Основы управления персоналом (на английском языке). Учебное пособие

These three priority goals contain subgoals, including personnel management.

The peculiarity of management objectives, first of all, of personnel management, is to take into account not only the organization's target concepts (organizational goals), but also the individual goals of the employees. The latter should not be outside the personnel policy. The basic principle of personnel management is to find compromises between the goals of employees and the organization in the event of conflicts, and not to give preference to the goals of the latter. A correct understanding of the trends in the development of the goals of personnel management is possible only with this principle taken into account. The list of goals and objectives of personnel management is not universal. We give only one of its variants.

Goals and objectives of management of production personnel.

1.Development and implementation of personnel policy and principles of economic activity.

2.Development of staffing in accordance with the strategy of the organization and its structure.

3.Development of professional qualification requirements (professions, job models)

4.Provision of jobs for specialists, selection and selection of personnel.

5.Staff regulation, rotation, appointment, nomination, certification, elections, relocation.

6.Staff assessment, socio-psychological diagnosis, testing.

7.Analysis and coordination of interpersonal and intra-group relationships, prevention of social and economic conflicts, prevention of undesirable stress.

8.Provision of personnel reserve, personnel leasing, development of personnel development, business career planning within the organization, analysis of staff requirements.

9.Management of employment.

10.Professional and organizational adaptation of personnel.

11.Regulation of labor relations, requirements of psycho-financial zoology, ethics, aesthetics, and labor economics.

12.Staff training and retraining.

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It should be borne in mind that the concept of personnel management is a concentrated expression of the methodology of management in its essential part, which is the content of the socio-economic side of managing the organization and has a direct relationship to the individual.

The effectiveness of the labor process is determined by the activity of its participants under the influence of situational-specific effects, depending on various conditions. Knowledge of these conditions makes it possible to influence the activation of the actions of the collaborators.

Situationally conditioned labor relations are determined by the following factors: the structure of the business qualities of a person; the state of the individual (the spectrum of its goals, psychophysiological abilities, spiritual qualities, intelligence); qualification of employees; knowledge of the situation at the enterprise and prospects for its development; remuneration, remuneration and the prospects for further salary growth; structuring and division of labor; organization and improvement of working conditions; in-person personal orientations of employees, their social environment; relations between employees and the manager, interpersonal communications; style of management; objective condition of the conditions of life of employees, depending on the economic, political and social situation in the country.

These situational factors of influence are a system that has specific features and properties in each enterprise. Effective staff management is based on the desire to know these factors, and consequently, the development of natural processes in the organization; minimization of their destructive force and optimization of the potential of each employee, which contributes to the effective work of the whole organization.

The basis of the concept of personnel management is to ensure the survival of the organization through higher rates of formation and development of its human resources in comparison with changes in the external environment. Thus, the main task is to adapt the organization not to changes in the external environment (they always happen), but to the speed of these changes. Under the market conditions of the functioning of the organization, the tasks of personnel management ceased to be of secondary importance. Each business entity is interested in their decision. Meanwhile, the market economy, unlike the administrative-command system, is characterized by more stringent conditions for the management of personnel. These are, first of all,

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uncertainties and risks in the activities of each organization and its employees, as well as the transitional processes with which they are covered. All this adds special importance to the management of personnel. Sharply increases the responsibility of personnel services to employees, owners of the organization and management apparatus.

The special importance of personnel management follows from a wider range of opportunities to ensure the survival of the organization in this way.

The transition to market relations on the basis of competition is accompanied by the need for the development of organizational management structures, the transformation of rigid hierarchical structures into flexible, adaptive, consisting of units, each of which engages in a certain type of entrepreneurial activity and through it organically fits into the design of the entire enterprise and the concept business activity of its employees. The transition to flexible, non-bureaucratic structures brings first to the factors that influence them. In this regard, the technology of person management, based on the principles of hierarchy, gives way to technologies based on the technique of individual and group work, joint values and attitudes that govern the behavior of a person without a "carrot and stick".

The basis of the concept of personnel management is a person as an object of management. Personnel management is the direct activity of not only the managers of personnel services, but also the heads of all divisions. The subject of work in this case is a person as a source and carrier of information.

In the theory of management, it is customary to use relevant information as an object of labor, and a person is viewed as a subject of management, which is related to one of the stages of the managerial decision-making process. Therefore, management is intended for managers, and personnel management is for a wider range of users, for all personnel. Conversely, in practice, management covers all employees of the organization (it is enough to recall self-management and that management is not based on influence but on interaction of people), and personnel management is the practice of only personnel services (centralized management of a person ) and department heads (decentralized cadre management)

The most important is the place occupied by the tasks of personnel management in the system of the function-manager. From the functions of management distinguish special management functions of the enterprise. General

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management functions, we designate the toolkit that is used by each individual function of the enterprise. Management personnel are necessary for the implementation of all management functions, as well as special functions of enterprise management. This is the peculiarity of personnel management as a special function of management and enterprise as a living organism.

Forming human resources means giving it a certain type. This refers to the type of labor relations of the staff based on the regulations of the personnel service. First of all, it is a question of such kind of administrative relations as management style. This category explains the linking processes that ensure the interaction between all management functions; special management functions and cadre management (for example, investment management and personnel management, production management and personnel management).

Communication and management decisions act as connecting processes. Thus, the goal of personnel management is to ensure the development and realization of the human resource potential of the organization and focuses on the above three identified fundamental ideas of the formation, development and realization of human resources. The basis of the concept of personnel management is also the participation of personnel in the linking processes, which ensure consistency between the general and special management functions of the organization, i.e. between all kinds of work in the organization as a single organism. General functions define the basis of management. These include planning, motivation, control, as well as self-

projecting as an organization of the management system.

Special functions of the enterprise determine the specificity of specific management, as well as those features that are inherent in production, financial, tourism, municipal, innovative, investment management. As for personnel management (personnel management), it is present in all functions, because each of them is inseparable from the executor - management personnel. Centralized personnel management is a specific function performed, like others, by special departments. Decentralized management of personnel is the activity of all heads of divisions (departments, shops, services, laboratories, bureaus).

Personnel is understood as the full personnel of hired workers. That part of it, which is in the staff of the organization, is called cadres. From the sta-

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tistical point of view, personnel (personnel) are characterized by structure, size, and in general and by individual groups.

Personnel (manpower) can be called people "cogs", people - resigned performers, which in fact are not much different from the machines. They only need to contain "in good order" (for this it is enough to pay the minimum wage, provide tolerable working conditions and not necessarily treat them as individuals). Personnel (labor resources) can be shuffled like a card deck, move like chess pieces, use as working cattle, sometimes holding out a carrot, and sometimes putting a whip into action. Therefore, the management of personnel (labor) as an object has only the processes of hiring, minimum training (advanced training), moving horizontally or vertically, dismissal, determining the scope of activity, production standards, compensation conditions.

When we talk about staff, we assume that the workers are treated as people, but to people in general, devoid of individual differences, that is, a homogeneous, faceless mass. But just like with personnel, it is no longer possible to manage personnel: we must take into account that workers need to create comfortable physical, social and psychological working conditions. Therefore, within the framework of personnel management, in contrast to personnel management, all these issues are given very considerable attention (a favorable moral and psychological climate is formed, social partnership is being established, conflicts are being "shattered," etc.).

Today, staff is a strategic factor that determines the future of the organization, which turns it into human resources - a set of personalities, each of which has a special personality, intelligence, ability to self-development, creativity. And if before the activity of workers was determined by the consumption of other resources (primarily machines), today the situation has become diametrically opposed: the effectiveness of their use depends entirely on people.

But today people are viewed not just as individuals, on their own, but in the social cultural aspect, that is, acting in the same team and uniting on a voluntary basis, as a result of which the management of a person has become on the agenda.

The transition from human resource management to human resource management means moving:

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-from narrow specialization and limited liability to broad professional and job profiles;

-from the planned career path to a flexible choice of the trajectory of professional development;

-from the control of personnel to the creation of opportunities for its development;

-from a closed to an open selection of specialists.

It is the need to take into account the personal factor that leads to a gradual transformation of personnel management into the management of human resources and serves as a boundary between these concepts.

The reasons for a fundamentally different attitude towards workers in a postindustrial society are the following:

1.Change in the content of labor, due to the introduction of new (primarily information) technologies. Indicative in this sense is the motto of IBM: "The machine works - the person thinks."

2.Reduce the ability to control the performers and the need for a broad introduction of self-control.

3.Increasing the requirements for quality in all its aspects.

4.Widespread distribution of collective and command organization of

labor.

5.Significant increase in the educational and cultural level of the population. Today in the West, the average duration of education for the population reaches 12-13 years.

6.General democratization of the social and economic life of society.

7.Increase in the cost of labor.

8.Increase in uncertainty and speed of economic processes, rates of

change.

9.The aggravation of the global competition, which substantially raised the bar of requirements for workers.

10.Experience of leading companies that achieved significant economic success at the expense of personnel (for example, in Japan).

The essence of any theory or purposeful activity manifests itself in functions, that is, tasks that personnel management is called upon to solve. Here, in terms of content, the following main functions can be distinguished: plan-

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ning, organization, administration, coordination, motivation, control, information, development.

The planning (goal-setting) function is realized when forming the goals of the personnel and social policy of the organization, creating recruitment plans, promoting and dismissing personnel, developing and training them.

The practical embodiment of the plans contained in politics, plans, programs, etc., is an organizational function. Within its framework, the search, recruitment, relocation, placement, dismissal, retraining and upgrading of staff qualifications, as well as providing the necessary documentation are carried out.

The function of management is to communicate the goals to the performers. The achievement of the organization's goals is carried out through joint activities of people.

For the latter to be successful, it must be coordinated, directed to the right side, and the necessary level of interaction between the participants. In this coordination, or regulation, the essence of the fourth function of personnel management. It is implemented as an orientation and coordination of the daily activities of employees of staff services, its alignment with the work of the organization as a whole.

Any work will be of proper quality and minimal cost if the employees (executives and executors) are interested in this. Hence another important function of personnel management is motivational. Its implementation involves selecting the most appropriate forms and systems of labor remuneration, moral and material incentives for workers. This ensures the involvement of the most suitable for the organization of employees, their consolidation in the workplace, interest in professional development, professional growth.

The results of the activity in the personnel sphere should be checked from time to time, evaluated and adjusted. This is the content of the control function. Its element is accounting, that is, the collection, processing, analysis and storage of information about personnel; determination of the minimum required volume. Control as such is designed to identify hazards, detect errors, deviations from existing standards, and thereby create a basis for improving work. Of course, according to its results, encouragement or punishment of performers follows, but this is not the main thing. Personnel control is aimed at determining the adequacy of the composition and structure of per-

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sonnel to the real needs in it, identifying the reasons for its high fluidity, the correctness of the relevant documentation and so on.

The role of the information function is predetermined by the fact that information about personnel is the subject and result of management activity. Therefore, the latter begins with their collection, processing, analysis. The task also includes the creation and updating of the database on personnel, the determination of the volume of necessary information about it; providing them to all in need in an easy-to-use form.

In the era of scientific and technological revolution, rapid changes are occurring in the world, to which one must constantly adapt. Therefore, today the most important function of personnel management is the development of personnel in connection with other aspects of the organization's activities.

The principles of management are the basic ideas, laws and rules of conduct of managers on the implementation of managerial functions. These are the norms and requirements that should guide employees of the personnel management system, including the leaders of the organization. Personnel management in the organization is carried out on the basis of the following principles:

1.The principle of skilful use and a combination of unity of command and collegiality in management.

Collegiality involves the development of a collective or collective decision based on the opinions of managers at different levels, as well as executors of specific decisions.

Unity of authority is one-man management, a single authority and authority.

2.The principle of scientific justification (objectivity) of management is the principle in which all managerial actions should be carried out on the basis of application of scientific methods and approaches, be based on the principles of science and meet the requirements of science. This is the basic principle.

3.The principle of planning - the principle of establishing the main directions, objectives, plans for the development of the organization in the future, providing a pre-planned system of activities in order of sequence and timing of the work.

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4.The principle of the combination of rights, duties and responsibilities is the principle that each entity in an organization is endowed with concrete deeds, is responsible for carrying out the tasks assigned to it.

5.The principle of motivation - the principle that the more carefully managers implement the system of incentives and punishments, the more effective will be the program of motivating and motivating people to work to achieve the goals of organization and personality.

Motivation is a combination of internal and external driving forces that induce a person to carry out certain actions, set boundaries and forms of activity and give this activity an orientation oriented towards the achievement of certain goals. The influence of motivation on human behavior depends on many factors, in many ways individually, and can change under the influence of feedback from the side of human activity.

6.The principle of incentive - the process of using different incentives to motivate people. This is one of the means by which motivation can be carried out.

7.The principle of democratization of management is the principle of participation in the management of the organization of all employees. This is the principle of organizing collective activities, which ensures the active and equal participation in it of all members and employees of the collective.

8.The principle of systemic - a principle that involves a close linkage of economic, socio-cultural and technological solutions in the management process. This is the principle of a certain order of decisions, interaction and connection of actions, which is a naturally located unity.

9.The principle of efficiency is the principle of achieving the set goals in a short time and with the least loss of human energy.

10.The principle of the main link is the principle of finding and solving among the set of tasks the most important.

11.The principle of optimality - the principle of the relationship between centralization and democratization, the combination of creative activity of ordinary workers and leadership from above (democratic centralism).

12.Control and responsibility for the implementation of decisions - the principle of verification, as well as ongoing monitoring for verification or surveillance purposes; necessity, obligation to give someone an account of their actions and actions.

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Methods of personnel management are methods of influencing the collectives of individual employees with a view to coordinating their activities in the process of the organization's functioning.

Traditionally, three groups of personnel management methods are distinguished:

1.Administrative;

2.Economic;

3.Socio-psychological.

Administrative methods of personnel management are based on power, discipline and penalties. They are oriented towards such motives of behavior as the conscious necessity of labor discipline, the sense of duty, the desire of a person to work in a certain organization, etc. These methods have a direct impact character: any regulatory or administrative act is subject to mandatory execution.

Methods of administrative influence:

1) organizational impact: staffing; regulations on divisions; job descriptions; organization of the workplace; collective agreement; rules of the labor schedule; organizational structure of management; the charter of the institution. These documents (except for the charter) can be issued in the form of standards of the institution and must be put into effect by order of the head. On the other hand, the implementation of organizational influences largely depends on the mentality of workers, their readiness to strictly follow the instructions and work according to the rules approved by the administration;

2)regulatory actions: orders; orders; instructions; instruction; instruction; targeted planning; labor rationing; coordination of works; control of performance. The regulatory actions are aimed at achieving the management objectives set, the implementation of internal regulatory documents or the maintenance of the management system of the institution in the specified parameters through direct administrative regulation. The most categorical form of administrative influence is an order. Its non-fulfillment entails the appropriate sanction (punishment);

3)material responsibility and penalties: voluntary compensation for damage to an institution or patient who was injured or provoked another disease; deduction from wages; depressing; full financial responsibility; collective liability;

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