Report on pre-diploma practice of a personnel manager. General characteristics of T.S.V. Transcompany LLC. Conclusions on the analytical part

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Information about the organization

1. Legal name ____Euroset Retail LLC________________

2. Location

3. Head of the enterprise (organization):

4. Head of practice from the enterprise (organization):

(full name, position)

5. Head of practice from the university:

(full name, position)

Goals and objectives of practice

The purpose of the internship is for each of us to consolidate the theoretical knowledge acquired while studying courses related to personnel management. Development and accumulation of skills in analyzing and improving the organization of the personnel management system.

The objectives of this practice are to develop skills in independent planning professional activity, selection of methods and technologies, assessment of the effectiveness of personnel management services;

Brief description of the enterprise and work team

What associations does the word Euroset evoke? It’s true, in the history of Euroset a lot is devoted to this. It is enough just to note that the company’s salons literally surround us everywhere, even walking down a city street on a quiet, pleasant evening. But what am I talking about? – let’s return to the history of the founding of the cellular retailer.

The beginning was made in 1997. On April 2 of this year, Evgeny Chichvarkin and Timur Artemyev registered their first company - LLC Trading house Euroset. Today Euroset is literally everywhere: more than 7,800 communication stores in Russia and the CIS countries. In Europe, the company operates under the Techmarket brand, which a little earlier competed with Euroset itself. And in 2008, Euroset changed its owner, the new one was Alexander Mamut, who bought the entire company from Chichvarkin and Artemyev. Later, Beeline acquired a stake in Euroset - it owns 49% of Euroset. Euroset appeared in the city of Belgorod in September 2004 and since that time has been developing in our city. Today in Belgorod and the Belgorod region there are a total of 29 communication shops.____________________

The staff is very friendly. Everyone is trying to help and support you. Because they understand that it is always difficult to adapt to a new team.

Organizational structure of the enterprise (organization)[*]

Individual student work plan during internship[*]

		studying
	Visual (to the extent necessary) familiarization with the organization, internal labor regulations, training on labor protection and safety precautions

	Analysis of the number of personnel, its structure, dynamics, use of working time: Studying the use of working time in an organization; Studying the dynamics of the number of personnel, analyzing the release of employees of the organization.
	Study and analysis of documents characterizing the personnel management system: Studying the organizational structure of the organization's personnel management system; Analysis of the functional division of labor in the organization; Studying the job descriptions of the organization's employees.
	Study of the system of recruitment, selection, admission and dismissal of workers
	Studying the organization of adaptation of new employees
	Studying the personnel training system
	Studying the organization and planning of a business career
	Studying the system for conducting periodic certification of employees of the organization
	The study of the forms and systems of remuneration of personnel used in the organization
	Studying the plan social development staff of the organization

Individual work plan of the student during practice

		lead time
	Selection and development of a model for assessing the effectiveness of the personnel service
	Documentary (structure) and visual (to the extent necessary) familiarization with the organization, internal labor regulations, training on labor protection and safety precautions
	Fulfillment of the goals and objectives of the practice in the personnel management service
	Preparation and execution of a report, practice diary and characteristics
	Submitting a practice report and practice diary for registration to the department’s laboratory assistant	"__"________200_g.
	Defense of the practice report	"__"________200_g.

Daily work notes

Completion check[*]

Day of week Wednesday____

Visual familiarization with the organization, internal labor regulations, training on labor protection and safety precautions

The office of the company "Euroset Retail LLC" is located at the address: Belgorod, st., Nagornaya, 25

All office employees must comply with internal labor discipline rules.

All new employees, as well as business travelers and students arriving for internship, are required to undergo induction training.

Before the first admission to work, all those admitted to the organization (including students arriving for internship) are given an initial briefing.

Performed

Day of week_____Thursday____________ ___

Date “_2_”__________December____2010

Familiarization with the type of activity of the organization, analysis of the financial situation

The type of activity of Euroset Center LLC is trade in non-food products, in particular retail mobile and portable equipment as well as components and accessories for them. Euroset remains the sales leader among cellular retailers in the Chernozem region

Performed

Daily work notes

Completion check[*]

Day of the week____Friday_____________

Date “_3_”______December____2010

1. Levakhin.S.N., executive director, higher education,33 years old, work experience - 9 years.

2. Lavrenova O.V., regional director, incomplete higher education, 23 years old, work experience - 4 years

3. Prosov. S.V., security specialist, higher education, 41 years old, work experience – 4 years

4. Astashenko.Yu.N, credit controller, higher education, 32 years, work experience - 4 years

5. E.I. Fedorova, people relations manager, 27 years old, higher education, work experience – 2 years

Performed

Day of the week______Monday_______ _

Date “_6_”_______December______2010

The objectives of this practice are to develop skills in independent planning of professional activities, selection of methods and technologies, assessment of the effectiveness of personnel management services;
Study of documents and support materials economic security organization, maintaining trade secrets.
Studying the experience and practical skills of linear and functional personnel management available in the organization.

1. Diary of industrial practice of a manager, student

Diary of practical training of a student of the Faculty of Economics at the Agrofirm "Chernomorets"

Day month Year	Place and summary the issue being studied in the practice program	Analysis, conclusions and student comments on the issue being studied	Supervisor's comment and evaluation of the student's work (signature)

	Agricultural company office, agricultural department, planning department. Study of the natural and economic conditions of the economy, its size, structure and specialization.	The territory of the farm and its lands is located on the plains, which contributes to favorable farming.
	Planning department of an agricultural company, Analysis of the production and financial activities of the organization.	The number of non-current and current assets increased by the end of 2009, and net and gross income also increased.	No comments. The job was done perfectly.
	Financial department.	Detailed consideration and familiarization with the methodology for implementing the enterprise’s business plan.	No comments. The job was done perfectly.
	Financial department. A brief analysis of the implementation of the business plan for the previous year.	Analysis of the business plan for the previous year.	No comments. The job was done perfectly.
		Consideration of general comments of the business plan (purpose, typology).	No comments. The job was done perfectly.
	Finance department, planning department. Methodology for drawing up and main indicators of the current year’s business plan.	Brief review of the sections of the business plan.	No comments. The job was done perfectly.
	Finance department, planning department. Methodology for drawing up and main indicators of the current year’s business plan.	Review of the company's resume.	No comments. The job was done perfectly.
	Finance department, planning department. Methodology for drawing up and main indicators of the current year’s business plan.	Analysis of the state of economic sectors.	No comments. The job was done perfectly.
	Finance department, planning department. Methodology for drawing up and main indicators of the current year’s business plan.	Analysis of the market, its structure and features.	No comments. The job was done perfectly.

	Finance department, planning department. Methodology for drawing up and main indicators of the current year’s business plan.	Study of production, organizational and financial plan enterprises.	No comments. The job was done perfectly.
	Finance department, planning department. Methodology for drawing up and main indicators of the current year’s business plan.	Legal support of activities and risk assessment and farm insurance.	No comments. The job was done perfectly.
		Consideration of the essence and main functions strategic plan enterprises.	No comments. The job was done perfectly.
	Financial department, planning department, accounting department. Methodology for drawing up and main indicators of a long-term strategic development plan for an enterprise (industry).	Familiarization with the methodology for drawing up, structure and content of the strategic farm plan.	No comments. The job was done perfectly.
	Financial department, planning department, accounting department. Methodology for drawing up and main indicators of a long-term strategic development plan for an enterprise (industry).	Formation of conclusions and conclusions regarding this strategic plan for the development of the enterprise.	No comments. The job was done perfectly.
	Financial department.	Consideration of the essence and basic principles of self-supporting tasks.	No comments. The job was done perfectly.
	Financial department. Methodology for drawing up self-supporting assignments.	Consideration of the main indicators of self-supporting tasks and the methodology for their preparation.	No comments. The job was done perfectly.
	Finance department, accounting.	Organization of wage accounting at the enterprise.	No comments. The job was done perfectly.
	Finance department, accounting. Organization of labor and payment in industries and on-farm divisions.	Studying the compilation methodology wages.	No comments. The job was done perfectly.
	Planning department.	Familiarization with the lease agreement.	No comments. The job was done perfectly.

	Planning department. Drawing up lease agreements.	Studying the correctness of filling out the lease agreement and the features of lease-contractual relations.	No comments. The job was done perfectly.
	Finance department, accounting.	Study of basic tax calculations.	No comments. The job was done perfectly.
	Finance department, accounting. Tax calculations and relations with authorities tax service and insurance organizations.	Consideration of the relationship between the farm and tax authorities and insurance organizations.	No comments. The job was done perfectly.
	Planning department. Organization of marketing service.	Studying the state of the farm marketing service.	No comments. The job was done perfectly.
	Planning department.	Development of the main blocks of the enterprise's market strategy.	No comments. The job was done perfectly.

The head of the practice from the enterprise and the student intern sign the diary of the manager's production practice.
Management Practice Schedule

2. Diary of a manager’s practice

Faculty of Economics. Department of Economics.

Diary of an internship in the specialty “organizational management” of a student at the Faculty of Economics at a large enterprise.

Place of internship		Comments and suggestions
Main office	I studied the structure of Krymskaya Niva LLC and met the managers structural divisions enterprises - branch managers, chief accountant, chief agronomist, head of the personnel department and chief economist.	Leaders, in my opinion, are sociable and kind people.
Main office	The company rents office premises, where the offices of the director of the enterprise, accounting and human resources department are located. My workplace equipped with a computer desk with a computer installed. The company's accountant showed and told me what accounting programs were installed to service the process accounting at the enterprise.	The office is not spacious enough. Computers should be replaced with more modern ones.
Main office	I got acquainted with the Charter of the enterprise. Certificate of state registration and Certificate from the Unified State Register of Enterprises and Organizations of Ukraine. I studied the types of activities of Krymskaya Niva LLC, the composition of the founders of the enterprise, the responsibility of the company's participants, the rights and obligations of the company and its participants, the composition of the authorized capital of the enterprise, became familiar with the management bodies of the company and its officials, the procedure for distributing profits received from financial and economic activities .	No comments.
Human Resources Department	I studied the work of the HR department of an enterprise. I became familiar with the job descriptions of the company’s employees, the procedure for their preparation and approval by the director of the company. Participated in the compilation tariff rates for time-based wages for drivers, tractor drivers and shepherds of the enterprise.	Work in the HR department is stressful, but the employees handle it well. No comments.
Human Resources Department	Participated in the preparation of orders for the employment of seasonal workers who were hired to carry out work on harvesting grain crops. I became familiar with the procedure for filling out job applications, drawing up orders, and making entries in work books.	No comments.
Human Resources Department	I got acquainted with the personal files of the company's employees. As necessary, he replaced old photocopies of documents and reissued employee registration cards due to wear and tear.	No comments.
Human Resources Department	I got acquainted with the operation of the enterprise access system. Got acquainted with the work electronic program“Overs-cadres” - instructions for conducting personnel records management at an enterprise, a set of forms for working with personnel, samples of the correct preparation of orders, certificates, explanatory notes, acts and other documents necessary for conducting personnel records management. I visited with the director and chief agronomist the harvest in the villages of Zavetnoye and the villages of Lugovoe.	The program used in the HR department is very convenient and easy to learn.
Human Resources Department	I studied the procedure for registering foreign workers to work in Ukraine. To do this, I visited the regional employment center with the head of the HR department and received a list of documents required for registration.	No comments.
	They showed me the location of the farm, the pens with the animals, the process of feeding and watering the animals. They talked about the breeding process and veterinary care of animals. In my presence, an inventory of animals, feed and farm equipment was taken.	The farm is large and well equipped, but more time should be spent cleaning it.
Transportation Department	I got acquainted with the transport, administrative and economic departments of the enterprise, and the specifics of their work. The head of the transport department showed the equipment available at the enterprise - tractors, seeders, plows, cultivators, harrows and others. They talked about their work, the timing of current and major repairs.	There is little transport at the enterprise, but there is the most necessary one, which can perform several jobs.
Planning department	Together with the enterprise economist, he drew up a technical and economic work plan for the enterprise for the 4th quarter of 2010 and the 1st quarter of 2011, where a list of enterprises and organizations of the agro-industrial complex supplying Krymskaya Niva LLC with mineral fertilizers, herbicides, and the necessary equipment for carrying out autumn and winter crops was determined. spring field work. Together with the chief agronomist of the enterprise, he took part in a meeting of the public board of the district state administration dedicated to the harvesting work.	No comments.
Planning department	I studied the lease agreements for land plots concluded by Krymskaya Niva LLC with the owners of the land plots, the obligations of the enterprise to the owners of the land plots.	No comments.
Accounting	Together with the chief accountant of the enterprise, I visited the grain receiving enterprises of the village. Lenino, Feodosia and Kerch. I studied the process of registering the movement of grain from suppliers to the grain processing plant. I got acquainted with the agreements for grain storage and processing. Studied the pricing structure for grain crops.	No comments.
Accounting	Assisted in calculating wages for the company's employees. Studied the timesheets, the process of calculating wages based on the submitted timesheets, staffing table And tariff scale. I got acquainted with the collective agreement drawn up between the administration and employees of the enterprise.	No comments.
Planning department	Studied the contracts concluded between Krymskaya Niva LLC with suppliers and buyers of goods, works and services - the structure of the contract, the main provisions, working conditions and payment for goods, works and services, the system of financial sanctions for failure to comply with the terms of the contract.	No comments.
Accounting	Studied the current accounting programs for accounting at the enterprise - "Avers-Accounting", "BEST-ZVIT". In addition, familiarized with the system electronic reporting at the enterprise. Together with the accountant of the enterprise was in tax office, pension fund and social insurance funds on issues of submitting quarterly reports.	Accounting programs turned out to be very complex and I could not master them.
Human Resources Department	Compiled a report on the employees of the enterprise for the employment center - available vacancies at the enterprise.	No comments.
Human Resources Department	With the head of the personnel department of the enterprise, he made changes to the current vacation schedule for employees of the enterprise.	No comments.
Main office	Working with the internship report	No comments.
Main office	Completion of the internship report	No comments.

Signature of the chief economist student on the manager's practice diary. Date and stamp.

3. Diary of comprehensive practice in organizational management.

Student ________________________________________________________________

Groups ______ course, 20__ - 20__ academic year

Place of internship _____________________________________________

Date of arrival at the internship site _____________________________________

Date of departure from the place of practice ________________________________________

Head of practice from the university _____________________________________________

Head of practice from the enterprise ________________________________

Simferopol – 2010

1. Individual calendar plan-schedule of comprehensive practice in the management of organizations

Study question of the practice program	Name of department, service	Number of working days

System model of enterprise management
Industry specific features of functional enterprise management
Enterprise personnel management
Management of marketing activities and implementation of commercial functions
Management in the material and technical subsystem of the enterprise
Management in the financial and economic subsystem of the enterprise
Management in the social subsystem of the enterprise
Excursions to the enterprises of the agro-industrial complex

Finish writing the first section, the second - in draft form

Head of practice

(signature) (full name)

Intern student ______________ ________________

(signature) (full name)

	Amount of time spent (hours, days)	Feedback from the head of the organization and signature
Analysis of internal and external environment enterprises
Studying the features of enterprise management based on the organizational and legal form
Characteristics and forecasting of enterprise activities in accordance with life cycle theory
Studying industry specific features of functional enterprise management
Studying the practice of managing marketing activities at an enterprise, management in the material, technical, financial, economic and social subsystems of the enterprise
Analysis of the competitiveness of the enterprise and justification of ways to improve it
Learning from planning experience innovation activities and development of an innovation strategy at the enterprise

Head of practice

From the company ______________ ________________

(signature) (full name)

4. Diary of practical training for a student of the Faculty of Economics and Management with a specialty in “Organization Management.”

Place of internship		Comments and suggestions	Work completion date
GVP "Privetnoe"	Getting to know rich history and traditions of the GVP "Privetnoe"
GVP "Privetnoe"	Study of the production and financial activities of the Privetnoye State Enterprise
Economic department	Analysis of the implementation of the business plan of the GWP “Privetnoye” for the previous year		from 16.01.08 to 01/17/08
Economic department	Studying the methodology for drawing up a business plan and its main indicators for the current year in the Privetnoye State Enterprise		from 01/18/08 to 01/22/08
Economic department	Studying the methodology for drawing up and the main indicators of a long-term strategic development plan in the Privetnoye State Enterprise		from 01/23/08 to 01/25/08
Economic department	Studying the methodology for drawing up self-supporting assignments in the Privetnoye State Enterprise		from 01/28/08 to 01/29/08
Economic department	Study of the organization of labor and payment in industries and on-farm divisions in the Privetnoye State Enterprise		from 01/30/08 to 01/31/08
Economic department	Study of the state of lease and contractual relations of the Privetnoye State Enterprise		from 02/01/08 to 02/04/08
Economic department	Study of tax calculations and relationships with tax authorities and insurance services in the Privetnoye State Enterprise		from 02/05/08 to 02/06/08
Economic department	Study of the marketing service at the Privetnoye State Enterprise
Economic department	Learning the Basic Blocks marketing strategy enterprises

The management internship diary is signed by the student and the internship supervisor.

Manager's practice diary - 4.6 out of 5 based on 5 votes

Hello, dear reader.

This article consists of the following sections:

How to count the days of practice
Then an example of filling out a pre-diploma practice diary
Lots of items to use when filling out your diary
Some important issues at the end of the article

If you do not want to fill out the pre-diploma practice diary yourself, you can always order it at any student exchange- this is a fairly inexpensive job that will be done for you in a very short time.

To order a practice diary, I can recommend you to use any student work exchange, for example, author24 - simply because there are the most performers: https://author24.ru/

How to fill out a diary of pre-graduate (or industrial) practice as an economist? To fill it out you need to follow several steps:

Determine how many days the practice lasts (This is written in the training manual or in the order for practice, options: 2 weeks, 4 weeks, 8 weeks)
Put dates in your diary - from the first day to the last (except weekends).
Dates can be viewed using this service: .
That is, for each week in practice you will have 5 lines in your diary (Monday, Tuesday, Wednesday, Thursday, Friday).
Opposite each day you will need to write several tasks that you did. You will get something similar to the picture below. The supervisor will mark the completion. Usually the word “completed” is written there.
If in reality you were not in practice at all, you will have to invent points. There should be 3-5 of them in each cell.

I think the logic of filling out the diary is already clear to you. Below is a list of possible points and some important questions.

Getting to know the company as a whole
Getting to know the management of the enterprise and your immediate supervisor
Meeting the practice manager
Preparation of documents for arrival to practice
Signing an order for access to the enterprise
Completing safety training
Familiarization with the provisions on trade secrets
Signing documents on trade secrets
Corporate conduct training
Meeting the organization's employees
Familiarization with the organizational structure of the organization
Drawing up an organizational chart for company management
Familiarity with the activities of the organization as a whole
Assessing the scale of the company's work
History of the creation and development of the enterprise
Compilation brief description enterprises
Familiarization with the industry of the enterprise in Russia
Studying legal aspects activities of the organization
Study of regulations governing the operation of the enterprise
Drawing up an agreement for the provision of consulting services to a company client
Copying sales contracts and adjusting them for new clients
Answers to phone calls and telephone consultations
Accepting requests for service
Filling out invoices
Filling out invoices
Collection of reports on the operating activities of the organization
Studying the organization's archives
Copying and filing documents of the organization for archiving
Participation in negotiations with suppliers
Participation in the operational meeting
Reconciliation of settlements with counterparties based on financial statements
Making changes to counterparties in the 1C: Enterprise program
Studying theory on the topic of work and report
Selecting sources for analysis
Listing apps
Compiling a bibliography
Preparation of applications with reporting
Drawing up tables with general indicators of the organization
Preparation and analysis of accounting documents
Preparing the analysis structure financial condition
Selecting sections for financial status
Examination collected documents for typos and other errors
Assessment of the dynamics and structure of the company’s property
Assessing the dynamics and structure of the company's capital
Basic indicators economic condition organizations
Main indicators of the organization's economic results
Assessment of key indicators of economic condition and economic results
Study of technical and economic indicators of the enterprise
Preparation of materials for analysis
Drawing up an analysis scheme
Selecting Analysis Sections
Studying the reporting forms used by the organization
Preparation of management reporting for analysis
Analysis of indicators of financial and economic activity of the enterprise
Assessment of the economic security of an enterprise
Analysis marketing activities enterprises
Conducting price analysis of competitors and compiling explanatory note for the manager
Performing motion analysis Money, credit and settlement operations
Studying the staffing table of the enterprise and the organizational objectives of the company
Carrying out analysis finished products and inventories
Conducting an analysis of fixed assets and intangible assets
Conducting labor efficiency analysis and payment calculations
Estimation of depreciation of equipment at the enterprise
Participation in checking the completion of enterprise reporting
Preparation of initial data for an individual task
Communication with the manager about the mission and objectives of the organization
Study of the organization, main activities, composition and structure of the organization.
Study of normative documents regulating the activities of the organization, types and contents of constituent documents, organizational and legal form of the enterprise, forms of ownership, types of statutory activities.
Constituent documents and main legal acts
Studying the responsibilities and job descriptions of the organization's employees.
Study of technical and economic indicators.
Familiarization with the accounting procedures.
Study of the organization of the system of payment and labor incentives.
Study of the organization's sales plans, study of planning standards, orders for organizing planning in the organization, methodological recommendations and orders.
Study of the main indicators used to evaluate the activities of the organization.
Assessment of the balance sheet of an enterprise (dynamics of accounts payable and receivable, inventories, finished products in stock, balance sheet, etc.)
Analysis of receivables, study of own, borrowed funds, analysis of the formation working capital organizations.
Analysis of the organization's accounts payable.
The study of the order and mechanism of pricing (determining the cost) of the goods sold.
PCs, programs and office equipment used in the work of the institution.
Work in the program “1C Enterprise 8.0” and “Client-Bank”.
Carrying out analysis financial stability enterprises
Assessing the liquidity of an enterprise
Conducting an assessment of the organization's solvency.
Studying the practice of relationships between the organization and banks and other credit institutions.
Study of payment and settlement procedures in force in the organization
State of settlement and payment discipline.
Study of payment forms used by the organization.
Participation in the preparation of primary documents (invoices, delivery notes)
Studying relationships with tax institutions, budgets of various levels, extra-budgetary funds.
Studying relationships with clients (suppliers and customers or buyers).
Participation in payment and settlement work.
Studying the procedure for the formation, development and approval of a product range
Studying the sources of goods receipt
Analysis of product range. Working with price lists.
Familiarization with the procedure for acceptance and delivery of goods, their documentation and types of vehicles used.
Participation in the preparation of primary documents.
Participation in the preparation of applications for the import of products from suppliers.
Studying work with suppliers to determine the price level for supplied goods.
Familiarization with the advertising activities of the enterprise
Participation in ordering promotional products, business cards, souvenirs for customers, etc.
Study of the organization of financial responsibility.
Studying the procedure for conducting inventories, collecting losses and shortages.
Conducting an assessment of the economic situation.
Income Statement Analysis
Analysis equity organizations.
Study of contracts between suppliers and buyers.
Work with primary documents and correspondence.
Studying the requirements for report formatting
Creating a report template
Drawing up the contents of the report
Preparation of a report on the internship
Checking the findings and official documents of the organization
Preparation of conclusions based on the analysis performed
Preparation of charts and graphs for the report
Determining areas for improving performance
Studying similar situations in other companies
Offering recommendations for improving the company's activities
Proposal of improvement measures
Preparation of a draft practice report
Filling out a practice diary
Obtaining characteristics of the practice manager from the enterprise
Submitting a report to the practice manager for review
Preparation of a final version of the practice report
Drawing up a practice report and submitting it to the practice manager for review.
Collection of documents, signatures and seals

Now a few important questions that arise when filling it out.

Is the practice diary strictly checked? No, not strictly. It simply describes what the trainee does every day at the internship site. What to check there. Check the practice report in more detail (more on that).
Is it possible to write immediately in it, without drafts? Yes, you can. Some students fill out this diary immediately before taking the test. Although if you have doubts, you can do it on a draft first. But this doesn’t make much sense.
And if every Monday an economist does the same thing, then you can write like this - the same thing every Monday? You can do the same thing, as long as it doesn’t catch your eye: use synonyms, change the order of points, and so on
Is it possible to write the same thing if it really is so? In principle, the same thing is possible. But, again, it’s better to be a little unique. For example: analysis of plan implementation = assessment of achievement of turnover goals.
Where to put stamps on the practice diary (Inzhekon). It is necessary to put three round seals of the company (as of spring 2013): on title page (over the words “Head of practice from the enterprise”); in the description of a student from the internship site(in the lower right corner); in the review of the practice manager from the organization(also in the lower right corner).

You can ask your questions about pre-graduation practice for economic specialties in the comments to this post or in contact.

EDUCATION

VLADIVOSTOK STATE UNIVERSITY

ECONOMY AND SERVICE)

INSTITUTE OF CORRESPONDENCE AND DISTANCE LEARNING

REPORT

ON EDUCATIONAL PRACTICE

gr. D/BUP-12-032 _______________________ A.E. Fighters

Supervisor

Art. teacher _______________________

Supervisor

from the company _______________________

Vladivostok 2014

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

State educational institution higher professional

education

ECONOMY AND SERVICE"

INSTITUTE OF LAW AND MANAGEMENT

DEPARTMENT OF PERSONNEL MANAGEMENT AND LABOR LAW

P U T E V K A

Student Boytsov Anton Evgenievich

Department of “Human Resources Management and Labor Law” gr. D/BUP-12-032

Directed by Scientific Progress - M LLC

To complete an introductory internship in the specialty “Human Resources Management”

Head of Practice: __________________________

Notes on completion and dates of practice

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

State educational institution of higher professional

education

"VLADIVOSTOK STATE UNIVERSITY

ECONOMY AND SERVICE"

INSTITUTE OF LAW AND MANAGEMENT

DEPARTMENT OF PERSONNEL MANAGEMENT AND LABOR LAW

DIARY

2nd year student gr. D/BUP-12-032

Boytsov Anton Evgenievich

Place of internship

Head of practice from the enterprise ___________________________________

(last name, first name, patronymic, position)

Subdivision		Signature of the practice manager

	Studying the procedure for registering an LLC " Scientific progress-M"and licenses.
Human Resources Department of Scientific Progress-M LLC.	Studying the product profile of Scientific Progress - M LLC
Human Resources Department of Scientific Progress-M LLC
Human Resources Department of Scientific Progress-M LLC	Weekend
Human Resources Department of Scientific Progress-M LLC	Study of the management structure of Scientific Progress-M LLC based on the staffing table.

Subdivision	Short description completed work	Signature of the practice manager

Human Resources Department of Scientific Progress-M LLC	Studying the product profile of Scientific Progress-M LLC
Human Resources Department of Scientific Progress-M LLC	Analysis of location, characteristics and characteristics of the population served.
Human Resources Department of Scientific Progress-M LLC	Weekend
Human Resources Department of Scientific Progress-M LLC	Familiarization with the staffing schedule.
Human Resources Department of Scientific Progress-M LLC	Familiarization with the peculiarities of organizing the work of the company's personnel officer
Human Resources Department of Scientific Progress-M LLC	Studying employment contract Scientific Progress-M LLC
Human Resources Department of Scientific Progress-M LLC	Studying the motivational component of the sales department

Start of practice 06/02/2014 End of practice 06/21/2014

Trainee signature________________

___________________________________________

(last name, first name, patronymic of the manager)

____________________________

personal signature

Feedback on the work of a VSUES student based on the results of pre-diploma internship

Student Boytsov A.E., group D/BUP-12-032, 2nd year, Institute of Law and Management, specialty “Human Resource Management”), from 06/02/2014 to 06/20/2014, underwent introductory and practical training at Scientific Research LLC progress - M" as an employee of the HR department - trainee.

Professional skills demonstrated during practice important qualities The future specialist is assessed on a 5-point system as follows:

Professional - business and organizational qualities

Personal qualities

The level of training of the future specialist in accordance with the requirements of your organization is assessed as

In order to increase the “quality” and competitiveness of the future specialist in the labor market, attention should be paid to

Development of qualities,

Acquisition of knowledge,

Improving practical skills and abilities,

Formation of a culture of behavior

Other (specify problem areas)

Head of practice

from the company ________________________________________________________________

(position, I.O. Last name)

Introduction........................................................ ........................................................ .......................................... 10

First block. Theoretical basis personnel management................................................................ ......... eleven

Second block................................................... ........................................................ ...................................... 14

1 general characteristics enterprises........................................................ .......................................... 14

2 Analysis of the enterprise's activities.................................................. ............................................... 15

3 Management of staff motivation and incentives................................................................. ............... 18

3.1 Conduct sociological research sources and types of motivation......................... 18

3.2 Organizational performance and staff motivation.................................................. .................... 19

3.3 The influence of hygiene factors on staff motivation.................................................... .............. 20

3.4 Factors intrinsic motivation................................................................................................... 24

Third block................................................... ........................................................ ..................................... 29

Conclusion................................................. ........................................................ ...................................... thirty

List of used literature......................................................... ........................................................ .. 31

Introduction

In accordance with the goal, the following tasks were set:

study the concept and determine the place of personnel as the most important resource of the organization;
study the methodological basis for recruiting and evaluating personnel in an organization;
analyze the theory of development of personnel motivation abroad and determine the possibility of using foreign experience in this area in the conditions of domestic organizations;
explore problems personnel policy and staff turnover in Scientific Progress-M LLC
develop principles and methods of motivating personnel in the organization;
justify the mechanism for selecting, evaluating and motivating personnel in a department of the organization;
develop an organizational project to improve the process of personnel selection and assessment;
develop recommendations for staff motivation;
test the methodology and method of functioning of the proposed mechanism through empirical research using sociological methods.

The subject of the study is the process of personnel management in the departments of Scientific Progress-M LLC.

The object of the study is the organization Scientific Progress-M LLC

Instruments were used as research methods economic analysis, methods of statistical research, such as questionnaires, surveys, testing.

First block. Theoretical foundations of personnel management

In order to successfully compete in a rapidly developing market, organizations need to constantly and comprehensively improve their activities. Marketing, sales, finance, and logistics departments are increasingly focusing on Western models and work practices, IT systems are being introduced, and new brands are being created.

Compared to the aspects of company work listed above, the area of personnel management still, in some cases, remains the least technologically advanced and manageable.

And since any organization is a single whole, each of its “weak links” inevitably affects the productivity of other parts of the corporate mechanism (production, sales, financial block, etc.).

That is why the leaders of large Russian companies They increasingly feel the need to build effective HR management systems. After all, any innovations - whether technical or ideological - are used and managed by people, the efficiency and success of the organization’s work in the market depends on them. Any team is a group of people united for one or another joint activity.

One of the ways to improve personnel management is to maintain a connection between the personnel management system and the goals of the organization. The effectiveness of any organizational management system is determined by its contribution to achieving organizational goals. This is especially true with respect to human resource management, which permeates all areas of the organization’s activities and affects the effectiveness of other management systems - if the sales system does not work effectively enough, this is a reflection Not effective management personnel, since the wrong people work in the sales department, they are not sufficiently motivated, professionally trained, etc.

Personnel management is effective to the extent that the organization’s employees use their potential to achieve its goals, i.e. to what extent these goals have been achieved. The approval of this provision as one of the basic values of the organization is the most important condition for creating an effective personnel management system. Many organizations are characterized by the opposite tendency - to evaluate the effectiveness of personnel management using indicators specially created for this purpose: employee satisfaction, staff turnover, hours spent on professional training in isolation from the goals of the organization. Taken in isolation from organizational goals, these potentially important metrics tend to isolate HR from the organization. This trend is fueled by the widespread perception that HR professionals are located far from the core business and have little or no influence on it.

To ensure the required compliance, organizations can use the following techniques and methods:

Conduct periodic audits of existing personnel management systems from the point of view of their compliance with the goals of the organization (ensuring the production behavior required by the organization). Similar audits must be carried out in the event of a change in the organization’s development strategy;
Involve HR personnel in the development and review of the organization's strategic short-term plans. Inform the HR service in detail about the organization’s goals and progress in their implementation;
ensure the constant participation of the organization's top management in the development and revision of personnel management systems, evaluate (including material remuneration) the work of the personnel management service based on the results of the organization's work (the degree of achievement of organizational goals).

Another direction for improving personnel management is to maintain compliance of the personnel management system with the state of the external environment and the culture of the organization.

The external environment in which the organization operates is in constant motion - equipment and technology, clients, and competitors change. The people themselves are changing - the current and potential employees of the organization. Personnel management systems that worked well with the external environment some time ago may be in a state of acute conflict with it at the present time. The organization must continually monitor the extent of this discrepancy and make adjustments to its systems to prevent a crisis from occurring. Indicators of the need for change, i.e. actual inconsistency of personnel management systems with the state of the external environment can result in an increase in turnover, a decrease in productivity, the emergence of conflicts between employees and the administration, and the organization with government agencies.

In the event of a reorganization of personnel management systems that no longer correspond to the state of the external environment, the organization's management may face another conflict generated by the rejection of new methods by the organizational culture of the organization. Such a conflict can be no less painful and destructive in its consequences. Therefore, the alignment of HR systems with organizational culture is also a necessary condition effective functioning of the latter. In practice, organizations can reduce the risk of conflict between management practices and organizational culture by:

accounting organizational culture at the stage of creating personnel management methods and using elements of the existing organizational culture as a basis for introducing new methods;
explaining the need and inevitability of change to all employees of the organization (creating a sense of a crisis situation);
explaining the benefits and advantages that new methods will bring to each employee and the organization as a whole;
trial implementation of new methods in one of the organization’s divisions in order to test them and assess the impact on the organization’s employees;
a targeted campaign to change the culture of the organization, including speeches by managers, publications in intra-organizational publications, public events, etc.

Therefore, when creating personnel management systems, management must take into account such a factor as the presence of a specific culture of the organization. Taking into account the presence of organizational culture in practice means building personnel management systems in such a way that they enhance the positive aspects of this culture from the point of view of the organization's goals and, conversely, neutralize the features that interfere with the implementation of organizational goals.

An important area of improving HR management is maintaining the integrity of the HR system.

The task of the personnel management system is to formulate the production behavior of its employees, ensuring the achievement of organizational goals. Desired performance behavior is determined by two main factors - motivation and the ability of the employee to perform the required functions. The mechanism of human motivation is very complex, so the employee’s desire to perform the necessary production functions influence all methods of personnel management. The same is true for the employee’s ability, determined primarily at the selection stage and developed by the organization in the process of professional training, depending on feedback and remuneration received by the employee from the organization.

Therefore, the integrity of the personnel management system is the most important condition for the effective management of employees of any organization. If the selection and development systems of the organization's managers focus on achieving strategic goals, in-depth knowledge of the business, a broad outlook, the ability to assimilate and use new knowledge, and the feedback and reward systems note special professional skills, accuracy in the implementation of individual plans, the organization's employees receive contradictory " signals” about what behaviors are perceived by the organization that negatively impact their performance.

An organization can achieve HR system integrity by:

clearly defining the organization’s own goals and communicating them to all its employees;
detailed modeling of “ideal” production behavior for all positions (employees) of the organization;
coordination in the work of human resource departments;
constant interaction between human resource specialists and line managers who directly manage personnel.

Effective personnel management is impossible without the active and constant participation of the organization's top management in defining personnel management tasks arising from the organization's goals, modeling production behavior, creating and implementing personnel management systems, and assessing their effectiveness. Since people are the most important organizational resource, the leader of an organization must devote the bulk of his time to managing people. Unfortunately, this does not happen in all cases. modern organizations, especially at the lower levels of the hierarchy - at the level of workshops, teams, groups. This significantly reduces the effectiveness of personnel management in the organization as a whole, since managers are the most important instrument for implementing personnel management methods, and insufficient attention on their part to these issues is transformed into low quality personnel management.

An organization can achieve a higher degree of management involvement in personnel management by:

effective communication, including explaining the need and benefits of line managers’ participation in personnel management in a clear, up-to-date language of numbers, costs, profits, productivity, etc. Unfortunately, quite often HR specialists do not understand the specifics of the organization well enough and cannot explain themselves in the language familiar to managers;
attracting managers to participate in forms of work with personnel that are “attractive” to them - conducting interviews with candidates, professional training sessions, and managing individual projects. This will allow them to gain experience of direct participation in the development and application of personnel management methods and will provide the opportunity to form a more objective idea of personnel management in general;
special training in personnel management, which allows you to form an understanding of this function of organizational management that corresponds to today, and to develop practical skills in working with personnel.

Thus, the organizational structure and set of procedures performed by the personnel department may depend on many factors, the main of which are the following:

strategic goals of the organization;
business direction (trade, production);
stage of development of the organization;
business unit development strategy (in the case of holding structures);
level of management in all positions, starting with top officials;
participation of the head of the personnel department in strategic management;
degree of trust in the head of the personnel department;
number of staff;
priority areas of work with personnel determined by the mission of the organization.

At the same time, the assembly point of the organizational and functional structure of personnel management should be the processes of personnel management. The personnel management strategy sets the requirements for the content of these processes.

Second block

1 General characteristics of the enterprise

Society with limited liability"Scientific Progress-M" was founded and registered in 1996 in Moscow as a private commercial firm With various types activities. Since 1998, the company began supplying electrical products (circuit breakers and residual current devices) for household and industrial purposes, and then supplying switching, protective and lighting equipment for the aviation and space industries. Over time, the range of supplied products has expanded significantly, and work on the assembly and supply of aviation technical equipment (ATI) has become one of the main activities of the company.

From 1998 to the present, Scientific Progress-M LLC has established business relationships with many domestic enterprises developers and manufacturers aviation technology and ATI. For more than 10 years, our company has been cooperating with Elektroavtomat OJSC (Alatyr, Chuvash Republic), being its official dealer and implementing a number of joint programs with the plant for the development of new products.

A joint program for the development and development of new products is carried out with the Engel Experimental Design Bureau "Signal" named after. A.I. Glukharev (EOKB Signal), the goal of which is to create two track explosion-proof switches of the PPV-2s and PPVD-2s types for the new Angara launch complex, commissioned by the Federal State Unitary Enterprise GKNPTs im. M.V. Khrunicheva. In addition, by order of the Tianjin Aviation Electromechanical Company (China) together with EOKB "Signal", work on the creation and development of two types of pressure switches SKhM-0.8A and SKhM-3A (signal switch with a flapping membrane) for the diesel engine protection system has almost been completed from overheating and fire.

Over the past two years, business interaction has been established and a program of cooperation with the Federal State unitary enterprise"Ufa Aggregate Production Association"(FSUE "UAPO"), whose products the company supplies to domestic and foreign markets. In the future, we are counting on a significant expansion and deepening of cooperation with the Federal State Unitary Enterprise "UAPO".

The company is directly related to aviation simulators. At one time, on the basis of the office, with organizational and financial support, the Company created an Open Joint-Stock Company"Aviation simulators", which is business partner and a “subsidiary” enterprise LLC “Scientific Progress - M”

Long-term business relationships are maintained with such domestic manufacturers of aviation products as:

OJSC Sarapul Electric Generating Plant (SEGP)

OJSC "Saratov Electrical Unit Production Association"

JSC "Plant "Electropribor", Alatyr

OJSC "Design Bureau of Electrical Products of the 21st Century", Sarapul

JSC "Moscow Plant of Electromechanisms"

CJSC Firm "TESS-engineering", Cheboksary

The products of these manufacturers are supplied by Scientific Progress - M LLC to aircraft repair enterprises, airlines and organizations on its own behalf and at its own expense. Contractual relations for the supply of aviation equipment have been established with OJSC Aviation Lines of Kuban, OJSC Irkutsk Aircraft Repair Plant No. 403, FSUE 308 ARZ of the Russian Ministry of Defense, OJSC 810 ARZ, OJSC Kirov Machinery Plant 1 May, CJSC AviaDelta, CJSC VneshAviaTrans, FSUE Rostov-on-Don Research Institute of Radio Communications and a number of other ATI consumers.

In his practical activities Scientific Progress-M LLC focuses on close cooperation with Russian manufacturing plants of a complex range of products and equipment. At the Elektroavtomat OJSC plant, the program for mastering the production of new developments in fire-fighting equipment has been completed and their serial production has begun.

Thanks to close connections with Russian manufacturers Scientific Progress-M LLC carries out orders for the assembly and supply of products, equipment and spare parts for both Russian and foreign customers, including a wide range of aircraft. Has experience in deliveries to China, the Baltic countries, the CIS and Latin America.

Working with us, you will reduce delivery times, save time, nerves and money.

2 Analysis of the activities of the enterprise

During the research, the personnel composition of the company Scientific Progress - M LLC was analyzed in the organization (6 employees). Socio-demographic characteristics of employees are given in Table. 1.

Table 1 - Socio-demographic characteristics of employees (%)

Thus, the age of most of the employees is from 41 to 50 years. Only a balanced distribution of the organization’s employees across all age groups can ensure the necessary level of continuity.

Table 3 - Distribution of personnel by level of education

The organization under study has a fairly high level of education among employees. Thus, 33% of employees have higher education, who for the most part represent the company administration. At the same time, 33% of employees have secondary specialized and secondary technical education.

In addition, I believe that in order to manage personnel at a large trading enterprise today, it is necessary to have a higher education.

Table 4 - Dynamics of the composition of personnel by length of service

As an analysis of personnel dynamics by length of service shows, the number of new employees is practically not increasing - with up to one year of experience, against the backdrop of a declining number of employees who have worked at the enterprise from 1 to 3 years. The number of employees with higher experience remains virtually unchanged. Thus, we can conclude that there is no turnover in the company.

Table 5 - Dynamics of staff turnover at Scientific Progress - M LLC. in 2012-2014

There is no problem of staff turnover at the considered enterprise as a whole. Thus, there can be no talk of looking through the personnel policy.

The absence of turnover may indicate a good level of salary and working conditions.

In general, issues related to staff turnover are among the most difficult in the entire science of personnel management. These issues cannot have a simple and quick solution, since the interests of the enterprise management and ordinary employees manifest themselves differently here. To solve the existing problems described, one should often resort to the use of psychological techniques and individual approaches.

3 Management of personnel motivation and stimulation

In order to study the motivation of the organization's personnel, a sociological study of the personnel of Scientific Progress - M LLC was conducted. The study is aimed primarily at identifying motivational reserves.

To study staff motivation, we conducted a detailed study consisting of several stages:

First stage. Research of sources and types of motivation.

Second phase. The relationship between staff motivation and labor productivity.

Third stage. The influence of hygiene factors on staff motivation.

Fourth stage. Identification of motivators for increasing labor productivity and staff satisfaction.

Each of these stages consists of a number of studies. The research methods were a survey of all personnel of the Scientific Progress - M LLC enterprise. To conduct the survey, standard questionnaires were used, as well as questionnaires compiled by the author.

The methods used for processing questionnaires were direct counting, cumulative total, group average, as well as the OIR method. The questionnaires were processed by machine using the resources of the Microsoft Excel 2013 software product.

3.1 Conducting a sociological study of the sources and types of motivation

The first stage of the study is devoted to studying the sources and types of personnel motivation at the enterprise in question based on a study of objective and subjective motivation in the organization.

A questionnaire was used as the basis of the study.

The essence of this survey is to show what motives dominate in the work of the staff of Scientific Progress - M LLC.

The survey conducted allows us to judge that employees of an enterprise are most strongly stimulated by sources of moral and power motivation. This means that on this moment the staff is generally satisfied with the moral aspects of their work (this may indirectly indicate a good climate in the team, an understanding of their social significance, etc.) on the one hand, and the presence of a very strong power structure, i.e. administrative motivation under the influence of which people perform their work. This is indirectly a sign of a strong and strict administration.

In the second part of this study, we need to check the data obtained, and also try to understand what, according to the employees themselves, motivates them most. The point of this study is to determine the objective or “real” and subjective “desired” signs of motivation of the personnel of LLC “Scientific Progress - M”

Analysis of the obtained “real” picture of motivation allows us to conclude that, in general, the above research is correct. Although direct motivation received the highest score, power motives still have very strong positions. And still the least at this stage development of the organization staff stimulates material motivation. This is indeed true - after all, the average salary level in the company is not much more than 35 thousand rubles, which, although not a bad indicator for the region, certainly cannot be considered worthy wages.

Thus, we were able to slightly correct the obtained results.

Now let's try to determine what, in the opinion of the employees themselves, would stimulate them in the best way. To do this, workers were asked to identify the five most significant factors.

There is a fundamentally opposite picture here. Employees of the company Scientific Progress - M LLC are naturally most interested in material incentives for their work. Another important factor they rightly consider moral aspects your work. At the same time, employees are least interested in power motivation, i.e. they do not recognize administrative pressure on them.

Comparing the results obtained, we can conclude that at this stage of development of the company “Scientific Progress - M” LLC there is a good team with great moral motivation. However, at the same time, administrative pressure is very strong on the staff. Despite the great need and interest in material incentives for labor, management, unfortunately, poorly uses these levers.

In this regard, the company’s management can be recommended, firstly, to strengthen the material motivation of employees, actively use bonuses, incentive gifts, and organize competitions, such as “ The best seller year" etc. with a cash prize. And, secondly, to ease administrative pressure on personnel, weaken the already tight control and abolish “punitive” methods.

3.2 Organizational performance and staff motivation

The successful performance of an organization as a whole enhances the motivation of its employees. Table 6 shows the respondents' overall assessment of the organization's performance.

Table 6 — Respondents’ overall assessment of the organization’s performance (%)

Quite successfully	Not successful enough	I find it difficult to answer

The majority of respondents from Scientific Progress - M LLC believe that they are working successfully (60%). A large number of respondents (19%) believe that the company is not operating successfully enough, apparently, this is due to the large number of competing enterprises.

The quality of services provided directly affects staff motivation. Quality is seen as a component of organizational performance. The higher the quality, the stronger the staff's sense of satisfaction with the results of their work.

Table 7 — Degree of respondents’ satisfaction with the quality of services provided (%)

A small number of respondents are completely satisfied with the quality of the services provided. About half of the employees of Scientific Progress - M LLC are only partially satisfied with the quality. At the same time, the number of those who found it difficult to answer is quite large. This is 7% of respondents, which indicates, first of all, a lack of interest in the affairs of the organization and a low level of self-motivation among some employees.

3.3 The influence of hygiene factors on staff motivation

These factors are designed to reduce employee dissatisfaction. Among other motives, they are satisfied first of all as a matter of course. They must be present within certain limits so that the highest degree of dissatisfaction does not arise.

These factors include:

organization management policy;
personnel management policy;
remuneration;
working conditions;
team relationships, etc.

In the presence of favorable factors of satisfaction, a state arises that leads to a decrease in the feeling of dissatisfaction with work, but satisfaction does not increase.

The effectiveness of the personnel policy in the organization was assessed by employees of the company Scientific Progress - M LLC (Table 8).

Table 8 — Employees’ assessment of the level of work with personnel %

The results of the study indicate that personnel management in the organization is not effective enough (according to the staff). Thus, only 30% of employees consider the selection and placement procedure to be effective. The same number of enterprise employees (30%) claim that the selection and placement of personnel is not effective enough.

A fairly large number of company personnel (22%) consider personnel assessment to be insufficiently effective. Apparently, the personnel assessment procedure has not been worked out well enough.

Work to improve the qualifications of employees is also not carried out effectively enough. 70% of employees adhere to this position. As for advanced training, the data shows that staff are practically not trained, and if they are trained, it is not effective enough (30%). Training is necessary. Quality is improving in Japan as even low-level employees acquire analytical and statistical skills through continuous training.

Work to improve the qualifications of employees is also not carried out effectively enough. This position is shared by 78% of employees.

Thus, respondents are not satisfied with the level of personnel management in the organization, which leads to a weakening of motivation.

As part of the third stage, we also conducted a study of job satisfaction using the OIR method.

Among the methods for measuring job satisfaction, preference was given to the technique developed by P. Smith, L. Kendall and W. Halin. This technique is called descriptive index, abbreviated as OIR. The choice of this technique was due to the following considerations:

simplicity of the final scales;
The method makes it possible to multidimensionally measure the phenomenon of job satisfaction, i.e. we can talk about the evaluation of various parameters labor activity.

We consider job satisfaction as a certain form of work attitudes, which is a fixed attitude, the formation of which occurs in the process of active interaction between the subject of work activity and the organizational environment.

3.3.1 Brief description of the FIR method

The theoretical value of this method lies in the fact that it actually summarizes the main results regarding problems of job satisfaction, provides an analysis of sometimes very contradictory data and identifies their causes. Establishing the reasons for satisfaction or dissatisfaction is in itself of great importance in improving psychological climate organizations.

Job satisfaction is a good indicator of the functioning of the organization, because it is in it that the changes that occur during the management of the organization are most compactly reflected, which in turn affects the actual behavior of employees.

This study was conducted in five groups: work, manager, salary, promotion and employees.

This study showed that company employees are most satisfied with their colleagues. This is confirmed by previous studies. A good microclimate in a team is certainly an excellent motivating incentive for good work.

In general, there is quite high satisfaction with the immediate supervisor and work. This is good sign and can serve as a basis that management has good contact with subordinates and is not separated from their problems. In addition, the majority of respondents consider their work interesting and socially significant.

However, all this is observed against the background of extremely low satisfaction with wages. As we have already said, material incentives must be implemented as actively as possible at this enterprise.

3.3.2 Motivation and working conditions

The importance of working conditions for employees of the organization is increasing today. Good conditions work does not increase motivation, however, poor working conditions sharply reduce it.

Table data 9 indicate that the majority of the enterprise’s employees (68%) are completely dissatisfied with their working conditions. 22% are only partially satisfied with working conditions.

Table 9 — Degree of respondents’ satisfaction with working conditions (%)

More than half of the respondents of Scientific Progress - M LLC (54% of respondents) noted that poor working conditions also lead to the emergence of conflicts in work teams.

3.3.3 Motivation and reward

Remuneration includes salary and additional payments and benefits. The level of staff motivation is largely determined by the level of wages, which should depend on the cost of living, the financial condition of the organization, the level of wages in competing organizations and the order of government regulation.

The vast majority of employees of the company Scientific Progress - M LLC are not satisfied with the level of wages or are only partially satisfied with them.

Table 10 — Degree of respondents’ satisfaction with the level of wages (%)

Low wages sharply reduce staff motivation for productive work.

The material incentive system is designed to link the results of each employee’s work with the material reward received.

The study showed that a small number of respondents were satisfied with the existing system of material incentives (Table 11).

Table 11 — Degree of respondents’ satisfaction with the financial incentive system (%)

Two thirds of the company's employees are completely dissatisfied with the current financial incentive system.

Among the factors for increasing the efficiency of an organization, respondents put material rewards in one of the first places. Thus, 78% believe that improving the organization’s performance is possible through effective material incentives, which corresponds to the actual state of affairs, since the level of income today is too low not to think about it while working, but to direct all one’s efforts to solving organizational problems.

3.3.4 Relationships in the team

Personnel performance is inextricably linked with the conditions of social tension in work collectives. Typically, the more favorable the environment, the better employees perform. The favorable psychological climate of work collectives is characterized by a high degree of trust among team members, demands on each other, mutual responsibility for the results of their work, cohesion, and psychological compatibility. This is manifested, first of all, in staff satisfaction with relationships with colleagues, with the immediate supervisor and the head of the department.

Table data 12 indicate a high degree of satisfaction of respondents with relationships with their colleagues (76%). At the same time, every tenth of those surveyed are not satisfied with the relationships in the team.

Table 12 — Degree of respondents’ satisfaction with relationships with colleagues (%)

With a relatively high degree of satisfaction of the majority of employees, the problem of dissatisfaction of some of them can be solved by the targeted transfer of these employees to other departments. Here we are most likely talking about psychological incompatibility.

The majority of respondents (Table 13) are satisfied with the relationship with their immediate supervisor. However, 19% of employees of Scientific Progress - M LLC are not satisfied with the relationship with their manager.

Table 13 — Degree of respondents’ satisfaction with the relationship with their immediate supervisor (%)

In addition, there are a large number of those who find it difficult to assess their relationship with their immediate supervisor. This is every fifth respondent.

The study revealed a fairly high degree of dissatisfaction among respondents with the relationship with their immediate supervisor in the organization under study. This problem is quite relevant today. A modern leader must be able to create a good psychological climate in the team.

The study revealed even lower rates of satisfaction of organizational personnel with relationships with the head of the unit (Table 14).

Table 14 — Degree of respondents’ satisfaction with the relationship with the head of the department (%)

Every third of those surveyed found it difficult to assess the degree of satisfaction with the relationship with the head of the department. Considering that the teams of departments in Scientific Progress - M LLC range from 3 to 20 people, we can conclude that middle management managers of all the organizations under study do not pay due attention to creating a good psychological climate in teams, which leads to a decrease in motivation among sufficiently a large number of workers.

According to 23% of employees, the head of the department does not know how to create a favorable psychological climate in the team.

Thus, the problem of relationships in the team has a direct impact on the performance of staff.

Motivational reserves associated with factors of job satisfaction can and should be involved, however, increasing staff motivation in this case will be short-term and superficial.

3.4 Factors of internal motivation

Through motivators, internal motivation to work is satisfied, which creates long-term satisfaction and increases productivity.

Factors of internal motivation (motivators):

interesting job;
responsibility;
independence:
possibilities career growth;
recognition of merit;
opportunities for self-realization, etc.

Overall job satisfaction contributes to a good work climate.

The production climate is, first of all, a state of satisfaction or dissatisfaction among the majority of the organization's employees. Factors in the production climate are leadership style, internal information policy, personnel promotion systems in the organization, etc.

3.4.1 Motivation and interest

The most important motivator for successful work is providing a person with a job that would meet his personal interests, inclinations and would contribute to the maximum development of his labor and creative potential. At the same time, job satisfaction occurs, a person gets the opportunity to use his knowledge and abilities, and achieve high professionalism.

If a person finds his work interesting, he tends to be more satisfied and work harder. The work should be interesting, require skill and not be too simple. This can be achieved by improving work organization and developing non-specialized careers.

18% of employees of Scientific Progress - M LLC perceive their work as interesting, requiring ingenuity and creative search. For 13% of employees, work is calm and does not require much stress. At the same time, every fourth of those surveyed considers their work monotonous, same type and boring. For the majority (57%) the work is very hard.

Not every job can be interesting and creative. But the problem of selection and placement of personnel is still quite relevant today. If a person is engaged in something other than his own business, then one can hardly talk about his high motivation to work.

3.4.2 Motivation and responsibility

A person, as a rule, is ready to take greater responsibility for activities whose results are associated with his name. The data in Table 15 indicate that employees of the company “Scientific Progress - M” LLC feel quite responsible for the affairs of their team.

Table 15 — Degree of responsibility of respondents for affairs in their team (%)

		I find it difficult to answer

Every tenth enterprise surveyed is irresponsible in their work. In addition, 21% of workers found it difficult to assess the degree of their responsibility. There is a direct relationship between responsibility and work results. Without a sufficient degree of responsibility there cannot be a good result.

The personnel of the enterprise under study have an ambivalent attitude towards the performance of their work (Table 17).

Table 17 - Respondents’ attitude towards doing their job (%)

Thus, only every third employee of the company strives to devote all his strength and knowledge to work. Half of the surveyed enterprise employees do only what is required of them, but no more. Every fifth person works without any desire at all, out of necessity.

Thus, by analyzing the attitude of the staff of the organization under study to their work, we can conclude that the motivation of many employees is not high enough.

3.4.3 Motivation and career

Opportunities for official and professional growth of employees are a good motivator. If an employee does not move up the career ladder, then his dissatisfaction does not increase, while at the same time, if an employee moves up the hierarchy, then his satisfaction increases, which leads to increased motivation and increased productivity.

A career involves a progressive change in skills, abilities and professional opportunities related to the employee’s activities. Personal development and professional growth is one of the most effective ways increasing the contribution of staff to the work of the organization.

When studying career motivation, researchers proceed from the fact that most individuals are tuned in their lives to success. Though there are many who are oppressed by a constant sense of fear of failure.

The internal drive to advance (introverted motivation) is formed under the influence of a person's dynamic traits. These are needs, interests, attitudes. External motivation for official and professional growth (extrovert motivation) is provided by the stimulation of this process on the part of the organization by the line manager or the personnel management service.

Table 17 — Degree of respondents’ satisfaction with their job and professional growth (%)

Figure 21 — Degree of satisfaction with one’s job and professional growth

The study showed that the vast majority of employees are either completely dissatisfied with their job growth (42%) or partially satisfied with it (41%). And only 12% of employees are satisfied with their career. Considering that the Geometry of Fitness fitness club has almost thirty employees and can create career growth opportunities for its employees using methods such as rotation, formation and development of a reserve, apparently no work is being done in this direction.

Employees need constant help in their promotion. The promotion process must ensure that promotion is based solely on merit.

3.4.4 Involving employees in team management

One of the most common methods of motivation today is participation, that is, the involvement of employees in managing the affairs of the team. This can be done using a share capital mechanism or similar to the organization of Japanese “quality circles”.

Employees have a natural desire to participate in processes occurring in the organization that are related to their activities. If a person in an organization takes an interested part in various intra-organizational activities, then, thereby receiving satisfaction from this, he works with greater efficiency, better, with higher quality and productivity.

Participation in decision-making, in setting goals and in their subsequent implementation helps to satisfy the needs for achieving self-realization and self-affirmation. Participation in decision making makes the employee’s expectations of the result of his activities and possible reward more realistic and clear.

Table 18 - Assessing your ability to participate in managing the affairs of the team (%)

In the enterprise under consideration, Scientific Progress - M LLC, there is a fairly low level of satisfaction with participation. 37% of employees are completely dissatisfied with the opportunity to participate in managing the affairs of the team, 26% are partially satisfied and 30% found it difficult to answer.

In order to direct the employee’s abilities to achieve the goals of the organization, he must be allowed to participate in the development of management decisions, to allow a certain freedom of action within the framework of the functions performed by him.

Control Status Conclusions labor resources enterprisesLLC "Scientific Progress - M"

The solution to the problem of staff turnover in the company should be addressed comprehensively: through, firstly, improving the system of selection and evaluation of personnel, and secondly, by organizing a motivational mechanism in the departments of the enterprise.

When determining the requirements for candidates, the following principles should be used:

Every choice of candidates for the position is, the inevitable compromise - even the best have weaknesses. The key to selection should be a clear idea of what qualities and qualifications are really necessary for a given position, and which, if necessary, can be neglected.
The greater the number (within reasonable limits) of candidates considered for each position, the greater the likelihood of positive selection results; the fewer candidates, the more likely a serious compromise on a number of important characteristics.
A clear distinction must be made between the skills that must be acquired before entering a job and those that can be acquired after entry. Additional qualification requirements should not be introduced unnecessarily, especially for positions with few applicants.
Increased requirements for "current" qualifications may result in a lack of attention to the overall potential of the applicant, which may be in demand in the future.
Different combinations of characteristics for candidates may be equivalent to the performance of job duties.
A clear definition of the requirements for the position removes the inevitability of the subjectivity of assessments.
When determining qualification requirements to an applicant for a position that is part of the team, you can try to compensate for individual weak sides this team, due to professional and personal characteristics its members, formulating appropriate additional requirements for candidates. Research indicates that the climate of an organization, its goals and objectives, and the characteristics of members labor collective also determine the specific traits required by candidates for the position.

A job specification drawn up taking into account the above principles allows us to determine the “ideal” candidate, from the point of view of his competence. Competence in this case should be understood as the unity of knowledge, professional experience, abilities and skills of individual behavior, determined by the goal, organizational role and situation. Therefore, it is necessary to identify within the framework of competence as such professional, methodological and social competence.

In addition, it seems to us that the personnel evaluation system in the company in question is far from optimal.

The company often entrusts the problem of selecting employees to personnel and recruiting agencies.

In the process of self-assessment, the specifics of the vacant position are not taken into account; the professionally important qualities that the applicant must have are practically not clearly identified. Also, there is no qualitative and quantitative assessment of these qualities.

An analysis of the personnel composition of the LLC Scientific Progress - M enterprise and its dynamics showed that there is no problem of turnover of young personnel with little experience, who for the most part are sales managers. This indicates a good moral atmosphere in the company and acceptable motivation for the labor market today. But if the company’s policy does not change and individual motivational components are not introduced, then staff turnover is inevitable.

As the analysis showed, the company's motivational management is quite poorly developed, although the motivational reserves of the personnel of the department under study are quite high. In my opinion, they can be involved in creating an effective organizational motivation mechanism using appropriate methods and principles. Meanwhile, according to the opinion of many experts in the field of personnel policy, the personnel motivation system contains enormous potential, the development of which can achieve very high results.

Third block

How does an HR manager analyze the results of his work, according to what criteria?

The main criterion is the dynamics of staff turnover; the lower the turnover, the better the manager’s work is performed.

Describe the level of job satisfaction of HR specialists (subjective characteristics, the degree of satisfaction with various factors - working conditions, socio-psychological climate, wages, career opportunities and professional development etc).

The specialist is satisfied with the work according to the following criterion:

working conditions - by 4 points
socio-psychological climate - by 4 points
salary - 3 points
career opportunities - 2 points
professional development - 3 points

What professional and personal qualities are in demand in the activities of a HR specialist, and which ones still need to be developed?

Ability to analyze a specialist’s preparedness for the planned work

What areas of retraining and advanced training are relevant for employees of the HR department, what form of their training is optimal (on-the-job, on-site seminar, training at an internal corporate university, etc.)?

On-site seminar and on-the-job training

What knowledge, abilities and skills from core and related fields are needed in the activities of a human resources specialist in this organization?

Knowledge labor law, knowledge of the basics of economics and remuneration systems

Conclusion

An analysis of the personnel composition of the company "Scientific Progress - M" LLC and its dynamics showed that there is a problem with personnel motivation. The staff works, but does it automatically, without much enthusiasm. This problem can be solved by organizing various competitions between departments to fulfill the sales plan.

The solution to the problem of motivation for the company “Scientific Progress - M” LLC should be solved comprehensively, I test some methods and see which of them are most effective for this company.

It is also necessary to exclude possible staff turnover, because with a given average staff income it is possible, because On the labor market in Moscow today there is quite strong competition for good specialists. It is also necessary to properly recruit personnel.

The right decisions in the field of selection for vacant positions cannot be found until the requirements for the applicant for the position are precisely determined. Only in this case can the characteristics of candidates be measured against established criteria.

Revealing the theoretical and methodological foundations for the formation of personnel selection methods at the enterprise, and demonstrating the place and role of managerial personnel selection in ensuring effective activities enterprise, the author, pointing out that the activities of the company Scientific Progress - M LLC are carried out under the direct control and with the participation of management personnel, makes the following conclusions:

provision of qualified labor force, the degree of its motivation, organizational structures and forms of work that determine the effectiveness of the use of personnel are the main factors in ensuring the competitiveness of the enterprise in the conditions of the formation of the Russian market.
intensification of management and improvement of the quality of personnel work are possible only through the use of fundamentally new approaches to working with personnel, changing the role personnel services enterprises and firms, increasing funds allocated for personnel work.
creation of management systems that allow the greatest possible development creativity and the initiative of workers at all levels of the management hierarchy, should be the goal of production reorganizations as part of the transition to a market economy in Russia.

So, in the course of the study, an analysis of the methods of selection and assessment of personnel of Scientific Progress - M LLC was carried out, a number of shortcomings of the methods used were identified, and conclusions were drawn on areas for improving these methods. In addition, a number of proposals to improve the structure of personnel selection and assessment have been developed and justified. The improvement program is developed on the basis of initial data on the activities of the enterprise, and is also associated with the specific composition of positions and jobs that the enterprise currently needs.

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"Tolyatti State University"

Institute of Finance, Economics and Management

Department of Finance and Credit

DIARY

PRE-GRADUATE PRACTICE

Student ___________________________course ______________________group

Specialties_ 080105.65 “Finance and credit” ________________________

Last name, first name, patronymic of the student__________________________________________

Institute of Finance, Economics and Management __________________________

Name of organization, enterprise_______________________________________

2013 academic year

I.CALENDAR DEADS OF PRACTICE

Practice managers

From the university

Surname Kovalenko_______________________________

Name Oksana _____________Surname____ Grigorievna

Position, academic title, degree___ Ph.D., Associate Professor

From the enterprise

Surname _________________________________________

Name _______________ Surname _ ______________________

Job title_____________ _ ______________________________

______________________________________________________

I APPROVED

Head Department of Finance and Credit

"_____"_________________201___

II.DEPARTMENT ASSIGNMENT

11.02.2013-15.02.2013

Acquiring skills in filling out and drawing up financial documentation of an organization under the guidance of the head of pre-diploma internship.

18.02.2013-22.02.2013

Detailed study and analysis and assessment of financial activities. A detailed study of the organization's financial management structure. Providing information on the conducted research of financial activities to the head of pre-graduate internship from the organization. Formation of a report and diary on pre-graduation internship. Signing of this documentation by the practice manager.

V. CONTENT OF THEORETICAL LESSONS

date	Lesson topic	Last name, initials and position of the lesson leader
	Familiarization with the established internal rules, rules of conduct, established work, work and rest hours.
	Analysis and assessment of financial (accounting) information using the example of organization documentation.
	Acquiring skills in filling out and drawing up financial documentation of an organization.

VI. RESEARCH WORK OF STUDENTS IN PRODUCTION

No. p / p		Conclusion from the company manager about the student’s work
	Collection, analysis and evaluation of financial information of the organization.
	Filling out and generating financial documentation (reporting).	The work was completed in full without any comments

VII. USING COMPUTER TO PERFORM A TASK IN PRACTICE

During the pre-graduation internship, computers with the installed legal systems “Garant” and “Consultant” were used to collect and study theoretical material related to the financial activities of the organization and the service program “1C: Accounting” - collection and processing of financial information.

VIII. CHARACTERISTICS ACCORDING TO PRACTICE RESULTS

Student_________________________________________________________________

(surname, initials)

FULL NAME. student underwent pre-graduation practice from December 24, 2012 to February 24, 2013. During the pre-graduation internship, he showed a high level of theoretical and practical training, good knowledge of reading financial statements and financial documentation. During the entire pre-graduation practice, full name. the student was responsible for the assigned work. Actively participated in the study of financial documentation, assisted employees finance department organization in collecting and processing documentation, carried out an analysis and assessment of the financial and economic activities of the organization over the past three years, became familiar with the procedure for maintaining financial documents, with the procedure for storing strict reporting forms, participated in various daily work.

Comments on internship to F.I.O. there is no student.

Head of practice from

enterprises _________________________________

(signature)

IX. REVIEW OF THE MANAGER FROM THE UNIVERSITY ON THE RESULTS OF THE PRACTICE

date	Notes and instructions from the internship supervisor from the university