01.10.2019

Formation of a personnel management system, domestic and foreign experience. Foreign experience in personnel management

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Introduction

The relevance of research. Modern operating conditions of industrial enterprises require the creation of an effective personnel management system for the enterprise and the development of its personnel potential.

In this situation, there is a need for a theoretical rethinking of personnel processes, development of a methodology for the formation of strategies and tactics for the effective use of personnel of industrial enterprises, contributing to the rise and development of domestic industry, ensuring their competitiveness in both domestic and world markets.

The insufficiently high level of professional training of some of the personnel of industrial enterprises makes it difficult for them to adapt to modern requirements, which makes the theoretical development of socio-economic mechanisms for the training and reproduction of highly qualified workers of industrial enterprises with a high level of general and specialized education particularly significant and relevant.

It should be noted that at present, a particularly acute problem facing industrial enterprises is the creation of personnel management services that meet the requirements of modern management, their own effective training systems, retraining and advanced training of personnel, including workers of industrial enterprises, since it was created in Soviet At times, the system of their professional training was practically eliminated.

At the same time, in existing scientific research, insufficient attention is paid to the problems of forming an effective personnel management system for industrial enterprises and preserving their human resources potential, the concept, practice and prospects for its development, creating its own effective training system, retraining and advanced training of enterprise employees, a search and selection system management personnel.

There is practically no methodology for developing and creating an effective system for managing the professional and qualification development of the personnel potential of industrial enterprises. The quantity and quality of available publications does not correspond to the severity and relevance of solving the relevant problems.

The problem of personnel management at industrial enterprises is one of the most important problems of modern management, is relevant and requires systematic consideration.

Object research is foreign experience in personnel management.

Subject research is the processes of personnel management of an enterprise in a market system of economic relations.

The purpose of this thesis is to study foreign experience in enterprise personnel management and apply it in Russian conditions.

Specifying the goal, it should be noted that in the course of writing the work the following tasks should be solved:

· familiarization with the theoretical part of personnel management;

· review of personnel management systems in some foreign countries;

· assessment of the state of the personnel management system at OJSC NefAZ, as an example of the application of foreign experience in personnel management in modern Russian conditions.

The information base of the study consists of a set of specialized and scientific literature, laws and regulations, statistical data; economic research on the topic; reference and periodical literature; monographs on analysis and accounting.

Chapter1 . Enterprise personnel management system

1.1 Personnel management: concept and approaches

An enterprise (organization, firm), being an integral production and economic system, can nevertheless be represented as a set of its constituent elements (subsystems), naturally interconnected (interacting) with each other. The number of such subsystems can be different and depends on the concept laid down during decomposition. Thus, some authors distinguish technical, administrative (managerial) and human, or personal-cultural, as subsystems. Others distinguish two parts in production (enterprise) management: activity management and people management. Activity management consists of planning activities, setting production tasks, creating a system for measuring work performed, and monitoring the completion of tasks. People management includes ensuring cooperation between all members of the workforce, personnel policies, training, information, motivation of employees and other important components of the work of a leader as a manager. You can find in the literature other options for structuring the production and economic system. However, attention is drawn to the fact that the personnel component is almost always highlighted as an integral part of the management system, which is not accidental. The most important area of activity of any enterprise (organization, firm) has been and remains labor supply: attracting labor, its necessary training, creating conditions for rational use.

The production system, its material and personal components are influenced by many factors. Equipment and technology are changing, which determine the requirements for the workforce, the focus of its special training, skill level, etc. The composition of the workforce changes under the influence of both objective and subjective factors (for example, the composition of workers changes under the influence of staff turnover, a natural and continuous process of qualification growth, motivational premises in relation to work change, etc.). There is a need for constant management influence on the structure of jobs, on the number and composition of workers.

A specific type of management activity, the object of which is a group of workers - personnel, is called personnel management (personnel).

In recent years, other concepts have been widely used in scientific literature and practice: human resource management, labor management, personnel management, human resource management, human factor management, personnel policy, personnel work, etc., one way or another related to human labor activity, management of his behavior at work.

Translated literature with its different terminology characteristic of different schools of management also introduces great discrepancy. The most common terms are:

Personnel administration - personnel management (recruitment, control, placement, training, use of human resources of the enterprise), relations between administrative personnel and subordinates; "human relations" in industry;

Personnel management - personnel management (including selection, training, working conditions, payment, safety issues); labor Relations; relationships between administration and individual employees;

Personnel relations - personnel management, etc. As often happens, when trying to define and reveal the content of a particular concept, the authors focus on the most important, in their opinion, aspect, tasks, forms of manifestation, etc. Thus, when speaking about labor resource management, we mean the part of the population belonging to this category, which is subject to systematic influence and regulation by society at the stage of formation, distribution and use in a territorial context.

The concept of “personnel (personnel) management” is close in meaning to the concept of “human resource management”. In both cases, the object of managerial influence is the same, the difference is in the specific approach to the employee, to his labor force as a resource.

With a technocratic approach, management decisions are subordinated primarily to the interests of production (maximizing production output, fulfilling a plan, etc.): the number and composition of workers are determined based on the technology used, the technological and operational division of labor, the given rhythm of production, intra-production labor cooperation, etc. d. Thus, personnel management is, as it were, absorbed by the process of production management and is reduced to the selection of personnel with the appropriate professional and qualification characteristics and their placement based on the tasks of organizing production and labor.

A humanistic approach to personnel management implies the creation of such working conditions and such content that would reduce the degree of alienation of the employee from his work activity and from other employees. Therefore, according to this concept, the functioning of production, and most importantly its effectiveness (efficiency), largely depends not only on the compliance of the number and professional qualifications of the workforce with the requirements of equipment and technology, but also on the level of motivation of workers, the degree of consideration of their interests and etc., which requires more attention to taking into account the interests of the employee as an individual: increasing the content of work, improving working conditions, realizing a person’s personal aspirations, his ideas about the place of work among life goals, etc.

With this approach, “personnel management” is interpreted more broadly. Management decisions go beyond purely economic provisions and are based on the provisions of sociology, physiology and labor psychology.

The development of the concept of personnel management followed the path of overcoming the technocratic approach to man as a machine, connecting his motivational resources, socio-psychological factors for the growth of labor productivity and production efficiency, and greater consideration of the interests of the employee as an individual.

Human resource management has adopted the fundamental principles of scientific management theory, such as the use of scientific analysis to determine how to perform tasks, the selection of workers best suited for the job, the provision of appropriate training to workers, the systematic and correct use of financial incentives, etc.

A particularly great contribution was made by the school of “human relations”, the formation of which is associated with E. Mayo’s theory of motivation. The principles of people management she developed proclaimed taking into account the desires and expectations of people and interpersonal relationships. Later schools of scientific management also emphasized the combination of the rationality of the organization with employee satisfaction with their activities.

These requirements are embodied in the behavioral concept of management, focused on the use of various methods of motivation: management by goals, labor enrichment, employee participation in management (participatory management).

The widespread practice of working with personnel, focused on the consumption of labor in conditions of stable employment, as well as rigid organizational structures, is being replaced by new management models that provide for:

Creating conditions for expanding knowledge, improving skills, and continuous self-improvement;

The use of “packages” of motivational programs to expand the powers of employees in making business decisions;

Formation of new moral values shared by all company personnel;

Flexible and adaptive use of “human resources”, increasing the creative and organizational activity of personnel, forming a humanized organizational culture.

Thus, the new ideology of personnel management is largely based on employee motivation. The employee’s attitude towards work is formed under the influence of aspirations, life goals, the possibility of self-expression and self-realization, and the content of work. Hence, the main factors of motivation to work are:

Recognition in work;

Achievements in work;

Responsibility and independence;

Opportunity for professional advancement;

Opportunity for employee personality development.

Job security, working conditions, level of pay, the nature of interpersonal relationships in a team of workers, etc. are of great importance. Therefore, fundamentally new approaches to personnel management are largely related to the concept of quality of working life.

1.2 Essence and objectives of management

It is clear that production management is carried out through a person: through people, certain adjustments are made to the technical, technological and organizational aspects of the production process. But the workers themselves are the object of management. This concerns primarily the quantity and quality of the workforce, the formation of labor potential, its development and use, motivation of labor behavior, labor and personal relations, etc.

And in order to reveal the content of this specific type of management activity, let us first clarify what is the object and subject of management. The object of management is an individual worker, as well as a certain combination of them, acting as a labor collective. The totality of employees can include both the entire personnel of the enterprise (organization, firm), which is subject to general management decisions, and the personnel of a structural unit (department, workshop) or production cell (team).

A distinctive feature of a group of workers as an object of management is a certain interconnection of the activities of workers due to common goals, which characterizes them as a team.

The subjects of personnel management are a group of specialists performing relevant functions as personnel service employees, as well as managers at all levels performing the management function in relation to their subordinates.

Determining the need for personnel, taking into account the development strategy of the enterprise, the volume of production of products and services;

Formation of the numerical and qualitative composition of personnel (recruitment system, placement);

Personnel policy (relationship with the external and internal labor market, release, redistribution and retraining of personnel);

System of general and professional training;

Adaptation of employees at the enterprise;

Payment and incentives for labor, a system of material and moral incentives; - performance assessment and certification of personnel, its orientation towards encouraging and promoting employees based on the results of work and the value of the employee for the enterprise; - personnel development system (training and retraining, increasing flexibility in use in production, ensuring professional and qualification growth through planning a working (labor) career; - interpersonal relations between employees, between employees, administration and public organizations;

The activities of a multifunctional personnel service as a body responsible for providing the enterprise with labor and for reliable social protection of the employee.

The goals of personnel management of an enterprise (organization) are: - increasing the competitiveness of the enterprise in market conditions; - increasing the efficiency of production and labor, in particular achieving maximum profit;

Ensuring high social efficiency of the team’s functioning.

Successful achievement of set goals requires solving such problems as:

Ensuring the enterprise's need for labor in the required volumes and required qualifications;

Achieving a reasonable relationship between the organizational and technical structure of production potential and the structure of labor potential;

Full and effective use of the potential of the employee and the production team as a whole;

Providing conditions for highly productive work, a high level of organization, motivation, self-discipline, developing employee habits of interaction and cooperation;

Consolidating an employee at the enterprise, forming a stable team as a condition for recoupment of funds spent on labor (attraction, personnel development);

Ensuring the realization of the desires, needs and interests of employees in relation to the content of work, working conditions, type of employment, opportunities for professional qualifications and job advancement, etc.; - coordination of production and social objectives (balancing the interests of the enterprise and the interests of employees, economic and social efficiency );

Increasing the efficiency of personnel management, achieving management goals while reducing labor costs.

The effectiveness of personnel management and the most complete implementation of set goals largely depend on the choice of options for constructing the enterprise personnel management system itself, knowledge of the mechanism of its functioning, and the choice of the most optimal technologies and methods of working with people.

1.3 Human resource management methodology

Control in the cybernetic sense is, as is known, a purposeful influence on a system and its elements in order to preserve the structure and state of the system or transfer it to another state in accordance with the purpose of the functioning and development of this system.

The goals of regulation in general are to ensure, maintain and prevent certain consequences, depending on the specific nature of the manifestations on the part of the control object.

The work collective is a kind of “Personnel” system, structurally consisting of elements that are interconnected. It has its own internal structure, since employees differ in their functions, categories, professions and many other characteristics: demographic (gender, age), economic (experience, training, motivation), socio-psychological (discipline, ability to interact), etc. The system itself seems quite complex, since it is characterized by many connections between elements both horizontally (between employees) and vertically (between structural divisions, management bodies, etc.).

Personnel management is based on determining the trajectory of development of the “Personnel” system and regulating its behavior in dynamics in accordance with the development of the external environment, internal contradictions, and the tasks of the enterprise (organization, firm) as a production and economic system.

In relation to the personnel of an enterprise, management means the development and implementation of managerial influence on the totality of the characteristics of the labor potential of the employee and the team in order to bring them into line with both the current tasks of the enterprise and its development strategy, the need to fully use the opportunities associated with the role of the human factor in modern production. Therefore, management decisions are aimed not only at individual workers as elements of the “Personnel” system, but also at maintaining production relationships between them, at the very structure of the system, its proportions, at the behavior of the system as a whole, its development.

The state of the "Personnel" system is determined both by its own goals and by production goals. The labor force employed at the enterprise must correspond to the material factor of production (the equipment used, the technology that determines the organization of production and labor). So, on the one hand, there are jobs with their requirements for workers in terms of qualifications, training, personal qualities, on the other hand, there are workers with different qualities, professional training, and qualifications. Human resource management involves influencing both parties to ensure the required compliance. This is a difficult task, since both the requirements for employees and the enterprise personnel themselves change.

Management is carried out in the following directions:

Changes in the number of employees and forms of employment;

Changing the personnel structure;

Changes in staff motivation, etc.

For this purpose, various methods related to HR technology are used: selection, hiring, hiring requirements, training and promotion, assessment and remuneration, etc.

The stable functioning of the system and its reliability largely depend on the prompt response to emerging disturbances (“failures”) in the system. Assessing the state of the system and its change under the influence of any management decision made require taking into account these connections and anticipating negative responses at different levels. And since it is difficult to quickly provide such a response, it is necessary to focus on management methods that ensure or encourage its self-organization. At the same time, one should also take into account this feature of the “Personnel” system: the reaction to a situation that arises under the influence of internal and external factors is often not immediate; even promptly taken measures can only have an effect after a certain time (time lag).

The control mechanism is a system of controls, means and methods aimed at meeting the enterprise's needs for labor of the required quantity, quality and by a certain time. Management goals are achieved through the implementation of certain principles and methods.

The principles interpreted in management theory as stable rules for the conscious activity of people in the management process are determined by the action of objective laws. Methods act as ways to implement principles.

Principles in general represent the starting points of a theory, doctrine, science. In the course of the accumulation of empirical information about the purposeful activities of people, its study of analysis and generalization, there was a selection of all that positive that formed the basis of the principles and rules of behavior, action, work, management, creating conditions that ensure the effective activity of individuals and work teams. Principles, underlying effective personnel management are quite diverse. They are multi-level in nature (general, private, special, individual) and apply to different areas of activity (labor management on the scale of the entire society, industry, enterprise, individual employee). Among the general principles as tools for personnel management are: scientific, planned, comprehensive (systematic), continuity, normative, cost-effective, interested, responsible, etc.

Particular principles include compliance of management functions with production goals; individualization of work with personnel (individualization of personnel selection, taking into account the wishes of a particular employee, individualization during release, promotion, payment based on work results, etc.); democratization of work with personnel (taking into account the collective opinion of employees when making the most important personnel decisions, competitive filling of vacant positions, democracy in management methods and leadership style, etc.); informatization of personnel work, ensuring its level sufficient for making informed decisions; selection of personnel for the primary production team, taking into account psychological compatibility, etc.

The situation is similar with the methods used in personnel management. Among them there are general ones, widely used in the management of other objects (production, the national economy as a whole): administrative, economic, social - and a large number of specific, private methods. Thus, administrative methods, which are characterized by direct centralized influence of the subject on the object of management, include: organizational-stabilizing (laws, charters, rules, instructions, regulations, etc.), administrative (orders, instructions), disciplinary (establishment and implementation of forms of responsibility ).

Economic methods are a whole system of motives and incentives that encourage all workers to work fruitfully for the common good. Social methods are associated with social relations, with moral and psychological influence. With their help, civic and patriotic feelings are activated, people's value orientations are regulated through motivation, norms of behavior, the creation of a socio-psychological climate, moral stimulation, social planning and social policy in the enterprise (organization).

Personnel management should be based on the principles of a systematic approach and program-targeted management.

Building personnel management on the principles of a systems approach and analysis means covering the entire personnel of the enterprise, linking specific decisions within a subsystem, taking into account their impact on the entire system as a whole, analyzing and making decisions regarding personnel, taking into account the external and internal environment, and the entirety of interrelations.

The need for an integrated, program-targeted approach in nature is due to the fact that certain types of activities within the framework of personnel management are carried out not on their own, but in conjunction with management goals.

In personnel management as a process, several particular processes are distinguished:

* planning - determination of management goals, means of achieving them, modeling and forecasting of the management object;

* organization - work on staffing: career guidance, professional selection, attracting labor, hiring, placement in jobs, vocational training, improving labor organization, improving working conditions, etc.;

* regulation - intershop, interprofessional and qualification movement of the workforce, changes in the number of personnel, wage levels, etc.;

* control - control of the number, rationality of use, compliance with the position held, execution of personnel orders, etc.; * accounting - obtaining information about changes in the composition of personnel, maintaining state and internal reporting on personnel, etc.

1.4 Control technology

In order to manage effectively, it is necessary to know the functioning mechanism of the process under study, the entire system of factors causing its change, as well as the means of influencing these factors. Consequently, we can talk about a certain mechanism for the functioning of the personnel management system and the use of various tools to influence the employee, i.e. e. about a certain technology of working with personnel.

In its most general form, technology is the techniques, skills, or services used to produce specific changes in some material. Sociologist Charles Perrow writes of technology as a means of transforming raw materials—whether people, information, or physical materials—into desired products and services. Lewis Davies gives a broader concept of technology: "Technology is the combination of skilled skills, equipment, infrastructure, tools and, accordingly, technical knowledge necessary to bring about desired changes in material, information or people." Managerial influences on the object of management - the personnel of the enterprise - can be directed directly at the employee or at their totality as a production cell, as well as at factors of the internal and external environment in which the labor process takes place. In the latter case, we can talk about an indirect impact on the control object.

There are several types of technologies:

Multi-link, which refers to a series of interrelated tasks performed sequentially;

Intermediary - as the provision of services by one group of people to another in solving specific problems;

Individual - with specification of techniques, skills and services in relation to an individual employee.

An example of the implementation of multi-link technologies in personnel management is the adoption of management decisions at each stage of an employee’s working life at an enterprise (hiring, training, adaptation, direct work activity, etc.) with their inherent specifics, corresponding tasks and methods of management influence. Intermediary technologies are used in the course of interaction between the personnel service and the heads of structural divisions of the enterprise on the implementation of personnel policies, personnel selection, their evaluation, etc.

Individual technologies are largely focused on managing people’s behavior during work and are based on the use of methods of labor motivation, social psychology and, above all, methods of regulating interpersonal relationships, etc.

In personnel management, it is important to know what goals can be achieved using certain means of influence, how and through what it is carried out. The arsenal of tools used here (methods, techniques for working with personnel, expressed in various organizational forms) is quite diverse: - personnel planning;

Change management;

Optimization of the number and structure of personnel, regulation of labor movements; - development of rules for the reception, placement and dismissal of workers; - structuring of work, their new layout, formation of new content of work, job responsibilities;

Personnel cost management as a means of influencing the development of employee labor potential;

Organization of work as a means of creating an environment conducive to the maximum performance of the performer in the process of work;

Workload management, optimization of working time structure;

Assessment and control of activities;

Remuneration policy for work, its high results; provision of social services as a means of motivation, stabilization of the team; - tariff agreements between the administration and the team; - socio-psychological methods (methods of eliminating conflict situations, ensuring interaction, etc.);

Formation of corporate culture, etc.

Chapter2 . Main directions of application of foreign experience in modern Russian conditions

2.1 Japan

Japanese companies are not only economic units, but also to a large extent social organizations. Each company has its own corporate philosophy, which emphasizes concepts such as sincerity, harmony, cooperation, and contribution to the betterment of society. The main factors that determine a company's prestige in Japan are its legal status, controlled market share, stock exchange membership and corporate philosophy. These indicators are more significant than the stock price or profitability level. The prestige of a company determines its access to external financial sources and the ability to attract people with high potential.

His recognition in society largely depends on the prestige of the company for which a Japanese works. In the public consciousness, work life is equivalent to personal life; individual survival and development of a person depend on the survival and development of the enterprise in which he works. Under these conditions, the employee identifies himself with his company and is ready to share its fate.

Organizational principles of a Japanese company:

* Market orientation.

* Continuous introduction of innovations.

* Attention not to individual functions, but to their relationships.

The Japanese management style is based on persuasion rather than coercion. The boss does not distinguish himself from the mass of subordinates; his task is not to manage the work that others are doing, but to facilitate the interaction of employees, provide them with the necessary support and assistance, and form harmonious relationships. As a rule, Japanese companies do not have detailed job descriptions, and the provisions on structural divisions are of a general nature. An employee sent to work receives only a certificate of appointment, informing that from such and such a date he is appointed to such and such a department for such and such a tariff category, without indicating specific duties, areas of responsibility or duration of work. Upon entering the unit, the employee masters labor operations and the peculiarities of interpersonal relationships in the team with the support of work colleagues and the immediate supervisor. The organization of the workplace and production premises promotes collective work in every possible way. One of the major managerial differences between American and Japanese companies is the different nature of their time orientation. Japanese companies pay more attention to their long-term development.

There are also significant differences in the operation of the control mechanism. Control in Japanese companies is distinguished by its concentration in the hands of ordinary workers and its “process orientation.” Within the company there is an exchange of information, frequent contacts and decision-making based on the principle of consensus.

In the use and development of HR, Japanese companies prefer that their employees be “generalists”, i.e. had broad experience and knowledge that corresponded to the goals and interests of this particular company, while in the USA companies are looking for specialists whose knowledge and experience can be used in any other company for this type of work.

The main features that have a direct impact on the mobilization of human resources in Japan include: lifelong employment, wages in accordance with length of service, company trade unions, intra-company labor market, intra-company industrial training, rotation of the system of collective contracting and collective decision-making, intra-company social provision, systems of joint consultations between workers and entrepreneurs, quality control circles. Some researchers do not consider all these structures to be exclusively Japanese, recognizing their presence to varying degrees in other developed countries, but everyone agrees that it was in large Japanese companies that they received their most complete and effective development.

The lifetime employment system, or another name for it - long-term employment guarantee, is widespread in Japan. According to experts, it covers about 35% of employees, but in large companies - up to 50% and higher. The system involves hiring a worker immediately after graduating from an educational institution and informally, i.e. legally unregistered, retaining his place in the company until mandatory retirement. If the market situation is favorable for the company, the “pension ceiling” may be increased, but employees of retirement age will be transferred to lower salaries. According to the psychology of lifelong employment, an employee does not move from one organization to another. The organization cares for him throughout his life and cannot easily break the alliance with the employee. If the employee himself leaves the company or is fired, this seriously affects his future career.

Japanese companies carefully select and staff their human resource managers, and managers spend a lot of time informally assessing the work of subordinates. Typically, an employee in a Japanese company receives a new assignment after two or three years and knows that the quality of his performance of his duties will determine the nature of his next assignment.

An important role in the management of human resources in Japan is played by company trade unions, which are created on the basis of the enterprise and unite permanent employees. They include both “white” and “blue collar” workers, and leaders are elected exclusively from among themselves. A permanent employee remains a member of the trade union and is protected by it throughout the entire period of work in the company. For this reason, Japanese labor unions are often referred to as the “second HR department,” the HR function of a company. Collective bargaining becomes not a negotiation between management and the union, but a coordination or consultation on decision-making between two human resources departments of the same company.

An essential aspect of the formation of a company's HR is the practice of in-house vocational training. Each company prepares HR for itself, and strives for its employee not to be a narrow specialist working in any company, but to be versatile and multifunctional in meeting its goals and objectives.

The rotation process in Japanese companies is also highly functional because the very organization of the production process and management at enterprises is in the nature of a production contract with “dispersed responsibility” for the work performed.

Among the important features of work organization that stimulate and mobilize the active participation of workers in the affairs of their enterprises are also permanent systems of joint consultations, in which managers and workers regularly exchange information about their affairs and plans. They operate in 70% of large Japanese firms and have played an important role in the relatively rapid and smooth restructuring of Japanese companies with the introduction of robots and computer technology.

An additional source of mobilization of human resources is the fact that Japanese companies take upon themselves, as U. Ouchi puts it, “holistic care” for their employees. A significant part of their HR expenditures is realized in the form of expenditures for social needs (housing construction, medical care and leisure activities). This activity of Japanese companies is aimed at strengthening the attachment of its employees, at their emotional and spiritual integration. Every year, colorful ceremonies are held to officially enroll new recruits into the company. The training program for those hired by a company is sometimes designed for several years and includes not only extensive professional training, but also the study of the history, goals, and principles of the company. Sometimes companies use religious training methods. In order to strengthen group solidarity, new employees may be accommodated temporarily in the company's dormitory.

A characteristic feature of Japanese management is the use of a bureaucratic system. Its features relating to respect for the very status of the leader, collectivism, rationalization, impersonality and fairness are well consistent with the traditional cultural characteristics of the Far Eastern region.

The main features of labor management in Japanese enterprises are as follows:

* flexibility in the distribution of work and rotation of workers;

* mobility and long-term training in the Czech Republic;

* the use of mechanisms that interest workers in the results of their work;

* flexible organization of the financial incentive system;

* strict discipline in the workplace;

* orientation towards the development of the Czech Republic.

These features are associated with the principle of long-term employment, reinforced by the mutual trust of workers and management, as well as their desire to maintain harmonious relations.

Japanese companies have two departments that have no exact analogues in their structure in Western organizations. One of them is the so-called general affairs department (“somu bu”),” which deals with legal issues, internal relations, relations with shareholders, government agencies, trade associations and related companies, documentation, and often purchasing. The other is the human resources, personnel management, HR department, which is often an offshoot of the “so-bu” and is separated from it when the company reaches a certain size.

In the largest corporations, the manager who heads the HR work area is a member of the board and has the position of HR director; The head and employees of the HR management department are subordinate to him. Often, the functions of the HR director (i.e., a person who protects the interests of shareholders, whose candidacy is approved by the general meeting of shareholders) and the head of the HR management department (i.e., an employee) are combined in one person. This special status is taken into account when paying wages and is especially significant in the process of collective bargaining, when this person seems to represent both sides.

The main document regulating labor relations in a company is the intra-company employment regulation. All firms with 10 or more employees are required to register their internal regulations with the local labor standards bureau. The employment clause operates like an employment contract. It determines working conditions, remuneration, requirements for permanent employees; kept in the personnel department.

In companies where a trade union exists, another basic document is the collective labor agreement. In its content and practical significance, it is similar to the employment provision. What makes it different is that it defines the status of the trade union organization and its members in the company.

HR planning, closely linked to corporate planning, is still a rarity in Japan. In accordance with modern business conditions, it is considered quite sufficient to comply with the following rules:

* once hired should not be dismissed except in extraordinary circumstances;

* upon reaching the age limit, the employee must retire or be transferred to temporary work. Typically, Japanese companies carefully monitor only one long-term indicator - the balanced age structure of the HR. There are two reasons for this:

1. Financial. Every year, a certain number of employees who have reached the age limit and receive the highest salary must resign. This significantly reduces salary costs, since they are replaced by graduates who earn the least in the company.

2. Organizational and structural. Maintaining a certain age structure makes career advancement easier.

Budget. By being in constant contact with other departments and knowing their annual needs, HR creates company-wide workforce forecasts for the next budget year. Estimated labor costs are forecast. Finally, HR has its own budget requirements, with recruitment, training and social costs being the most expensive. Over the past ten years, the department's annual budget, excluding salaries and statutory social expenses, has amounted to about 4% of labor funds per year.

Recruitment, training of personnel, their promotion, carrying out disciplinary measures, penalties and dismissal, resolving issues related to pay and working conditions, social benefits and labor relations are the prerogative of the HR management department (heads of departments can make their proposals, they are consulted before making a decision ).

Overtime. In Japanese companies, overtime work is viewed positively. First, its use is more economical than recruiting additional labor to meet fluctuating demand. Secondly, it brings additional income to employees. Overtime is not considered here to be a manifestation of the incompetence of production managers or improper planning of the use of labor. With the consent of the employee representatives (or trade union), overtime may be assigned at any time and for any period. As a result, in many companies, about 10-15% of the monthly salary of regular workers comes from overtime. However, nowadays young workers, as a rule, try to avoid overtime, since for them free time is often more important than additional earnings.

Social issues. In addition to statutory social benefits (sickness, unemployment and industrial accident insurance) and old-age pensions, Japanese companies have many other social programs. Housing and dormitories, recreational opportunities, cultural programs, housing loans, subsidies for lunch and grocery shopping and businesses are all centrally administered by the HR Management Department. In addition, the range of problems he solves includes issues of benefits paid, for example, during the territorial transfer of a company employee. The Human Resources Management Department organizes the issues of settling the employee in a new place. Funerals of employees and their family members are also organized and paid for by the HR Management Department.

Recruitment issues. The ideal for a Japanese company is to recruit a permanent workforce of graduates who would remain with the company until they reach the age limit.

The main requirements for candidates are accuracy, conscientiousness and goodwill.

In a Japanese company, it is generally believed that specialization, division of labor, and emphasis on individual initiative can harm the efficiency of the company as a whole. Therefore, group work and cooperation are most often encouraged, with an emphasis on the interests of the entire corporation. Recruitment of workers is focused on satisfying the general interests of the company, and not on performing a specific job in a specific location. New employees are recruited by the company, not by an individual manager. At best, the company invites new workers, indicating a wide range of employment: production, sales, clerical work, etc. Even when the work becomes unnecessary, those hired are not fired. The company provides them with retraining and transfers them to other places. School graduates with no work experience are recruited every year, and the company gradually brings them to the appropriate skill level and assimilation of the corporate culture. Thus, the age structure of the workforce is preserved, which is an important indicator of organizational dynamism and the ability for technical innovation. In Japanese companies' annual financial reports, the average age of employees is always reported.

In Japan, the following enlarged scale of positions has been adopted:

* third-class specialist (university graduate);

* second-class specialist (ordinary worker);

* first-class specialist (ordinary worker);

* typical candidate for a management position

* third-class manager (lead administrator or engineer);

* second-class manager (deputy head of department, head of department, deputy head of department);

* first-class manager (deputy head of department and chief engineer);

* head of department, director.

The wage system in Japan is based on the following basic principles:

* the amount of remuneration is determined primarily by social rather than economic factors;

* individual income is set taking into account how much other employees of the company receive;

* the system is consistent with the principle of long-term hiring.

A characteristic trend in the organization of wages in Japan in the post-war period can be considered a decrease in differences in the structure and amount of earnings of various categories of personnel, in particular, workers and managers. The most important principle of remuneration is “fairness”, i.e. application of a uniform payment procedure at all hierarchical levels. Payroll management functions in Japanese companies are centralized and transferred to the HR management department. Department heads do not deal with these issues and usually do not know how much their subordinates receive.

Both sides of the employment relationship view wages from a long-term perspective. An entrepreneur who hires a graduate of an educational institution expects that he will work in this company for at least 30 years and receive from it about 200 million yen during his working life. In turn, a young man who joins a company hopes for a stable increase in earnings. The starting salary is quite low and depends on the level of education, its size is determined by the labor market (differences in the level of starting salaries between enterprises are insignificant). Further growth depends on factors operating within the company. In this sense, we can say that in Japan there is no “average” wage for industry or for a particular profession. An employee's income includes: monthly remuneration; seasonal additional payments (bonuses); severance pay.

The monthly remuneration consists of a fixed and variable part. Its constant part is a fixed amount, the size of which is revised annually by the administration independently or as a result of negotiations with the trade union. It consists of the basic salary and monthly additional payments. In companies that use a system of tariff-qualification categories, there are tables for each enlarged block of work, for example, for the production sector, sales, for office work, etc., but the differences between them are insignificant. Every year, a permanent employee receives an increase in qualification level if he has not had disciplinary sanctions or cases of prolonged absence from work. Regardless of the annual intra-company salary increase, tariff tables are revised almost every year as a result of negotiations between the administration and trade unions.

The number and size of monthly additional payments as a permanent part of remuneration in different companies are not the same. Additional payments are divided into four main categories:

1. Additional payments for work. Their main types are: for specific professional skills; for absence from work.

2. Allowances for working conditions. These include: allowances for performing heavy and dangerous work, as well as for working in shift mode or in a remote location. Additional payments in this category are assigned only to workers.

3. Additional payments for the level of responsibility. Many companies pay extra only for the level of responsibility (positional bonus). Most companies have a fixed amount for such payments, while others have a range.

4. Additional payments related to the level of cost of living.

The variable part of wages mainly includes remuneration for overtime work.

The following elements of intra-company HR management practice work to ensure the scientific and technological development of a Japanese company:

1. Large companies have a clearly developed system for selecting and placing personnel. By tightly tying permanent employees to the company, HR management services are able to effectively solve a wide range of HR management problems. A specific point is the separation of hiring procedures from the placement of personnel. When starting a permanent job, new employees do not know in advance where exactly they will work.

2. Internal transfers of personnel to other jobs and positions (rotation) are carried out systematically. This ensures the mobility of HR within the company, the exchange of best practices and the establishment of interpersonal communications. Some companies (Mitsubishi, Matsushita, Sony) within the framework of an individual career have established rules for career advancement (for example, change jobs at least three times within 14 years) and standards for the total number of “rotating” personnel (5 % during a year).

3. Developed system of training and advanced training of personnel. In particular, on-the-job self-training and mentoring systems are being purposefully activated.

4. Well-functioning systems of material and moral incentives.

A necessary condition for effective work is the establishment of clear coordination of all parts of the organization and the strengthening of production and labor discipline. “Before addressing the challenges of increasing productivity and quality, it is necessary to ensure the continuity and stability of the production process,” notes one Japanese executive.

The high level of labor and production discipline at Japanese enterprises made it possible to successfully implement progressive organizational technologies:

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Introduction

The relevance of research. Modern operating conditions of industrial enterprises require the creation of an effective personnel management system for the enterprise and the development of its personnel potential.

The problem of personnel management at industrial enterprises is one of the most important problems of modern management, is relevant and requires systematic consideration.

The object of the study is foreign experience in personnel management.

The subject of the study is the processes of enterprise personnel management in a market system of economic relations.

The purpose of this thesis is to study foreign experience in enterprise personnel management and apply it in Russian conditions.

Specifying the goal, it should be noted that in the course of writing the work the following tasks should be solved:

· familiarization with the theoretical part of personnel management;

· review of personnel management systems in some foreign countries;

· assessment of the state of the personnel management system at OJSC NefAZ, as an example of the application of foreign experience in personnel management in modern Russian conditions.

Chapter 1. Enterprise personnel management system

1.1 Human resource management: concept and approaches

A specific type of management activity, the object of which is a group of workers - personnel, is called personnel management (personnel).

Translated literature with its different terminology characteristic of different schools of management also introduces great discrepancy. The most common terms are:

Creating conditions for expanding knowledge, improving skills, and continuous self-improvement;

The use of “packages” of motivational programs to expand the powers of employees in making business decisions;

Formation of new moral values shared by all company personnel;

Flexible and adaptive use of “human resources”, increasing the creative and organizational activity of personnel, forming a humanized organizational culture.

Recognition in work;

Achievements in work;

Responsibility and independence;

Opportunity for professional advancement;

Opportunity for employee personality development.

Their contribution to economic growth as an economic resource and factor of production. The purpose of the work is to consider the effectiveness of personnel management in an organization in a comprehensive system analysis (using the example of Usko - International JSC). To achieve this goal, the following tasks must be solved: - consider issues of personnel policy in the organization; ...

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Product reliability. The basis for the Japanese success was an effective management system. Credit must be given to American managers who did their best to learn Japanese best management practices. Therefore, currently in the United States, a fairly typical situation is when managers prefer to call their subordinates colleagues, players on the same team. Modern ones, especially...

The activities of the company, since the activities of the organization as a whole depend on the personnel management policy 3.2 Proposals for improving the personnel management policy at the OAO LUKOIL enterprise Having analyzed the problems of personnel management at OAO LUKOIL, I would like to propose some methods for improving the personnel management policy in this companies. After all, it is from...

The creation of production is always associated with the people working at the enterprise. Correct production principles, optimal systems and procedures play an important role. However, operational success depends on specific people, their knowledge, competence, qualifications, discipline, motivation, problem-solving ability and receptivity to learning.

The basis of the concept of personnel management of an organization at present is the increasing role of the employee’s personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The situation created in our country, the changes in the economic and political systems simultaneously bring both great opportunities and serious threats to every individual, and introduce a significant degree of uncertainty into the life of almost every person.

Personnel management in such a situation acquires particular relevance and significance: it allows one to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization’s personnel management system.

Personnel management is a process of systematic, systematically organized management, with the goal of both ensuring the effective functioning of the operational process and meeting the needs of personnel in their professional and personal development.

One of the most important functions of the personnel management service is organizing the process of personnel training, improving their qualifications, and activating human resources. All this can be achieved only with constant training of personnel, improvement of their qualifications and strategic determination of the professional orientation of people at a given moment and in a given production.

But the state policy that has developed in Russia in the field of human resources has turned out to be ineffective: vocational schools have been significantly weakened, there is no system for developing enterprise personnel, and the previous connections between vocational education and professional labor have been destroyed. The market of professions and the market of educational services in Russia are practically not connected.

The chosen path of Russia's transition to the market did not live up to the hopes placed on it. The main results of several years of radical economic reform are more than well known: the decline in production, the impoverishment of the people; unemployment, strikes, unfavorable demographic changes, especially in the central regions of Russia, etc. The severance of habitual economic ties further enhances the manifestation of all of the above and other negative processes.

The evolution of the management system that emerged in the first stages of economic reform occurs in the specific conditions of the transition period. Its important features are:

Instability of connections between enterprises and insufficient coordination of their activities;

Freedom of economic activity due to the existing legal system;

Instability of the regulatory sphere and economic policy.

Without a doubt, the issue of personnel is of a strategic nature, both for large successful and small firms.

The educational services market turned out to be practically unbalanced with the real needs of the skilled labor market. The quality level of enterprise employees is significantly inferior to the requirements imposed on the international labor market.

The personnel management system at most enterprises does not correspond to the strategy of market reforms, which significantly hinders the ability to implement programs of sustainable stabilization, revitalization of production and structural restructuring of the economy, improving the quality and competitiveness of Russian products.

The current practice in the field of personnel management does not provide high-quality renewal of personnel, specialists and managers. Enterprises also lack a unified system of working with personnel, primarily a system of scientifically based study of abilities and inclinations, professional and job promotion of employees. The functions of personnel management are dispersed among various services, departments and divisions of the enterprise, one way or another involved in resolving personnel issues. The lack of necessary coordination does not allow effective personnel management.

Because of this, as a rule, HR departments are not yet able to take on the role of services that would provide, for example, the entire range of measures to guarantee the quality of selection and placement of personnel at all levels.

It should also be noted that there is an erosion of traditional values, which leads to serious disturbances in personal beliefs and values. Stress, pressure and uncertainty are increasingly present in most forms of organizational life. Let's add to this the lack of information in almost all areas of economic life. As a result, a climate of uncertainty arises when the activities of enterprises are aimed mainly at everyday survival.

Therefore, in these conditions, effective management of the enterprise and human resources becomes especially important.

In order not to repeat the mistakes of the past, it is very important to make significant adjustments to the economic strategy and implement a number of organizational and structural decisions. To eliminate these types of shortcomings, personnel development planning is necessary. First of all, this is planning the natural movement of personnel - retirement, dismissal due to illness, due to study, military service, etc. This is not difficult to do, but it is important to prepare an equivalent replacement in a timely manner. What’s more difficult is to strengthen the potential of the team and increase its competitiveness.

Secondly, it is necessary to train and significantly improve the qualifications of the management corps in management, marketing, innovation, personnel management and a number of other disciplines, taking into account the peculiarities of the current economic situation and the Russian market. The formation of a business services industry should become one of the primary problems of structural investment policy. The set of programs used in the process of training and retraining managers must meet the changed and increased requirements for managers. Programs should focus managers on assessing the effectiveness of management and, as a result, increasing competitiveness through the maximum use of human resources in work, as opposed to economic growth achieved through additional capital investments.

Thirdly, it is important that corporate goals and values are perceived by the workforce as their own. Therefore, their propaganda and constant work with the team are needed. At the same time, the condition for the emergence of interest in the affairs of the company is an objective assessment of the employee’s work results and recognition of his merits by management and colleagues, as well as the opportunity to show initiative.

If earlier, for many years, the vast majority of Russian enterprises pursued a personnel management policy according to a very specific scheme: choosing a specialist from a wide range of job seekers, hiring him, perhaps a little “additional training” at the place of work, and his uniform work for the benefit of his family to the enterprise. Now this scheme requires significant adjustments.

During the period of economic crisis, which modern Russia has been experiencing for some time now, the main direction of work with personnel should be considered development and the main emphasis not on material and monetary incentives for workers, but on material, non-monetary and intangible ones.

Working with personnel in today's dynamically developing market is one of the key factors in increasing business competitiveness. The effectiveness of an organization is determined not so much by the use of a particular management system, but by how its elements are adapted to the production and market conditions in which it operates.

Studying and applying effective methods of personnel management will allow us to qualitatively improve the organization of employee work and unite them into a single team.

The personnel management service in modern conditions acquires special significance: it allows us to generalize and implement a whole range of issues of adaptation of an individual to external conditions, taking into account the personal factor in building an organization’s personnel management system.

One of the fundamental factors in adapting an organization to modern conditions is the formation of a flexible and mobile personnel management service, which is aimed primarily at optimizing work with personnel based on the introduction of new innovative technologies.

Under the administrative-command system in the Russian Federation, the personnel department performed work related to maintaining documents, analyzing conflicts, attending courts, paying wages, i.e. their functions were auxiliary, and all major personnel decisions were made by senior management. Specialists involved in personnel issues were called welfare secretaries in England, and public secretaries in the USA and France. Their main functions were the organization of schools and hospitals, control over working conditions, opposition to attempts to create trade unions, and mediation between the administration and workers.

Currently, in many countries there is a process of reassessment of the place and importance of the personnel management service in the enterprise. The management of enterprises in the Russian Federation is also forced to change their views on the role and importance of the personnel management service in market conditions.

Due to the increased importance of work, former personnel services are being transformed in Western companies into personnel or human resources services with broad powers and they become the “calling card” of the organization. New functions bring the personnel service on a par with other leading departments of the enterprise.

At present, the most popular employee management models used in foreign countries are the American and Japanese models of personnel management.

Personnel officers in the United States pay most attention to the personal values of each applicant and the results that can be obtained from his activities. The basis of the entire mechanism is individual indicators, individual responsibility, as well as the setting of specific short-term goals, implemented in quantitative terms. The American model of personnel management provides for the following working conditions for personnel: a reduction in the number of obligations fulfilled by central divisions and a reduction in the number of employees in administrative services; an expanded list of job descriptions for a large number of professions; non-fixed wages (depending on the work performed); creation of “end-to-end” teams within the enterprise, which allows you to move specialists from one department to another or vacate positions if necessary.

The Japanese model of personnel management has the opposite characteristics. HR managers pay attention to the potential employee himself, carefully studying all his negative and positive aspects, and only after that the appropriate position for the applicant is selected.

The Japanese model of personnel management has the following features: the most important are the personal and professional qualities of the candidate, his education; prospects for long-term work in the host organization; correspondence of payment for performed duties with the period of activity, age, education and labor efficiency; Each team member can take part in trade unions located within the company. One of the main features of Japanese personnel management is the lifetime employment system. Japanese companies cooperate with higher education institutions that train specialists in the fields they need. A candidate for a position must work for a year as an intern and after a year the employee becomes a permanent employee and if he quits of his own free will, he starts his career all over again, which solves the problem of staff turnover.

However, the disadvantage of the Japanese personnel management system is the communication of management with subordinates, the encouragement of various formal and informal connections, and at the same time, workers may not have much respect for the administration, which often leads to Japanese workers announcing rallies. In large Japanese enterprises, personnel services are headed by vice presidents, who occupy second places in the management hierarchy. These positions are filled mainly by young, energetic people under the age of 40, who have flexible, progressive thinking, a broad view of things, and not a single serious decision is made without their participation. The personnel management service establishes contacts with trade unions, which helps to identify and prevent possible conflicts in the enterprise, which puts the personnel service on a par with other leading divisions of the enterprise.

Currently, the personnel service in all countries, as well as in Russia, is considered as a serious professional service, since the implementation of the functions and tasks of this service requires appropriate special knowledge, skills and abilities, i.e. specialization of units within the personnel management service is necessary. HR managers should have the right to participate in the implementation of policies for the use and development of personnel in the enterprise, in the analysis of human problems, to anticipate future needs for new jobs and the elimination of some old jobs, to study new trends occurring in society as a result of economic, political and social processes.

The professional tasks of the head of the personnel management service are recognized as: personnel development, staffing planning, personnel selection and adaptation, organization of remuneration, placement and training of personnel, consulting department heads on personnel issues. The competence of the personnel management service includes control over the professional training and professional qualities of employees, which can be identified and controlled in various ways: certification, passing qualification exams, characteristics given by the employee’s immediate supervisor. Identification by the personnel management service of a discrepancy between the professional level of an employee and the requirements imposed on him by the enterprise means the need for additional professional training or transfer to another position, and possibly dismissal. The problem of professional training or retraining of enterprise employees is quite complex not only from an organizational point of view, but also from an economic one. The enterprise, represented by the personnel management service, constantly solves the problem of optimizing the costs of additional training for employees, without compromising the quality of training. Recently, the methods and forms of work of personnel management services at enterprises have undergone significant transformations, associated primarily with the widespread introduction of information technologies. In modern conditions, in our opinion, the highest priority areas for the work of personnel management services are the solution of the following tasks: ensuring that the level of qualifications meets the requirements of the modern economy, where basic skills and knowledge require continuous updating; controlling rising labor costs; determining the policy of multinational corporations in the field of combining the hiring of cheap labor from foreign countries and the population of their own countries; expansion of standards governing labor and organizational relations, from compliance with labor laws to moral and ethical standards (for example, in the field of discrimination, healthy lifestyle, etc.); development of methods to support employees working virtually using telecommunications at home and not visiting the office.

The practice of modern management shows the ineffectiveness of template solutions to complex socio-economic problems. Real economic growth is associated with the introduction of methods that ensure the implementation of new approaches to human resource management based on the integration of the interests of entrepreneurs and staff. It is innovative approaches to people management that contribute to the growth of labor productivity and the realization of the creative potential of personnel that determine the prospects for the development of appropriate management methods. Indicators for assessing the effectiveness of the activities of the personnel management service characterize the quality, completeness, reliability and timeliness of the performance of functional duties, taking into account the results of the organization’s work. They are considered as a single basis for assessing personnel effectiveness. The effectiveness of the HR service in an organization depends on: its structuring and specification of the functions of each structural unit; the interconnected work of structural units within the service itself, the organic connection of the work of the personnel service with the work of the technical and economic service of the enterprise; staffing of the service.

Bibliography

1. Kilyakova D.A. How to organize the work of the personnel service. // Handbook of personnel management. - 2014. - No. 8. - P. 80.

2. Lagina V.A., Shakirova V.A. Organization of work with personnel and its improvement. – M.: VNIIEgazprom, 2016. – 276 p.

3. Uspenskaya E. A. Personnel service. Personnel directory. - M.: “Business”. 2013.

There are reasons why foreign experience in personnel management, both small and large companies, in many aspects differs significantly from domestic ones. The main reason is that in Soviet times no specific manuals were published on this issue; the topic was practically not studied either by serious scientists or in pseudo-scientific circles. In the absence of a private form of entrepreneurship, there was simply no such need, since in the state mechanism the individual did not play a serious role.

How to adopt foreign experience?

Therefore, already in the modern period, most Russian entrepreneurs and managers at various levels are forced to turn to foreign experience, since domestic experience cannot help them sufficiently improve the efficiency of their staff. Correct application of certain techniques can increase profits by significant percentages, improve the atmosphere in the team and achieve other useful results.

Main types of these models

There are several different HR models. They are usually distinguished by geographical and national characteristics: Japanese, European and the model adopted in the USA. We will try to dwell on each of them in detail, highlighting their pros and cons.

Japanese diagnostic model of personnel management

This model has several significant advantages, but also some disadvantages. They are based on the characteristics of Japanese national and corporate culture. Lifetime employment is widespread in this country, and most corporations are interested in keeping their employees on staff for many years. Therefore, the relationship between management and employees takes on a special character, which has many similarities both with the traditional family, where the boss plays the role of a father, and with the army, in which management is likened to military commanders. At the same time, personnel management in Japan implies the presence of a corporate philosophy. Compliance with its spirit is often an even more important criterion for hiring than the professional skills of the employee.

In its classic form, the Japanese model of personnel management requires following several organizing principles. First of all, this is the overall focus of the team on meeting the needs of the client. Employees must be able to constantly generate ideas and promote innovation. For this purpose, it is necessary that the formal distance between the boss and his subordinates is not too great. The boss should be like the first among equals. Typically, modern Japanese corporations do not have clear job descriptions, and structural divisions are not at all strict.

The chief of the company should be like a father, guiding his children, but not forcing them to make a choice unless there is an urgent need for it. It is typical for Japanese companies to want to familiarize employees with the entire work of the company; for this purpose, even those who should occupy leadership positions in the future, for example, the children of the owners, are usually promoted from the very bottom, transferred from department to department, so that they understand the entire structure of the company's work.

In the field of legal relations with employees, the Japanese model has several features. This is the already mentioned above-mentioned lifetime employment and an increase in wages over the time the employee spends in the company, that is, according to length of service, regardless of whether he is promoted. Within the company, its own labor market is created, which allows employees to be sent to those departments whose work they can handle better, as well as internal training courses.

For the Japanese model, the priority is the social development of the company and maintaining corporate loyalty of employees for many years. That's why it attracts many executives around the world who are interested in keeping their employees with them for the long haul.
The disadvantage of the Japanese system can be considered that it is focused on the Japanese national worldview and may not be so effective in our domestic environment. A certain informality of communication may be perceived as weakness of management, and a lifetime contract as a guarantee of a job, regardless of success. However, measures to create a unified corporate ethos can be very effective and significantly increase profit levels and joint liability.

American model

It also has its own characteristic features. First of all, it is distinguished by the presence of a large number of different manuals, textbooks, and so on, that is, it is more formalized.
In general, the American model is almost the complete opposite of the Japanese model we have already considered, since it is aimed at individualism rather than maintaining collectivism. The national and cultural characteristics of the US residents play a significant role.

The first thing that characteristically distinguishes the American model from the Japanese one is the emphasis on the importance of the personality of the company's top management. Some corporations even create entire departments dedicated to the selection and training of personnel for senior positions in the company and individual work with candidates. As a result, the level of isolation from the rank and file of management in a classic American model company is very high.

The American model develops the idea of individual responsibility and individual decisions. An unspoken rule is often used there - whoever put forward the idea implements it, but at the same time is responsible for it. At the same time, goals are developed that have predominantly quantitative rather than qualitative significance, and even for the short term.

Rivalry and competitiveness are encouraged between employees, especially between departments responsible for the development of various projects.

In the American model, it is the individual abilities of each employee that are considered as the basis for growth. Therefore, employees are given a certain amount of freedom in making decisions, but at the same time, as mentioned above, they personally bear full responsibility for the results achieved.

When hiring, the role is played not by a person’s personal qualities, but by his professional skills and previous work experience. At the same time, corporate loyalty, especially for rank and file and middle management, is not considered something strictly obligatory, and close attention is not paid to it.

American education is distinguished by the narrow specialization of graduates, which is typical for specialists in their future work. Therefore, promotion through positions follows an almost strict vertical line.

A financier always works as a financier, and a human resources manager always works as a human resources manager.

As a result, professionals who feel ready for growth often have to leave their companies because their senior positions are filled. As a result, the American model of personnel management is characterized by high staff turnover; most specialists change companies every few years.

The disadvantages of the American model include turnover of both managers and ordinary personnel, which interferes with the formation of a unified corporate spirit, ineffective support for teamwork, and low loyalty to immediate management, since such a model implies a desire to take the place of a boss.

European model of personnel management

This is the last of the three large models. One of its main distinguishing features is high social standards as a goal when working with personnel.

According to the European diagnostic model of personnel management, all production areas must be fully staffed with precisely those employees whose professional and personal qualities are most suitable for this service.
Activities should also be carried out aimed at increasing the efficiency of employees, for example, corporate holidays and group games that form a general corporate spirit.

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Formation of a personnel management system, domestic and foreign experience. Foreign experience in personnel management

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