Основы управления персоналом (на английском языке). Учебное пособие
.pdfCurrently, in many US manufacturing industries, there is a tendency to change traditional HRM methods by using the management experience of Japanese firms.
2.2 Japanese experience in human resources management
«Internalization of the labor market» is the main strategy of the Japanese management model, which means "fencing" personnel within the enterprise. In large corporations, for work in the company, staff are selected and brought up primarily within the corporation. The internal HRM rules contribute to the creation of a unique labor market within the organization itself. Thus, corporations seek independence from other companies and hamper the access of labor from the foreign markets of the Czech Republic.
The main reason for the success of the Japanese economy lies in the methods of management. Mainly two groups of methods are used: "kanban" ("just in time") and "integrated quality management" ("zero defects"), in accordance with which the work with personnel is built, his upbringing, selection and formation of a reserve are conducted.
Unlike the methods used by American firms (effective wage systems, analysis of work organization and workplaces, employee certification), Japanese corporations are more likely to use the dedication of company employees. This is achieved by identifying the interests of employees with the interests of corporations, creates a healthy moral environment in the teams and allows to increase the effectiveness of their work. In addition, considerable attention is paid to the system of lifelong hiring of workers and employees, the system of accounting for seniority and related wages, active communication and encouragement of particles and direct ties, promotion and rotation of personnel, emphasis on training of workers. The key idea of the system is respect for people.
Japanese companies are not just profit-oriented organizations. Since lifelong hiring is widespread in Japan, organizations in their relations with employees go far beyond the standard labor relations. It is in this connection that each Japanese firm has its own corporate philosophy, focusing on such concepts as sincerity, harmony, cooperation, contribution to improving the life of society. The following features of personnel management can be distinguished.
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Japanese companies carefully select and complete their staff, and managers spend a lot of time on an informal assessment of the work of a subordinate. Usually an employee in a Japanese company gets a new appointment in two to three years and knows that the quality of his performance of his duties will determine the nature of his next appointment.
In the Japanese company, it is usually believed that specialization, division of labor and emphasis on individual initiative can damage the effectiveness of the company as a whole. Therefore, the most often encouraged group work and cooperation with an emphasis on the interests of the whole corporation.
The recruitment of employees is focused on satisfying the general interests of the company, and not on the performance of specific work in a particular place. New employees are recruited by the company, and not a separate manager. At best, the company invites new employees, denoting a wide range of employment: production, sales, clerical work, etc. Even when the work becomes unnecessary, the employed are not fired. The company provides them with retraining and transfers to other places. Graduates of schools that do not have any work experience are recruited each year, and the company gradually brings them to the appropriate level of qualification and mastering the culture of the corporation.
The chief does not distinguish himself from the mass of subordinates, his task is not to manage the work that others perform, but to promote interaction among employees, provide them with the necessary support and assistance, and form harmonious relations.
In Japanese firms there are no detailed job descriptions, and provisions on structural divisions are of a general nature.
Japanese organizations mainly focus their employees on self-control and self-organization. The source of control is efficiency in the framework of technological and business processes. Within the company there is an exchange of information, frequent contacts and decision-making on the basis of the principle of consensus.
One can single out the following policy regarding HR in Japanese companies:
•Lifetime employment;
•remuneration of labor in accordance with the length of service;
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•company unions;
•In-house labor market;
•in-house production training;
•Rotation of the collective contracting system and collective decisionmaking;
•intra-company social security;
•system of joint consultations of workers and entrepreneurs;
•circles of quality control.
For the organization of labor, there is an orientation toward Japan's basic cultural norms: respect for the status of leadership, collectivism, rationalization, impersonality and justice, which are expressed in the bureaucracy of Japanese organizations.
The following features of the Japanese labor organization can be distinguished:
•flexibility in the distribution of work and rotation of employees;
•mobility and long-term training of personnel;
•use of mechanisms that interest workers in the results of their work;
•flexible organization of the incentive system;
•Strict discipline in the workplace;
•orientation to staff development.
Personnel planning in Japan is not common. Instead, the following rules are implemented:
•Once employed, one should not leave, except in exceptional cases;
•After reaching the age limit, the employee must retire or be transferred to temporary work.
An important indicator in the planning of the number of employees is the balanced age structure of the staff. This is caused by the following considerations:
•every year a certain number of workers who have reached the age limit and who receive the highest salary, should resign. This significantly reduces the cost of wages, as they are replaced by graduates of educational institutions receiving the least amount in the company;
•maintaining a certain age structure facilitates promotion.
The pay system in Japanese companies is based on the following princi-
ples:
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•The amount of remuneration is determined by social factors, not economic factors;
•Individual income is set taking into account how many other employees of the company receive;
•The system is consistent with the principle of long-term employment. In Japanese companies, wages are set in accordance with the principles
of equity, i.e. a unified order of payment is applied at all hierarchical levels. The functions of wage management in Japanese companies are centralized and transferred to the department of personnel management. Heads of departments do not know how much their subordinates receive.
The employee's income includes: monthly remuneration; seasonal surcharges (bonuses); severance pay.
The number and size of the monthly surcharges are not the same. The variable portion of the wages includes mainly the overtime pay.
Overtime. In Japanese companies, overtime is considered positively. First, its application is more economical than a set of additional labor to meet fluctuating demand. Secondly, it brings additional income to employees. Overtime is not considered here as a manifestation of the incompetence of production managers or the incorrect planning of the use of labor.
With the consent of representatives of workers (or trade unions), overtime can be assigned at any time and for any period. As a result, in many companies, about 10-15% of the monthly salary of ordinary workers is overtime. However, at the present young workers tend to avoid overtime, as for them, free time is often more important than addition earnings.
Thus, the experience of modern Japanese enterprises shows that the practice adopted in Japan does not welcome sharp differences in the speed of promotion at a young age.
Differences begin with the level of the head of the department. The advantage of this system is that it allows even the one who made the mistake to count on successful promotion. We have considered the traditional approach to HRM, but time does not stand still and in recent years, you can observe some changes.
2.3 European model of human resources management
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Europe's position in the world is unique due to the fact that the absolute majority of countries in this region are inter-stately bound by certain obligations related to the legislative regulation of a number of issues related to the relationship between workers and employers. The European Union (EU), especially with regard to acts related to the Social Action Program, is increasingly reinforcing its influence on HR in European countries.
State intervention is not limited to legislative issues. In Europe, the external labor market for organizations also includes highly skilled workers whose professional retraining is paid by the state - public expenditure on training programs for the workforce in Europe is substantially higher than in the United States.
Personnel management services occupy one of the leading positions in the governing body of state organizations and private firms in Europe. An important role in modern European companies is the orientation towards high social standards when working with personnel.
Participation of a country in the European Union seriously affects the traditional practice of personnel management, in particular, it became possible to directly recruit personnel among citizens of other countries, there were new requirements for training staff, the practice of layoffs for staff was changed, in making managerial decisions.
In the general structure of the service, there is a special emphasis on the unit, which assures the acquisition of leading cadres. It has direct subordination to one of the state secretaries in ministries and departments or to the president of a private firm.
In large firms in Germany, work on general management of personnel is carried out by special services, the number of which depends on the number of employees: 130-150 employees - one employee. Recently there has been a trend towards an increase in the number of personnel management services at the enterprises
When selecting specialists for managerial positions, German organizations are guided by the rule to choose them from their ranks. But sometimes, in order to exclude familyity, managers are selected from outside. One of the main factors in the selection of managers is the ability to work with people and understand them
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In Germany, much attention is paid to planning for human resources, which involves the consideration of quantitative and qualitative situational factors.
Staff costs are divided into basic and additional.
•Compensation is the main expense.
•Additional investments in personnel include a whole range of expenses covering the entire social sphere (housing, benefits, medical care, etc.) and personnel management issues (selection of personnel, evaluation, training, etc.).
Training and development of personnel plays an exceptional role in European organizations. Moreover, the goals of education are not only to increase the level of competencies and qualifications, but also to increase the level of loyalty and involvement of personnel. Companies interact with universities and various specialized firms in the development of individual training programs for a particular contracting firm.
A significant role in the methodology of personnel training is played by the competence approach and the curricula developed at the Bachelor and Masters level.
Evaluation in different companies is conducted for a number of different indicators. Attestation is carried out, as a rule, once a year. An important role in the assessment of staff is the self-assessment of the employee. In most cases, the manager and the employee come to a common agreement in the assessments. In case of disagreement with the received evaluation, the employee refers to a superior manager. There is an additional opportunity to contact the production council.
The results of the evaluation were not disclosed. One of the main features of staff motivation in Western European countries is the spread of partnership between entrepreneurs and workers. This is manifested in the active participation of staff in property, profits and decision-making, which is determined by the nature of the property. In Western Europe, for example, production cooperatives are more widely developed, which can be viewed as self-governing structures, as well as state enterprises, where workers participate in the operational management of production.
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An example of the formation of partnerships in the UK is the functioning of consultative committees of workers and advisory associations in the development of social plans.
The key factor determining the interest and activity of European employees is the high level of social protection, benefits and compensation. The main directions of motivation and protection of the rights of employees are fixed by legislation in relevant acts and regulations (on minimum wages, vacation days, compensation of road and transport expenses, social insurance, working conditions, etc.).
The management of firms, institutions and organizations has the right to deviate from them only in the direction of increasing benefits and compensation. In Dutch companies, provisions that promote labor motivation are developed by the council of department chairmen (where they exist) and trade unions. The Human Resources Department has the right to make suggestions on how to improve the staff motivation system. In proving the effectiveness of the measures it recommends, proposals are adopted and implemented in practice.
The characteristics of the European management model are significantly different from other similar models developed in the US and Japan by a more rigid approach to personnel management. In some European countries, such as the UK, the Netherlands, Norway and Sweden, management principles have developed in which not only the higher, but also the middle level of employees can participate in the management of the enterprise. The issue of people's behavior in the team played a significant role in the development of management in Europe. That is, a person of social interest to European managers is much more than an individual person. The monetary compensation, according to the founders of management in Europe, is not the only factor that motivates a person to work. Efforts in many cases are determined by the psychological motivations of the person, on which his behavior depends. Competent goal setting and the availability of sufficient information lead to the adoption of sound and weighted professional decisions.
The development of management in Western Europe is in the postwar period. After all, it was then that the most important and important management decisions were made related to the restoration of the economy, industry, agriculture, etc. The British management is at the heart of the European man-
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agement model, although the role of other countries of Western Europe in this matter can not be detracted. Thus, for example, in Germany, the notion of an administrative official as an "ideal type" or "bureaucrat" was first introduced. That is, the development of management in Europe - the merit of several states. The best principles of human management, developed in each country, are the basis of the modern European management model. Such names as Max Weber, Andre and Edward Michelin, Richard Falk, Myrdal took their rightful place in the history of the science of human management.
Thus, in order to effectively manage, it is necessary to know the mechanism of functioning of the process under study, the entire system of factors that cause its change, and also the means of influencing these factors. Therefore, we can talk about a certain mechanism of the functioning of the personnel management system and about the use of various instruments of influence on the employee, i.e. about a certain technology for working with personnel.
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Chapter 3. TECHNOLOGY OF PERSONNEL SELECTION
3.1. The essence and stages of technology recruitment
Today the term "technology" is increasingly applied to the process of personnel management, since in modern conditions it must have a clear regulation, be characterized by a system of rules that determine the methods and methods for solving key management issues.
Until recently, the management of personnel was mainly based on intuition and experience, through trial and error, which eventually turn into losses for the organization being run. However, in a market economy and in a highly competitive environment, there is a constant need to increase the impact of people working in the organization.
Technology recruitment - a set of methods and processes that are used in the selection of personnel to provide the organization with human resources, as well as their scientific description.
Personnel selection is one of the central management functions in any organization, since the effectiveness of its implementation depends on the degree of success of the use of all types of enterprise resources, its economic performance and competitiveness. The special importance of the work on recruitment determines the variety of methods, tools and techniques for implementing the personnel policy and the selection of personnel for each particular organization.
To form an effective system of recruiting staff, it is necessary to determine its place in the organization's human resources management system. Personnel selection should take into account other functions of personnel management. In this connection, it is necessary to consider the selection of
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personnel as a set of certain successive stages that provide an opportunity to provide the organization with personnel, i.e. as a technology. It should be noted that the only correct or ideal selection technology does not exist and can not be in principle, since its features largely depend on the sphere of activity and the specifics of the organization itself, the personnel policy of the enterprise, as well as the number and professional qualities of employed workers and a number of other factors.
The following tasks are aimed at creating a staffing structure:
1.Determine the need for staff based on the management strategy and objectives of the enterprise.
2.Analysis of available vacancies in order to obtain accurate information about the requirements for the employees being offered by the vacant position.
3.Setting the qualification requirements, which are necessary for the successful performance of work.
4.Determination of the necessary level of personal and business qualities, abilities to use as selection criteria for specific positions.
At the same time, most researchers pay special attention to the need for high qualification of personnel in the human resources department, as they must plan staff requirements, search for candidates for a vacant position and select applicants. Let's consider the stages of staff selection.
At the first stage, the quantitative need for staff is determined, which should correspond to the enterprise development strategy. At the same time, from the point of view of the time factor, both current and long-term needs are taken into account. In addition, the gross demand (the total number of employees necessary to support the activity of the enterprise) and the net demand are also taken into account, which is expressed in the inconsistency of the availability of staff of the gross demand in it.
The net need for staff in the first place, manifests itself as a need to fill the vacant posts or as arose need to fill the first-time jobs created. Thus, it is important to assess the quantitative and qualitative characteristics of the necessary personnel. In doing so, it is necessary to distinguish between different types of staffing needs. Thus, the quantitative need for personnel represents a need for a certain number of workers in various specialties. The qualitative
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