related to the main activity of the enterprise, and non-industrial personnel include employees of cultural institutions, public catering, medicine, etc., belonging to the enterprise.
PPP workers are divided into workers and employees. As part of the employees, managers, specialists and other employees (clerical accounting, etc. personnel) are singled out. Workers are divided into main and auxiliary.
A crucial stage in the analysis of the use of an enterprise by personnel is the study of the movement of labor. The analysis is carried out in dynamics over a number of years based on the following indicators: staff turnover, labor productivity, wages.
Worker turnover plays an important role in the activity of the enterprise. Permanent personnel who have been working at the enterprise for a long time improve their qualifications, master related professions, quickly navigate in any atypical environment, create a certain business atmosphere in the team and therefore actively influence the level of labor productivity. To study the causes of staff turnover, sociological research and observations should be periodically carried out in order to study the ongoing changes in the qualitative composition of workers, managers and specialists, i.e., in qualifications, work experience, specialty, education, age, etc. production volumes are not taken into account when calculating staff turnover rates.
Worker movement analysis
| Indicators | 2004 | 2005 | 2006 | Deviations | |
| 2005 to 2004 | 2006 to 2005 | ||||
| 1. Average number of employees, pers. | 8800 | 9200 | 9600 | +400 | +400 |
2. Number of dismissed, total Incl. on own will for violation of labor discipline for other reasons |
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| 3.Quantity accepted workers, pers. | 260 | 220 | 130 | -40 | -90 |
| 4. The number of employees who worked the whole year, pers. | 8660 | 9120 | 9550 | +460 | +430 |
| 5. Turnover ratio on disposal, (p.2/p.1) | 0,016 | 0,020 | 0,007 | - | - |
| 6. Receipt turnover ratio, (p.3/p.1) | 0,030 | 0,024 | 0,013 | - | - |
| 7. Constant composition coefficient, (p.4/p.1) | 0,984 | 0,991 | 0,995 | - | - |
An analysis of the movement of employees showed that the average number of employees in 2006 increased by 400 people compared to 2005. The number of voluntary dismissals in 2006 compared with 2005 decreased by 110 people. The number of admissions in 2006 was 90 fewer than in 2005. The number of employees who worked the whole year in 2006 increased by 430 people compared to 2005.
The increase in the need for labor resources is explained by the fact that the output plan has increased.
Labor productivity- this is an indicator characterizing the level of costs of living labor for the production of a unit of output. It can also be defined as the amount of output produced per PPP worker or one worker per unit. I time (year, quarter, month, day, hour). This indicator needs to be given special attention, since the level of many other indicators depends on it - the volume of manufactured products, the level of its cost, wage fund consumption, etc.
When analyzing labor productivity, it is necessary to establish the degree of fulfillment of the plan and the dynamics of growth, the reasons for changing the level of labor productivity. Such reasons may be a change in the volume of production and the number of PPPs, the use of mechanization and automation tools, the presence or elimination of intra-shift and all-day downtime, the state of labor rationing, etc.
The general indicator of labor productivity (production per worker or one worker) largely depends on the intensity of materials certain types products, volume of cooperative deliveries, product structure. A more objective assessment of labor productivity is given by the indicator calculated on net output, i.e. by production volume minus material costs and depreciation of fixed assets.
A higher growth rate of labor productivity, calculated by the volume of products in wholesale prices, compared with the growth rate of labor productivity, calculated by net products, indicates a change in the structure and range of products in the reporting period compared to the previous period and the direction of increasing output from more high material consumption.
Comparison of the level of labor productivity of the reporting year with the previous year allows us to assess the dynamics of labor productivity for the year. Labor productivity is calculated per PPP worker and per worker. The presence of these two indicators allows us to analyze the shifts in the structure of the enterprise's personnel. The higher growth rate of labor productivity per worker in PPP compared to the growth rate of labor productivity per worker indicates an increase in specific gravity workers in the total number of PPPs and a decrease in the proportion of employees. Growth in the proportion of employees, incl. managers and specialists is justified only if this results in an increase in the productivity of all PPP personnel due to a higher organization of production, labor and management. For example, mechanization and especially automation of the production process, etc.
Analysis of the level of remuneration
| Indicators | 2004 | 2005 year | 2006 | Deviations, thousand rubles | |
| 2005 to 2004 | 2006 to 2005 | ||||
| 1. Revenue from sales of products, thousand rubles. | 2643174 | 3297067 | 4647990 | +653893 | +1350923 |
| 2. Average annual number of employees, pers. | 8800 | 9200 | 9600 | +400 | +400 |
| 3. Average annual wages per 1 employee, rub. | 8650 | 9118 | 9847 | +468 | +729 |
| 4. Productivity of labor, thousand rubles, (p. 1 / p. 2) | 300,36 | 358,38 | 484,16 | +58,02 | +125,78 |
| 5. Labor productivity index | X | 1,19 | 1,35 | - | - |
| 6. Wage index | X | 1,05 | 1,08 | - | - |
Labor productivity index:
2006 484.16/358.38=1.35
2005 358.38/300.36=1.19
Pay index:
2006 9847/9118=1.08
2005 9118/8650=1.05
Level Analysis wages showed that the proceeds from sales in 2006 increased by 1,350,923 thousand rubles. compared to 2005. The average annual number of employees in 2006 increased by 460 people compared to 2005, and the average annual wage per employee increased by 729 rubles. As you can see, labor productivity increased by 125.78 thousand rubles. It can be concluded that in connection with the increase in staff and the increase in wages, the interest of workers in increasing productivity has increased.
The completeness of the use of labor resources can be assessed by the number of days and hours worked by one employee for the analyzed period of time, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers, each production department and the whole enterprise.
Use of the labor resources of the enterprise
| Indicators | 2004 | 2005 year | 2006 | Deviations, thousand rubles | |
| 2005 to 2004 | 2006 to 2005 | ||||
| 1. Average annual number of employees, pers. | 8800 | 9200 | 9600 | +400 | +400 |
| 2. Worked days by 1 worker per year, days. | 260 | 252 | 260 | -8 | +8 |
| 3. Hours worked by one worker per year, h. | 1705 | 1769 | 1936 | 231 | 167 |
| 4. Average working day, hours, (p. 3/p. 2) | 6,6 | 7,02 | 7,45 | +0,42 | +0,43 |
As the above data show, despite the fact that the average annual number of employees in 2006 increased by 400 people compared to 2005, the number of days worked by the 1st worker also increased by 8 days. We see that the number of hours worked by one employee in 2006 increased by 167 hours compared to 2005. And the average working day increased by 0.43 hours.
It can be concluded that in 2006, the labor resources at JSC NefAZ are used in full (possibly due to the reduction of sick leave, absenteeism, additional holidays with the permission of the administration).
Analysis of the use of labor resources, the growth of labor productivity must be considered in close connection with wages. With the growth of labor productivity, real prerequisites for increasing its payment are being created. At the same time, funds for payment must be used in such a way that the growth rate of labor productivity outstrips the growth rate of wages. Only under this condition are real opportunities created for increasing the rate of expanded production.
Wages are part of the national income of the country, distributed in accordance with the quantity and quality of labor expended. The growth of real incomes and the level of material well-being of workers depend on wages. The enterprise is obliged to use wages as the most important means of stimulating the growth of its productivity, accelerating scientific and technological progress, improving product quality, increasing production efficiency and strengthening discipline. To do this, the enterprise itself determines the forms and systems of remuneration of employees, avoiding equalization; introduces various additional payments (for combining professions, increasing the volume of work performed, etc.). At the same time, additional payments can be paid without any restrictions, but at the expense and within the savings of the wage fund of the laid-off workers. Funds for wages must be used in such a way that the rate of growth in labor productivity outstrips the rate of growth in wages. Only under such conditions are opportunities created for increasing the rate of expanded reproduction.
Important in the analysis of the use of the wage fund is the study of data on the average earnings of workers, its change, as well as the factors that determine its level.
The average annual number of employees in 2006 increased compared to 2005 by 400 people. Moreover, the number of RSiS (managers, specialists and employees) from 2004 to 2006 increased by 128 people, and the number of workers also increased by 672 people. In 2006, the indicators of marketable output increased by 1,350,923 thousand rubles. compared to 2005. The average monthly salary of RS&S increased by 87 thousand rubles. since 2005.
Labor and payroll
| Indicators | 2004 | 2005 year | 2006 | Deviations, thousand rubles | ||||||
| 2005 to 2004 | 2006 to 2005 | |||||||||
| 1. Commodity products, thousand rubles. | 2643174 | 3297067 | 4647990 | +653893 | +1350923 | |||||
2. Average annual number of employees, people: total Incl. RSiS |
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3. Average monthly salary, total, thousand rubles: total Incl. RSiS |
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4. Payroll, thousand rubles Total Incl. RSiS |
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Based on the table, we can conclude that the increase in the average annual wages of employees is mainly caused by an increase in hours worked, an increase in the average working day and an increase in the volume of marketable products.
In a market economy, one of the decisive factors in the efficiency and competitiveness of an organization is to ensure the high quality of human resources.
The goal of the personnel and social policy of OJSC NefAZ is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel in its development in accordance with the needs of the organization, the requirements of the current legislation, and the state of the labor market.
Personnel and social politics- one of the highest priorities in the activities of JSC "NefAZ".
The personnel policy is aimed, first of all, at the formation of a workable team capable of efficiently and promptly solving the tasks facing the Company. To achieve this goal, OJSC NefAZ systematically carries out work aimed at improving the professional level of employees, improving the selection and placement of personnel, developing opportunities for rapid professional growth of initiative and creatively thinking employees.
The work with the personnel of JSC NefAZ is based on a comprehensive personnel management system: creating conditions for conscientious productive work of employees, improving material and moral incentives, training qualified personnel, and the possibility of their professional growth.
The number of personnel currently available in OAO NefAZ satisfies the need for production in labor resources for the production of the volume of products planned for 2007.
The average age of workers at the plant is 35 years (in 2005 - 36 years). At OAO NefAZ, systematic training and hiring of young workers and specialists was carried out, the personnel structure is shown in Figure 2.
The main tasks of the Company in terms of work with personnel are:
1. conducting an active personnel policy based on the creation of an effective system of personnel management and social processes;
2. providing conditions for the initiative and creative activity of employees, taking into account their individual characteristics and professional skills;
3. development of a system of material, social and moral motivation of personnel, closely linking economic activity Companies with the contribution of each employee;
4. creation of a permanent system of training, advanced training and retraining of personnel;
5. conducting medical, psychological, professional and adaptive diagnostics of the Company's personnel in order to ensure the reliability and safety of the life of employees.
Rice. 2 - Structure of personnel by age
The most important requirement of JSC "NefAZ" for employees, both young and qualified, is to be able to constantly update and expand their knowledge.
Dynamics of personnel training for the last four years 2003-2006. at OAO NefAZ is presented in the diagrams. The baseline indicator for 100% is the plan of 2003. In connection with the development of new products - city and suburban buses, as well as with the receipt of a certificate for the quality system, since 2004, the need for personnel training has increased.
Personnel training
| Name | 2003 | 2004 | 2005 | 2006 | |||||
| plan | fact | plan | fact | plan | fact | plan | fact | ||
| 1 | Training and retraining of workers | 50 | 52 | 50 | 62 | 50 | 61 | 100 | 221 |
| 2 | Professional development of workers, including: | 470 | 549 | 470 | 616 | 490 | 569 | 695 | 1109 |
| - production and economic courses | 65 | 84 | 65 | 106 | 65 | 79 | 80 | 141 | |
| - training of workers of the second profession | 70 | 94 | 70 | 96 | 70 | 81 | 100 | 255 | |
| - targeted courses | 300 | 319 | 300 | 370 | 320 | 371 | 480 | 660 | |
| - school of advanced labor methods | 20 | 34 | 20 | 26 | 20 | 21 | 20 | 22 | |
| - courses for foremen | 15 | 18 | 15 | 18 | 15 | 17 | 15 | 31 | |
| 3 | Advanced training of managers and specialists | 150 | 179 | 150 | 167 | 180 | 188 | 450 | 552 |
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As a percentage of 2003 |
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One of the leading priorities of the Company is its development as a self-learning modern business organization, therefore, conditions have been created and are constantly improving for professional development and career development employees.
The priority areas are: the transition to innovative learning; development of the training system and improvement of training methods for the Company's employees; formation of a school of mentoring.
When forming the "Policy of OJSC "NefAZ" in the field of quality, the factor that the efficiency of the enterprise consists of the efficiency of using all resources, including each employee, is also taken into account. The optimal solution to the issues of selection, placement and evaluation of personnel is a criterion and guarantee of the competitiveness and stability of NefAZ OJSC in the market, an indicator of the quality of management organization, the most important success factor in the competitive struggle today.
The generalized procedure for assessing personnel is the certification of employees, carried out in accordance with the developed Regulations.
The main purpose of certification is not performance control, but the identification of reserves and motivation to increase the level of employee return.
Personnel certification is considered as a combination of several assessments:
· evaluation of production activities, results of labor;
· assessment of labor discipline;
· regular evaluation.
The certification process can be divided into four main stages.
1. Preparatory stage: preparation of an order for certification, approval of the certification commission, preparation and reproduction of documentation, informing the workforce about the timing and features of certification.
2. Formation of the composition of the attestation commission and its approval: general director (chairman); head of the personnel department (deputy chairman); head of the department where the certification takes place (member); legal adviser (member); and it is necessary to invite a social psychologist.
3. The main stage: organizing the work of the attestation commission for the divisions of the enterprise, assessing the individual contributions of employees, filling out the "Attestation" questionnaires, computer processing of the results.
4. The final stage: summing up the results of certification, making personal decisions about the promotion of employees, sending them to study, moving or dismissing employees who have not passed certification.
The results of regular assessment and certification of an employee are used for various purposes, primarily:
· to enhance the stimulating role of pay pile;
· positive impact on employee motivation;
· vocational training planning;
· professional development and career planning;
· formation of a reserve of leading personnel;
· in the selection of personnel;
· when deciding on a reward.
The constant need of the enterprise to increase labor productivity, for this, first of all, high-quality work force. Therefore, the most important factor in the effective operation of the enterprise is the continuous retraining of personnel. There is a direct relationship between the qualifications of an employee and the efficiency of his work: the higher his category, the higher his productivity. Skilled workers take significantly less time to perform the same job than less skilled workers. More qualified workers master new equipment, technology, methods of labor organization faster and more efficiently. Thanks to their higher educational and professional training, such workers are able to technologically "see" much more than their immediate duties in the production process. This is what largely determines a higher degree of job satisfaction.
Personnel training is a process of acquiring theoretical knowledge and practical skills by employees in the amount of the required qualification characteristics of the initial level of qualification.
Personnel retraining means the training of qualified employees in order to change their professional profile in order to achieve the conformity of personnel qualifications with the requirements.
Staff development is a process of improving theoretical knowledge and practical skills in order to improve the professional skills of employees, mastering advanced equipment and technology, labor orientation, production and management.
JSC "NefAZ" practices a continuous system of professional training of employees, and the number of training levels depends on the complexity of the profession and specialty. Such continuous training is necessary because in the world economy there are more than 400,000 types of activities united in 48,000 professions, and this circumstance requires continuous improvement of the training system.
Retraining of personnel in many cases was of a formal nature, since workers were often sent to improve their skills because, according to the plan, it was necessary to attend courses once every 5 years.
Training of personnel within the enterprise is due to the following reasons:
1) insufficient development of the network of stationary educational institutions;
2) relatively short training periods, which allows the enterprise to make up for the lack of workers without tangible costs;
3) the possibility of using modern equipment for training workers, available at the enterprise and not available in a stationary educational institution.
There are three forms of training workers at the enterprise: individual, group and course.
At individual form Each student is assigned a highly skilled worker or foreman who conducts his training.
The group form is used in large enterprises. This group receives theoretical knowledge either by independent study or with the help of department engineers. industrial training. For this purpose, special classrooms are being created.
The course form is also used in large enterprises and training takes place in 2 stages:
· in training groups on a training and production base specially created for this;
· at workplaces in existing workshops.
Professional development of workers can be carried out:
· at production and technical courses;
· in schools for the study of advanced labor methods;
· in targeted courses.
Professional development of managers and specialists is carried out:
· in institutes for advanced training;
· at the faculties of advanced training at universities.
The training time of managers and specialists is counted by them in the total length of service, during this time they are paid average earnings and other remuneration. Any form of training, retraining and advanced training must be based on some motivating factors and only in this case will it be effective.
The constant need of the enterprise to increase labor productivity, to increase theoretical knowledge makes it necessary to systematically train personnel and improve their skills. There is a direct relationship between the qualification of an employee and the efficiency of his work.
Education:
Employees are trained to acquire an initial level of qualification. Most of the time these are private lessons. Each new employee of the plant has a mentor who trains him theoretically and practically. In addition, the foreman once every 2 months conducts classes with a team to improve the skills of workers.
In August 2006, the automobile plant opened a new painting line. For the effective use of this equipment and its maintenance, six employees of the enterprise were sent to three-month courses. After the courses, six of them were upgraded.
Timely and high-quality training, retraining and advanced training of personnel is the most important factor in the efficient operation of the automobile plant.
Great importance is attached to the training of management personnel at the plant. Its goal is to develop the skills and abilities that employees need to effectively fulfill their job responsibilities and goals. Successful leadership development requires careful analysis and planning.
At the automobile plant, management training planning was carried out by evaluating the performance of each of the managers. In accordance with this, courses of lectures on a city scale are planned for the masters.
Here, the masters improve their qualification level, the ability to work with people, get acquainted with new technology entered at the factory. For more efficient work at the enterprise in order to improve the skills required to achieve the tasks and goals of the plant, a seminar was held at the republican level for the engineering staff of the enterprise. In June 2007 advanced training courses for plant engineers are planned.
Over the past 2 years, the company has carried out personnel transfers several times. Basically, lower-level managers moved from shop to shop for a period of three months to one year. This was due to the purpose of familiarizing managers with many aspects of the activity. Such knowledge is needed for successful work and to prepare for promotion to higher positions.
Planned and systematic work to improve the professional level is also carried out with senior managers. All engineers and technicians regularly take courses in Ufa and Naberezhnye-Chelny. Based on this, we can conclude that the management personnel of the enterprise systematically, systematically and continuously improve their knowledge, skills and abilities.
But the company also faces some challenges. Basically, these are financial problems: not always the plant can pay for courses, business trips or classes at seminars. Most often, this depends not so much on the enterprise as on external factors that affect profits and costs.
The main emphasis in the personnel incentive system is on material incentives. In accordance with the Labor Code of the Russian Federation, the plant independently establishes the type, remuneration systems, tariff rates and official salaries as well as forms of financial incentives. The main rules for remuneration and bonuses are fixed by the Regulations on the Remuneration of Employees of OAO NefAZ approved by the order of the General Director. All newly hired employees are required to familiarize themselves with this Regulation.
The plant pursues a policy of guaranteeing the stability of the remuneration system: provides guaranteed by law minimum size wages, the introduction of new and changes in the established conditions of wages, employees are notified no later than 2 months.
The enterprise uses wages as the most important means of stimulating conscientious work. The individual earnings of the plant employees are determined by their personal labor contribution, the quality of labor, the results of production economic activity factory and the maximum size are not limited.
The work of employees is paid according to the rates approved at the enterprise, piece rates, and those who are hired according to labor agreement or a contract of a civil law nature, - on the terms provided for by these agreements.
The work of employees of OJSC NefAZ is paid and stimulated according to the wage system approved by the General Director in agreement with the trade union committee. The salary of each employee is determined based on the qualifications of the worker and employee, the complexity of the work performed, hours worked, working conditions, the final, as a rule, collective results of work and the personal contribution of the employee. The salary of an employee who has fulfilled his labor obligations cannot be lower than the subsistence minimum. Individual wages are not limited to maximum amounts.
Employees are paid on the basis of tariff rates and salaries.
Official salaries of managers, specialists and employees are set by the General Director, in accordance with the position, qualifications of the employee and are drawn up by the payroll group in the form of a staffing table.
The tariff part of wages is calculated according to the category assigned to the employee (salary) and hours worked. Assignment of work performed to certain tariff categories and the assignment of qualification categories to workers is carried out according to the approved tariffs for work, agreed with the trade union committee of the JSC.
For work in workplaces with special working conditions (hard work, work with harmful conditions labor art. 82 of the Labor Code of the Russian Federation), payment is established in accordance with the Workplace Attestation Cards drawn up in the prescribed manner and is canceled when working conditions improve. The surcharge is made in the amount of the percentage established in the Workplace Attestation Card from the established hourly wage rate of the worker for the time actually worked.
Remuneration of labor in case of deviation from normal working conditions on weekends, holidays, work in overtime, at night, in the evening is taken into account due to the corresponding increase in additionally paid hours of working time.
Additionally counted:
1. for work on holidays and weekends - 2 hours, for each hour worked on holidays or weekends;
2. for overtime:
- for the first two hours worked overtime - 1.5 hours for each hour;
- for subsequent hours worked overtime - 2 hours for each hour;
The organization of the above works is carried out only with the consent of the employee.
For work in the evening and at night, a fixed payment is made, in the amount of:
· for work in the evening, a coefficient of 1.2 is applied to the hourly wage rate of the employee for the hours worked in the evening;
· For work at night, a coefficient of 1.4 is applied to the hourly wage rate of an employee for hours worked at night.
The wage fund for the main workers is determined on the basis of the established labor intensity of manufacturing products and the average category of work.
In addition to the main wage fund, the amount of payments in accordance with the Labor Code (for work at night, in the evening, for work with special working conditions), additional payments for combining work and monthly bonuses are accrued.
The form of remuneration for the main workers is piecework (individual, collective). The wages of the main workers in the piece-rate form of remuneration are accrued on the basis of piece-work orders (collective and individual), certified by the foreman of the site and the controller of the Quality Control Department.
To strengthen the material interest of workers in fulfilling the established tasks, increasing production efficiency, the wage system provides for stimulating advanced training, increasing the volume and quality of products (works); stimulation of special areas of economic activity, additional material incentives for employees have been introduced.
The wages of workers, both basic and auxiliary, consist of the main (permanent) part of wages and an additional part of wages.
The constant part of wages is determined by wages, which are included in staffing each subdivision - at hourly tariff rates, characterizing the complexity of the work (different skill levels of the employee).
Additional wages (variable part) are made in the amount of 100% of the piecework earnings of the main production worker per month, provided:
· fulfillment of the volume of production in the shop in t.rub. - twenty %;
· fulfillment of the average indicator of delivery of products from the first presentation for a month by 100% - 65%;
· fulfillment of the indicator for cleanliness and culture of production for the site, the team at the workplace - 15%;
· implementation of the average rate of delivery of products from the first presentation for the month by 90% - 20%. The specific size is determined according to the calculation scale;
· fulfillment of the average indicator of delivery of products from the first presentation for a month by 85% or less is not charged;
· the calculation of additional wages according to the average indicator of the delivery of products from the first presentation is made differentially;
· information on the fulfillment of indicators in terms of production volume (in rubles) for the workshop is presented to the head of the IED, agreed with the head of the PDO and approved by the production director;
information on the cleanliness and culture of production for the site, the brigade is provided with the BTK of the workshop, coordination with the head of the workshop and approved for quality - deputy CEO;
· information on the delivery of products from the first presentation on average per month is provided by the head of the BTK shop, coordination with the head of the shop and approved for quality - deputy general director.
Additional wages for the main production workers are made within the established normative wage fund for the workshop.
For workers with piecework wages, wages for the entire billing period are calculated on the basis of data from primary documents for recording production, additional pay sheets and other documents.
Among the methods of socio-psychological stimulation used at the enterprise, one should also mention the optimization of the organization of the workplace, the creation of rest rooms, the organization of general production holidays, etc.
Thus, the personnel management of the enterprise is carried out using a combination of administrative, economic and socio-psychological methods of management. The basis of the personnel incentive system is laid using organizational and technical methods that optimize the construction of a labor efficiency management system. The socio-psychological methods used by NefAZ OJSC effectively provide spiritual stimulation, creating a favorable psychological climate in the team and a sense of belonging to the organization. The stable amount of staff remuneration established at the enterprise prevents an increase in staff turnover and reduces the cost of finding new labor resources. In terms of the use of economic methods of incentives, the enterprise has reserves for improving the management process by improving the system of material incentives for personnel through the use of new forms of remuneration, in particular such management methods as the participation of employees in the profits of the organization, the participation of employees in management.
Formulas for calculating wages, main and auxiliary workers
| Type of salary | Time wage | piece wages | |
| Employees | workers | ||
| Basic salary | ZP \u003d (O / T to * To) * K. | ZP \u003d (C * To) * K. | ZP \u003d (Pk * En) * K; Pk \u003d Chtr * N. |
| Additional salary |
ZP \u003d [(O / Tk * To) * P] * K; 2. Work on a day off: ZP \u003d [(O / Tk * TV) * 2] * K; ZP \u003d [(O / Tk * Ts) * 1.5 (2.0)] * K; 4. Work in the evening: ZP \u003d [(O / Tk * Twech) * 1.2)] * K; 5. Work at night: ZP \u003d [(O / Tk * Tn) * 1.4] * K. |
1. Salary including bonus: ZP \u003d [(C * To) + Pr] * K; 2. Work on a day off: ZP \u003d [(C * TV) * 2] * K; 3. Overtime work: ZP \u003d [(C * Tc) * 1.5 (2.0)] * K; 4. Work in the evening: ZP \u003d [(C * Twech) * 1.2] * K; 5. Work at night: ZP \u003d [(C * Tn) * 1.4] * K. 6. Work in harmful conditions: ZP \u003d [(C * To) * Vr] * K. |
1. Salary including bonus: ZP \u003d [(Rk * En) + Pr] * K; 2. Work on a day off: ZP \u003d [(Rk * Epv) * 2] * K; 3. Overtime work: ZP \u003d [(C * Tc) * 1.5 (2.0)] * K; 4. Work in the evening: ZP \u003d [(C * Twech) * 1.2] * K; 5. Work at night: ZP \u003d [(C * Tn) * 1.4] * K; 6. Work in harmful conditions: ZP \u003d [(C * To) * Vr] * K. |
Where ZP - wages per month, (rub.); O - the salary of the employee, (rub.); P - engineer's bonus as a percentage of salary, varies depending on the volume of product sales per month, (%); Tk - the number of working days (hours) according to the schedule in this month, (days, hours); That - the number of days (hours) worked in this month, (days, hours); TV - the number of hours worked on weekends this month, (hours); Тс - the number of hours worked overtime this month, (hours); Tvech - the number of hours worked in the evening this month, (hours); Tn - the number of night hours worked in this month, (hours); K - regional coefficient (1.15); C - hourly wage rate of a worker according to the assigned category, (rubles); Pr - the bonus of workers distributed by the balance commission, (rub.); Вр - percentage of additional payments for harmfulness, (%); Pk - price per unit of manufactured products, (rub.); Ep - the number of products manufactured by the workers per month, (pcs.); Chtr - hourly tariff rate of work, depending on the category of work, (rub); H - the norm of time for the manufacture of a unit of production, (hours); Epv - the number of manufactured products by workers on a day off, (rub.). |
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Calculation of wages of employees, main and auxiliary workers
| Types of wages | Payment types | employee | Auxiliary worker | Main worker |
| Basic salary | Piecework | - | - | Pk \u003d 7.46 * 0.84 \u003d 6.27 rubles. ZP \u003d (6.27 * 150) * 1.15 \u003d 1081.6 rubles. |
| time-based | ZP \u003d (2000 / 21 * 20) * 1.15 \u003d 2190.5 rubles. | ZP \u003d (6.38 * 168) * 1.15 \u003d 1232.6 rubles. | - | |
| Salary including bonus. | ZP \u003d [(2000 / 21 * 20) * 1.5] * 1.15 \u003d 3285.7 rubles. | ZP \u003d [(6.38 * 168) + 400] * 1.15 \u003d 1577.6 rubles | ZP \u003d [(6.27 * 150) + 400] * 1.15 \u003d 1541.6 rubles. | |
| Additional salary | 1. Work on a day off: | ZP \u003d [(2000 / 168 * 8) * 2] * 1.15 \u003d 219.0 rubles. | ZP \u003d [(6.38 * 18) * 2] * 1.15 \u003d 264.1 rubles. | ZP \u003d [(6.27 * 20) * 2] * 1.15 \u003d 288.4 rubles. |
| 2. Overtime work: | ZP \u003d [(2000 / 168 * 2) * 1.5] * 1.15 \u003d 41.0 rubles. | ZP \u003d [(6.38 * 2) * 1.5] * 1.15 \u003d 22.0 rubles. | ZP \u003d (6.97 * 2) * 1.5] * 1.15 \u003d 23.9 rubles. | |
| 3. Work in the evening: | ZP \u003d [(2000 / 168 * 6) * 1.2] * 1.15 \u003d 98.6 rubles. | ZP \u003d [(6.38 * 6) * 1.2] * 1.15 \u003d 52.8 rubles. | ZP \u003d (6.97 * 6) * 1.2] * 1.15 \u003d 57.7 rubles. | |
| 4. Work at night: | ZP \u003d [(2000 / 168 * 2) * 1.4] * 1.15 \u003d 38.3 rubles. | ZP \u003d [(6.38 * 2) * 1.4] * 1.15 \u003d 20.5 rubles. | ZP \u003d (6.97 * 2) * 1.4] * 1.15 \u003d 22.4 rubles. | |
| 5. Work in harmful conditions | - | RFP \u003d [(6.38 * 168) * 15%] * 1.15 \u003d 161.9 rubles. | RFP \u003d (6.97 * 168) * 15%] * 1.15 \u003d 202.0 rubles. | |
| Total: | 396,9 | 521,3 | 594,4 | |
| Total accrued wages | 3682,6 | 2098,9 | 2136,0 | |
According to the internal analysis carried out by employees of the Human Resources Department of OAO NefAZ, it was revealed that the main reasons for the dismissal of specialists are:
1. low wages;
2. dissatisfaction with the team (sometimes with the leader);
3. not a stable position of the worker at the plant;
4. lack of perspective.
In order for the employee to gain a foothold in the workplace, we suggest that managers pay attention to some of the nuances of this issue.
First, the economic aspect.
One of the main ways to secure a specialist in the workplace is financial incentives:
1. Cash.
First of all, this is wages - compensation for the labor contribution of workers to the plant's activities. It is necessary to correctly evaluate the work of a specialist and express it from a financial point of view, without causing damage to either the organization or the employee himself.
However, if someone is not satisfied with their financial situation, this does not mean that the manager should raise his salary. This problem can be solved by lump-sum payments in the form of bonuses, compensations, as an incentive for the work performed. The material incentive fund, formed at the expense of the profit of the enterprise, will, first of all, make it possible to qualitatively change the direction of material incentives. This applies to both RSiS and workers. To create a FMP, it is necessary to solve the following questions:
1. Education FMP;
2. Distribution of FMP by directions of use;
4. Determining the size and scale of bonuses.
The size of the FMP created at the enterprise depends mainly on the results of the enterprise. This dependence is the basis for creating an effective material interest of the team in increasing the efficiency of production. In the practice of enterprises, FMP is formed on the basis of fund-forming standards. At the same time, two methods for the formation of FMP are distinguished:
1. For the rate of production growth;
2. From the mass of profits.
In the first case, two fund-forming standards are taken into account - one is the growth of profit (sales of products), the other is for the level of profitability:
Mo \u003d F * (KP + Kr * R),
where Mo is a material incentive fund, formed subject to the fulfillment of the profit and profitability plan;
Ф - salary fund of all personnel;
KP - the standard for the formation of FMP for each percentage of profit growth;
Кр is the standard for the formation of FMP for each percentage increase in the level of profitability;
R - profitability.
In the second case, one fund-forming standard is established - for the level of profit:
Mo \u003d Pr * Km,
where P is the profit of the enterprise;
Km - the standard for the formation of FMP from the mass of profit.
It should be emphasized that an unreasonable size of the FMP can lead to a non-optimal combination of the economic interests of the enterprise (for example, to a decrease in investment activity). It is proposed to set the standards for fund-forming indicators in such a way that the maximum size of the FMP is at the level of 10% of the wage fund. Now this ratio is 5.4%.
The development of provisions on bonuses for employees from the FMP is preceded by the distribution of the FMP by areas and categories of employees. This allows creating the interest of employees of all categories in achieving the highest performance in all indicators. It is proposed to spend the FMP in the following areas:
1. One-time incentive for employees who distinguished themselves in the performance of particularly important production tasks;
2. Remuneration based on the results of work for the year;
After the FMP is defined and divided into directions, it should be divided into two parts within each direction: into the bonus fund for workers and the bonus fund for engineers and employees.
It is also possible to improve the situation of a specialist by providing him with vouchers, free treatment, free food, through payment of transport costs, and referrals for training at the expense of the plant.
These methods of material incentives, which are focused on solving the economic problems of a specialist, are aimed at the most complete realization of the existing labor potential of the employee, affecting his personal interests.
Secondly, the psychological aspect.
The way a person feels internally in the workplace. A competent leader must convey to everyone his need and importance in the affairs of the plant. JSC "NefAZ" works not only thanks to the main workshops, but also by the forces of other auxiliary and service units. Each specialist, performing his duties, contributes to the development of the plant, and every employee should know this.
For a comfortable psychological state, it is necessary to use non-material incentives, which implies the actions of the manager to encourage or punish the employee, as well as the use of incentive methods that are not related to the direct expenditure of funds.
Leader actions can be:
· personal example;
· individual and public praise;
· support in difficult situations and approval for temporary setbacks;
Confidential discussion with the employee of violations and deviations from the desired results, which ends with the fixing of agreements;
· public awarding of those who distinguished themselves with certificates of honor, valuable gifts;
Improving the organization and working conditions (for example: through improving the material equipment of the workplace, choosing an acceptable mode of work for a specialist);
· enrollment in the reserve of leading personnel;
· career advancement.
Thirdly, the social aspect.
An important factor affecting the stability of an employee is his social position in the team. With social lack of demand, a specialist will naturally look for a more comfortable environment, a more loyal leader.
To meet the social needs of workers in the process of collective labor, it is necessary to:
1. give them a job that would allow them to communicate in the process of work;
2. hold periodic meetings with subordinates;
3. to inform about the innovations and affairs of JSC "NefA3";
4. try not to destroy the emerging informal groups, if they do not cause real damage to the plant or individual;
5. know each of your subordinates personally.
To meet the employee's needs for recognition (self-respect and respect from others), you can:
1. offer more meaningful work;
2. highly appreciate and encourage the results of his work;
3. oblige with additional rights and powers;
4. provide training and retraining that increases the level of his competence.
The manager should pay special attention to negative relationships in the team. In this case, it is necessary either to eradicate hostile relations by smoothing out conflict situations and preventing them, or to transfer the specialist to another job, thereby changing the workforce.
Here are the main aspects that a manager should pay attention to in order to secure a specialist in the workplace. However, it is possible to achieve a positive result only by considering all the nuances in a complex, comparing the interests of the employee with the interests of NefAZ OJSC.
In practice, such a payment will be accepted as:
· By the first of September, 3,000 rubles will be issued for each child in the family.
Many workers who worked for quite a long time and quit due to dissatisfaction with their wages, having learned about the upcoming payments, preferred to return to the plant, which had a very good effect on the quality of products, i.e., the amount of defects decreased.
If we assume that further, after meeting certain needs of employees, people with experience and skills will return to the extent possible, then there will be no reasons for dismissal, the enterprise specialist will gain a foothold in the workplace.
Career incentives today are increasingly attracting the attention of managers of serious firms. It allows you to use the internal potential of employees, combining a whole range of measures to stimulate effective work and develop the professional potential of employees. Before proceeding to the design of the career management system of NefAZ OJSC, we will consider the foundations for managing the career development of personnel developed in personnel management.
Career (from French with ariera) - "successful advancement in a particular area (public, official, scientific, professional) activity." Career is the result of a conscious position and behavior of a person in the field of work, associated with official or professional growth. A career - the trajectory of his movement - a person builds himself, in accordance with the characteristics of intra- and extra-organizational reality and, most importantly, with his own goals, desires and attitudes. There are several principal trajectories of human movement within a profession or organization that will lead to different types careers:
· Professional career - the growth of knowledge, skills and abilities. A professional career can go along the line of specialization (deepening in one chosen at the beginning of the professional path, the line of movement) or transprofessionalization (mastery of other areas of human experience, rather associated with the expansion of tools and areas of activity).
· Intra-organizational career - associated with the trajectory of a person in the organization. She can go along the line:
vertical career - job growth;
horizontal career - promotion within the organization, for example, work in different departments of the same level of hierarchy;
centripetal career - advancement to the core of the organization, the control center, ever deeper involvement in decision-making processes.
When meeting with a new employee, the HR manager must take into account the stage of the career that he is currently going through. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation.
The career stage (as a point on the time axis) is not always associated with the stage of professional development. A person who is at the stage of advancement in another profession may not yet be a high professional. Therefore, it is important to separate the career stage - the time period of personality development and the professional development phases - periods of mastering activities.
It is obvious that in order to maintain the internal incentives of an employee, it is necessary to organize certain types of movements and career movements. An important condition purposeful development of the internal potential of the employee and the effective use of his potential is career planning.
An integrated career management system should include interrelated goals, functions, technologies, principles, structure and career management personnel. The goals of the career process management system should follow from the general goals of the personnel management system, but at the same time have the specifics of this area of activity of the organization in the field of human resource management. The objectives of the career process management system of JSC NefAZ may include:
Formation, development and rational use of the professional potential of each manager and the organization as a whole;
· ensuring the continuity of professional experience and culture of the organization;
· achieving mutual understanding between the organization and the manager on the issues of its development and promotion;
creation of favorable conditions for the development and promotion of personnel within the organizational space, etc.
The main functions of the career process management system of JSC NefAZ, in accordance with the goals, will be:
study of problems related to identifying the needs for managerial personnel, their development and promotion; forecasting movements in key management positions;
planning of professional development (study, internships, etc.), procedures for assessing and positioning (promotion, rotation) of managers, as well as the career process for the enterprise as a whole, including the development of an organizational space in accordance with the goals and capabilities of the enterprise, needs and personnel abilities (at the same time, the development should not be limited only to organizational design, but actively include the formalization of other career vectors - the construction of a qualification grid, a status ladder);
organization of learning processes (including the basics of career self-management), assessment, adaptation and professional orientation, competitions for filling manager vacancies;
· activation of career aspirations of managers, creation of favorable conditions for career self-management: self-marketing (self-presentation, self-promotion), self-management;
regulation of the course of career processes, prevention and prevention of crisis phenomena, deviations from the norm, including the emergence of careerism;
· coordination and coordination of actions of various parts of the career management system;
· monitoring the performance of functions, evaluating the effectiveness of career process management based on a specific system of indicators.
The effectiveness of the implementation of the functions of the career process management system of JSC NefAZ can be achieved through their integration, combination in various technologies, among which, along with such universal personnel-technologies as management by goals, training, management of adaptation and professional orientation, specific career ones should also be used: work with a reserve for promotion, individual psychological counseling on career issues, and careerogram modeling.
An enterprise's offering of career development opportunities to employees can take the form of simple training programs and more detailed advisory services to improve future career development plans. These programs, with a rational approach, do not require large expenditures, although they can have a significant motivating effect.
The program being created for promotion opportunities at OJSC NefAZ should include the following services:
1) give a wide range of information about vacancies and the qualifications that are needed to fill them;
2) indicate the system under which qualified employees may apply for these places;
3) help employees set career goals;
4) Encourage meaningful dialogue between employees and their supervisors about career goals.
The overall goal of career development programs is to match the needs and goals of the employee with current or future advancement opportunities available in the enterprise.
A prerequisite for the effective functioning and stimulating effect of the career management system is the formation of a good communication system in the enterprise. OJSC "NefAZ" can use public systematic information about vacancies in the company. Effective practice of this kind requires more than a simple bulletin board notice. When organizing information about vacancies, the following conditions must be met:
employees are informed not only about vacancies, but also about actual movements and promotions;
· information is given at least five to six weeks before the announcement of recruitment from outside;
· the election rules are open and binding on all;
· selection standards and instructions are formulated clearly and precisely;
· everyone has the opportunity to try their hand:
· employees who applied but did not receive a job are notified in writing of the reasons for refusal.
The proposed activities are able to lay the foundation for the functioning of the career management system at the enterprise. In the future, on the basis of studying the needs and interests of employees, to further develop the career system of the enterprise and the methods of stimulation used. In general, it must be said that the career counseling system can provide considerable assistance to the management of the enterprise in terms of understanding the motivation system of its employees and adjusting the methods and motivation systems used.
Thus, a well-defined effort to develop an enterprise career management system can help employees identify their own promotional needs, provide information about suitable career opportunities within the enterprise, and match the employee's needs and goals with those of the organization. The formation of such a system can reduce the obsolescence of human resources, which are so costly to the enterprise.
The management structure of OAO NefAZ is very complex. This is primarily due to the huge range of manufactured products. It clearly shows that the ratio is quite rational, if we consider it in general terms, it turns out that there are 5 workers and employees per manager, but, of course, this analysis is relative, since in practice one manager may have 5 subordinates, and another has 15.
Conclusion
In the course of the work, the following conclusions were made on the first chapter:
1) The personnel of the enterprise becomes the main object of management, which is primarily due to the processes taking place in society to protect the interests of workers, as well as the increasing role of the human factor in the production process.
2) Human resources management is essential for all organizations - large and small, commercial and non-commercial, industrial and those operating in the service sector. At the same time, personnel management is a rather complicated process that is impossible without appropriate knowledge of the methods, principles, styles of personnel management and without the development of an appropriate management concept.
3) The personnel management system includes: personnel planning; staff development; personnel management strategy; education; wages, financial incentives.
4) The implementation of the goals and objectives of managing the personnel potential of the enterprise is carried out through the personnel policy. Personnel policy is understood as a set of fundamental principles that are implemented by the personnel department of an enterprise. Personnel service - a set of specialized structures, units, together with the officials employed by them, designed to manage personnel within the framework of the chosen personnel policy. The appointment of the personnel service is not only in the implementation and development strategies of personnel, but also the use of labor laws, the implementation of social programs. Effective work personnel service is the first step towards success in managing the personnel potential at the enterprise, and the adoption of the Concept of the state personnel policy of the Republic of Belarus for 2001-2005. will provide an appropriate level of knowledge and conditions for its improvement.
As a result of the analysis based on the data of the second chapter, the following conclusions can be drawn: by studying the theoretical foundations and experience of personnel management abroad, we can achieve real success in our economy based on effective personnel management and its continuous improvement.
Based on the third chapter of the work, the following suggestions can be made:
1) JSC NefAZ, being a large enterprise, has good shots and has a real chance of increasing sales, reducing costs and, accordingly, increasing profits and profitability.
2) The steady increase in production efficiency and the quality of work, the increased influence of scientific and technological progress on the pace of industrial development require a continuous increase in the level of education and business skills of personnel. In this regard, vocational training for the workers of OAO NefAZ is becoming increasingly important.
3) Assessing the effectiveness of personnel management at OAO NefAZ, it can be noted that it is at a high level, which is largely due to both the high level of remuneration and the availability of appropriate personnel (HR manager) who deal with issues of evaluating performance personnel and develop specific measures to improve productivity and quality of work.
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Annex 1
Features of human resource management
| Personnel management | Human resource management |
Vertical management of subordinates, "cadres" - a separate function The centralized personnel function, which is performed by the "personnel department"; specialists plan, motivate, etc. Staff is managed by line managers. Personnel planning - a consequence production plan and the reaction to it, the connection is one-way. The goal is to ensure the availability the right people in the right place, at the right time and the release of unnecessary people. Employees are treated like a "factor of production", they are "arranged" like pieces in chess. Personnel policy is aimed at reaching a compromise between economic and social partners. |
Horizontal management and care of all resources, emphasis on team building The decentralized personnel function is implemented in line management. The latter is responsible for managing all the resources of the unit and for achieving goals. HR specialists provide support to line management. Human resource planning is fully integrated into corporate planning; communication is two-way. The goal is to combine available human resources, qualifications and potentials with the strategy and goals of the company. Employees are treated as an object of corporate strategy and investment, a factor of competitive advantage. Human resource management aims to develop a cohesive, strong corporate culture and balance the current needs of an integrated organization with the surrounding business environment. |
Annex 2
The most important stages in the development of personnel management
| Stages of company development | The main characteristics of the company | Main characteristics of personnel management |
| I The origin of the company | The company is just established, entrepreneurial and owner-managed | Personal record keeping, payroll, hiring and firing; UE is often not formal, vague; all work is done by hand |
| II Functional Growth | There is a technical specialization; divisions, product lines and market grow; organizational structure is formalized | Finding the right workers to support growth; training for specific positions; the head of the personnel department appears; the processing of data on salaries and some other data is automated. Corporate culture not yet part of the UP |
| III Controlled Growth | rational administration; professionalizing the management of scarce resources; buying other companies Diversifying production; increased competition for resources and control over investment |
Personnel manager with a higher status; greater automation of personnel information, including qualification profiles; growth of professionalism; the personnel function is gradually integrated into the surrounding business environment, is better aware of it; PM becomes more focused on business outcomes |
| IV Functional Integration | Diversification, decentralization, the structure of the organization is built around products and profit centers, project and matrix management; more emphasis on integration; the organizational structure is flatter and more horizontal | PM is focused on the integration of various functions (training, remuneration, hiring and firing, communication, etc.); expanding cooperation with other managers; long term planning; interdisciplinary projects; emphasis on performance, efficiency, flexibility; widely applied information technology in planning, analysis and evaluation; development of integration qualifications; external fluctuations in the business environment are known and integrated into change management. PM practice worked out |
| V Strategic Integration | Collaboration, group culture; cross-functional horizontal integration; greater adaptability to frequent changes; strategic planning; the structure is built around profit centers served by local and functional managers and their teams | PM is built around the company's strategy and is an integral part of it; systematic analysis of the external environment and assessment of its possible impact; an active role in making managerial decisions; long-term personnel development planning; focus on efficiency, HRM is the responsibility of the company president or his first deputy |
Appendix 3
Evaluation of the results of the enterprise
Evaluation of results
__________________ ________________________
(name) (assessment period)
___________________________________________________
(type of activity) (field)
| Criteria | Result | ||||
| Best | Great | Good | Normal | Bad | |
| 5 | 4 | 3 | 2 | 1 | |
| 1. Quality of work | |||||
Using the result Compliance with regulations and instructions Communication with the means of production Order in the workplace professional excellence Professional knowledge |
|||||
| 2. Scope of work | |||||
Time spent working without marriage Excerpt Endurance Deadlines |
|||||
| 3. Behavior in the workplace | |||||
Cost awareness Reliability Cooperation Initiative, rationalization proposals Possibility of use in other workplaces Willingness to take responsibility |
|||||
| 4. Leadership (for leaders) | |||||
Planning, operational management, delegation of authority Surveillance and control Success of the event, employee motivation Information Assistance to employees Assessment differentiation Cooperation on an equal footing |
|||||
Note: Only those criteria that are important for a given workplace should be taken into account. The overall score for the four groups of criteria should not be the arithmetic mean of the individual criteria.
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