Personnel management methods- this is a set of techniques and ways of influencing a controlled object in order to achieve the goals set by the organization.

These are ways of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization.

Personnel management methods can be classified according to to the attribute of belonging to the general control function:

organizations,

planning,

Rationing,

motivation,

Stimulation,

analysis,

Control

regulation,

coordination.

A more detailed classification of personnel management methods allows you to build them in the technological chain the entire cycle of work with personnel:

Selection and admission of personnel,

socialization,

Career guidance and labor adaptation,

motivation,

Organizations of the training system,

Managing conflicts and stress,

Personnel security management,

labor organizations,

business career management,

Release of staff.

Management methods are classified depending on their content, orientation and organizational form, which reflects, in fact, the administrative, economic and social impact on the managed system.

Organizational and administrative methods - are based on power, discipline and punishment and are known in history as "whip methods". These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of government, as well as acts and orders of higher authorities.

Administrative methods of management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence.

Organizational and administrative methods have a direct impact on the managed object through orders, orders, operational instructions given in writing or orally, control over their implementation, a system of administrative means of maintaining labor discipline, etc. They are designed to ensure organizational clarity and labor discipline. These methods are regulated by legal acts of labor and economic legislation, the main objectives of which are: legal regulation of labor relations, strengthening the rule of law, protecting the rights and legitimate interests of the enterprise and its employees in accordance with the Labor Code of the Russian Federation and other legislative acts.

Economic Methods - are based on the correct use of economic laws and are known as "carrot methods" by the methods of influence. These are elements of the economic mechanism by which the progressive development of the organization is ensured.

Only under conditions of justified independence is it possible to make a real transition to economic management methods: the collective manages material assets, income (profit), wages and realizes its economic interests. Economic methods contribute to the identification of new opportunities, reserves. We are talking about changing the system of material incentives, taking into account the economic interests of all participants in the production process.

Economic management methods involve the development of general planning and economic indicators and the means to achieve them. This is a kind of economic mechanism in economic relations.

Socio-psychological methods of management - are based on ways of motivating and morally influencing people and are known as "persuasion" methods. The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management.

According to the scale and methods of influence, these methods can be divided into two main groups:

• sociological - methods that are aimed at groups of people and their interaction in the process of work;
• psychological - methods that directly affect the personality of a particular person.

Specific - specific to the organization/department/employee;

Measurable - measurable (define metrics for calculating performance);

Achievable - achievable, realistic;

Result-oriented - results-oriented, not effort-oriented;

Time-based - set time requirements for goals.

There shouldn't be many goals at each level. The number of 3-5 main goals is considered optimal. At the end of the period, a calculation is made of how the goals have been achieved. And the bonus part of each employee depends on it.

Management by objectives makes high demands on the personnel of the organization and, above all, on its management. One of the main features of the MVO is the hierarchy of goals within the organization. The better the employee understands the goals set for him and the more accurately the latter correspond to his internal aspirations, the more likely they will be achieved.

Figure 3.11 - Scheme for optimizing employee goals

A phased approach to the implementation of the management by objectives method allows Russian enterprises and organizations to gradually improve the management system.

AT results-based management a deep understanding by the manager of the meaning of his work is essential. The development of the employee is also important. This happens when the staff realizes their ability to achieve the agreed results.

Initiative employee- one of the most valuable resources of the labor team. In the future, extraordinary intellectual, intuitive and physical qualities will be required from each of its members to achieve results to an even greater extent.

Effective Thinking means that the leader and the subordinate jointly determine the goals, then the latter mainly choose the ways by which they can be achieved. Thus, the functions of production management are delegated to the lowest levels as much as possible. Top management, having unloaded itself from the managerial routine, helps the staff achieve high-quality results in accordance with constantly updated goals through the development of an optimal strategy for the operation and development of the enterprise.

Balanced Scorecard- a new tool that aims the company at a strategy of long-term success, translating the company's vision and strategy into a set of interrelated balanced indicators that evaluate critical factors not only of the current, but also the future development of the organization. Information technology is able not only to build and track business processes in all areas of the company; they also suggest the relationship of staff remuneration, with the performance of the company.

The emphasis is on staff performance, satisfaction and retention.

The current practice in Western companies « participation » , provides for three different levels of involvement of personnel in the life and concerns of the company.

Figure 3.12 - Levels of staff involvement in the life and concerns of the firm

Participation of personnel in management- involvement of employees in the processes of development and decision-making, certification of professional qualities, work on the distribution of social benefits, etc. According to the research of Western experts, even the simplest forms of involving employees in the processes of discussion and decision-making in the company lead to an increase in job satisfaction, increase a critical attitude towards conflicts.

Participation of employees in the company's income. This option does not necessarily involve involvement in decision-making, but, nevertheless, interests everyone in achieving the final results. In the implementation of this principle, various options are also possible.

The simplest and most widely known of them - is a percentage of sales which is usually offered to employees of commercial divisions. This is quite a motivating tool, and, as a rule, the result after the implementation of the relevant rules is not long in coming. However, quite quickly, many managers who have tried such systems in action abandon them.

Employee participation in ownership becomes real through the process of corporatization. The meeting of shareholders will be legally invalidated if at least one of the thousands of shareholders is not sent a personal invitation. Although his participation in the meeting is not mandatory, and it does not make much sense, since only a few have any serious block of shares. Each shareholder will be informed about the progress of affairs, but his opinion on what needs to be done next is hardly of little interest to those who actually make decisions.

One of the applications of this method is the so-called partnership participation. Any person who comes to the firm knows that he has the opportunity to become its partner.

A tool to achieve the effect of participation - "commands" In the organisation. In fact, they are a kind of involvement of personnel in the management of the company. But at the same time, good “teams” use in their activities the whole range of modern technologies for the effective organization of work, from methods of group discussion, development and decision-making to such modern management systems as "project management", "management by results", "quality management system" and the like.

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Introduction

• 1. Activities of the organization: concept and goals
• 1.1 Personnel management of the organization. System of management methods
• 1.2 Administrative methods
• 1.3 Economic methods
• 1.4 Socio-psychological methods
• 1.5 Transformation of the organization's personnel management system: essence and methods
• 2. Ways to improve the efficiency of personnel management
• 2.1 Personnel assessment system in the organization
• 2.2 Personnel certification
• Conclusion
• Bibliographic list
• ATkeeping
• Effective personnel management around the world is today recognized as the most important factor in the competitiveness of enterprises and their achievement of economic success. For decades, the domestic economy has been dominated by a technocratic approach to managing at the enterprise level, when production plans, budgets, structures, and administrative orders were put at the forefront. Personnel policy as such was largely the prerogative of state bodies and orthodox ideological mechanisms, and many of its components were outside the direct influence of enterprise managers. Monopoly in the sphere of labor as a whole led to a narrowing of labor motivation and to the alienation of workers, to a drop in interest in work and low labor productivity.
• The relevance of the chosen topic “Methods of effective management in an organization” is determined by a large number of various organizations in the country, not the last role of Russia in the international economic market, and the situation as a whole - fierce competition between enterprises and in the labor market - dictates the need for a strict selection of qualified personnel for separate taken enterprise. At the same time, the enterprise must take into account the social side of the functioning of the team.
• The object of research is effective personnel management in an organization.

The purpose of the work is to study the theory of methods for effective personnel management in an organization.

It should be noted that personnel management has grown into a separate science and has accumulated enough advanced experience that is useful for use in domestic enterprises in the economies of Western countries.

1. Activities of the organization: concept and goals

Organizations surround a person throughout his life. In them (kindergartens, educational institutions, enterprises, institutions), the majority of the population spends the lion's share of their time. Organizations produce products and services, consuming which humanity lives and develops; determine living conditions and control their observance; give the opportunity to express and implement their own views and interests. If we consider the organization as an abstract concept, then it is an association of people working together to achieve certain goals.

An organization can be created to perform a more or less clearly defined function and act as a social institution with a known status and as an autonomous entity. An organization can act as a process of purposeful influence on an object, in which case the concept of organization coincides with the concept of management. Organization can mean the ordering of an object in terms of structure, structure, type of connections.

The organization is created as a tool for solving social problems and a means to achieve the goal. It develops as a human community, a specific social environment. From these positions, the organization is a combination of social groups, statuses, norms, as well as leadership relations, cohesion-conflict relations.

From the point of view of existing theories, organizations are bureaucratic and dialectical (cooperative). Murashko N.I. Organization personnel management. K.: Kompas, 1997 The dominant organizational structure is the bureaucratic organization. It differs from others in that the individual is given the right to exercise authority. In the process of its evolution, the bureaucratic organization has gone from the state when it formed the individual, to the inverse relationship, that is, the state when the individual takes part in the formation of the organization.

1.1 Organization personnel management. me systemcontrol methods

The core of any organization is the people who work in it and need to be managed. The personnel management system is very versatile and multifaceted. It includes all aspects of the interaction of employees with the organization.

Personnel management (from the English word Human Resource Management or HRM) is a field of knowledge and practice aimed at providing an organization with high-quality personnel capable of performing the labor functions assigned to it and its optimal use. Optimal use of personnel from the point of view of personnel management is achieved by identifying the positive and negative motives of individuals and groups in the organization and the appropriate stimulation of positive motives and the repayment of negative motives, as well as the analysis of such influences. Personnel management is an integral part of management systems (management). Other names may appear in various sources: human resources management, human capital management, personnel management, personnel management.

Personnel management is a complex concept, covering a wide range of issues: from the development of the concept of personnel management and employee motivation to organizational and practical approaches to the formation of a mechanism for its implementation in a particular organization.

Personnel management of the organization is a purposeful activity of the management of the organization, managers and specialists of the departments of the personnel management system. It includes the development of the concept and strategy of personnel policy, principles and methods of personnel management.

The creation of a system and coordination of the work of the components of the organization is the division (department) of personnel management in a modern organization. It has its own job hierarchy, which is part of the corporate hierarchy. Such a department is a functional unit, and its employees are not directly involved in the main activities of the organization. At the same time, the degree of efficiency of their work largely depends on the degree of interaction with line divisions. In practice, line services are directly responsible for achieving the goals of the organization and therefore are empowered to make decisions regarding the distribution and efficient use of available labor resources. Functional divisions are called upon to help line managers improve the efficiency of their decisions with the help of expert advice. Therefore, the most optimal model of interaction between line departments and the HR department is one in which line managers delegate to this department the right to make decisions on a wide range of personnel management issues. Murashko N.I. Organization personnel management. K.: Compass, 1997

The functions of the HR department of an organization are:

formation of a personnel management system;

planning of personnel work, development of an operational plan for personnel work;

personnel marketing;

determining the human resources potential and the needs of the organization in personnel.

To successfully perform their duties, the employees of the department, along with other qualities, must have the following basic characteristics:

knowledge of the scope of the organization;

professional knowledge and skills in the field of personnel management;

ability to learn and develop;

the ability to be a leader.

The personnel management technology covers a wide range of functions from recruitment to dismissal of personnel: recruitment, selection and admission of personnel; business assessment of personnel upon admission and certification; vocational guidance and labor adaptation; motivation of labor activity of personnel and its use; organization of work and compliance with the ethics of business relations; conflict management and personnel security; training, advanced training and retraining of personnel; management of personnel behavior in the organization; management of social development of personnel; release of staff. Personnel Management: Encyclopedic Dictionary. Ed. AND I. Kibanova. M.: Infra-M, 1998.

Personnel management provides information, technical, regulatory, methodological, legal and office support for the personnel management system. The heads and employees of the departments of the personnel management system solve the issues of assessing the effectiveness of the work of managers and management specialists, assessing the activities of the departments of the organization's management system, assessing the economic and social efficiency of improving personnel management.

Employees of the personnel management department should know and understand the specifics of the organization's production activities, see the prospects for its development, including in the long term, have a clear idea of ​​the organization's connections, its consumers, and also be able to develop effective personnel management systems in the organization.

The effectiveness of the organization's personnel management system is a system of indicators that reflect the ratio of costs and results, in relation to the interests of its participants. It is expressed in achieving the maximum effect at the minimum cost of labor resources and is measured as the ratio of the result to the cost of living labor in all areas of the organization. Personnel Management: Encyclopedic Dictionary. Ed. AND I. Kibanova. M.: Infra-M, 1998.

The implementation of the functions and principles of management is carried out by applying various methods.

Management methods are a set of techniques and ways of influencing a managed object in order to achieve the goals set by the organization.

The word "method" is of Greek origin (translated means a way to achieve a goal). Through management methods, the main content of management activities is realized.

In management practice, as a rule, various methods and their combinations are used simultaneously. One way or another, but all management methods organically complement each other and are in constant dynamic balance.

The focus of management methods is always the same - they are aimed at people engaged in various types of labor activity - at the personnel of organizations (enterprises, companies, firms).

Personnel management includes a whole system. The system of work with personnel is a set of interrelated actions to ensure management in labor of a certain quality and quantity. Such a system involves not only the formal organization of work with personnel (selection, placement, control, etc.), but also a combination of socio-psychological, informal factors.

Personnel management at an enterprise is a type of activity that allows you to implement, generalize a wide range of issues of adapting an individual to external conditions, taking into account the personal factor in building an enterprise personnel management system. In summary, there are three factors that affect the personnel of the enterprise.

The first is the hierarchical structure of the enterprise, where the main means of influence are relations of power and subordination, pressure on a person from above, with the help of coercion, control over the distribution of material wealth.

The second is culture, that is, joint values, social norms, and behavioral patterns developed by society, an enterprise, a group of people that regulate the actions of an individual, make an individual behave in this way and not otherwise without visible coercion.

The third - the market - a network of equal relations based on the sale and purchase of products and services, property relations, the balance of interests of the seller and the buyer.

These factors of influence are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority, such is the appearance of the economic situation at the enterprise.

In the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the enterprise is employees, and outside - consumers of products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to the initiator, and not to the thoughtless performer. Go to social norms based on common economic sense, not forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market. Economics of the Firm: Textbook / Under the editorship of prof. V.Ya. Shvandar. - M., 2003.

New personnel management services are created, as a rule, on the basis of traditional services: the personnel department, the department of labor organization and wages, the department of labor protection and safety, etc. The tasks of the new services are to implement the personnel policy and coordinate human resources management activities at the enterprise . In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating labor activity, managing professional advancement, preventing conflicts, studying the labor market, etc.

So, management methods are ways of implementing managerial influences on personnel in order to achieve the goals of production management.

In the system of personnel management methods, there are:

administrative methods;

economic methods;

Socio-psychological methods.

Let's take a closer look at each method separately.

1.2 Administrative methods

staff motivation worker office

Administrative methods are a way of implementing managerial influences on personnel and are based on power, discipline and penalties.

Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, a person’s desire to work in a particular organization, etc. These methods of influence are distinguished by the direct nature of the impact: any regulatory or administrative act is subject to mandatory execution.

Administrative methods are characterized by their compliance with legal norms in force at a certain level of government, as well as acts and orders of higher authorities.

There are five main ways of administrative influence: organizational influences, administrative influences, liability and penalties, disciplinary liability and penalties, administrative responsibility.

Organizational impacts are based on the preparation and approval of internal regulations governing the activities of the personnel of a particular enterprise. These include the charter of an enterprise or organization, a collective agreement between the administration and the workforce, the Internal Labor Regulations, the organizational structure of management, the staffing of the enterprise, regulations on structural divisions, job descriptions of employees and the organization of jobs. These documents (except for the charter) can be drawn up in the form of enterprise standards and must be put into effect by order of the head of the enterprise. These documents are mandatory for all employees, and non-compliance with them entails the application of disciplinary sanctions.

Regulatory influences are aimed at achieving the goals of management, compliance with internal regulations or maintaining the enterprise management system in the given parameters through direct administrative regulation. The well-known methods of administrative influence include orders, instructions, instructions, instructions, target planning, labor rationing, coordination of work and control of execution.

The most categorical form of administrative influence is an order. He obliges subordinates to accurately fulfill the decision made within the established time frame, and its failure to comply entails the appropriate sanction (punishment). An order usually consists of five parts: a statement of the situation or event, measures to eliminate deficiencies or ensure administrative regulation, allocated resources for the implementation of the decision, deadlines for the execution of the decision, control of execution.

The order acts as the second main type of administrative influence. It is mandatory for execution within a specific management function and structural unit. The order may contain all the parts of the order listed above and, like the order, is mandatory for execution by the subordinates listed in it. The difference between the order and the order is that it does not cover all the functions of the enterprise and is usually signed by the deputy head of the enterprise.

Instructions and instructions are a local type of organizational impact and are most often aimed at the operational regulation of the management process in a short time and for a limited number of employees. If instructions or instructions are given orally, then they need to be strictly controlled for execution or should be the basis of high trust in the “head-subordinate” relationship scheme. In addition, when they are implemented, the degree of execution of decisions is higher.

Instruction and coordination of work are methods of management based on the transfer to the subordinate of the rules for performing labor operations. Grinev A.V. Organization and management at the enterprise. - H., 2004.

Instruction is a one-time method of application on the part of the manager, when he tries to reasonably explain the expediency of a work assignment for a subordinate. In case of failure of the subordinate, a second attempt is inappropriate, because. lead to the loss of leadership authority.

Disciplinary liability and penalties are applied in case of violation of labor legislation, when there is a disciplinary offense, which is understood as illegal non-performance or improper performance of labor duties by an employee. Non-fulfillment of labor duties by an employee exists when his personal guilt is proven and he acted intentionally and recklessly. If the employee violated his labor duties due to a reason beyond his control (lack of normal working conditions, insufficient qualifications to perform the assigned work, etc.), then he cannot be held disciplinary liable. To bring an employee to disciplinary responsibility, three conditions must be present: failure to perform or improper performance of labor (service) duties; illegal actions or inaction of the employee; violation of legal norms due to the fault of the employee. Disciplinary sanctions are imposed by the head of the enterprise, as well as other officials who have been delegated the relevant rights in the legally established manner. The right to impose disciplinary sanctions may have the heads of shops, heads of departments and services, heads of independent structural units, heads of sections. Dismissal can be carried out only by the heads of the enterprise, while the heads of structural divisions can apply for the application of these penalties. Enterprise Economics: Textbook for bargaining. universities / B.A. Solovyov, L.A. Alkevich, V.I., Androsov et al.; Ruk. ed. Collective B.A., Solovyov. - M.: Economics, 2000.

Misdemeanors in the field of labor relations may also be subject to penalties that, by their status, are not disciplinary sanctions and which can be applied simultaneously with disciplinary sanctions. Such measures include the deprivation of the offending employee of the bonuses provided for by the Regulation on remuneration. The management of the enterprise has the right to deprive the guilty employee of remuneration based on the results for the year, not to provide him with preferential vouchers to sanatoriums and rest homes, to transfer the queue for receiving living space. In some cases, simultaneous imposition of an administrative and disciplinary sanction is allowed. So, an employee for appearing at work in a state of intoxication can be subjected to disciplinary measures or dismissed.

Liability and penalties. The material liability of employees is expressed in their obligation to compensate for the damage caused by the guilty action or inaction to the enterprise where they work. Material liability is imposed on employees for damage caused to the enterprise with which they have labor relations, as well as for damage incurred in connection with compensation for damage caused by its employees to third parties, if this damage is compensated by the enterprise. In this case, according to the declared claim, the employee may, by way of recourse, be obliged to compensate this damage to the enterprise within the limits provided for by civil law. Most often, the types of damage that must be compensated include the following cases: destruction or damage to property due to the negligence of a worker; loss of documents, equipment; forced downtime at the enterprise due to the fault of the employee, etc. Liability can be full and limited, individual and collective. Enterprise Economics: Textbook / Ed. V.Ya. Gorfinkel, E.M. Kupryanov. - M., 2000.

Administrative liability and penalties are applied in cases of administrative offenses. There are such types of administrative penalties as warnings, fines, administrative arrest, corrective labor, confiscation or seizure of items for compensation.

Administrative methods of management are a powerful lever for achieving the set goals in cases where it is necessary to subordinate the team and direct it to solving specific management problems. The ideal condition for their effectiveness is a high level of management regulation and labor discipline, when managerial influences are implemented by lower levels of management without significant distortion. This is especially true in large multi-level control systems, which include large enterprises. The democratization of management and the development of market relations in the country, the collapse of the centralized administrative system and the deformation of the Moral Code of the builder of communism reduced the role of administrative methods of management in enterprises. A number of conflicting processes in society also hinder the use of administrative methods. These include rising unemployment and part-time employment in enterprises, significant inflation in recent years, the excess of growth in consumer goods prices over wage growth, disruption of the usual way of life in the family.

1.3 Economic management methods

Economic methods are indirect in nature of managerial influence. Such methods provide material incentives for teams and individual workers; they are based on the use of the economic mechanism. Kravchenko L.I. Analysis of the economic activity of the enterprise: Proc. for universities. - 4th ed., revised. and additional - Mn.: Vysh. School, 2002.

In the Soviet period, central planning, economic accounting, wages were considered the subject of regulation by economic methods. there was a narrow interpretation of the role and place of economic methods, which limited the range of decisions made and the levers of regulation at the enterprise level. Economic methods should be based on the commodity-money relations of a market economy, which necessitates a new theoretical substantiation of the role of economic methods.

Planned management of the economy is the main law of the functioning of any enterprise (organization) that has clearly developed goals and a strategy for achieving them. In a market economy, the manifestation of economic methods has a different character than in an administrative economy. So, instead of centralized planning, it is argued that enterprises are a free commodity producer who acts on the market as an equal partner of other enterprises in social cooperation of labor. The economic development plan is the main form of ensuring a balance between the market demand for a product, the necessary resources and the production of products and services. The state order is transformed into a portfolio of orders of the enterprise, taking into account supply and demand, in which the state order no longer has a dominant value.

To achieve the goals set, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the plan for economic development. Thus, the role of economic methods is to link the categories listed above and mobilize the workforce to achieve final results.

Economic accounting is a method of managing the economy, based on comparing the costs of the enterprise for the production of products with the results of economic activity (sales, revenue), full reimbursement of production costs from the income received, ensuring the profitability of production, economical use of resources and material interest of employees in the results of labor . It allows you to combine the interests of the enterprise with the interests of departments and individual employees. Economic accounting is based on independence, when enterprises (organizations) are legal entities and act on the market as free commodity producers of products, works and services. The self-sufficiency of an enterprise is determined by the lack of budget financing and subsidization in covering losses, i.e. it fully pays for its costs at the expense of income and, in the event of a long-term unprofitability, is declared bankrupt. Self-financing is the main principle of expanded reproduction and development of the enterprise at the expense of its own profit.

Remuneration of labor is the main motive for labor activity and a monetary measure of the cost of labor. It provides a link between the results of labor and its process and reflects the quantity and complexity of the work of workers of various qualifications.

Additional wages allow taking into account the complexity and qualifications of work, combining professions, overtime work, social guarantees of the enterprise in case of pregnancy or training of employees, etc. The remuneration determines the individual contribution of employees to the final results of production in specific periods of time. The award directly connects the results of the work of each department and employee with the main economic criterion of the enterprise - profit.

With the help of the above five components of remuneration, the head of the enterprise can regulate the material interest of employees with economically possible production costs under the item “wages”, apply various remuneration systems - piecework or time, form the material and spiritual needs of workers and ensure the growth of their living standards. . If the leader is excessively greedy or extravagantly generous in remuneration, then his prospects are not cloudless, because. in the first case, the workers will “run away”, and in the second they will live to see the enterprise go bankrupt.

So, economic methods act as different ways of influencing managers on staff to achieve their goals. With the positive use of economic methods, the end result is manifested in good product quality and high profits. On the contrary, if economic laws are misused, ignored or neglected, low or negative results can be expected.

1.4 Socio-psychological methods

Socio-psychological methods are methods of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. The object of influence of these methods are groups of people and individuals. According to the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interactions in the production process (the external world of man); psychological methods that directly affect the personality of a particular person (the inner world of a person). Srebnik B.V. Enterprise Economics: Proc. for universities on special "Finance and Credit". - 2nd ed., Revised. and additional - M .: Vyssh. school, 2000.

Such a division is rather conditional, because in modern social production, a person always acts not in an isolated world, but in a group of people with different psychology. However, the effective management of human resources, consisting of a set of highly developed personalities, requires knowledge of both sociological and psychological methods.

Sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team. Let's consider them in more detail.

Social planning ensures the setting of social goals and criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and targets, and the achievement of final social results. For example: an increase in life expectancy, a decrease in the incidence rate, an increase in the level of education and qualifications of workers, a reduction in industrial injuries, an increase in living space per 1 employee, etc. A specific form of social planning is a plan for the social development of the team. At present, the problem of social planning is relevant for many large Western and Japanese companies that successfully use the best practices of the Soviet period.

Sociological research methods constitute a scientific toolkit for working with personnel, they provide the necessary data for the selection, evaluation, placement and training of personnel and allow reasonable personnel decisions to be made.

Personal qualities characterize the external image of an employee, which is quite stable in the team and is an integral part of the sociology of personality. Personal qualities can be divided into business (organizational), which are necessary to perform specific functions and tasks, and moral (moral), reflecting the manifestation of a person's personal morality. In personnel work, it is also necessary to know the advantages and disadvantages of employees, on the basis of which they select a workplace, plan a career and ensure promotion.

Morality is a special form of social consciousness that regulates the actions and behavior of a person in society with the help of moral norms. In the process of the historical development of mankind, moral norms have received ordinary expression in the form of folk wisdom and ideological justification in religious teachings based on the ideals of good and evil, honor and dishonor, wisdom and stupidity, approval or condemnation, etc.

During the period of building a socialist society in the USSR, the "Moral Code of the Builder of Communism" was developed, which reflected both the norms of human behavior in an ideal communist society and Christian norms. However, this code was much higher than the real moral norms of people's behavior, and in the conditions of double morality and socialist leveling, it eventually turned into an object of ridicule. Enterprise Economics: A Textbook for High Schools / A.I. Grebnev, Yu.K. Bazhenov, O.A. Gabrielyan and others, Ruk. ed. count A.I. Grebnev. - M.: Republican unitary enterprise "Publishing house "Economics". 2002.

Partnership is an important component of any social group and consists in establishing various forms of relationships on the basis of which people communicate. In partnership, people act as equal members in the relationship between themselves, in contrast to the formal connection between the leader and the subordinate, where there is a dependence of one person on another. There are such forms of partnership: business, friendly, hobbies, family - between relatives, sexual - intimate relationships between people. In partnership, relationships are built on the basis of mutually acceptable psychological methods of persuasion: imitation, requests, advice, praise. When at work business relations are maintained in the form of friendly partnerships and common hobbies, this always contributes to the creation of a good psychological climate in the team.

Thus, partnership is one of the key components of the corporate culture of the enterprise and sociological methods in working with personnel.

Competition is a specific form of social relations and is characterized by the desire of people for success, superiority, achievements and self-affirmation. The history of the competition goes back centuries. It was a form of survival of the best representatives of the family - strong, intelligent, courageous, healthy, and eventually became the driving force behind the development of society. The results of the competition are new discoveries, inventions, works of art, records in sports, achievements in production.

The idea of ​​competition and leadership was actively supported by the classics of Marxism-Leninism and materialized in the form of socialist competition: the Stakhanov movement, shock work and innovation, communist subbotniks, the movement for communist labor. The further development of the competition was formalized in an attempt to cover all workers in the 70s. and finally buried after the collapse of the CPSU and the economic crisis of the former USSR. Enterprise Economics: Textbook / Ed. V.Ya. Gorfinkel, E.M. Kupryanov. - M., 2000.

Interestingly, Western and, above all, Japanese companies, having carefully studied the experience of socialist competition, successfully applied it to the national mentality of their workers and the corporate interest of the company in the form of quality circles, workers' councils, etc.

Communication is a specific form of interaction between people based on the continuous exchange of information. Interpersonal communication occurs between different people in the forms of leader - subordinate - employee - friend and other more complex forms of communication between several people. Personal communication takes place in simple forms of relationship between a manager and a subordinate, employees among themselves, when there are two subjects of communication. Verbal, or verbal, communication occurs in the process of oral or written exchange of information. Non-verbal communication takes place when other sign forms of communication are used, such as gestures, facial expressions, sounds, posture, etc. Management communication includes three main stages: the issuance of administrative information, the receipt of feedback information, the issuance of evaluation information.

Negotiations are a specific form of human communication when two or more parties with different goals and objectives try to link different interests based on a well-thought-out conversation (dialogue) scheme and, as a rule, avoid direct conflict.

Conflict is a form of confrontation between the opposing sides, which has its own plot, composition, energy, which in the course of action transform into a climax and denouement and end with a positive or negative solution to the problem. There are interpersonal conflicts, personal conflict between the external environment and internal morality, conflicts over the distribution of roles at work, business conflicts due to a clash of interests of various departments, family conflicts over various problems, etc.

Conflict signals are a social crisis, tension in a group, misunderstandings due to actions, deviations from the norms, psychological and ethical incidents at work and at home, discomfort or an intuitive feeling of awkwardness in a company or at work.

So, knowledge of sociological management methods allows the team leader to objectively carry out social planning, regulate the socio-psychological climate, ensure effective communications and maintain a good corporate culture. To do this, it is advisable to systematically (at least once a year) conduct sociological research in a team; it is especially useful to know the opinion of team members about the leader. Grinev A.V. Organization and management at the enterprise. - H., 2004.

Psychological methods play a very important role in working with personnel, since they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise. Kravchenko L.I. Analysis of the economic activity of the enterprise: Proc. for universities. - 4th ed., revised. and additional - Mn.: Vysh. Shk., 2002. Psychological planning is a new direction in the work with personnel on the formation of an effective psychological state of the enterprise team. It proceeds from the need for the concept of the comprehensive development of a person's personality, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. We refer to the most important results of psychological planning: Enterprise Economics: A Textbook for High Schools / A.I. Grebnev, Yu.K. Bazhenov, O.A. Gabrielyan and others, Ruk. ed. count A.I. Grebnev. - M.: Republican unitary enterprise "Publishing house "Economics". 2002.

Formation of divisions ("teams") on the basis of psychological compliance of employees;

Comfortable psychological climate in the team;

Formation of personal motivation of people based on the philosophy of the enterprise;

Minimization of psychological conflicts (scandals, resentment, stress, irritation);

Development of a service career based on the psychological orientation of employees;

The growth of the intellectual abilities of the team members and the level of their education

Formation of a corporate culture based on the norms of behavior and images of ideal employees.

It is advisable that psychological planning and regulation be carried out by a professional psychological service of the enterprise, consisting of social psychologists.

Methods of psychological influence are among the most important elements of psychological methods of management. They concentrate all the necessary and legally permitted methods of influencing people for coordination in the process of joint labor activity. The methods of psychological influence include suggestion, persuasion, imitation, involvement, coercion, inducement, condemnation, demand, prohibition, placebo, censure, command, deceived expectation, "explosion", the Socratic method, hint, compliment, praise, request, advice. Let's consider them in more detail.

Suggestion is a psychological purposeful impact on the personality of a subordinate on the part of the leader with the help of his appeal to group expectations and motives for inducing work. Suggestion can cause a person, sometimes in addition to his will and consciousness, a certain state of feelings and lead to a person committing a certain act. An extremely negative form of suggestion is the zombification of a person, when strictly defined forms of behavior that go beyond moral norms are instilled in a person (mafia groups, formation gangs, religious sects such as "aum senrique", etc.).

Persuasion is based on a reasoned and logical impact on the human psyche to achieve goals, remove psychological barriers, eliminate conflicts in the team.

Imitation is a way of influencing an individual worker or a social group through a personal example of a manager or innovator of production, whose behavior patterns are an example for others.

Involvement is a psychological technique by which employees become accomplices in the labor or social process, for example, the election of a leader, the adoption of agreed decisions, competition in a team, etc.

Motivation is a positive form of moral influence on a person, when the positive qualities of an employee, his qualifications and experience, confidence in the successful completion of the assigned work are emphasized, which makes it possible to increase the moral significance of the employee in the enterprise. In the Soviet period, such forms as enrollment on the Board of Honor, presentation of a Certificate of Honor, conferment of the title "Winner of the Competition", "Drummer of Labor", etc. were widely used to induce labor.

Coercion is an extreme form of moral influence, when other methods of influencing a person have not yielded results and the employee is forced, perhaps even against his will and desire, to perform certain work. It is advisable to use coercion only in emergency (force majeure) circumstances, when inaction can lead to casualties, damage, loss of property, people, accidents.

Condemnation is a method of psychological impact on a person who allows large deviations from moral norms in a team or the results of work and the quality of work of which are extremely unsatisfactory. The demand has the force of an order. In this regard, it can be effective only when the leader has great power or enjoys unquestioned authority. In other cases, this technique may be useless or even harmful. In many respects, a categorical requirement is identical with a prohibition, which acts as a mild form of coercion.

Prohibition implies an inhibitory effect on the individual. We refer to it the prohibition of impulsive actions of an unstable nature, which, in essence, is a variant of suggestion, as well as the prohibition of unlawful behavior (drinking, inactivity, attempted theft or marriage). This method stands on the verge of two main methods of influence - coercion and persuasion.

Reprimand has persuasive power only when the interlocutor identifies himself with the leader: "he is one of us." In other cases, censure is perceived as a mentoring edification that can be listened to, but which does not need to be followed. Due to the fact that a person quite actively defends his "I", he often considers this technique as an attack on his independence.

Command is used when fast and accurate execution is required without any critical reactions. When executing commands, they do not reason. In life, there are prohibitive and incentive varieties of commands. First: "Stop!", "Stop being nervous!", "Shut up!" etc. - aimed at immediate inhibition of undesirable acts of behavior. They are given in a firm calm voice or a voice with an emotionally colored tone. Second: "Go!", "Bring!", "Perform!" etc. - are aimed at turning on the behavioral mechanisms of people.

Deceived expectation is effective in a situation of tense expectation. Previous events should form a strictly directed train of thought in the interlocutor. If the inconsistency of this orientation is suddenly discovered, then the interlocutor is at a loss and perceives the idea proposed to him without objection. This state of affairs is typical for many situations in life. Enterprise Economics: Textbook for bargaining. universities / B.A. Solovyov, L.A. Alkevich, V.I., Androsov et al.; Ruk. ed. Collective B.A., Solovyov. - M.: Economics, 2000.

"Explosion" - a technique known as an instantaneous restructuring of personality under the influence of strong emotional experiences. It is described in detail in the literature. The use of "explosion" requires the creation of a special environment in which feelings would arise that could amaze a person with their unexpectedness and unusualness. In such an environment, a person's nervous processes fail. An unexpected irritant causes him severe stress. This leads to a radical change in views on things, events, individuals and even the world as a whole.

The Socratic method is based on the desire to protect the interlocutor from saying "no". Once the interlocutor says "no", it is very difficult to turn in the opposite direction. The method is named after the ancient Greek philosopher Socrates, who often used it, trying to conduct a conversation in such a way that it was easier for the interlocutor to say "yes". As we know, Socrates certainly proved his point of view, without causing not only obvious indignation from his opponents, but even the most insignificant negative reactions.

Praise is a positive psychological method of influencing a person and has a stronger effect than condemnation. Sometimes it is enough to say to a young employee: "Today you work much better and if you improve the quality even a little bit, you will achieve excellent results." However, such praise for an experienced worker can be perceived as an insult, and it is better to celebrate his success in a solemn atmosphere in front of the whole team.

The request is a very common form of communication between colleagues, young and experienced workers, and is less often used in the relationship between a leader and subordinates. The applicant turns to another employee for advice, help, instructions when he doubts the forms and methods of performing work or is unable to do it on his own. The manager's request is an effective method of leadership, because is perceived by the subordinate as a benevolent order and demonstrates respect for his personality.

Advice is a psychological method based on a combination of request and persuasion, often used in the relationship of colleagues, mentors of young workers and experienced managers. You can say to the worker: "Ivanov, change the tool" - this is a form of instruction. You can say in another way: "I advise you to change the tool." However, in operational work requiring quick decisions, the use of advice and requests from the manager should be minimized and excluded in cases where the worker allows marriage and disruption of tasks.

So, socio-psychological methods are the most subtle tool for influencing social groups of people and a person's personality. The art of managing people consists in the dosed and differentiated use of certain methods from those listed above.

The instability of the economic state of the enterprise, financial difficulties, late payment of wages, long downtime, of course, do not contribute to maintaining a good socio-psychological climate, because the manager is forced to devote much more time not to human communication and personnel management functions, but directly to production, marketing, finance, i.e. other functions.

If we consider the experience of foreign countries in managing the personnel of an enterprise, then the Japanese style of personnel management is distinguished by a manifestation of respect for a person, which is formed through a system of lifetime employment, slight differentiation in promotion, as well as systematic training and involvement of personnel in management. The lifetime employment system is valuable in creating a sense of "everyone in the same boat" among staff. At the same time, there are many opportunities for staff to move up and increase wages. But the differentiation of workers is insignificant, so they consider conscientious work profitable. On the other hand, the emphasis on learning and empowering participation in management improves understanding of the role of one's work. These factors lead to high productivity, receptivity to innovation and, ultimately, high competitiveness in global markets.

1.5 Transformation of the personnel management system

In the economic aspect, the transformation of the personnel management system should ensure the growth of efficiency on the basis of continuous technical and organizational improvement of the organization. In the social aspect, changes in personnel management should be aimed at maximizing the use and development of the abilities of employees of organizations, as well as creating a favorable psychological atmosphere.

These economic and social goals are closely interrelated, because the orientation towards the development of abilities and the creation of a favorable psychological atmosphere is the most important condition for creative activity, which ensures the development of the organization itself. Genkin B.M. Economics and sociology of labor: A textbook for universities. M.: Norma, 1999.

The first stage of preparation for transformations should consist in creating a new system of values, ideology, organizational culture, changing management styles and principles of motivation. On this basis, new management procedures are designed. Thus, the main stages of preparation of transformations in the field of personnel management are characterized by the scheme (Fig. 1):

Rice. 1. The main stages of preparation for the transformation of personnel management systems

The first stage (reassessment of values, formation of management styles) is currently significantly complicated by the instability of the political situation, the lack of an ideology that would be recognized by the majority of the population. Therefore, when developing the concept of managing a Russian organization, it is first of all advisable to focus on two general categories: 1) discipline (order); 2) creativity.

If we consider the value system of the organization from the standpoint of optimizing personnel management, then the requirements of discipline and order refer to the system of restrictions within which any employee must act. The optimality criterion for this approach is the maximization of the creative abilities of the staff.

Creativity is the most important resource that ensures the effective operation of the organization. Therefore, in the system of personnel management principles of all leading firms, the conditions and motivation of creative activity are of paramount importance.

In order to create conditions for the manifestation of the creative abilities of all employees, it is necessary to provide for the transition from the previously typical authoritarian style to participatory management in the system of values ​​of the organization, in which the role of the leader consists mainly in the ability to use the creative potential of the team. Genkin B.M. Economics and sociology of labor: A textbook for universities. M.: Norma, 1999.

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State educational institution of higher professional education

"Chelyabinsk State University"

"The effectiveness of personnel management methods."

Completed by: Huzhina E.Sh.

Checked by: Podoved M.V.

The concept of personnel management in an organization…………………………………………….3

Principles and methods of building an organization's personnel management system…….…....6

Management of work with personnel in the organization…………………………………………...14

Management of service and professional promotion of personnel in the organization ... ... .22

Six effective methods of personnel management: what works in Russia…………....29

Methods of human resource management…………………………………………......30

Study of the effectiveness of human resource management practices in Russian companies………………………………………………………………..………31

Literature used…………………………………………………………………………34

1. The concept of personnel management in the organization

Until recently, the very concept of "personnel management" was absent in our management practice. True, the management system of each organization had a functional subsystem for managing personnel and social development of the team, but most of the work on personnel management was carried out by line managers of departments.

The main structural unit for personnel management in the organization is the personnel department, which is entrusted with the functions of hiring and dismissing personnel, as well as organizing training, advanced training and retraining of personnel. To carry out the latter functions, training departments or technical training departments are often created.

Personnel departments are neither methodological, nor informational, nor coordinating center of personnel work. They are structurally separated from labor and payroll departments, occupational health and safety departments, legal departments and other departments that perform personnel management functions. To solve social problems in organizations, social research and service services are created.

Personnel management services, as a rule, have a low organizational status and are weak professionally. Because of this, they do not perform a number of tasks for personnel management and ensuring normal working conditions. The most important among them are: socio-psychological diagnostics; analysis and regulation of group and personal relationships, leadership relationships; management of industrial and social conflicts and stresses; information support of the personnel management system; employment management; evaluation and selection of candidates for vacant positions; analysis of human resources and staffing needs; personnel marketing; business career planning and control; professional and socio-psychological adaptation of employees; management of labor motivation; legal issues of labor relations; psychophysiology, ergonomics and aesthetics of labor. If in the conditions of the command-administrative system these tasks were considered as secondary, then during the transition to the market they came to the fore, and every organization is interested in their solution.

The basis of the concept of personnel management of the organization is the increasing role of the personality of the employee, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization.

Changes in the economic and political systems in our country at the same time bring both great opportunities and serious threats to each individual, the stability of his existence, and introduce a significant degree of uncertainty into the life of almost every person. Personnel management in such a situation is of particular importance, since it allows you to implement, generalize a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization's personnel management system. Broadly speaking, there are three factors that affect people in an organization.

The first is the hierarchical structure of the organization, where the main means of influence are relations of power - subordination, pressure on a person from above, with the help of coercion, control over the distribution of material wealth.

The second is culture, that is, joint values, social norms, and behavioral patterns developed by society, an organization, a group of people that regulate the actions of an individual, make the individual behave in this way and not otherwise without visible coercion.

The third - the market - a network of equal relations based on the sale and purchase of products and services, property relations, the balance of interests of the seller and the buyer.

These factors of influence are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority, such is the appearance of the economic situation in the organization.

In the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the organization is employees, and outside - consumers of products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to the initiator, and not to the thoughtless performer. Go to social norms based on common economic sense, not forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.

New personnel management services are created, as a rule, on the basis of traditional services: the personnel department, the department of labor organization and wages, the department of labor protection and safety, etc. The tasks of the new services are to implement the personnel policy and coordinate human resources management activities in the organization . In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating labor activity, managing professional advancement, preventing conflicts, studying the labor market, etc.

Of course, the structure of the personnel management service is largely determined by the nature and size of organizations, the characteristics of products. In small and medium-sized organizations, many personnel management functions are performed mainly by line managers, while in large organizations, independent structural units are formed to implement functions.

In a number of organizations, personnel management structures are being formed that unite, under the unified leadership of the deputy director for personnel management, all departments related to work with personnel. On the rice. one the composition of the functional subsystems of the organization's personnel management system is given, combining homogeneous functions, the carriers of which are various departments for working with personnel. Depending on the size of organizations, the composition of units will change: in small organizations, one unit can perform the functions of several subsystems, and in large organizations, the functions of each subsystem, as a rule, are performed by a separate unit.

Rice. 1. Composition of functional subsystems
organization's personnel management systems and their main functions.

Generalization of the experience of domestic and foreign organizations allows us to form the main goal of the personnel management system: providing personnel, organizing their effective use, professional and social development. In accordance with these goals, the organization's personnel management system is being formed. As a basis for its construction, principles are used, i.e. rules and methods developed by science and tested by practice.

2. Principles and methods of building an organization's personnel management system

There are two groups of principles for building a personnel management system in an organization: principles that characterize the requirements for the formation of a personnel management system, and principles that determine the directions for the development of a personnel management system (Table 1.). All principles of building a personnel management system are implemented in interaction. Their combination depends on the specific conditions of the functioning of the organization's personnel management system.

Table 1. Principles of building a personnel management system in an organization

Science and practice have developed tools for studying the state of the current personnel management system of an organization, building, justifying and implementing a new system (Table 2.).

Table 2. Classification of methods for analyzing and building an organization's personnel management system

Let's reveal the essence of these methods.

System analysis serves as a methodological tool systems approach to solving the problems of improving the personnel management system. The systematic approach focuses the researcher on the disclosure of the personnel management system as a whole and its components: goals, functions, organizational structure, personnel, technical management tools, information, methods of people management, management technology, management decisions; to identify the diverse types of connections of these components between themselves and the external environment and bring them into a single holistic picture. The external environment for personnel management is not only other subsystems of the management system of a given organization (for example, a subsystem for managing external economic relations, etc.), but also external organizations (suppliers and consumers, higher organizations, etc.).

Decomposition method allows you to break down complex phenomena into simpler ones. The simpler the elements, the more complete the penetration into the depths of the phenomenon and the definition of its essence. For example, a personnel management system can be divided into subsystems, subsystems - into functions, functions - into procedures, procedures - into operations. After dismemberment, it is necessary to recreate the personnel management system as a whole, that is, to synthesize. In this case, the method of decomposition modeling is used, where models can be logical, graphic and digital.

Sequential substitution method allows you to study the influence on the formation of the personnel management system of each factor separately, under the influence of which its state has developed, excluding the actions of other factors. Factors are ranked and the most significant are selected.

Comparison method allows you to compare the existing personnel management system with a similar system of an advanced organization, with a normative state or a state in the past. It should be taken into account that the comparison gives a positive result, provided that the systems under study are comparable and homogeneous.

It is possible to expand the boundaries of comparability by eliminating the factors of incompatibility.

Dynamic Method provides for the location of data in a dynamic series and the exclusion of random deviations from it. Then the series reflects stable trends. This method is used in the study of quantitative indicators characterizing the personnel management system.

Goal Structuring Method provides for a quantitative and qualitative justification of the goals of the organization as a whole and the goals of the personnel management system in terms of their compliance with the goals of the organization. Analysis of goals, their deployment in a hierarchical system, establishing the responsibility of departments for the final results of work, determining their place in the production and management system, eliminating duplication in their work are an important prerequisite for building a rational personnel management system. When structuring, the interconnection, completeness, comparability of the goals of different levels of personnel management should be ensured.

Expert-analytical method improvement of personnel management is based on the involvement of highly qualified personnel management specialists, management personnel of the enterprise in the process of improvement. When using this method, it is very important to work out the forms of systematization, recording and clear presentation of the opinions and conclusions of experts. Using this method, the main directions for improving personnel management, evaluating the results of the analysis and the causes of shortcomings are identified. However, it does not always have high accuracy and objectivity due to the fact that experts do not have common assessment criteria. This method is most effective for multi-step examination.

An exceptional effect in the practice of improving personnel management gives normative method. It provides for the application of a system of standards that determine the composition and content of personnel management functions, the number of employees by functions, the type of organizational structure, the criteria for constructing the structure of the organization’s management apparatus as a whole and the personnel management system (controllability rate, degree of centralization of functions, number of management levels, number links, the size of units, the order of subordination and the relationship of units), the division and cooperation of labor of managers and specialists in the organization's personnel management.

Increasingly used parametric method. The purpose of this method is to establish functional dependencies between the parameters of the elements of the production system and the personnel management system in order to identify the degree of their compliance.

Recently, when improving the personnel management system, they began to apply method of functional cost analysis. This method allows you to choose such an option for building a personnel management system or performing a particular personnel management function that requires the least cost and is the most effective in terms of final results. It allows you to identify unnecessary or duplicate management functions, functions that are not performed for one reason or another, determine the degree of centralization and decentralization of the personnel management function, etc.

Principal Component Method allows you to reflect in one indicator (component) the properties of dozens of indicators. This makes it possible to compare not a set of indicators of one personnel management system with a set of indicators of another similar system, but only one (1st, 2nd or 3rd component).

balance method allows you to make balance comparisons, linkages. For example, the results of processing photographs of the working day and technological maps of the implementation of managerial operations and procedures are compared with the actual fund of working time for their implementation.

Experimental Method is based on the experience of the previous period of this personnel management system and the experience of another similar system.

The greatest development in improving personnel management has received analogy method. It consists in the application of organizational forms that have justified themselves in functioning personnel management systems with similar economic and organizational characteristics in relation to the system under consideration. The essence of the analogy method is to develop standard solutions (for example, a typical organizational structure for personnel management) and determine the boundaries and conditions for their application.

An effective method of using standard solutions in improving personnel management is block method typification of subsystems of linear-functional and program-target structures. Typical block solutions are linked together with original organizational solutions in a single organizational personnel management system. The block method accelerates the process of forming a new personnel management system and increases the efficiency of the system at the lowest cost.

Creative meetings method involves a collective discussion of the development directions of the personnel management system by a group of specialists and managers. The effectiveness of the method lies in the fact that the idea expressed by one person causes other participants in the meeting to have new ideas, and they, in turn, generate the following ideas, resulting in a flow of ideas. The purpose of the creative meeting is to identify as many options as possible for improving the personnel management system.

Collective notepad method("bank" of ideas) allows you to combine the independent presentation of ideas by each expert with their subsequent collective evaluation at a meeting to find ways to improve the personnel management system.

Control question method is to intensify the creative search for a solution to the problem of improving the personnel management system using a pre-prepared list of leading questions. The form of questions should be such that they have a "hint" about what and how to do to solve the problem.

Method 6-5-3 is designed to systematize the process of finding ideas for the development of the personnel management system. The essence of this method is that each of the six members of the expert group writes three ideas on a separate sheet of paper and passes them on to the other members of the group, who, in turn, write three more ideas on the basis of the already proposed options, etc. At the end of this procedure, 18 solutions will be written on each of the six sheets, and there will be 108 options in total.

Morphological analysis is a means of studying all possible combinations of options for organizational solutions offered for the implementation of individual functions of personnel management. If we write down all the functions in a column, and then indicate all possible variants of its loss line by line against each function, then we get a morphological matrix. The idea of ​​this method is to break a complex task into small subtasks that are easier to solve separately. It is assumed that the solution of a complex problem consists of solutions to subtasks.

The greatest effect and quality of the personnel management system is achieved when the system of methods is applied in combination. The use of a system of methods allows you to look at the object of improvement from all sides, which helps to avoid miscalculations.

For example , functional cost analysis (FSA) personnel management systems as a universal method allows you to apply a system of methods during its implementation. FSA includes the following stages: preparatory, informational, analytical, creative, research, advisory, implementation.

At the preparatory stage, a comprehensive survey of the state of production and management of the organization is carried out, the object of the FSA is selected, specific tasks for the analysis are determined, a work plan and an order for conducting the FSA are drawn up. Methods are used here: self-examination, interviews, photographs of the working day, questionnaires, etc.

At the information stage, data are collected, systematized and studied that characterize the personnel management system or its individual subsystems, as well as data on similar systems, best practices for improving management. The same methods are used here as in the preparatory stage.

The analytical stage is the most time-consuming. It carries out the formulation, analysis and classification of functions, their decomposition, analysis of functional relationships between departments of the administrative apparatus, the costs of performing and the level of quality of functions are calculated. Here the degree of significance of the functions and the reasons for their discrepancy with the level of costs and the quality of the implementation of the functions are determined. Excessive, harmful, unusual, duplicated functions are revealed. Tasks are formulated to find ideas and ways to improve the personnel management system. At this stage, the analysis methods given in Table 1 are used. 2.

At the creative stage, ideas and methods for performing management functions are put forward, options for implementing functions are formulated on their basis, a preliminary assessment and selection of the most appropriate and realistic of them. In order to find as many options as possible for improving the personnel management system, it is recommended to use the following methods: creative meetings, a collective notebook, control questions, "6-5-3", morphological analysis, etc. The choice of methods for searching for ideas is based on the characteristics of the object of analysis and specific situations that have developed in the process of performing management functions.

At the research stage, a detailed description of each selected option, their comparative organizational and economic assessment and the selection of the most rational of them for implementation are made. At this stage, a draft personnel management system is being developed with all the necessary justifications. The project may cover the entire personnel management system or a separate subsystem, department. The complexity and duration of the project development depends on the nature of the design object. Here, the justification methods given in Table 1 are used. 2.

At the recommendatory stage, the analysis and approval of the draft personnel management system developed using the FSA is carried out, and a decision is made on the procedure for its implementation. A schedule for the implementation of the FSA recommendations is drawn up and approved.

At the stage of implementing the results of the FSA, socio-psychological, professional, logistical preparation for implementation is carried out. Here a system of material and moral incentives for the implementation of the project is being developed, training, retraining and advanced training of personnel are carried out, an assessment of the economic efficiency of its implementation is given.

As can be seen from the example, the methods of analysis and construction of a personnel management system organically fit into the logic of the stages of conducting the FSA, which allows you to build them into a system.

3. HR management in an organization

3.1. Essence, goals and objectives of personnel planning

The concept of a long-term, future-oriented personnel policy that takes into account all these aspects can be realized with the help of personnel planning. This method of personnel management is able to coordinate and balance the interests of employers and employees.

The essence of personnel planning lies in the fact that it has the task of providing people with jobs at the right time and in the required quantity in accordance with their abilities, inclinations and production requirements. Jobs, in terms of productivity and motivation, should allow workers to develop their abilities in an optimal way, increase labor efficiency, meet the requirements for creating human-worthy working conditions and employment. On the pic 2 the place of personnel planning in the personnel management system of the organization is shown.

Rice. 2. The place of personnel planning in the personnel management system in the organization

Personnel planning is carried out both in the interests of the organization and in the interests of its staff. It is important for an organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications such personnel that is necessary to solve production problems and achieve its goals. Personnel planning should create conditions for motivating higher productivity and job satisfaction. People are attracted primarily by those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the tasks of personnel planning is to take into account the interests of all employees of the organization.

It should be remembered that workforce planning is then effective when it is integrated into the overall planning process in the organization.

HR planning should answer the following questions:

how many workers, what skills, when and where will they be needed?

How can the right staff be recruited and redundant staff reduced without causing social harm?

how best to use staff according to their abilities?

how to ensure the development of personnel to perform new skilled work and maintain their knowledge in accordance with the requirements of production?

what costs will the planned personnel activities require?

The goals and objectives of personnel planning can be summarized in the form of a diagram presented in Fig. rice. 3.

Rice. 3. Goals and objectives of personnel planning in the organization

Personnel planning is implemented through the implementation of a whole range of interrelated activities, combined in an operational plan for working with personnel.

3.2. Operational plan of work with personnel

The structure of a typical operational plan for working with personnel in an organization is shown in rice. four.

Rice. 4. The structure of a typical operational plan for working with personnel in an organization.

To develop an operational plan for working with personnel, it is necessary to collect the following information using specially designed questionnaires:

information about the permanent staff (first name, patronymic, last name, place of residence, age, time of entry to work, etc.);

data on the structure of personnel (qualification, gender and age, national structure; the proportion of disabled people, the proportion of workers, employees, skilled workers, etc.);

staff turnover;

loss of time as a result of downtime, due to illness;

data on the length of the working day (full or part-time, working in one, several or night shifts, duration of holidays);

wages of workers and employees (its structure, additional wages, allowances, payment according to the tariff and above the tariff);

data on social services provided by the state and legal organizations (expenses for social needs allocated in accordance with laws, tariff agreements, voluntarily).

Questionnaires should be designed in such a way that, along with production goals, they can also serve personnel planning. Personnel information can be systematized and presented in the form of a diagram shown in rice. 5

Rice. 5. Personnel Information

Personnel information is a collection of all operational information, as well as their processing processes for personnel planning.

Personnel information must meet the following requirements:

simplicity - this means that information should contain as much data and only to the extent necessary in this particular case;

visibility - information should be presented in such a way that you can quickly determine the main thing, avoid verbosity. To do this, you need to use tables, graphs, color design of the material;

unambiguity - information should not be unclear, in their interpretation one should follow the semantic, syntactic and logical unambiguity of the material;

comparability - information should be given in comparable units and refer to comparable objects both within the organization and outside it;

continuity - information about personnel submitted for different time periods must have the same calculation methodology and the same presentation forms;

relevance - information must be fresh, operational and timely, i.e. submitted without delay.

Personnel planning is the initial stage of the personnel planning process and is based on data on available and planned jobs, a plan for carrying out organizational and technical measures, a staffing table and a plan for filling vacant positions. When determining the need for personnel in each case, the participation of the heads of the relevant departments is recommended.

The personnel requirements planning scheme is given on rice. 6.

Rice. 6. Personnel planning scheme

The task of personnel recruitment planning is to satisfy in the future the need for personnel from internal and external sources (Fig. 7).

Rice. 7. Sources of recruitment

The advantages and disadvantages of internal and external sources of personnel recruitment are given in Table. 3.

Table 3

Advantages and disadvantages of internal and external sources of recruitment

One of the problems of working with personnel in an organization when attracting personnel is the management of labor adaptation. In the course of interaction between the employee and the organization, their mutual adaptation takes place, the basis of which is the gradual entry of the employee into new professional and socio-economic working conditions.

There are two areas of adaptation:

primary, that is, the adaptation of young personnel who do not have professional experience (as a rule, in this case we are talking about graduates of educational institutions);

secondary, i.e. adaptation of workers with professional experience (as a rule, changing the object of activity or professional role, for example, when moving to the rank of manager).

Under the conditions of functioning of the labor market, the role of secondary adaptation increases. At the same time, it is necessary to carefully study the experience of foreign companies that pay increased attention to the primary adaptation of young workers. This category of personnel needs special care from the administration of organizations.

Planning for the release or reduction of staff is essential in the process of personnel planning. Due to the rationalization of production or management, an excess of labor is formed. Planning for the release of personnel makes it possible to avoid the transfer of qualified personnel to the external labor market and the creation of social difficulties for this personnel. Until recently, this area of ​​personnel management has practically not received development in domestic organizations.

Planning work with retiring employees is based on the classification of types of dismissals. The classification criterion is the degree of voluntary departure of an employee from the organization:

at the initiative of the employee, i.e., at his own request;

at the initiative of the employer or administration;

in connection with retirement.

In view of the importance of such an event as leaving the organization, the main task of personnel management services when working with leaving employees is to mitigate the transition to a different production, social, personal situation as much as possible. This is especially true for the last two types of layoffs.

Dismissal from an organization due to retirement is characterized by a number of features that distinguish it from previous types of dismissals. First, retirement can be foreseen and planned with sufficient accuracy in time. Secondly, this event is associated with significant changes in the personal sphere. Thirdly, significant changes in the way of life of a person are very evident for his environment. Finally, in assessing the upcoming retirement, a person is characterized by a certain split, a certain discord with himself. The attitude of organizations towards older employees (as well as the corresponding state policy) is a measure of the level of management culture and the civilization of the economic system.

Planning for the use of personnel is carried out through the development of a plan for the replacement of regular positions. Along with taking into account qualifications, when determining the place of work, it is necessary to take into account the mental and physical stress on a person and the applicant's capabilities in this area. When planning the use of personnel, such requirements should be presented to him in order to avoid occupational diseases, the onset of early disability, and industrial injuries. It is necessary to provide working conditions that are worthy of a person. Particular attention in the planning and use of personnel should be given to the employment of young people, women, older workers, persons with physical and mental disabilities. It is especially important to use these categories of workers in accordance with their qualifications and capabilities. To this end, it is necessary to reserve appropriate jobs in the organization.

In organizations, there is a need for training, including retraining and advanced training of employees. Personnel training planning covers activities for intra-organizational, extra-organizational training and self-training.

Planning staff training allows you to use your own production resources of employees without looking for new highly qualified personnel in the external labor market. In addition, such planning creates conditions for employee mobility, motivation and self-regulation. It accelerates the process of adaptation of the worker to the changing conditions of production at the same workplace.

In practice, two forms of training of the organization's personnel have developed: in the workplace and outside it.

On-the-job training is cheaper and faster, is closely linked to daily work, and makes it easier for workers who are not accustomed to classroom training to enter the learning process.

The most important methods of training at the workplace are: the method of increasing complexity of tasks, changing the workplace (rotation), directed acquisition of experience, production briefing, using employees as assistants, the method of delegating (transferring) some functions and responsibilities.

Training outside the workplace is more effective, but is associated with additional financial costs and distraction of the employee from his official duties. At the same time, the environment consciously changes and the worker breaks away from everyday work.

The most important methods of learning outside the workplace are: lecturing, conducting business games, analyzing specific production situations, holding conferences and seminars, forming groups for the exchange of experience, creating quality circles.

Personnel costs are the basis for the development of production and social indicators of the organization. The share of personnel costs in the cost of production tends to increase, due to the following factors:

no direct relationship between labor productivity and personnel costs;

the introduction of new technologies, placing higher demands on the qualifications of personnel, which is becoming more expensive;

changes in legislation in the field of labor law, the emergence of new tariffs, an increase in prices for essential goods (external factors).

When planning personnel costs, the following cost items should be primarily borne in mind: basic and additional wages, social insurance contributions, travel and business travel expenses; expenses for training, retraining and advanced training of personnel; expenses related to additional payments for public catering, housing and communal services, culture and physical education, health care and recreation, provision of child care facilities, purchase of workwear. It is also necessary to plan expenses for labor protection and the environment, for the creation of more favorable working conditions (compliance with the requirements of psychophysiology and labor ergonomics, technical aesthetics), a healthy psychological climate in the organization, and the cost of creating jobs.

If the staff turnover is high, then there are additional costs associated with the search for a new workforce, its instruction and development of work. With a high turnover of personnel, the size of overtime payments increases, marriage and downtime increase, the level of morbidity and industrial injuries increases, and early disability occurs. All this increases the costs associated with personnel, leads to an increase in the cost of production and a decrease in its competitiveness.

As market relations develop, it becomes necessary to take into account new types of costs associated with the participation of employees in the profits and capital of the organization.

4. Management of service and professional promotion of personnel in the organization.

4.1. Service and professional promotion system

The concept of "professional promotion" and "career" are close, but not the same. The term "professional promotion" is the most familiar to us, since the term "career" in our specialized literature and in practice was not actually used.

Service and professional promotion is understood as the sequence proposed by the organization, the various stages (positions, jobs, positions in the team) that the employee can potentially go through.

A career is understood as the actual sequence of steps occupied (positions, jobs, positions in a team).

The coincidence of the planned path of professional promotion and the actual career in practice is quite rare and is the exception rather than the rule.

Consider the system of service and professional promotion on the example of the line managers of the organization that has developed in our country. The system provides for five main stages of training line managers (Fig. 8).

Rice. 8. Stages of the system of service and professional promotion of line managers in the organization

The first stage is work with senior students of basic institutes or those who are sent to practice from other universities. Specialists of the personnel management departments, together with the heads of the relevant departments where the students do their internship, select students who are the most capable, inclined to leadership work, and prepare them for specific activities in the departments of the organization. Students who have successfully completed training and practice are given a characteristic-recommendation for being sent to work in the relevant departments of this organization. Young specialists who have not had an internship in this organization are tested when they are hired and they are provided with consulting assistance.

The second stage is work with young specialists accepted into the organization. Young specialists are assigned a probationary period (from one to two years), during which they are required to complete an initial training course (detailed acquaintance with the organization). In addition to training for young professionals, internships are provided in the organization's divisions during the year.

Based on the analysis of the work of young specialists for the year, their participation in ongoing events, the characteristics given by the head of the internship, the results of the internship are summed up and the first selection of specialists is made for enrollment in the reserve for promotion to managerial positions. All information about the participation of a specialist in the system of service and professional advancement is recorded in his personal file and entered into the information database on the personnel of the organization.

The third stage is work with line managers of the lower management level. At this stage, the selected line managers of the lower level (foremen, heads of sections) are also joined by a part of the workers who have graduated from evening and correspondence universities, successfully work in their teams and have passed the test. During the entire period (2-3 years), specific purposeful work is carried out with this group. They replace absent managers, act as their understudies, and attend refresher courses. After the completion of the preparation stage, based on the analysis of the production activities of each specific manager, a secondary selection and testing is carried out. Managers who have successfully passed the second selection are offered for promotion to vacant positions of heads of workshops, their deputies, having previously completed an internship in these positions, or are enlisted in the reserve and, if vacancies appear, are appointed to positions. The rest of the trained workers continue to work in their positions; horizontal movement is possible.

The fourth stage is work with line managers of middle management. At this stage, the current promising shop managers and their deputies join the already formed group of young managers. The work is built according to individual plans. Each appointed to the position of a middle manager is assigned a mentor - a senior manager for individual work with him. The head-mentor, together with the specialists of the personnel management departments, on the basis of the analysis of the personal qualities and professional knowledge and skills of the applicant, draw up an individual training plan for him. As a rule, these are training programs in the basics of business, business relations, advanced methods of managerial work, economics and jurisprudence. This stage of training provides for the training of line managers of middle management in leading organizations with the preparation of programs of measures to improve the activities of the organization (subdivision). Annual testing of the middle manager is carried out, which reveals his professional skills, the ability to manage a team, professionally solve complex production problems. Based on the analysis of the test results of a particular manager, proposals are made for further promotion.

The fifth stage is work with line managers of the highest management level. The appointment of leaders to senior positions is a complex process. One of the main difficulties is the choice of a candidate who meets many requirements. A senior manager must have a good knowledge of the industry as well as the organization. He must have experience in the main functional subsystems in order to navigate in production, financial, personnel matters and act skillfully in extreme socio-economic and political situations. Rotation, that is, moving from one unit of the organization to another, should begin well in advance, when managers are in positions of grass-roots and middle management. Selection for promotion and filling of vacant senior positions should be carried out on a competitive basis. It should be carried out by a special commission consisting of senior managers (directors of production, branches, chief specialists, etc.) with the participation of specialists from the relevant personnel management departments and, if necessary, involving independent experts.

Rice. 9. Logic diagram of the management process of service and professional promotion
line managers in the organization

As an example on rice. 9 a logical diagram of the process of managing the service and professional promotion of line managers in one of the machine-building joint-stock organizations is given. When evaluating and selecting candidates for promotion to a vacant position of a manager, special methods are used that take into account a system of business and personal characteristics covering the following groups of qualities:

Social and civic maturity . These include: the ability to subordinate personal interests to the public; the ability to listen to criticism, be self-critical; active participation in social activities; high level of political literacy.

Attitude towards work . This group covers the following qualities: a sense of personal responsibility for the task assigned; sensitive and attentive attitude towards people; diligence; personal discipline and exactingness to observe discipline by others; level of aesthetics.

Knowledge level . This group includes such qualities as the presence of qualifications corresponding to the position held; knowledge of the objective foundations of production management; knowledge of advanced management practices; knowledge of the capabilities of modern management technology and the ability to use it in their work; general erudition.

Organizational skills . These include: the ability to organize the management system and their work; ability to work with subordinates and with heads of different organizations; possession of advanced management methods; the ability to briefly and clearly formulate goals, express thoughts in business letters, orders, orders, assignments, assignments; the ability to create a cohesive team; ability to conduct business meetings; the ability to self-evaluate their capabilities and their work, as well as others; the ability to select, arrange and fix frames.

Ability to manage the control system . This group is represented by the following qualities: the ability to make decisions in a timely manner; the ability to ensure control over their implementation; the ability to quickly navigate in a difficult environment and resolve conflict situations; the ability to observe mental hygiene, the ability to control oneself; self confidence.

Ability to maintain excellence . This group includes: the ability to see the new; recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers; initiative; courage and determination in maintaining and implementing innovations; courage and ability to take reasonable risks.

Moral and ethical character traits . This group includes: honesty, conscientiousness, decency, adherence to principles; balance, restraint, politeness; persistence; sociability, charm; modesty; simplicity. As well as good health, work experience at this enterprise (including in a managerial position); neatness and neatness of appearance.

In a number of developed foreign countries, there is an interesting experience in managing the service and professional promotion of managerial employees, which is successfully used in our organizations.

On the rice. ten a typical scheme of service and professional advancement in one Japanese company is shown. It includes a trial period (1-3 years), during which an employee who comes after graduation takes an additional exam so that the real value of a university diploma can be determined. Then the employee takes an orientation course in the affairs of the company (from 2 weeks to 6 months). A number of checks are also carried out, including for loyalty.

Rice. 10. Scheme of service and professional promotion of a management employee
(Japanese model)

After the probationary period, the employee is enrolled in a permanent job, and within 8-10 years, a systematic rotation is carried out from position to position, from department to department, internships and business trips abroad. There is also a system of responsible assignments, which become more and more complicated with time.

By the age of 36, the employee is already well known to the company, and it can decide his future fate: send him either through the system of movement of leading personnel, or through the career of a specialist.

Since, with a system of systematic rotation, the employee knows that he will be promoted after a certain time and therefore he needs to choose a replacement for himself, the renewal of managers is carried out more dynamically, the movement of the reserve of personnel for promotion. Indeed, now many leaders, fearing intrigue, select their deputies according to the principle "the worse, the better."

4.2. Work with personnel reserve

Talent pool planning aims to predict personal promotions, their sequence and accompanying activities. It requires working through the entire chain of promotions, relocations, layoffs of specific employees.

Talent pool plans can be drawn up in the form of replacement schemes, which take a variety of forms depending on the characteristics and traditions of various organizations. We can say that replacement schemes are a variant of the organizational structure development scheme, focused on specific individuals with different priorities. Individually oriented equivalent circuits are based on typical equivalent circuits. They are developed by the personnel management services for the organizational structure and represent a variant of the conceptual model of job rotation.

Work with a personnel reserve in domestic organizations has rich experience. Consider how it is carried out in Russian organizations.

The main stages of the process of forming a personnel reserve are:

drawing up a forecast of expected changes in the composition of management personnel;

preliminary recruitment of candidates for the reserve;

obtaining information about the business, professional and personal qualities of candidates;

formation of the staff reserve.

The main criteria for the selection of candidates for the reserve are:

appropriate level of education and training;

The decision to include employees in the reserve groups is made by a special commission and approved by the order of the organization.

For each employee (trainee), the head of the internship (main) and the head of each stage of the internship are approved, who draw up an individual plan for the internship at each stage.

Heads of interns included in the personnel reserve group receive material remuneration for the successful completion by the intern of the stages of the system of service and professional advancement.

The trainee is set an official salary corresponding to the new position he occupies, but higher than the previous salary, and he is subject to all types of material incentives provided for this position.

The duties of the trainee and the head of the internship are given in Table. 5.

Table 5. Responsibilities of the intern and internship leader

5. Six effective methods of personnel management: what works in Russia.

What model of personnel management is the most effective for Russian companies?

What is the practical significance for Russian firms of studying their competitors?

Large studies of human resource management practices in Russia are rare, and therefore the dissemination of information about them is widely demanded in the market. The author provides brief information about the Russian part of the study of the impact of HR methods on the performance of firms, which was conducted by the Stockholm School of Economics in four countries: Russia, the USA, China and Finland.

The research hypothesis included an assumption about the impact of such Western-proven universal methods of personnel management as high salaries, variable payments, vesting employees with property rights, career advancement of employees, staff training, performance evaluation, and others. During the study, the practice of using each of the listed methods on the example of hundreds of companies was considered, and their effectiveness was analyzed. The research tool was a questionnaire, the structure of which is presented in the article, and the questions of which were asked to be answered by managers and a number of employees of companies.

It was important to collect the maximum amount of comprehensive information about management in each particular company, to identify trends typical for the Russian market, in a word, to conduct benchmarking in order to be able to provide this information to the companies' personnel departments.

The study showed that the most effective methods in Russia for influencing the abilities of employees, motivating them and improving their performance are such methods as training and development of skills, as well as the assessment of performance and abilities.

To motivate employees, the following are used: career promotion of personnel within the company, remuneration, communications.

The practical significance of the study for Russian companies lies in the possibility of using its results in two directions: when substantiating practical recommendations for the personnel services of the companies under study, as well as when conducting consulting projects in the field of human resource management in the future.

The Stockholm School of Economics, with the financial support of the Swedish Research Council, conducted a study on the impact of the use of human resource management practices in Russian companies on their performance. This study is part of an international project being carried out simultaneously in the USA, China, Finland and Russia.

Here is the Russian part of the study, which was based on an analysis of the work of 101 firms. Empirical study was carried out using a relatively new, but dynamically developing multivariate method of structural analysis, which usually shows good results in conditions where the sample size is small and it is impossible to make a priori proposals about the law of distribution of the available quantities.

6. Methods of human resource management

The theory and practice of human resource management of successful foreign and Russian companies allows us to talk about the most important management methods from their arsenal. Let's consider these methods in detail.

Typically, high salaries attract more applicants, which allows the organization to be more selective, giving preference to those candidates who are more inclined to learn. In addition, if salaries are higher than those dictated by the market, then employees may perceive additional income as a gift from the firm, which usually motivates them to achieve the highest performance.

There is an opinion that low labor costs are an indispensable condition for achieving competitive success. However, in practice this is not the case at all, since for most companies labor costs represent only a small fraction of total costs. In addition, even if they are high, they are often offset by an increase in the level of overall productivity.

In most cases, managers tend to overestimate the motivating value of money, trying to solve most organizational problems with it. Giving employees ownership has two major benefits. First, employees who become co-owners of the company neutralize the classic conflict between labor and capital to the extent that they themselves represent the interests of both capital and labor. Second, the employee ownership process puts the company's shares in the hands of company employees, who are sincerely inclined to worry about the company's long-term plans, its strategy, investment policy, and are less inclined to support various financial maneuvers. If employees have contributed to the achievement of enhanced firm performance, they may be willing to share in the material benefits of those outcomes. Public recognition of merit, guarantees of long-term employment and fair conflict resolution can motivate employees no less than money.

Consider a borderline case: if all the profits from the efforts of the workforce go to top managers or business owners, then over time the injustice of the situation will become obvious and begin to seriously demotivate employees. Many organizations use variable incentive payments, leaving some part of the salary variable - making it dependent on output, quality, innovation and cooperation. This broad appraisal of results mitigates the many negative effects of simplified incentive schemes.

Of course, if we believe in the necessity of the absolute power of the market, in the fact that it is the market that should accustom capital to discipline, then vesting employees with property reduces the significance of the market mechanism, and hence the efficiency of the market. However, current practice suggests that the benefits outweigh the disadvantages.

The final effect of giving property to employees largely depends on how exactly this procedure will be applied in each particular company. Experience shows that empowering employees with ownership has a positive effect on firm performance.

Typically, company management is very cautious about sharing information with the bulk of employees, explaining that information can leak to competitors. But if we accept that people are supposed to be a source of competitive advantage, then they simply have to get the information they need to do what is required of them. Thus, information sharing can also be an effective tool for personnel management.

Career advancement of employees within the company. This method is a valuable addition to many other management methods. The presence of career opportunities strongly binds the employee and the employer. Promotes decentralization of management and delegation of authority, as it develops an atmosphere of trust between the hierarchical levels of the organization. In addition, employees who have taken managerial positions know the business very well from the inside: the technology and processes that they manage.

Career opportunities within the organization are an important incentive for good job performance. And although such career advancement is associated with monetary incentives (usually entails an increase in wages), it also has a non-monetary component - an increase in official status, confidence in one's own demand in the labor market, and a sense of self-fulfillment.

The most important benefit of promotion is that it creates a sense of fairness and objectivity in the employees of the organization.

An integral part of any modern management system is the training of employees and the development of their skills. It is not surprising that in such conditions the effect of training is not so obvious, although after passing it, employees return to their workplaces not only with new skills, but also determined to achieve excellent work results. Any training gives positive results only when the employee has the opportunity to apply the acquired knowledge in work. A common mistake most organizations make is that they constantly contribute to the development of the skills of both managers and their subordinates, but do not change the structure of work, thus preventing people from doing something new.

Evaluation of performance and abilities allows you to judge how successfully the organization achieves its goals. Secondly, most employees will try to demonstrate their best qualities when evaluating their work, even if this does not entail concrete results immediately. They are interested in developing their skills for the benefit of the organization, when they know that the organization is really interested in it.

The listed management practices are international. They are successfully used by companies around the world, in contrast to methods that can only be applied in certain geographical conditions, that is, methods related, for example, to the American or Japanese management models.

However, this list is not exhaustive. Human resource management is a complex social process, and considering it in the light of its individual components - the practices listed above - is just a way to get some characterization of the personnel management process as a first approximation. Nevertheless, it can be assumed that these basic methods are also present in effective human resource management systems in Russia.

7. Study of the effectiveness of practical methods of human resource management in Russian companies.

After the main methods of personnel management, typical for companies in several countries of the world, were identified, it was necessary to check the effectiveness of the use of the main methods of human resource management in Russian conditions.

Based on the experience gained in previous studies, the Stockholm School of Economics in St. Petersburg developed a questionnaire containing more than 100 questions.

They can be divided into four blocks:

general information about the company - its age, number of employees, field of activity, number of employees in the human resource management department;

information about the company's human resource management system (availability of a career advancement strategy for employees within the company, employee skills development programs, remuneration systems for different categories of employees in the company, etc.);

non-financial performance indicators of the company (the level of motivation of employees, staff turnover, the average level of competence of individual groups);

financial performance of the firm.

In 2001, questionnaires were sent to companies that were selected according to the criteria of age (duration of work at least 3 years) and size (number of employees must exceed 15 people). The final sample includes 101 Russian firms. The share of those who answered the questionnaire was 28%, which is a good indicator for Russian conditions. The average duration of the company was 8 years.

The questionnaires were filled in by heads of human resource management departments or heads of the company in case the company did not have a head of human resource management department.

In addition to the survey, in-depth interviews were conducted in individual companies with several managers and employees.

The ultimate goal of the project was to empirically test the relationships shown in the figure.

Empirical analysis of human resource management problems is always associated with two technical difficulties. Firstly, such a study should be sufficiently comprehensive, that is, cover the entire field of human resource management. For example, the correlation coefficient between the salary level of employees and the productivity of a firm is not very interesting, since it does not take into account other critical indicators that affect the salary-performance ratio. Thus, in the course of the study, it is necessary not only to correctly select and accurately measure all the factors that affect the company's performance, but also take into account the complex structure of mutual relations between them.

Secondly, human resource management practices can hardly be directly measured with quantitative indicators. In practice, to identify even relative values ​​that characterize the intensity of such socially complex variables, weighted sums of some simpler characteristics are used. In this case, the researcher faces the need to justify the correct choice of such weights. For example, such a difficult to measure indicator as the social status of an employee can be assessed as a weighted sum of several more quantitative values: the level of general income, the location of the place of residence, the level of education.

As the results of testing the hypotheses of the study showed, the use of human resource management methods has a positive effect on the level of motivation and abilities of company employees. In turn, the level of motivation and abilities of employees positively affects the performance of the company.

The study revealed a synergistic effect between the motivation and abilities of employees: the effect of their simultaneous impact exceeds the sum of individual effects on the company's performance, which is really very important for practice - even a professional of the highest level will not demonstrate good results in work if he is not motivated to it . On the other hand, even if there is a high motivation, an employee will not be able to achieve high performance in work if he does not have a high level of motivation. A conceptual model of the impact of human resource management methods on the performance of firms with the competencies necessary for this work.

The results obtained are of scientific interest, since for the first time the influence of human resource management methods on the activities of firms has been empirically tested based on Russian data. The results of the study convincingly demonstrated the existence of a positive relationship between the methods of human resource management and the performance of Russian firms.

These results are largely consistent with data obtained by leading researchers in this field in work carried out in other geographical contexts. At the same time, they made it possible to identify specific features that manifest themselves precisely in Russian conditions.

For example, the high heterogeneity of the labor market in Russia compared to other countries increases the relevance of work on the selection procedure for employees when hiring. In addition, usually Russian employees have a high level of education, but not in the field in which they work, which makes programs for training and developing specific skills the most effective.

The practical significance of the study lies in the possibility of using the results for Russian firms when conducting consulting projects in the field of human resource management. The technology of competitive analysis of competitors, aimed at finding the best experience (or, in a word, benchmarking), makes the results obtained a necessary tool in a competitive environment.

Used Books.

1 Egorshin A.P. Personnel Management: Textbook (Griffin of the Ministry of Defense of the Russian Federation). - M.: NIMB, 2007. - 1100 p.

2 Kibanov V.Ya. Fundamentals of personnel management: Textbook (neck). - 2nd ed., revised. and additional - M.: INFRA-M, 2007. - 447 p.

3 Lukicheva L.I. Personnel management: Proc. allowance (neck). - 3rd ed., erased. - M.: Publishing house "Omega-L", 2007. - 264 p.

4 Popov S. G. Personnel management: Proc. allowance (neck). - 2nd ed., revised. and additional - M.: Os-89, 2007. - 144 p.

5 Labor Code of the Russian Federation. Section 1 - M.: RIOR, 2007. - 700 p.

6 Control Theory: Textbook / Ed. Yu.V. Vasilyeva, N.V. Parakhina, L.I. Ushvitsky. 2nd ed., add. - M.: Finance and statistics, 2006

In this material, we will discuss effective methods of personnel management in an enterprise that will help structure and debug the work of the entire team.

Each boss asks himself how to organize the production process so that the employees of the enterprise are satisfied with their activities, and the efficiency is at a high level, and the result is excellent. A very important role in the effectiveness of the work is played by those who perform it, that is, employees. Each employee has his own principles, concepts and worldview, on the basis of which his motivation and desire to work well are built, and the boss must understand and use these nuances to stimulate the work process. In fact, the effectiveness of personnel management is directly related to the extent to which a manager can see the psychological portrait of his employee and find leverage that will encourage him to give his best and try to achieve maximum results at work.

professional manager can always set up his subordinates so that they themselves want to work in order to improve the efficiency, productivity and reputation of the entire company as a whole. To do this, it is necessary to rely on psychological ways of influencing each individual, as well as on such important nuances as:

Organization of comfort in the workplace;
The employee's understanding that he can climb up the career ladder;
Good atmosphere in the work team;
Decent wages;
Opportunity to develop both personally and professionally.

In order to analyze and correctly build a policy and draw up a management plan, one should know what exactly pushes an individual to improve the quality and efficiency of his work.

Personnel Management is a rather complex and multifaceted process that should be organized at a high level in order to achieve the desired results. Some managers hire psychologists specifically for this, others study a variety of literature, conduct tests and surveys among subordinates. If the boss understands well the psychological characteristics of the employee, then it is much easier for him to motivate him and manage his activities.

The first thing that a leader should highlight for himself is employee's core values ​​and goals. After all, everyone has different aspirations, if for someone the financial side is more important than everything else, then the other will prefer the image and career. And there are employees who strive for stability, peace and expect only routine, monotonous work.

Of course, the size of the salary, reputation are important to everyone, and no one wants to constantly work in a busy mode, but we are talking about the priorities that a person sets for himself. For example, Maslow's pyramid, quite well known to everyone, shows how many levels people's preferences are divided, and what they put and appreciate more. According to this psychologist, all human needs can be divided into five groups, which are hierarchically lined up one after another.

In the first place in importance, the psychologist puts forward the physical need of the individual, such as food, water, clothes, shoes and other naturally necessary things. This is followed by the desire of each individual not to have problems with physical health and not to need material resources. That is, having satisfied their physical desires, everyone wants to feel protected from possible failures, both physically and financially.

In third place is the need for a person to be socially arranged. We are talking about reputation, image, obtaining a certain status in social terms. Everyone wants to feel needed, an important link in the social system, and be sure that society will support and approve him in a difficult situation. Yes and become a respected member of society- the desire of the majority, which becomes the fourth stage of the pyramid of the psychologist Maslow. We all want to be praised for our achievements, everyone is pleased to hear how they are admired and cited as an example.

Having received all that is listed above, the individual strives not only to achieve success in his work, but also to express himself, that is, he wants to learn something new, grow professionally and achieve success in what he knows how and loves to do, for which there is talent and craving . Many, having achieved success in their work, begin to engage in creative, charitable activities. But of course, a person who does not have money to buy himself bread or milk for breakfast will not paint pictures.

Effective methods of personnel management in the enterprise are based precisely on such a hierarchical structure of the needs of subordinates. And it is here that many managers incorrectly build a policy for coordinating the work of personnel. If the manager himself does not know how to work with people correctly or doubts his abilities, it is better to hire a specialist who will perform the duties of a personnel manager. It is this person who will be engaged in conducting tests and surveys of employees, forming their psychological portrait and from here already deducing those nuances that are priority for them. After a picture of his psychological and personal image is displayed for each employee, the technology of personnel management at the enterprise will be developed much easier and more efficiently.

There are several different techniques that help improve the effectiveness of personnel management. Each of them is based on certain psychological factors that are a priority for this or that individual. Let's look at some of these methods.

The needs of workers according to Maslow:

This technique is based on several factors that should be operated on. This is, first of all, the process of continuous training of subordinates, improving their skills and stimulating them to achieve results, as well as. In order to successfully use this technique, it is necessary to analyze how similar the perception of the work process by the employees of the company and management. It is desirable that the corporate culture is equally understood by both subordinates and superiors. Otherwise, the efficiency of personnel management in the enterprise will not increase.

Methodology of personal-activity impact.

Here, the management policy is based on the motivational principle and on the increased stimulation of employees in the work process. This is only done through, that is, the development of potential opportunities. Initially, this technique is aimed at the boss himself, to study what is a stimulating factor for him, and how the leader can motivate himself to achieve the goal. Every leader has a goal - to build effective work of subordinates. If he himself is aware of this and motivates himself to achieve such a goal, then he will be much more flexible and loyal to the selection of methods to stimulate workers.

Management based on needs and material values.

Unlike the listed methods, this one is focused specifically on material rewards, on financial resources. Effective methods of personnel management sometimes they include just such tactics, but the main thing in it is not to forget that it bears fruit only once. A person is designed in such a way that he always wants more, so once he gives out a good bonus, the manager can spur him to work even better, but a repeated reward of the same amount can, on the contrary, adversely affect his work. If financial incentives are chosen as the main method of influence, then a policy of penalties for failure to complete tasks should also be introduced.

Management focused on personal qualities.

Modern methods of personnel management include those that are based on the psychology and personality traits of subordinates. That is, each employee of the company must pass a series of tests of a psychological nature, so that the manager understands what type of personality he belongs to. In principle, people are divided into several groups, which are based on the preferences and priorities of individuals. Some strive for financial well-being, and they don't care. How will it be achieved. For others, reputation, career and image, social status are important. There is a group of people who certainly want to rule, it is important for them to have power over someone, and for some, stability and confidence in the future are in the first place.

In order to highlight the most effective methods of personnel management, one should analyze the perception of each subordinate and highlight the prevailing personal characteristics. Then it will be much easier to find ways to motivate and stimulate the work of employees.

And at this stage, many managers have a question about how to properly learn how to manage subordinates so that the work is effective and the relationship is trusting. At the same time, almost everyone knows that the success of the entire business depends on how well the staff works. A full-time psychologist is no longer a novelty in modern business. It is desirable to have such an employee so that he can help and correct the actions of the leader in relation to subordinates. However, given that many bosses do just that, you should seriously and carefully look for a professional HR manager. If you turn to recruiters, then here the manager may be offered to hire:

Head of Internal Communications;
HR manager;
Director of the training center;
Manager for the Corporate Ethics Department;
Internal PR Manager;
A specialist in organizing communications, involvement in the work process and culture.

Even if the company already has a person who is responsible for and motivation, he must be regularly trained, given the opportunity to improve in the field of psychology. There are a number of firms that are engaged in professional development and training of people. Working with personnel of large organizations. The most frequently chosen areas are:

Training of people who work in the field of HR, and do not have a special education. These can be employees of personnel management at the enterprise, specialists in the field of personnel issues.
Raising the level of qualification of heads of departments, or the entire enterprise;
Expanding the knowledge of newcomers in the field of business, who have only recently come to open their own business and the need to work with staff.

What is the best way to train and teach a person to professionally work with subordinates and establish a workflow. The purpose of personnel management- achieving not only the financial stability of the enterprise, but also a harmonious work environment in general. In order to qualitatively organize the work of subordinates, you can resort to the following methods:

Use of coaching programs;
Organization of business-oriented trainings and seminars;
Creation and coordination of the training center;
Consulting organization focused on diagnosing personnel, organizational structures, consulting in the professional field;

In the process of improving the skills and knowledge of subordinates, the main thing is to involve them in this process, to interest them in lectures, practical tasks, testing and other elements of training. Effective methods of personnel management at an enterprise always contain a game part, which only increases the interest of employees in self-development.

performance, efficiency, economy, compliance and quality. Effectiveness is a relative concept, so it is often measured against certain norms and standards (for example: previous results, a comparable program or organization, a budget target, or a mission statement).
Based on the extensive experience of managers in the application of performance management in the public and private sectors, it can be concluded that one of the most widely used strategies includes 10 features that characterize the most advanced performance management systems. These include: Focus on results. In the tasks set, it is necessary to pay special attention to the real tasks of the organization or program, as well as to encourage staff to simplify the system of attracting other individuals and organizations to cooperate. Conciseness and simplicity. If all tasks are of the same priority, it means that there are no priorities. If several tasks are set, it is necessary to clearly explain their essence and create an understandable system for their evaluation and performance management. Challenging but realistic tasks. All set goals and objectives, regardless of their degree of complexity, must be achievable. Classification "descending" and "ascending". Show employees exactly what they need to do to complete each organizational task. Assist the organization in classifying tasks from the bottom up to align the roles of staff and departments, and then from the top down to ensure that tasks are completed throughout the organization. Wide application. Performance indicators need to be applied to the day-to-day activities of the organization. Informativeness. Performance data needs to be communicated to staff. They should be distributed in writing within and outside the organization. interactive information. Provide an opportunity for staff (for senior and middle managers, as well as
employees) to analyze and discuss their performance data so that they are aware of their performance and can improve it if necessary. Update. Updated and comprehensive information helps employees identify and resolve issues. Segmentation. The division of information into segments (by geographic regions, client groups, industrial sectors, programs, etc.) allows employees to evaluate their performance, draw conclusions from them and improve them. Data. The accuracy of the assessment is a critical building block of a successful performance assessment system.
Here it is necessary to make one important remark, which warns against ill-considered linking the evaluation of effectiveness with rewards or punishments. Attention is drawn to the fact that a poorly structured incentive system can cause inaction or even unproductive behavior of staff.
Latest Research in Performance Management at Individual and Organizational Levels
To date, a large number of theoretical and applied studies have been carried out on such an important topic as methods of performance management at the institutional and individual levels. Below is a summary of these studies. One of the most important features of these studies is that all of them are mainly devoted to the development and use of incentives and rewards, including such questions as: how incentives affect performance and motivation; what does
the negative impact of incentives and how to deal with it; how best to structure the system of incentives and rewards. The following key questions are raised below: When is it necessary to create a performance management system and does it make sense to tie the achievement of the goal to monetary incentives? How does the introduction of incentives into such a system affect the performance of staff, as well as their motivation and behavior? What form should such incentives take?
What additional aspects does incentives bring to the performance management system? Is there a need for monetary incentives or is it enough to have goals and feedback?
A large body of research on goal setting shows that people who are given specific and difficult tasks perform better than people who are given a task like "show your best" or no tasks at all. . The tasks set perform 4 functions: to draw attention to the task; to mobilize efforts for its implementation; encourage problem solving; accelerate the development of a strategy for completing the task. In other words, the tasks set: specifically indicate in which direction it is necessary to work; inform staff that there is no need to work beyond measure; remind staff that the work has a visible completion; and also encourage staff to complete the task as soon as possible.
Research conducted in the field of feedback shows that staff who regularly receive information about the results of their work show higher results than staff who do not receive feedback. In addition, the use of comparative feedback is particularly useful. Studies comparing feedback in
conditions where the employee (or employee) had the opportunity to compare their level with the level of other employees, and in conditions where this employee or employee could assess their skills offline, show that comparison has the greatest impact on staff performance. The combination of the task and the feedback gives a stronger effect.
What happens when this combination is supplemented with monetary incentives? While the tasks and feedback increase productivity, additional monetary incentives can increase interest in the task and accelerate its further completion. Whether incentives will have a positive effect on motivation or not depends on whether these incentives are chosen correctly.
When does remuneration have the greatest impact on employee motivation and performance?
The main model for understanding and predicting the degree of impact of remuneration on the motivation and performance of staff is the Vroom expectation model. The reliability and accuracy of this model has been confirmed over several decades of research. The model proves that the degree of impact of remuneration on the motivation and work of the staff is divided into three components: expectation, means and attractiveness. Expectation is the employee's understanding of the existence of a strong connection between output and the result of labor. If an employee works hard and gives himself to work, does this translate into an improvement in the results of his work? Or are there constraints that will reduce the additional effort to zero? The remedy is the employee's understanding of the existence of a strong relationship between performance and remuneration. If the employee has a good performance, will he receive a commensurate remuneration? Or will his unit's budget be cut? Attractiveness is the employee's assessment of the value of the reward. Does the employee care about the remuneration he receives? Or is he receiving a worthless reward?

Therefore, an effective system must take into account all three of these factors. At the same time, staff should be aware that: additional contribution to the work will lead to good performance; good performance will lead to rewards; the reward is attractive and is expressed in decent pay.
Studies show that if one of these factors is weakened, the incentive system will not be able to demonstrate any significant positive results. This suggests that it is necessary to carefully approach the issue of the formation and development of remuneration systems (in cash or in any other form) in order to stimulate staff productivity.
These studies focus on the impact of incentives on individual employee performance. What about impact at the organizational level? Do organizations that use employee incentives actually show better performance results? There is evidence, but it is contradictory. Some scholars confidently conclude that linking pay to performance leads to improved performance at the organizational level. Other scholars conclude that proportional pay does not have a measurable impact on performance at the organizational level. The discrepancy in the conclusions can be partly explained by the fact that these studies include a large list of incentive systems, for example: salary increases based on the professional qualities of an employee, payment of one-time bonuses, employee participation programs in the company's profits. Moreover, these studies look at performance in terms of different indicators: qualitative or quantitative characteristics of the work performed, financial position, staff perception, etc.
Forecast of the negative effect of incentives
Under ideal conditions, incentives can lead to an increase in motivation, additional contribution to work and an increase in
instigators of activity. However, stimulation can actually lead to negative consequences. The most widely reported and studied negative consequences are the dissatisfaction of the staff, caused by the belief in the employee's attitude towards injustice. When rewards are paid commensurate with the work performed, the staff eventually adapts to such a system. If the distribution of remuneration, even to a small extent, is considered unfair by the employee, this can lead to serious problems.
The scientists tried to understand at what point the staff is most likely to feel the unfairness of the amount of remuneration received and what their reaction will be. To study this issue, one can use the theory of justice by J. Adams, which in various modifications has been successfully used in research for several decades. A brief summary of the theory is as follows: when an employee evaluates how fair the reward is, he compares himself with others. He compares not only the remuneration received, but also his contribution to the work, as well as the ratio of remuneration and his contribution. Contribution to the work implies invested effort, talent and work experience. If this ratio is worse than that of his colleagues, then the employee considers the reward distribution scheme as unfair. He will try to restore justice by bringing the elements of this ratio to equilibrium. Studies have shown that in this case the most common way to restore equity is to reduce the contribution to work. When he tries to find the cause of the situation, then, most likely, these will not be internal, but external causes (boss, organization, too intensive labor system). Therefore, it is not surprising that when an employee feels a relative injustice in terms of the amount of remuneration received
protection, then there is a high probability that it can cause theft, sabotage, bribery, corruption, politicking and employee turnover.
At the same time, when an employee assesses the degree of fairness of the remuneration received, a situation may arise when he finds that the ratio of his contribution to remuneration is higher than that of his colleagues. In the short term, the employee's response may be to increase his contribution to the work to match the remuneration received. However, in the long run, there is a possibility that the employee may eventually come to the conclusion that the amount of remuneration corresponds to his contribution, instead of increasing this contribution.
When an employee compares his contribution/reward ratio with those of his peers, there is a high probability that he will have a lower ratio than theirs. This is due to the fact that people tend to exaggerate their merits. In addition, people tend to compare their earnings with those of people who, in their opinion, contribute equally to the work, but receive more. Given these trends, it can be assumed that, most likely, the majority of employees will be dissatisfied with the remuneration they receive, believing that they are underpaid.
Addressing the Negative Impact of Incentives
How can a manager solve the seemingly inevitable problem of staff dissatisfaction with the discrepancy between the remuneration received and the contribution to the work? One of the solutions to the problem is to reduce the share of the employee's salary, which depends on the results of his work. This approach leads to a reduction in the positive impact of incentives on motivation and performance. Research conducted in this area shows that the most effective way to address the problem of employee confidence in the unfair distribution of remuneration is to introduce the so-called "fair distribution procedure", i.e. process that determines the amount of remuneration.
Research on the impact of fair distribution of remuneration has revealed an interesting relationship. Works
nicks consider a high level of wages to be fair, regardless of the method by which wages are determined. Workers consider low wages to be unfair only if the process by which wages are determined is unfair. In other words, employees are tolerant of the distribution of remuneration, which they considered unfair, if the method that determines the amount of remuneration is fair. A method is more likely to be perceived as fair if it is implemented in an open and transparent environment, and where workers can participate by providing relevant information (eg through bottom-up feedback).
How to structure the incentive process? What major contingencies have been identified?
Given the level of interest in the issue of proportional pay in the public and private sectors, it is not without surprise that there is very little research that has been done in the area of ​​finding the most effective way to structure the reward system. Perhaps the reason lies in the complexity of conducting comparative studies, which are both costly and time consuming. Scholars have found that schemes with more intensive reward systems (a percentage of pay that is performance-based and thus associated with risk) have a more positive effect on motivation and performance than schemes with less intensive reward systems. It is also well known that when designing incentives in groups, the smaller the group, the greater the impact of incentives on motivation.
According to what principle should stimulation be carried out - by group / organizational or individual? Conducted studies show that both principles have their advantages and disadvantages. The distribution of rewards based on the principle of individual performance, as a rule, is accompanied by increased pressure on each employee so that he performs better, takes responsibility for his actions.
actions, and also took even greater risks. When tailor-made schemes help to successfully identify front and back performers, such schemes provide a valuable source of performance feedback. /> When rewards are distributed according to the principle of group performance (in this case, as a rule, it means that each member of the group receives the same reward), group members demonstrate greater mutual respect for each other, a high level of self-esteem and self-control, a low level of anxiety and an increased the level of satisfaction from the performance of tasks. Research conducted in this area has shown a higher degree of sociability between group members in the case of distribution of rewards on a group basis than on an individual performance basis, even when interaction between group members was not required to complete the task. Some studies have shown a higher level of exchange of experience and information among group members in the case of distribution of rewards on a group basis. Other studies have shown that the distribution of rewards on the principle of group performance enhances the interaction and mutual assistance of group members.
Both principles of reward distribution have serious drawbacks. With a one-to-one approach, there is a greater chance that workers will withhold resources and information instead of sharing with their colleagues. The system of individual approach to the distribution of rewards can divide the members of the organization into the lucky ones and the losers. Under these conditions, the highest score of results will be assigned to a selected minority, at least in theory. This situation can scare away, first of all, those people who need to improve their performance. Instead of trying to do better, they may see low self-assessment as a sign of incompetence or bias on the part of those doing the assessment. An organization may have a layer of dissatisfied employees who will be considered
say that they owe nothing to their organization; moreover, they may not desire its prosperity. Frontline workers may also be hurt by the use of an individual remuneration scheme. Several classic examples of the use of incentive plans show that this category of workers sometimes has to experience ostracism and other negative social consequences.
Using a group approach can also lead to negative consequences. Instead of achieving top performance, group-based incentives may mean that lagging workers may not have incentives to improve their skills and contribute more to their work. The work enthusiasm of frontline workers may decline or they may leave the organization. Alternatively, advanced performers may seek to encourage lagging performers to improve their performance. As a result, underperforming workers may feel intense pressure and criticism from the rest of the group, which in turn will further worsen their performance. In addition, the work of the group may be negatively affected by the fact that lagging workers are aware of their low status, which does not allow them to influence the state of affairs in the group or express their opinion.
Based on these studies, and taking into account all the advantages and disadvantages of the above, we can conclude that it is necessary to use incentives based on the group performance principle in cases where the interaction of employees and the exchange of information are of particular importance to complete the task (for example, in projects involving specialists of various specializations). and different organizations). The need for interaction and the degree of interdependence of workers are most likely determined by the complexity of the task. Incentives based on the principle of individual performance are acceptable when the success of the task is based on the individual skill of the employee. This principle is rather applicable to tasks that are less complex and not
require special interdependence from workers. In short, the structure of the incentive system should be determined by the nature of the work performed.
There is one question that must be answered: how should the structure of the incentive system be changed depending on the type of worker? A few decades ago, clear differences were identified between the ways in which executives and middle managers are paid and ordinary employees. At present, in most cases, these distinctions do not apply. Some studies have shown that pay-for-performance schemes are less appropriate for workers who have little desire to take risks. In a regime of volatile, changing remuneration, such workers are likely to consciously or unconsciously refuse to complete the task. Another study found that incentive intensity (the percentage of reward that is associated with risk) is higher at higher levels of the organizational hierarchy than at lower levels. This is considered normal, as employees at a higher job level have a greater influence on the success of the organization.
This brief overview of the extensive research on performance measurement schemes at the individual and group levels provides some important insights into the parameters that lead to success or failure in the design and implementation of such systems. However, he does not explain which target systems operate in which organizational and cultural contexts. In this regard, we turn to a brief analysis of the main studies of target systems that are applied in public sector organizations in various organizational and cultural contexts.
Target Research
Comparative studies have been carried out in the British civil service on performance-based pay systems (the first large-scale studies of their kind) that
which led to important conclusions. They were attended by 5,000 employees of the Internal Revenue Service and the Employment Service, two public health service hospitals, principals of primary and secondary schools, as well as people of various professions and occupations.
Introduction of a performance-based pay system in the late 1980s. and the complete replacement of the time wage system in the late 1990s. made it possible to evaluate the results of these two payment schemes mentioned above.
The results of this study were largely consistent with those discussed above. Based on this study, it was concluded that the introduction of a performance-based pay system had an impact on the increase in the level of workloads of ordinary workers and middle managers who evaluated their work. In this case, however, financial incentives mattered less compared to the more important role played by task setting and performance appraisal. The study specifically notes that improving performance in the area of ​​goal setting can increase performance in two ways, and this is where the main confusion lies: in part it can make goals more clear, and in part it allows managers to discuss the issue of improving performance levels that are not always realized on voluntary basis. The researchers came to the conclusion that in the case of ordinary workers, a more systematic approach is needed to the ways of setting tasks and solving them, as well as the relationship of all possible interests. Examining a recent ruler proposal
The UK's move to introduce performance-based pay for school teachers has important implications and raises several key questions. The researchers concluded that incentive schemes do work, but they must be designed with great care and scrupulousness to avoid unwanted and unforeseen negative consequences. Typical undesirable consequences include the desire of workers to achieve quantitative indicators at the expense of quality, as well as the encouragement of top school teachers by appointing them to positions of administrators, after which they stop teaching. Additional Factors Affecting Performance The success or failure of a performance-based pay scheme depends on a number of circumstances that vary from country to country. That is why the use of such systems in Russia requires their modification. According to research by the International Labor Organization (ILO), the success or failure of the implementation of a pay-for-performance scheme will largely depend on the following conditions: the existence of a tradition of concluding a collective agreement; union attitude. For example, the negative attitude of the Malaysian unions was an obstacle to the introduction of a performance-based pay system there, while in Singapore the support of the Malaysian unions only accelerated the introduction of such a system; cultural factor. For example, systems that use a group approach to remuneration may be culturally appropriate in some countries; personnel management strategies that use material rewards to implement the target strategy of the enterprise. Thus, organizations with low-cost production stimulate innovation, skill development
performance and performance of its employees. For example, service businesses use different performance-based pay schemes. They will have different strategies for managing personnel, and the objectives of the pay system should be consistent with them; the presence at the enterprise of a favorable working climate that contributes to the efficiency and quality of the work performed. For example, businesses that encourage their employees to participate in job improvement perform better when using performance-based pay schemes.
The results of the work are influenced by the following factors: experience or professionalism, which is the basis of the potential for growth and needs to be constantly developed through advanced training and retraining; attitude to work, which determines the readiness to improve the performance of the employee and which should be combined with an adequate system of motivation and remuneration.
Compliance of the employees of the enterprise with the above factors is the basis of the effectiveness and the main task of the personnel management system.
In the motivation system, it is necessary to pay special attention to those aspects that are perhaps even more important than rewards. These are, for example: reorganization of the workflow; professional development of employees; participation of employees in the decision-making process; opportunities to generate ideas and implement them; non-material encouragement; career; setting goals at the level of the individual employee and the organization.
The ILO study suggests the following “conditional directions” for the development of performance-based pay systems: The pay-for-performance system should be designed to incentivize the results required by the organization.
It is necessary to consult with employees when preparing a remuneration plan (to determine the form of remuneration that would have incentive motivation) on its effectiveness and distribution of remuneration, as well as on monitoring the wage system. Performance-based remuneration criteria should: be objective; be replaceable; be adequate to the results of labor; provide feedback to all employees, not just managers; be well understood; Provide control to employees. The internal incentive system should be strengthened, among other things, through consultations and interaction with employees, training, increasing employee job satisfaction, increasing his responsibility, and reorganizing the work process. The issue of the remuneration distribution scheme is as important as the amount of remuneration itself, since its distribution affects the opinion of employees about the fairness of this scheme. The effectiveness of the adopted remuneration scheme also depends on the frequency of payments. Thus, remuneration should follow directly on the work performed. The remuneration scheme should be communicated to all employees of the enterprise. The required performance level must be achievable, otherwise the scheme will not have a motivational effect. The amount of payments should be clearly defined and directly depend on the results of work.
Some comments on the issue of organizational and individual performance evaluation

Experience and applied research allow us to make a number of important observations regarding the development and implementation of a performance management system at the organizational and individual levels.
Performance indicators at the organizational level play an important role, but they must be handled with great care, especially when they are associated with individual contracts of individual employees. It is necessary to constantly discuss and explain the meaning of performance indicators, otherwise they can distort the nature of the work of organizations, managers and ordinary employees. Performance indicators should be adapted to local conditions and may vary depending on the job descriptions of those whose work is being assessed and the requirements of those who use the information and assessment results. At the operational level, performance measures should address issues of a more narrow nature (eg resource management and production processes). At a higher level of performance, indicators may address broader issues (such as program effectiveness).
Performance appraisal can be a useful tool to measure performance at the administrative level. Performance indicators can be used to assess the conformity of the program being implemented with its objectives. For example, in the road sector, a safety indicator (say, the number of accidents per 1 km of highway) can be used in the preparation and monitoring of the implementation of plans. Performance appraisal can be useful in enhancing the value of management reporting by identifying cost-to-outcome ratios, but it is unlikely to be used to link costs to the bottom line. Let's say that leaders of a certain level in health care can be accountable for the number of vaccinations, but the health status of the entire population as a whole cannot be a reportable indicator for them.
The use of performance indicators in the contractual system of labor relations can be problematic. Even if the contract provides for payment from the budget, the relationship between performance indicators and the allocation of
resources will be indirect at best. Pay-for-performance systems can link certain elements of performance to rewards for specific types of work and thus increase productivity. However, special care must be taken in using a system that directly links performance to pay. The selection of appropriate indicators is a very difficult and delicate process. On the one hand, problems can arise if workers are made responsible for things that are beyond their control. On the other hand, focusing on things that employees can control can encourage them to focus on short-term results at the expense of long-term goals. Result-oriented systems can lead to undesirable effects in the form of “cutting off” or selection of clients who are the easiest to work with.
For example, if the subsidies a hospital receives depend on the number of patients on the waiting list, the administration and doctors of that hospital will have an incentive to keep non-critical patients on the waiting list for as long as possible, while they themselves attend to other patients (high quality of care for a minority, low quality - for most).
The use of a performance evaluation system for organizations and individual employees (top and middle managers, ordinary employees) implies the existence of certain risks. The key question is how to mitigate these risks in an environment where executive and staff compensation is tied to performance targets. For example, the issue of risk is often related to: shifting goals: when the focus is on quantitative indicators; narrowing the horizon of the program: when the focus is on its short-term objectives; data distortion: manipulation of reporting data and their uncritical perception; the nature of the behavior of strategic management: a conscious decision to develop easily achievable goals;
constant focus on a specific goal: inability to adapt to changing goals; demoralization of staff: employees for whom performance indicators are not provided may imagine that their work is less important.
To avoid these risks, there are a number of methods that can be used to organize a performance evaluation system. They include the following: methods for evaluating performance should be well defined and consistent with program objectives; methods for assessing the quality of work should be clearly and clearly defined, as well as understandable to employees; granting employees the right to own property and buy back shares in the organization is of great importance, since it precludes the interpretation of the evaluation system in line with its use by senior management solely in order to get the most out of employees; the costs of developing, implementing and maintaining performance indicators should not exceed reasonable limits; performance indicators should be implemented consistently and gradually; performance indicators should be clear and controlled by the employee, agreed with him and reflected only in part of the total remuneration of the employee.
The practice of implementing effective performance management practices is directly linked to local conditions. In this regard, the following questions arise: are these methods effective for Russia and can they be applied; what priorities, pace and sequence should be chosen; what is really needed to use these methods in terms of organization, skills and resources.
With regard to the individual level of performance evaluation, in this part, individual contracts can be drawn up on the basis of job responsibilities adopted under this
noah organization. These job responsibilities are part of a job classification system that categorizes different professions (e.g. economist, social worker, school teacher, etc.) with different salary levels, with a given salary range within each profession. Contracts may use the system of job classification and differentiation of remuneration adopted within this classification. The remuneration in each particular case depends on how the level of the employee meets or exceeds the level specified in the contracts drawn up by the managers of this company.
Canadian provincial governments have significant experience in performance-based pay at the executive level. The accumulated experience convinces that the introduction of a new system of remuneration must begin with senior executives of the organization. Performance-based contracts and pay systems were introduced in Canada at a time when wages were frozen for an extended period of time, there were staff cuts in senior management, competent leaders left the government, the state system was not able to attract highly qualified specialists, and the existing one on At that moment, the reward system did not stimulate people with exceptional abilities.
The new system used by the Canadian federal government has two components - standing commitments and key (or "at risk") commitments. For example, the risk pay for deputy ministers is 25% of the total remuneration.
The reform of the remuneration system raises some questions, the answers to which must be found before the reform begins. Among such questions are the following: what is the possible potential for such changes; what "pitfalls" can be; how much is the risk reward to be paid; how, under such a system, to draw up contracts between an employee and an employer; what should be included in the contract as performance indicators; what kind
resources are available; what is the relationship between such contracts and the overall level of pay; to what extent and under what conditions performance-based pay can be introduced while the overall level of remuneration remains very low; and finally, what are the main problems stemming from the specifics of Russian conditions.
It is necessary to note the experience of Korea, from which it follows that in order for the reforms to work, the level of remuneration for employees of the civil service should be significantly increased compared to payment in the private sector. The Korean experience also showed that serious problems arose in the country related to the bias of managers. For example: Managers tend to draw conclusions based on first impressions, which can often be erroneous and which can lead to a subjective assessment of the quality of the work performed. These errors can weaken the credibility of the performance appraisal process.
It makes sense to also mention the experience of the UK, since it is possible to extract from it the fundamental elements that are necessary for the effective implementation of organizational and individual contracts. For the UK, these fundamental elements include: clear and measurable organizational objectives, which were developed in the 1980s. as part of the creation of 140 executive bodies; experience in developing meaningful business plans for the aforementioned bodies; experience (albeit mixed) of annual performance reviews for senior and middle managers and for ordinary employees; development of an operational logic chain to link individual indicators to the results required by the organization; experience of reasonable remuneration for public sector employees, despite significant difficulties for management/trade unions;
slow, incremental changes to reduce the number of "pay bands" (pay bands) and simplify their structure within the classification system; experience with performance management systems that have been criticized as "biased and unfair"; carrying out effective measures to establish the norms of behavior for top managers as an addition to the norms adopted for individual state bodies; recognition of the need for additional training for all senior and middle managers who should be directly involved in the operation of the system. start="3" type="1">