Основы управления персоналом (на английском языке). Учебное пособие

4)disciplinary liability and penalties: a remark; rebuke; severe reprimand; demotion; dismissal;

5)administrative responsibility: warnings; fines; compensation of damage. The role of administrative responsibility has recently increased. More and more often, fines were imposed for violation of labor discipline, failure to comply with orders and orders, and so on.

Administrative management methods can have both positive and negative impact.

Positive and negative impact of administrative management methods. Positive impact

1. The existence of a well-developed statute of the institution with free access to its employees

2. Development of clear rules of internal labor regulations and work with personnel in accordance with the Civil Code and Labor Code of the Russian Federation

3. The existence of a clear organization and staff structures, their annual adjustment due to changes in the conditions of operation

4. The presence of clear job descriptions with the definition of the functional characteristics of the employee and the standardization of labor

5. Development of the contractual system of organization and remunera-

tion

Economic methods are understood as elements of an economic mechanism through which the functioning and development of an organization is ensured. The role of economic methods of personnel management is to mobilize labor resources to achieve a certain result.

Managing impacts on personnel are carried out on the basis of economic laws and categories. In the Soviet period, economic methods were central planning, economic calculation, wages, that is, the role and place of economic methods were narrowly interpreted, which limited the range of decisions and levers of regulation at the institution level.

Economic methods should be based on the commodity-money relations of a market economy, which calls for a new theoretical justification for the role of economic methods.

Economic management methods can be classified as follows:

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1)planned management of the economy: free enterprise; economic development plan; a portfolio of orders; the criterion of effectiveness; final results. The role of economic methods is to link the above categories and mobilize the workforce to achieve the final results;

2)payment of labor: official salary or tariff rate; additional salary; reward; premium. The head of the institution with the help of the listed components can regulate the material interest of employees in accordance with the economically possible costs of production under the item "wages", apply different systems of wages (piecework or time), to create the material and spiritual needs of workers, to ensure the growth of their living standards;

3)labor: the labor market; demand (demand); availability (number); cost of labor; standard of living;

4)market pricing: cost; price; cost price; income; profit;

5)forms of ownership: state (federal); municipal; private; public; intellectual. Forms of ownership - an important economic category, determining the nature of the relationship within the institution.

Also, economic methods include social security elements of employees (for example, payment for food, travel, recreation, provision of various types of insurance, including medical, etc.).

The application of economic methods should be strictly based on their payback. This means that investing in material incentives for employees should bring profit to the organization by improving the quality of work performed in the planned period.

Socio-psychological methods of personnel management are based on the use of the laws of sociology and psychology and consist primarily in influencing the interests of the individual, group, or collective. To carry out an impact on an individual person, psychological methods are used, for influencing the group, the collective is sociological.

The role of sociological management methods: allow the team leader to carry out social planning, regulate the socio-psychological climate, ensure effective communication and maintain the corporate culture of the organization at a high level.

Social planning ensures the setting of social goals and criteria, the development of social norms, the achievement of final social results.

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Sociological management methods are a scientific tool in the work with staff and help to make effective personnel decisions in the organization. Observation makes it possible to discover the qualities of employees who manifest themselves in an informal setting or in various life situations.

Questioning allows you to collect the necessary information through a mass survey in the form of questionnaires.

Interviewing - getting the necessary information during the conversa-

tion.

The sociometric method is used in analyzing business and friendly relationships in a team when, on the basis of questioning of employees, a matrix of preferential contacts between people is built, which also shows informal leaders in the team.

Interviewing is a method in which small-scale cadre tasks are handled in an informal conversation.

Personal qualities characterize the external image of the employee, which is fairly stable in the team and is an integral part of the sociology of the individual.

Varieties of personal qualities:

-business (organizational), they are necessary for the performance of specific functions and tasks,

-moral (moral) - reflect the manifestation of a person's personal morali-

ty.

Partnership is the establishment of various forms of relationships, on the basis of which people communicate. In partnership, people act as equal members in relationships.

The main stages of managerial communication

-issuance of regulatory information;

-receiving feedback information;

-issue of evaluation information.

Negotiations are a form of human communication in which two or more parties with different goals and objectives try to compare different interests on the basis of a well thought out conversation scheme and reach an agreement in resolving the question posed.

Competition - a specific form of social relations and based on the desire of people to success, achievements and self-affirmation.

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Communication is a specific form of interaction of people on the basis of continuous exchange of information obtained in the course of carrying out any actions carried out by them.

Conflict is a form of confrontation between opposing sides, which has its own plot, composition, orientation, which, in the course of action, are transformed into culmination and denouement and end with a positive or negative solution to the problem posed.

Types of conflicts:

- personal conflict between the external environment and internal morali-

ty;

-interpersonal conflicts;

-conflicts about the distribution of roles at work;

-business conflicts due to a collision of interests;

-family conflicts on various issues, etc.

Psychological management methods play an important role in the work with the staff, are aimed at a specific person and, as a rule, are individual. The main feature of these methods is that they are aimed at the inner world of a person, his personality, intellect, feelings, images, behavior.

The principle of universal talent is promoted by the principle of universal talent (there are no people incapable, there are people who are not engaged in their own business), the principle of development (the abilities develop as a result of changing personal conditions of life and intellectualpsychological training), the principle of inexhaustibility (no assessment of a person with his life can not be considered final).

The most important results of the application of psychological methods include the minimization of psychological conflicts (scandals, resentments, stresses, etc.), managing the formation of a career based on the psychological characteristics of each employee, ensuring a healthy climate, forming an organizational culture based on the norms of behavior and the image of the ideal employee .

Psychological planning is a new direction in working with staff to form an effective psychological state of the team. It includes: setting development goals and developing criteria for the effectiveness of production activities, justifying psychological standards, creating methods for planning the socio-

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psychological climate and achieving the final results. The results of psychological planning are:

the formation of units (groups), taking into account the psychological compatibility of employees;

•creating a comfortable social and psychological climate in the team;

•formation of personal motivation of employees based on the organization's philosophy;

•minimization of interpersonal conflicts;

•development of models for professional promotion of employees on the basis of psychological orientation;

•the growth of intellectual abilities and the level of personnel qualifica-

tion;

•formation of organizational culture on the basis of norms of behavior and images of "effective" employees.

The comprehensive application of the manager of all the above methods of personnel management allows you to concentrate the internal potential of the employee in solving specific production tasks, and makes the work of the team.

1.2. Concept and essence of personnel technologies

Modern conditions impose requirements on the activity of organizations on the creation of a special personnel policy that ensures the effectiveness of the personnel management system, since personnel management is recognized today as one of the most important and complex spheres of the organization's life, capable of increasing its efficiency manyfold. In the management of personnel, an important place is occupied by technologies, the use of which allows solving the tasks of staffing the organization's strategy.

One of the key elements of working with staff for any organization is staffing. The quality of the selected personnel depends on the effectiveness of the organization as a whole, as well as the use of all other resources. Errors in the selection of personnel can be costly to the organization, and the selection of good personnel is a successful investment of money.

For any organization, the selection and training of workers who are not suitable for carrying out the work entrusted to them will be a luxury. For

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small and medium-sized organizations, especially in a rapidly changing and unstable environment, this luxury is simply not permissible. Thus, the improvement of personnel technologies in personnel management, which ensure continuous improvement of working methods with personnel using the achievements of domestic and foreign science and the best production experience, is a very urgent task.

Personnel technologies, technologies of human resources management are procedures and actions connected with recruitment, certification, motivation, arrangement and organization of work of the personnel of the organization. The main elements of personnel technology are presented in Figure 1.

HUMAN RESOURCES

TECHNOLOGIES

Figure 1. Basic elements of staffing technology

In order for the organization to successfully cope with the tasks that face it, people with certain abilities, profession, and professional experience are needed. This means that such people should first be found in the labor market, evaluated their professional, business and personal qualities, selected, introduced into the organization and ensured that their capabilities are included in achieving the organization's goals, which would be most useful, both for the organization, and for the person. The quality of these actions in the prac-

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Figure 2. Structure of human resources

The first group should include human resources, providing comprehensive, reliable personal information about a person. In management practice, various methods of obtaining information about a person can be used. However, among this diversity, it is possible to single out the main forms of personnel assessment, which, as a rule, are legitimate, have a legal basis, and the established procedure for carrying out and applying the results obtained.

In the practice of working with staff on the state. service such are attestation and qualification exam. The need for constant monitoring of qualitative and quantitative changes in personal information about a person and on their basis the formation of generalized information on any indicators of the composition of personnel is provided by monitoring (periodic observation and assessment) of the state of the characteristics of personnel.

At the same time, in the practice of personnel management, an arsenal of methods for obtaining personal information is used, beginning with individual interviews and ending with monitoring the actions and actions of a person in the organization.

The second group of personnel technologies are those that provide the required for the organization, both current and prospective, quantitative and qualitative characteristics of the composition of personnel. This technology selection, reserve formation, personnel planning, professional development. The totality of these personnel technologies is organically included in the structure of the cadre culture of the head and specialists of the HR department (HR services).

The third group includes personnel technologies that allow to get high results of each specialist's activity and synergistic effect from coordinated actions of all personnel. This means that the management actions undertaken on the basis of these personnel technologies will be characterized by the timeliness of making personnel decisions, the rational use of the capabilities of personnel, the optimal structure of the forces involved in solving the tasks facing the organization. These include technologies such as recruitment, rotation, personnel management, and a number of others.

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Each of these groups of personnel technology, despite some similarities, retains essential differences. So, in the basis of personnel technologies, which allow to obtain personal information, lies the technology of evaluation. Obtaining the given quantitative and qualitative characteristics is basically ensured by the selection of personnel.

The demand for professional capabilities of personnel is achieved by a complex of personnel activities, united by the general name "career management".

Personnel technologies are interrelated and mutually complementary, and in real administrative practice, for the most part, one does not realize one without the other. They can be considered as basic personnel technologies.

General management technologies provide a holistic impact on human behavior, the creation of a favorable management environment, organization, discipline, trust, orderliness of organizational relations, changing the attitude of staff to work in accordance with the purpose of management. They provide, above all, the formation of the social capital of the organization.

At the same time, the person in the organization performs a social role, conditioned by the availability of professional skills necessary for the organization. This is a kind of professional capital of the organization, its professional wealth. Management of this capital in the organization requires more subtle and specific means of influence.

Personnel technology performs specific management functions:

-First, they differentially affect the system of social relations of the organization in order to meet its needs in the quantitative and qualitative characteristics of personnel;

-Secondly, they provide a more subtle and more rational inclusion of professional capabilities of a person in the system of social, primarily prescribed, roles and professional roles of the organization;

-Thirdly, on their basis, the mechanism of reproduction and demand for professional human experience is formed within the organization. Managing personnel processes occurs by consciously influencing them with the help of some factor that determines the course of these processes. A consciously used factor is a management tool.

A set of factors that provide the desired impact on the course of the process, we denote the concept of "management practices of personnel process-

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es." The set of methods that ensure the deployment of personnel processes in general, determines the technology management personnel processes.

The types of personnel technology include:

-technologies for solving strategic personnel tasks;

-technologies of personnel modeling and forecasting;

-innovative (science-intensive) technologies;

-universal technologies.

The use of human resources technologies in any organization should be carried out on a regulatory legal basis, which gives them legitimacy.

Firstly, this means that the actions of managers and specialists of personnel management services in the application and use of the results of personnel technology are strictly regulated.

Secondly, the content of human resources technologies should be accessible and understandable to those in relation to whom they are applied.

Thirdly, human resources technologies should not violate human rights, infringe on personal dignity, lead to the receipt and disclosure of information that is not relevant to the performance of its duties, including health.

Fourthly, the right to apply human resources technologies should be available to those to whom it is charged, and who has sufficient qualifications for this.

Normative consolidation of the order of using the results of human resources technologies for the practice of human resource management in an organization is of great importance. It organizes the use of these results; Increases the level of personnel's trust in personnel technology; reduces the possibility of subjectivity in their application; is a motivating factor for professional development and career growth of personnel.

The need for human resources technologies is sometimes understood as the need for workers who are needed for the future purposeful performance of the tasks of a specific organization, in quantitative, qualitative and spatial terms.

In the practice of personnel management and personnel policy, selection is one of the central areas. This is a complex personnel technology with its structure and functions. The work of any organization is inevitably connected with the need for staffing. The selection of new employees not only ensures the normal functioning of the organization, but also lays the foundation for

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