21.09.2019

Developments of foreign authors on personnel management issues. vertical career - job growth. F – salary fund for all personnel

Let's consider the features of management systems in different countries. Let's start with a comparative analysis of control systems in the USA and Japan, since they are leaders in this area.

In the USA, there are several main directions in the personnel management system:

- development of the employee’s personality in order to effectively use his labor potential. This is done by providing opportunities to improve skills, develop abilities, increase knowledge, demonstrate independence, and increase the variety of work;
- changing the main forms of labor motivation, which in modern conditions represent an inextricable combination of moral and economic forms of incentives;
- development of industrial democracy. The essence of the development of industrial democracy is the transition from rigid authoritarian forms of ore management to flexible collective forms, expanding the rights of participation of ordinary workers in management, giving them the opportunity to widely express their opinions and participate in condemning production problems. For example, the formation of autonomous brigades. The company's management delegates to the brigade a number of functions of planning, control, remuneration, and the right to independently select a foreman.

All team members jointly plan work methods, establish its rhythm, carry out division of labor based on the interchangeability of performers, and monitor product quality. Team members themselves perform functions that were previously performed by auxiliary workers:

- development of new forms of compensation for labor;
- ensuring job security;
- ensuring labor safety;
- improvement of sanitary and hygienic working conditions;
- purposeful change in attitude towards work.

To increase the content of labor and eliminate monotony, many American companies are undergoing a reorganization of production, the main goal of which is to move away from the extreme division of operations, from reducing the worker’s labor to several repeating operations, making him an appendage of the machine, and will turn to expanding his functions, increasing the level of responsibility, using employee's creative abilities.

If the employee previously adapted to technical means. At present, attempts are being made to adapt technology to the abilities of the worker.

Modern American companies use analytical remuneration systems, the peculiarity of which is a differential assessment in points of the complexity of the work performed, taking into account the qualifications of the performer, physical effort, working conditions, etc. At the same time, the variable part of the salary (bonuses, incentives, bonuses), which is used as incentives for improving product quality, saving raw materials, increasing productivity, reaches 1/3 of wages.

In addition to financial incentives, other types of incentives are used. For example, British companies practice valuable gifts and tourist trips, as well as various types of gratitude, titles, and symbolic awards. At the same time, a whole ritual of presenting rewards or explaining gratitude has been developed.

In this regard, the creation of management systems that best allow creative initiative to emerge at all hierarchical levels of firms has become the main goal of American management. The appeal to the person within the framework of the development of modern management forced us to pay special attention to personnel selection, because the implementation of the company's goals is entirely in his hands. The understanding that the qualifications of workers and their desire to work becomes the main productive force and the driving principle of production led to a reorientation of the management strategy of the largest companies towards motivating labor, obtaining greater knowledge, skills, work skills, and enterprise of personnel. American companies pay great attention to training and professional development of personnel

In European countries, much attention is also paid to improving the qualifications of employees, but unlike American management, where large companies are leaders in this area, the best prerequisites for advanced training are found in small and medium-sized organizations. The emphasis is mainly on self-education rather than on seminars and courses at external educational institutions.

In France, the “Challenge+” training program is used, which aims to develop and create new innovative organizations in the country. The program is supported by the state.

In Japan, much attention is paid to training staff in good manners, since Japanese management is based on respect for colleagues and on the awareness of the unity and integrity of all personnel in the organization.

Authorized personnel services began to play a special role in using labor potential. In terms of their functions, the level of professional competence of employees, technical equipment, and working methods, they have long grown from offices for storing personnel documentation into solid personnel departments.

The outlined directions of changes that have taken place in the personnel management system of American companies are, in many respects, also true for Japanese companies. However, despite the presence of similar processes, human resource management is the most characteristic area of activity in which Japanese companies clearly demonstrate the qualitative difference in their practical experience from the American one.

In Japanese companies, the HR department plays a big role, because... he is entrusted with the function of selecting and placing personnel. Whereas in American companies the interview is conducted by the manager to whom the candidate is hired.

Japanese managers attach great importance to fair treatment of employees, because In some cases, managers, guided by good intentions, take measures that are fair to some employees and unfair to others. Therefore, what is valued in managers is the ability to listen to the problems of a subordinate, delve into them and solve the problem. In contrast, American managers use formulaic techniques to solve such problems.

One of the key management problems in American companies is overcoming the isolation of departments, which tend to become fixated on their own tasks and underestimate the importance of contacts with other departments. As a result, overall efficiency decreases.

The Japanese management system is not aimed at making a profit in the near future, but at ensuring stable, long-term development of the company for many years to come.

One of the areas for improving human factor management is the concept of “reengineering” (the founders of this concept are Mike Hammer and James Champple). The authors believe that in the modern era, organizations need to be created by combining individual operations and production functions into holistic processes that will no longer be divided between different structural departments. Accordingly, the provision of each such process (from its entry into the organization to its exit) will be carried out by one employee or group. At the same time, all team members must be capable of not only performing the entire cycle of operations, but also be completely interchangeable. Because of this, the company must train workers focused on the holistic production process. Then, as the traditional management system was based on a developed system of division of labor, i.e. The production process is divided into separate operations performed by different members of the organization.

Reengineering is aimed at rapid and fundamental changes, decisively discarding everything that is ineffective. Whereas previous systems are focused on gradual and small changes, on individual improvements and amendments.

One of the most important problems of modern management is the construction and improvement of an organization's personnel management system. With all the variety of approaches to solving this problem, it is impossible to determine universal methods and techniques of construction, since each organization has its own individual characteristics.

Thus, administrative methods are a way of implementing management influences on personnel and are based on power, discipline and penalties. They 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 certain organization, etc. These methods of influence are distinguished by the direct nature of influence: any regulatory or administrative act is subject to mandatory execution.

Organizational and administrative methods have a direct impact on the managed object through orders, instructions, 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, social regulation.

The need for administrative methods comes from the fact that any person, coming to an organization, assumes certain duties and responsibilities for the quality performance of the relevant work and, to a certain extent, responsibility for the results of the organization as a whole. Administrative methods are divided into organizational, administrative and disciplinary.

Organizational and administrative methods are distinguished from others by the clear targeting of directives, the mandatory implementation of orders and instructions: their failure to comply is considered as a direct violation of executive discipline and entails certain penalties. These are methods of predominantly coercion, which remain in force until labor becomes the first necessity of life.

One of the main tasks of a modern management system is to create the most favorable conditions for realizing the capabilities of the managed system, which appear through the use of various methods of control influence, expanding the rights and responsibilities of various subjects of self-government.

The effectiveness of the organization's functioning largely depends on the correct preparation of job descriptions. Moreover, the peculiarities of the economic policy of a particular country, management, organization or corporation leave their mark on the formation of the structure of regulatory documents, including job descriptions. For example, in the American transnational corporation 3M (Minnesota, Mining and Manufacturing Company), job descriptions are prepared by the immediate supervisor and the employee himself and are then approved by the certification commission. Such a document is used to evaluate the employee; determining the level of remuneration; making decisions regarding job promotions, etc.

The description of the manager's position is based on five main blocks:

1) position (title);
2) functional relationships;
3) organizational relationships;
4) qualifications;
5) specific forms of responsibility.

In the USA, a job description is used that consists of two parts: the first part (“Job Description”) includes the name of the position, its place in the job hierarchy, and a brief description of the job; the second part (“Job Specification”) has a greater gradation and contains requirements for the characteristics of the employee that are necessary to perform the work in the position, including education, professional experience, personal qualities, as well as health requirements.

In Germany, when selecting management personnel for primary and middle management of government bodies, before announcing a competition for filling a vacant position, the personnel service, together with the management of structural divisions, prepares a form for the position. It defines the requirements for the applicant, which arise from the functional responsibilities of the position. An example is the form “Requirements for applicants for a position” used by the Bonn Magistrate.

The use of this form greatly facilitates the selection of candidates for positions and the introduction of employees into the organization.

In industrialized countries, when preparing job descriptions and job descriptions, considerable attention is paid to specifying the requirements for qualifications and professionally significant personal qualities.

In the job descriptions of the CIS countries, the Soviet tradition is preserved: job responsibilities are carefully worked out. Undoubtedly, carefully developed instructions are a positive factor in management practice. But traditional job descriptions also have serious disadvantages. Firstly, this is the lack of requirements for the personal qualities of employees and, secondly, the inflexibility of documents. As a result, there is frequent revision of instructions, amendments to them, and the emergence of conflict situations on this basis. Therefore, managers strive to overcome the shortcomings of traditional instructions by making appropriate adjustments to standard documents.

Conclusion: human resource management is the mobilization of employees through the active work of line and functional managers. Personnel management is developing in many ways simultaneously with global civilization. The democratization movement in Europe has put an end to the idea that creating a good work climate will automatically lead to better results. Various forms of employee participation in labor organization processes have become widespread (for example, quality circles, work meetings, employee councils at the enterprise). The human factor, as well as its skillful use in production, become a strategic factor in the effective functioning of an enterprise in modern complex and unstable market conditions.

When organizing personnel management, a certain mechanism is used, which is determined by certain economic and social factors. Let's present this overview in the form of a specific diagram (Fig. 9).

Figure 9. Human resource management mechanism Japan.

Exclusively thanks to the management system that first appeared in Japan from the 40s to the 60s of the 20th century, its economic structure has become the most advanced in the whole world. Recently, Japanese developments in the field of management have been popularized and become the basis of modern management as a separate science of organizational management.

The management science that developed in Japan at that time differed significantly from modern management standards. Some of the characteristic components of the Japanese labor organization system were lifelong employment, quality control, groupism and group decision-making.

It is worth noting that the Japanese system is built on material equality, together with the use of all methods and levers of influence on the psychological and moral basis of thinking, since failure to fulfill duties is equated to shame and disgrace in collective relations. The financial and tax system tries to work for material equality of all members of society in order to avoid hierarchy, thereby increasing the flexibility and diligence of enterprise employees. It is this fact that is the basis of pronounced groupism in the management process.

The main component of the management organization is highly qualified specialists who make up the elite of management activities, thanks to their skills obtained as a result of prestigious training and connections (elitism).

It is worth noting that in Japan the prices for acquiring knowledge are very high, so successful, educated and wealthy people are chosen as management (represented by a manager). However, it is worth noting that recently the Japanese management system has used the practice of selecting for leadership positions people who have successfully proven themselves and proven that they are professionals in their field. These people can be selected from among those who do not have completed a prestigious education. This practice has led to the expansion of social opportunities for citizens.

There are 4 features that characterize the Japanese management model:

1. Active familiarization with all functional services, affairs and divisions of the company.

2. The desire to achieve the highest possible level of professionalism in the chosen field of self-realization, which is formed on the basis of the principles of folk pedagogy, which proclaims that (perseverance and intensive work leads to success).

3. Energetic encouragement of initiative, since without this the development of production activities is impossible.

4. The last characteristic feature is a discussion among managers, which reveals similar views and contradictions in matters of organizing work and increasing production efficiency.

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 units 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.

At the moment, indicators of control actions are quite clearly identified, in which process-oriented actions of enterprise employees are observed. In carrying out these activities, decision-making, information exchange and pure contacts based on the principles of consensus are revealed. .

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.

The United States of America has a special management system, which is characterized by a developed management infrastructure, a broad research base, and advisory assistance.

At the current time in the United States, there is a unique form of HR management, which is focused on working with managers and specialists. This form of management involves changes in personnel management methods; increasing the share of funds spent in total production costs by these services; the growth of professional experience of specialists and services in general production costs, as well as the use of the latest information technology. It is necessary to clarify that these methods were intended exclusively for working with highly paid structural units, and in relation to middle- or small-class specialists, these changes were applied either partially or were not taken into account at all.

Personnel services in the United States primarily represent the interests of employers in relation to personnel and workers organized in trade unions. Based on this agreement, work focuses on negotiations with trade unions; organizing the hiring of labor and ensuring a number of requirements in accordance with the terms of the contract.

HR management services occupy one of the leading positions in the management apparatus of government organizations and private firms. Their activities are aimed at performing the following functions:

Development of measures to stimulate the activities of employees; their focus on highly productive and efficient work;

Providing all production areas with the necessary workers;

Ensuring continuous training and advanced training for all employees.

The structure of HR management services is determined by the implementation of the above functions. In the general structure of the service, the division that ensures the recruitment of management personnel is particularly highlighted. It is directly subordinate to one of the secretaries of state in ministries and departments or to the president of a private company.

Carrying out an analysis of organizational activities in the field of personnel management in Germany, it can be noted that at the moment excessive attention is paid to the total number of costs for planning and paying HR.

The personnel management service of an organization in Germany directly carries out work on the payment of funds earned by employees and controls the activities of the organization’s employees.

Remuneration for workers is concluded and regulated on the basis of a single tariff agreement, formed taking into account vacations, duration of work, taking into account specific working conditions, paid sick leave, tariff premiums and conditions for terminating contracts, shift schedules (in particular when going to work on weekends days). The regulation of these indicators is reflected in the law “On Tariff Agreements”.

In Germany, special attention is paid to methods for selecting employees for management positions. According to the criteria of organizations, managers are selected from among their employees who have shown a high level of professionalism, but in some cases, in order to eliminate nepotism, managers are chosen from outside. The main selection criterion is the ability to work with people, reduce the level of conflicts in the organization, as well as the ability to understand people and understand them.

At the moment, the scheme for managing the work of personnel can be displayed as follows (Figure 10.).

According to this diagram, it can be seen that the process of personnel management of an organization is distributed over a number of complexly structured functions, while each employee of the organization fulfills his direct professional responsibilities.

Figure 10. Human resource management diagram.

Currently, three main concepts regarding approaches to human resource management have taken shape:

– the concept of “national characteristics”, called the Japanese model, absolutizes the specifics of the development of a particular country, which determines the characteristics of personnel management;

– the concept of a “universal organization,” called the American model, is based on the fact that personnel management methods are determined by the “universal laws” of the functioning of each enterprise;

– the third concept combines elements of the two previous concepts.

Any national economic system and system of production relations at each historical stage is always formed on a specific national basis, under the influence of socio-political and economic factors. In a certain sense, the ethnic mentality and specific ethnic values that distinguish one people from another form an adequate economic and management system. Let's start with a comparative analysis of control systems in the USA and Japan, because they are leaders in this field. These two national human resource management systems are presented by academic economists in the form of Table 5.

This table clearly shows the differences in these two national systems and the advantages of one system over the other in various areas and characteristics.

Table 5 - Human resource management systems in foreign industrial companies.

Characteristic control systems	Japanese companies	American companies

Recruitment	On terms of lifetime employment	On contract terms
Trust in company management	Joining a company automatically means trusting its management	There is no automatic trust in the company management
The attitude of some workers to the functions of others	Respect for the functions of other employees	Indifferent attitude towards the functions of other employees
Improvement of employee qualifications	Issues of advanced training are resolved by the company's management.	Employees improve their skills using their own capabilities.
Staff turnover
Results of the employee training policy	Employees strive to improve their skills at the expense of the company	Advanced training at the company's expense is considered a bonus.

Thus, the main tenet of the Japanese approach to personnel is a long-term orientation. The workforce, or rather people in their entirety, is considered the most important resource of companies. For a Japanese, organization is a part of life, a second family. A Japanese company is not only an economic unit, but also a social institution: here a person constantly gains new knowledge, self-actualizes, communicates and finds friends in life. The company's management provides “comprehensive care” for employees.

In the United States, the main incentive is not the result in the form of the volume of goods or services produced, or even its quality, but in the knowledge, experience and qualifications of the worker. Only a high level of knowledge and versatility can guarantee a high position, pay and stability in the workplace. And the recruitment of personnel will depend not on functional affiliation, but on the next management decision. Working groups are temporary.

In the United States, several main directions have emerged in the human resource management system:

– development of the employee’s personality in order to effectively use his labor potential. This is done by providing opportunities to improve skills, develop abilities, increase knowledge, demonstrate independence, increase the variety of work;

– a change in the basic forms of labor motivation, which in modern conditions provide an inextricable combination of moral and economic forms of stimulation;

– the development of industrial democracy, the essence of which is the transition from strict authoritarian forms of management of the ordinary worker to providing him with the opportunity to widely express his opinion and participate in the discussion of industrial problems. An example of such a method is the formation of autonomous teams. The company's management delegates to the brigade a number of functions of planning, control, remuneration, and the right to independently select a foreman. All team members jointly plan work methods, establish its rhythm, and monitor product quality. Team members themselves perform functions that were previously performed by auxiliary workers.

Modern American companies use analytical remuneration systems, the peculiarity of which is a differential assessment in points of the complexity of the work performed, taking into account the qualifications of the performer, physical conditions, working conditions, etc. At the same time, the variable part of the salary (bonuses, incentives, bonuses), which is used in as an incentive for improving product quality, saving raw materials, increasing productivity, it reaches only a third of the salary.

In addition to financial incentives, other types of incentives are used. For example, British companies practice valuable gifts and tourist trips, as well as various types of gratitude, knowledge, and symbolic rewards. At the same time, a whole ritual of presenting rewards or declaring gratitude has been developed.

In this regard, the creation of management systems that best enable the development of creative initiative at all hierarchical levels of firms has become the main goal of American management. The appeal to the person within the framework of the development of modern management forced us to pay special attention to personnel selection, because the implementation of the company's goals is entirely in his hands. The understanding that the qualifications of workers and their desire to work becomes the main productive force and the driving force behind production led to a reorientation of the management strategy of the largest companies towards motivating labor, obtaining greater knowledge, skills, work skills, and enterprise among staff.

American companies pay great attention to training and advanced training of personnel. Particularly impressive is the practice of the transnational corporation Motorola, which understands that improving the skills of employees is becoming a prerequisite for the survival of the company in the conditions of the rapid growth of scientific and technological progress.

In European countries, much attention is also paid to improving the skills of employees, but unlike American management, where large companies are leaders in this area, the best prerequisites for advanced training are found in small and medium-sized enterprises. The emphasis is mainly on self-education rather than on seminars and courses at external educational institutions.

In France, the “Challenge +” training program is used, which aims to develop and create new innovative enterprises in the country. The program is supported by the state.

In Japan, much attention is paid to training staff in good manners, because... Japanese management is based on respect for colleagues and on the awareness of the unity and integrity of all personnel in the organization.

The outlined directions of changes taking place in the personnel management system of American companies are largely true for Japanese companies. However, human resource management is the most characteristic area of activity in which Japanese companies clearly demonstrate a qualitative difference in their practical experience from the American one.

Human resource management in American companies is determined by such categories as wages, supervision; in working conditions, much less attention is paid to motivational social factors (position design policy, appreciation for work, initiative, achievements).

In Japanese corporations, workers are considered as valuable a resource as expensive equipment. Continuous training, job rotation, and foreign internships are used as engines for workforce planning.

Quality circles increase knowledge and encourage collaborative learning. Job rotation between departments, open communications, exchange of information between management levels, general participation of employees in management, and the connection between production tasks and employee qualifications lead to the creation of sophisticated “personal” human resource management systems.

Lifetime employment provides a strong incentive for firms to create detailed policies for each stage of workers' careers. All stages of an employee - adaptation, career, retirement - are very specific. The more complex the company's technology, the more sophisticated its HR practices.

Japanese enterprises typically recruit workers in April of each year, but the actual onboarding begins six months before the hiring decision is made to visit the company, and a number of direct contracts thereafter are intended to facilitate the flow of labor from schools and universities. Training for those hired includes introductory practice, job instruction and placement in the workplace, a system of mentors from middle and senior managers. The cornerstone of a Japanese company's personnel policy is individual communication with employees, which includes the constant coordination of individual plans and actions necessary to achieve the desired results. The Japanese management system is not aimed at making a profit in the near future, but at ensuring stable, long-term development of the company for many years to come.

The wide variety of forms of participation in the management of enterprises contributes to the wide involvement of workers in the process of participation in management and distinguishes Germany favorably from other European countries.

One of the first regulations that legislated the right of workers to participate in the management of enterprises was the Law on the Charter of an Enterprise, the purpose of which was to implement the idea of cooperation between the parties to the labor process by involving the views of workers in the decision-making process at the enterprise.

The body representing the interests of employees of German companies participating in the management of the enterprise is the works council, which is elected by direct and secret ballot. The number of members of the works council is determined by the number of employees with voting rights, depends on the number of employees at the enterprise and ranges from 1 (with the number of employees from 5 to 20 people) to 31 people (with the number of employees from 7001-9000 people) in enterprises where the number of employees exceeds 9,000, the size of the works council increases by two people for every 3,000 employees.

The activities of the works council include the following components:

– meetings on production issues;

– reception of enterprise employees;

– work of special commissions within the works council;

– work of joint special commissions consisting of representatives of the employer and members of the works council;

– discussion of safety issues with the safety engineer and the company doctor;

– participation of members of the works council in the work of safety commissions;

– checking the condition of workplaces;

– participation in the investigation of industrial accidents;

– consultations with the employer;

– training in advanced training courses.

Thus, the wide range of responsibilities of the works council gives it the opportunity to control almost all areas of the external and internal activities of the enterprise, thereby helping to strengthen its role in the enterprise. This allows us to consider works councils as bodies with significant influence in enterprises, ensured by their legal and organizational independence, despite the fact that the costs associated with the activities of the works council are borne by the employer.

The right of participation of the works council in the management of the enterprise extends to the following issues:

– adoption and amendment of the charter of the enterprise, organization of production and professional interaction of employees;

– working time issues;

– temporary reductions or extensions of working hours;

– time and form of remuneration;

– determination of general characteristics and vacation schedule;

– development and adoption of instructions for the prevention of accidents and occupational diseases at work;

– introduction and use of technological means of monitoring employee behavior and productivity;

– issues of organizing social security institutions;

– provision of residential premises to employees of the enterprise on the basis of employment contracts;

– issues of submitting proposals for organizing the production process.

In addition to general problems related to the socio-economic policy of the enterprise, the works council also discusses personal issues related to personnel planning, competitions for filling vacant jobs, drawing up questionnaires for personnel records, as well as issues of personal selection, appointments, transfers and dismissals . The consent of the works council is also required in the event of termination of employment contracts with the council members themselves or representatives of young specialists of the enterprise.

German works councils have fairly broad rights, which include both the right to receive information, make proposals and consult with the employer, and the right to participate in the management of the enterprise. The management of economic systems is based on treating personnel as an important resource for business development.

It must be remembered that people who came to our labor market, to our economy, have specific traits and characteristics of mentality, which leaves an imprint on approaches to personnel management in Kazakhstan, Russia and other CIS countries.

According to experts in Western countries, the main features of our domestic character that hinder the development of market relations and negatively affect discipline are lack of commitment, lack of decency and business ethics, inability and unwillingness to work, psychological unpreparedness for independence, greed for easy money, fear of competition, economic illiteracy.

According to surveys in Russia, about 80% of workers had a degraded labor creation, from which what is related to the socially useful meaning of work, the development of professional qualities, and the understanding of working intensively to earn money is squeezed out. The essence of work motivation for most workers comes down to the desire to have a guaranteed salary with low intensity and low quality of work. This also occurs in Kazakhstan.

With the acquisition of independence and the transition from a centralized system to a market one, managerial behavior in our country also underwent a significant change.

As practice shows, the new behavioral model of managers in our country did not always incorporate what was developed in countries with developed market economies. The main thing is that the emphasis is on accumulating wealth.

In conditions of inflation, underdeveloped markets, and instability, none of the owners of enterprises or directors are particularly interested in receiving high incomes in the long term. Both domestic and foreign investors strive in every possible way for the fastest possible return, i.e. making short-term profits. S. Dzhumambaev writes that “managerial theory in the Republic of Kazakhstan, in our opinion, is forced to deal with constantly changing issues that are very different from those that arise in the West, and there is every reason to believe that in the foreseeable future the desire for personal enrichment will -still have a strong influence on our managers. Apparently, for a long time, profit maximization will not become the prevailing moral norm of our businessmen and managers.”

An analysis of management relations in Kazakhstan indicates that sustainable principles and methods of personnel management have not yet been formed.

Modern trends in management development emphasize the role of the human factor in achieving enterprise efficiency. Personnel management is a priority direction in the development of management theory and practice.

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Introduction

The relevance of the chosen research topic is due to the fact that modern conditions of activity of an organization or enterprise require the creation of an effective personnel management system and which model of management of an organization or enterprise to choose should be considered preferable in Russian conditions. In Russia, there is no tradition of using ready-made management solutions, so most enterprises build their management systems on their own. This is largely determined by the specific conditions in which Russian enterprises (organizations, firms) operate. Low labor and performance discipline, destruction of management ties and weakening of control after the collapse of the administrative system, as well as the absence (or insufficient number) of specially trained personnel.

In Russia, the state of the system of education, training and retraining of personnel can be called unsatisfactory. A significant proportion of organizational leaders believe that it is not worth spending money on staff training; it is easier to hire an employee with the required qualifications. With this approach, it is difficult to create the basis of a stable, prosperous company: a cohesive, permanent team of highly qualified workers dedicated to the company. Enterprises often do not provide for expenses for advanced training and staff training. Currently, almost exclusively economic methods are used in personnel management. Material incentives (salaries, bonuses, profit sharing, etc.) do not always work, and organizations that prefer to use them cannot be sustainable for a long time. Human resource management is only as effective as the success of an organization's employees in using their potential to achieve organizational goals.

Thus, there is a lot of work ahead for both managers and staff. For managers, it will primarily involve studying global experiences in personnel management. Many, not knowing this experience, reject the very possibility of using it, citing the unique specifics of Russia. However, it is doubtful that Western experts know our country better, the specifics of the country and the values that are inherent in our organizations. There are two management models in the world: Western (USA) and Eastern (Japan). The mutual influence and interpenetration of these models began about a quarter of a century ago. Now we can talk about some universal features of the personnel management model, which include Western and Eastern elements. Naturally, the use of certain management methods, regardless of their origin, requires changes and adaptation to the socio-economic and cultural characteristics of the country.

The purpose of writing a final qualifying thesis is to develop recommendations for the use of foreign experience in personnel management in a small enterprise.

Main tasks of the work:

1) study foreign experience in personnel management;

2) study the features of managing Russian personnel;

3) conduct an analysis of the activities of Dairy Products LLC in order to assess the composition of the personnel;

4) evaluate the personnel management system at LLC Dairy Products;

The object of the study is the activities of LLC "Dairy Products" (Novosibirsk).

The subject of the study is the composition and personnel management system of LLC "Dairy Products".

Methodological basis: works of leading Russian and foreign authors such as Baryshnikova Yu.N., Vesnin V.R., Zhdankina N.A., Lukichev L.I., Petrova N.P., Samukina N.V., etc. , as well as legislative and regulatory materials and documents.

The information base for the study was: the charter of LLC "Dairy Products", the balance sheet for 2008-2009 (form No. 1) LLC "Dairy Products", profit and loss statement for 2008-2009 (form No. 2 balance sheet).

The final qualifying work consists of an introduction, three chapters, a conclusion, a list of sources used and applications.

The first chapter examines the problems of the Russian personnel management system, examines the theoretical foundations of the Japanese personnel management system, conducts a comparative analysis of the Japanese and American models of personnel management, and examines modified models of personnel management.

The second chapter provides a description of the enterprise "Dairy Products LLC", examines the main financial indicators characterizing the financial and economic activities of the enterprise, analyzes the composition of the personnel of "Dairy Products LLC" and provides an assessment of the personnel and personnel management system.

In conclusion, the results are summed up and conclusions are drawn.

1 . Foreign experience in personnel management

1.1 Problems of development and establishment of the personnel management system in RoWiththese

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 at the same time 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.

1. 2 Japanese model of personnel management

There are many management models. Some of them are based on the priority of the human factor, and differ significantly from one another. Their main differences lie in the interpretation of the main essential characteristics of workers, the motives of their work activity, and social and production behavior.

Considering Japan's enormous economic success and the role it plays in the modern world, the Japanese HR model is of greatest interest.

The conceptual foundations of the traditional Japanese personnel management system are rooted in the distant past, when the primary units of society were feudal clan families (ie). The head of the clan - the father of the family - had undivided power over all its other members, which determined the special strength of the vertical personal ties of dominance and subordination and strict discipline within this formation. The head of the clan had the responsibility to protect its members by all possible means, especially in the face of external danger. He was also responsible for ensuring the long existence of the clan.

The presence of such a strong institution, which was the Japanese family-clan right up to the first post-war years, and general agreement with the order that reigned there, allowed Japanese entrepreneurs to transfer it to enterprises without much difficulty. In the production sphere, these principles were interpreted as follows: the enterprise is “home”, “one family”, the owner of the enterprise is “father”, hired personnel are “children” with the ensuing norms of behavior of the parties. Clan orders also gave rise to special “family” forms of labor organization, which demonstrated exceptional vitality. The vitality of the traditional system was facilitated, among other things, by the strict regulation of interpersonal relations in the country and the group psychology of the Japanese.

Characterizing interpersonal relationships, we can say that the moral norms that were promoted by religion, defended and brought up by the Domostroevsky system of education, education, found confirmation in any manifestation of public life and powerful support from the state, were deeply embedded in the consciousness of the people. These norms have taken the form of moral and ethical laws, compliance with which is not only mandatory, but is considered the only acceptable form of individual behavior.

An important place among these norms is occupied by the principle of goodness - beneficence (it). “This” relationship arises completely naturally, by itself, beyond the will and efforts of the individual as a result of his belonging to any group and provides for reciprocity of obligations. An individual occupying a higher level in the social hierarchy acts as a benefactor, and those below, in response to the benefits provided to him, must fulfill certain obligations. These obligations are of two types: gimu - a permanent debt that exists outside of time limits (respect, fidelity, devotion, etc.), and giri - specific obligations to the benefactor that must be fulfilled within a specified time frame. Respect for the obligations of gimu and giri is, without a doubt, an important factor in the cohesion of Japanese society, both at the macro level (national scale) and at the micro level (family, school, enterprise).

An equally important factor of cohesion is the group psychology of the Japanese. “Groupism” is based on the principle of wa (“peace and harmony”), which encourages strict adherence to friendly, correct and polite relations between group members. Adherence to this principle is inextricably linked with such behavioral attitudes as are common for the Japanese, such as maintaining loyalty to the goals of the group, willingness to sacrifice one’s own benefit, focus on achieving a compromise, and gentle but adamant defense of one’s own dignity. The total involvement of group members in its affairs is also directly related to groupism.

Describing the essence of this phenomenon, a well-known Japanese authority on labor relations, Professor Tadashi Hanami, writes: “The Japanese expression marugakae (total involvement) gives a comprehensive understanding of the nature of the relationship between Japanese entrepreneurs and employees. The latter experience a powerful incentive to identify themselves with the firm, which has the character of a closed social group, analogous to a household, the members of which have the right to full emotional participation in the affairs of the group as individuals.” This is one of the most powerful incentives for work motivation.

It must, however, be clearly understood that such involvement of hired personnel is not a spontaneous phenomenon. It did not arise on its own, but was a natural consequence of the practice of “lifetime employment”, “payment according to seniority”, as well as the company-by-firm organization of trade unions, i.e. a specific triad of organizing human resource management in large enterprises.

The first component of the triad - lifelong employment (shushin koyo) - is defined as follows: “Strictly speaking, the term “lifetime employment” is not entirely correct. A more accurate term would be “employment for the duration of one’s working career.” Under the lifetime employment system, the company that hires the employee agrees to do everything in its power to retain him even during recessions and ensure his continued employment until retirement, barring only extraordinary circumstances. This obligation is not fixed in employment contracts, but operates on the basis of the tacit consent of the employee and the administration.”

The “lifetime employment” system covers only male workers permanently employed at large enterprises, i.e. only a relatively small part of the employed population.

Characteristics of the second component of the above-mentioned triad - payment by seniority (nenko tingin): “The amount of wages is set depending on the length of work experience. An employee's initial salary is determined by his age and level of education. As a rule, this payment is relatively low. However, every year it increases in accordance with the established scale. This process usually continues until the worker reaches approximately 55 years of age."

As we can see, “seniority pay” is inextricably linked with “lifelong employment”: an employee can count on receiving a solid salary mainly with a long period of work at the same enterprise.

Finally, the third component is company-specific trade unions (kigyo betsu rodokumiai). Such trade unions, built not on the industrial-industrial principle, but on the principle of “each enterprise has its own independent trade union,” account for almost 95% of the country’s trade union organizations, and they unite 91.1% of all organized workers in their ranks.

Another characteristic feature of the Japanese model is the group method of decision-making. This method is called the ringi ritual in Japan. When organizing work to make an important decision, everyone who may be affected by it participates in its preparation. This work usually involves between sixty and eighty people. But first a group of three people is created, which must listen and take into account the opinions of everyone. This process will last a long time and in any case until everyone, without exception, comes to full agreement. The Japanese proceed from the fact that understanding the decision made and agreement with it are more important than the essence of the decision itself, since the differences in possible options are very insignificant, which is due to general agreement within the framework of a certain consciously formed system of collective values and goals.

Also, Japanese companies are developing special programs under which the mandatory and sequential appointment of each manager to a variety of positions at approximately the same management level is carried out. The emphasis is placed mainly on preparing universal managers capable of solving a wide range of problems that the company faces. At the same time, another important task is being solved - to create a system of informal connections between representatives of various departments. Each employee is required to perform a wide variety of functions; he will be transferred to other departments of the company, to branches located in other cities and countries.

And the last of the most characteristic features of the Japanese management model is its focus on quality. It has become a kind of obsession for the Japanese. Guided by this idea, they have achieved, in a very short period of time, the highest quality in the world across a wide range of products. But for this it was necessary not only to set oneself the task of entering the international market with one’s product and successfully competing on it, but also to achieve the most difficult thing - to organize specific work to improve quality on a nationwide scale.

The Japanese proceed from the fact that correcting defects is always more expensive than preventing the occurrence of defects. Hence, the main thrust of the quality concept is aimed at preventing defects and preventing them from occurring during the production process. Here, a huge role was assigned to the workers, who themselves control the quality of the products they produce and bear full responsibility for this.

A unique mechanism for putting this concept into practice is the so-called quality circles, in which almost all workers of the enterprise are involved. The purpose of the “circles” is to independently set and solve problems of improving product quality and improving production technology, developing invention, improving labor cooperation, and increasing productivity.

The “circle,” in which both permanent and temporary workers are invited to participate, is headed by a foreman. Its task is to study various production problems directly affecting a given site. Typically, the group meets for one to two hours once a week to discuss a specific project or problem.

The Japanese organized this work on the most serious and comprehensive basis. Their main approaches were based on the fact that management must create favorable conditions for the work of “circles”; The activities of the “circles” are planned in such a way that a positive attitude towards them becomes a natural result of participation in their activities. The purpose of quality circles goes far beyond the purely economic. It also consists in solving another problem, perhaps a much more important socio-psychological task - to give every worker the opportunity to strengthen the sense of belonging and interest in the common cause, increase work motivation, expand the horizon of activity and be not only a worker, but and to a certain extent a planner, an engineer, and even an owner and an organic part of the company.

The largest and, as it seems, most universal blocks of the personnel management system in Japan have been briefly outlined above. In addition, researchers of Japanese management identify other features. Many of them are of a production or clarifying nature, and highlight narrow specific areas of work with personnel. However, it is apparently no coincidence that the Japanese themselves pay special attention to details, little things, seeing in them something important, without which the entire system ceases to work effectively. These “details” include: the loyalty of employees and their identification with the corporation; creating an environment of trust; constant presence of management in production; a system of intensive communication both at work and outside of it; shared ownership of information; high work morale; adherence to the “five Cs” - five principles of work: Seiri (organization), Seiton (neatness), Seiso (cleanliness), Seiketsu (cleanliness) and Shitsuke (discipline); a developed system of social benefits and services provided by the company to its employees.

To summarize, we can say that the capabilities of the Japanese personnel management system are due to constant rotation, which helps employees understand the interrelationships of processes in the enterprise and their place and role in them; annual planning and evaluation of performance results jointly by the manager and subordinate, which allows the formation of a unified idea of the goals of the enterprise and increase the efficiency of production interaction.

1.3 Comparison of American and Japanese management models

The American model of personnel management does not need to be described in detail. The American model of personnel management is historically earlier and therefore the most famous and widespread not only in the USA, but also in other parts of the world. There is no point in specifically concentrating on it because, as the Japanese say, American and Japanese management are 90% common, or the same, since modern Japanese management methods are borrowed mainly from the Americans.

The Japanese have gained fame as “brilliant students” and “unsurpassed imitators” because they so implant the model they take from others into a real national-cultural organism that it becomes better than the original. At first glance, the improvements made seem insignificant, or even simply illogical and contrary to the rules of profit maximization. And yet, the improved elements work very successfully.

If you carefully examine the typical controls used in the USA and Japan, you will notice significant differences and even opposite directions.

The comparison should begin with such an element as “attitude to the human factor”. Japanese management, both formally and informally, recognized the need to pay increased attention to the human factor of the employee and create all the conditions for a person to work with self-esteem and receive satisfaction from work. Managers in Japan quickly learned that at the present stage of production development, it is possible to receive consistently high profits only when you solve social issues at the same high level, when the employee most fully develops and realizes his human potential. And it must be said that in practical terms they have done perhaps more in this direction than anyone else in the world.

According to American researchers, in the United States the emphasis has traditionally been on the development of technology, automation and management methods, while the human factor remained in the background as a necessary and inevitable application. Every year, hundreds of billions of dollars are allocated to research problems related to scientific and technological progress, the development of material factors of production, and the natural sciences. Funds are also allocated for serious economic research. But with funds for scientific understanding of the place of man in production, for improving personnel management and improving the organization of work activities of people in work teams, things are much more modest.

Americans are now increasingly beginning to realize that the main reason for possible success in competition with them is moving the person to the center of attention and effective personnel management. They have already proven that they can set big tasks for themselves and solve them quite quickly. However, as one Japanese specialist noted: “The Americans have woken up, but have not yet gotten out of bed.”

Let us compare approaches to personnel management in the USA and Japan and present them in table form (see Appendix A).

Of course, the data given in the table does not allow us to reveal all the subtleties of the differences; they are only indicated as such. At the same time, one should also not define, for example, the Japanese model as obviously positive and therefore unconditionally acceptable, and the American one as correspondingly negative and unacceptable. However, we note that each of these models has given and is giving the desired effect if applied at the right time, in the right place, under suitable conditions and by competent people.

For example, absolutely not all American companies use the American model in personnel management. There are many enterprises that use only certain elements of it or use the Japanese model or some modification of these models.

1. 4 Modified personnel management systems

It would be a big mistake if we considered the Japanese and American models as once and for all formed and not tolerating the introduction of new elements more adequate to the needs of the time into their design. Management specialists have already studied both the American and Japanese models quite well and have identified their positive and negative aspects. Many Western experts, not without reason, believe that objective changes in the technical and technological basis of production, as well as in the socio-economic organization of society, require significant changes in the personnel management system. At the same time, the American model, which until recently was dominant in the West, is gradually evolving due to the inclusion, on the one hand, of the elements of the Japanese model that are most suitable for the West, and on the other hand, its own progressive developments.

Japan, as an already established and truly tangible competitor, forced the Americans to critically reflect on their traditional experience and take a fresh look at their own, but not widely instilled, experience, the same experience that was mainly adopted by the Japanese and became native to them, but still still remaining a stranger within his native walls. In this regard, the observations and conclusions made by American scientists T. Peters and R. Waterman are very interesting, based on a detailed survey conducted by an American management consulting firm on 62 large American corporations, which, according to the most stringent criteria, can be classified as exemplary. According to the authors, it is possible to clearly identify eight characteristic principles of effective management that exemplary American companies possess, but the vast majority of other companies do not:

1) orientation to action, to real steps to achieve success; predisposition to achievements and innovations, maintaining “fast feet”;

2) constantly face the consumer, satisfy his needs and anticipate his desires, learn from consumers and draw ideas from them;

3) support for independence and entrepreneurship, encouragement of enthusiasts;

4) consideration of people as the main source of increasing labor productivity and production efficiency;

5) connection with life, value guidance;

6) commitment to your work, limiting your activities only to what you know best;

7) simple form and modest management staff;

8) freedom of action and rigidity at the same time, the coexistence of fanatical centralization in management as regards a few fundamental values, and maximum autonomy right down to workshops and working groups.

These principles, together with the “seven C” management scheme developed by the same authors (seven interconnected variable blocks - Shared values, Structure, Strategy, Sum of skills, Composition of employees, Management style, Systems and procedures), ensuring the effectiveness of company management, have essentially become , the commandments of a successful entrepreneur. They reveal in a concise form both the strategy and tactics of managing an exemplary company. Today this model is widely known in the world not only among management theorists, but also among practitioners.

Modified models, formed on an American basis and in American conditions, but containing many characteristic features of Japanese management, began to be called the “Z” type management system, and the corresponding system of principles - the “Z” theory. These terms were introduced into scientific and practical use by William G. Ouchi, who published his book “Theory Z,” in which he tried to convince of the beneficial symbiosis of the American and Japanese models and the need to strongly support and stimulate this trend in the development of the personnel management system in the United States.

Of particular interest to us is the model developed and used for many years by the American corporation IBM. And the point here is not only that IBM makes maximum use of the arsenal of the Z theory and the Japanese management system, but also that the IBM model contains and many original elements are successfully implemented that make this corporation completely different from Western and Japanese companies. IBM does not fit into the canons of rational management in many ways, and yet over the years it has consistently achieved very inspiring results.

The essence of the management model used at IBM is 20 principles (“Principles I”), which are divided into two relatively equal parts. The first part gravitates as much as possible to “Theory Z” and includes the following 10 principles:

1) strong beliefs leading to the establishment of common goals and deeply shared by both managers and ordinary employees;

2) ethical values shared by employees;

3) full employment policy (“lifetime employment”);

4) enrichment of work, increasing the variety of work;

5) personal stimulation of work;

6) planning and ensuring a non-specialized career;

7) personal participation in decision making;

8) the predominance of implicit control, i.e. based on quantitative indicators and rational thinking;

9) nurturing and developing a strong corporate culture;

10) holistic approach to the employee; recognition of the priority of meeting the needs of employees.

The second group of principles, applied exclusively at IBM, is aimed at promoting the anarchy of individualism as a way to counter emerging bureaucratic tendencies and paternalism. This group includes the following 10 “best principles”:

1) a strong (officially proclaimed and constantly supported) belief in individualism (“respect for the individual is above all”);

2) personnel policy that allows this belief to be put into practice;

3) a single status for all workers, the same democratic conditions, under which relations between workers cannot be based on the suppression of one person by another;

4) recruiting highly qualified specialists;

5) expanded professional training of all employees, and especially senior managers;

6) maximum delegation of authority and responsibility to the lowest levels of performers;

7) deliberate restriction of the activities of line managers (in order to remove administrative powers from them and transfer them down so that they lead not with the authority of the position, but with the authority of an informal leader);

8) encouraging disagreement and differences of opinion;

9) encouragement of broad horizontal connections;

10) institutionalization of changes. Constant implementation of changes dictated by life and allowing one to fight rigidity and bureaucracy. Changing management structures, giving them flexibility, mobility and forms adequate to changes in external conditions.

Thus, the above principles allow us to judge the essence and moving springs of the management system, as well as get an idea of the possible and very likely direction of development of both foreign and domestic personnel management practices of an enterprise and organization.

2 . Analysis of LLC personnel management system « Dairy prOproducts"

2.1 Organizational and economic characteristics of the LLC « Dairy productsToYou"

Limited Liability Company "Dairy Products", hereinafter referred to as the "Company", was created on the basis of the Civil Code of the Russian Federation and the Federal Law of the Russian Federation "On Limited Liability Companies".

The location of the permanent executive body of the Company, through which communication with the Company is carried out: Russian Federation, 630501, Novosibirsk region, Novosibirsk district, Krasnoobsk village, State Institution SibNIIZKHIM SO RASHN.

The company is created to meet the needs of the Russian economy and population for products, works, services, ensure employment of the population in socially useful labor, and generate profit.

The Company has the right to enter into contracts on its own behalf, acquire property and personal non-property rights and bear obligations, and be a plaintiff and defendant in court.

The Company has an independent balance sheet, settlement and other bank accounts. The Company has a round seal containing its full corporate name in Russian and an indication of the location of the Company. The Company has the right to have stamps and forms with its corporate name, its own emblem, as well as duly registered trademarks and other means of individualization.

The company has the right to create reserve and other funds. The reserve fund is formed in the amount of at least 15% of the Authorized Capital of the Company. The formation of the reserve fund is carried out through annual contributions until the fund reaches the established size, but not less than 5% of the amount of net profit.

In its activities, the Company is guided by current legislation and this Charter.

The authorized capital of the Company is formed in the amount of 10,000 rubles. The company's property consists of fixed assets and working capital, the value of which is reflected in an independent balance sheet.

The highest governing body of the Company is the General Meeting of the Company Participants, which consists of the Company Participants. Each Member of the Company has a number of votes at the General Meeting of Members of the Company in proportion to its share in the Authorized Capital of the Company. Meeting decisions are made by open voting. The next General Meeting of the Company's Participants is convened at least once a year. The general meeting of participants, at which the annual results of the Company’s activities are approved, is held no earlier than two months and no later than four months after the end of the financial year.

A participant in a limited liability company has the right to freely alienate his share or part thereof to any other participant. However, such actions in relation to third parties are limited by the right of pre-emption by other members of the company and may even be prohibited by the Charter.

A participant in a company can leave it at any time, regardless of the consent of other participants. In this case, he must be paid the value of the part of the property corresponding to his share in the authorized capital.

The company may be voluntarily reorganized in the manner prescribed by law. Reorganization of the Company can be carried out in the form of merger, accession, division, spin-off and transformation. During reorganization, appropriate changes are made to the Company's Charter.

The main activity of Dairy Products LLC is the production and sale of fat and oil products, namely spreads. Spread is an emulsion fat product with a mass fraction of total fat from 39% to 95% inclusive. Unlike margarine, the spread should have a plastic, easy-to-spread consistency. Unlike butter, spreads contain, along with milk fat, natural or hydrogenated vegetable oils in various proportions. Spreads are primarily recommended for dietary nutrition and nutrition for preventive purposes. After all, this product has a balanced composition; in addition to milk fats, it also contains vegetable fats, and they include polyunsaturated fatty acids (linoleic, linolenic, arachidic), which have a beneficial effect on our body. In addition, spreads are used in cooking and in the baking industry.

For the consumer, when purchasing it, two criteria are decisive. The first is the price. It is much lower than butter. The second is quality: improved composition, combination, wide range of fat content (including low fat), optimal shelf life compared to oil.

Main types of products:

Vegetable-fat spread “Slavyansky”;

Vegetable-creamy spread “Starokrestyanskiy”;

Creamy vegetable spread “Peasant”;

Creamy vegetable spread “Chocolate”.

The company owns equipment, namely two modern technological production lines for the production of spread in monoliths in boxes weighing 20 kg, 10 kg and a packaging line. This equipment is located on rented premises, so in the future there are plans to build our own plant. For this purpose, land was purchased for a long-term lease, all communications began, and the project was also being coordinated at the same time.

The organization also owns material and technical warehouses where butter, milk powder and other material assets necessary for the production of the spread are stored, as well as refrigeration chambers for storing and freezing finished products.

All manufactured products are certified.

LLC "Dairy Products" has been working in the fat and oil products market for about four years. During this time, the company conquered a certain part of the market from Siberia to the Far East. The clients of Dairy Products LLC are large wholesale companies, manufacturing companies and small wholesalers. The company already has its own established image and reputation in the oil and fat products market.

The company's goal system can be defined as follows:

Production and introduction to the market of high-quality products;

Increasing market share and taking a leadership position in it;

Continuous improvement of product quality and customer service.

The market for these products is seasonal, as it largely depends on temperature and storage conditions; peak sales occur from August to May. The competitive situation is approximately the same; the same manufacturers operate on the market, occupying a larger or smaller share in different segments. LLC "Dairy Products" conducts a systematic analysis of the activities of competitors in the Novosibirsk region. The analysis examines the assortment policy, level of consumer demand, pricing policy, type and quality of products of competing firms.

LLC "Dairy Products" is a manufacturing company, therefore all its products reach the end consumer through a wholesale buyer (intermediary). Choosing a strategy for relationships with intermediaries is sometimes also called “vertical marketing.” A bypass strategy is used here - the manufacturer deliberately refuses any agreements with resellers. There are no frictions and conflicts as with the cooperation strategy, so the manufacturer has numerous chances (in the sense of positive aspects), because, for example, he can control the entire range of marketing tools at every stage of the sales path.

Let's analyze the financial condition of the company and its ability to finance its activities.

The solvency of an enterprise is characterized by the degree of liquidity and indicates the financial ability of the organization to fully pay off its obligations as the debt matures (Table 2.1).

Table 2.1 - Liquidity ratios for 2009

As can be seen from the table, at the beginning the value of the current liquidity ratio is far from within the normal range, but at the end of the current period the liquidity ratio became 0.183<2, т.е. увеличился, но все равно у предприятия не достаточно средств для погашения краткосрочных обязательств в текущем периоде. Значение коэффициента срочной ликвидности снизилось и составило 0,56, что соответствует норме, определенной для России (0,56<0,8), т.е. предприятие имеет возможность погасить обязательства в сжатые сроки. Значение коэффициента абсолютной ликвидности на начало периода (2,78) находился в передах норматива, однако на конец отчетного периода показатель снизился (1,16).

Financial stability is a reflection of the stable excess of income over expenses, ensures free maneuvering of the enterprise’s funds and, through their effective use, contributes to the uninterrupted process of production and sales of products (Table 2.2).

Table 2.2 - Financial stability and solvency coefficients for 2008-2009.

Financial stability and capital structure ratios	Meaning
	at the beginning of the period	at the end of the period
Own working capital (rub.)
Working capital ratio (%)
Share of fixed assets in non-current assets
Ratio of mobile and non-mobile assets
Real property value coefficient
Maneuverability coefficient
Permanent asset index
Autonomy (independence) coefficient
Financial dependency ratio
Financial stability ratio

management personnel modified foreign

Based on the table data, we can say that the share of the enterprise's fixed assets in non-current assets has decreased, which is due to a reduction in long-term financial investments. The decline in the share of mobile assets can be characterized as a negative trend. The coefficient of value of real property is within acceptable limits (more than 0.5), which means the acceptable degree of provision of the enterprise with means of production. The company has a lack of equity capital. Own working capital ratio at the beginning (-3.016<0,1) и на конец отчетного периода (-0,666<0,1) находится в пределах норматива.

In the reporting period, there was an increase in the financial stability coefficient (from 0.136 to 0.457), however, the coefficient is still not within 3 due to the large increase in accounts payable and reflects the increase in the degree of dependence of the enterprise on negative short-term factors.

In the reporting period, there was a decrease in the agility coefficient from 0.698 to 0.410 due to a reduction in its own working capital, which negatively characterizes the enterprise. The permanent asset index tends to one (0.648), so the enterprise LLC “Dairy Products” can be recommended to make long-term loans to form non-current assets in order to free up part of its own capital to increase the size of mobile funds.

A decrease in the autonomy coefficient indicates an increase in the attraction of borrowed funds. An increase in the financial dependence ratio characterizes the enterprise not for the better (0.843). An increase in this ratio indicates an increase in the risk of bankruptcy and creates a potential danger of a cash shortage for the enterprise.

Product profitability shows how much profit is generated per unit of product sold. The growth of this indicator is a consequence of rising prices with constant production costs of sold products (works, services) or a decrease in production costs with constant prices, that is, a decrease in demand for the enterprise’s products, as well as a faster increase in prices than costs (Table 2.3).

Table 2.3 - Profitability ratios for 2009

Profitability ratios	meaning
	at the beginning of the period	at the end of the period
Net profit
Overall profitability
Product profitability
Profitability of core activities
Return on total capital
Return on equity

The overall profitability ratio was 0.163 in the reporting period, which means that each ruble of sales brought 0.163 kopecks of book profit. Product profitability also decreased during the period. Return on equity compared to the beginning of the period is 0.284, and increased by 0.052. This is caused by an increase in sales profitability and asset turnover rate.

After conducting a financial analysis of the company "Dairy Products" LLC, we can say that the company is not absolutely liquid; at the end of the reporting period, the absolute liquidity ratio decreased. In general, there is a satisfactory state of the enterprise’s liquidity indicators, i.e. The financial position of the enterprise can be considered quite stable. In general, there is a tendency to increase the financial stability of the enterprise in the reporting period. However, the company will need to look for additional sources of financing in the near future.

In order to optimize the functioning of an enterprise, increase its efficiency, and, consequently, solvency and liquidity, it is necessary to pay attention to the development of new types of products taking into account the requirements of the consumer market.

2.2 Analysis of the quantitative and qualitative composition of personnelOOO « Dairy products"

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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 NefAZ OJSC, 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.

Chapter 1. Enterprise personnel management system

1.1 Human resource 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 personnel 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.

Chapter 2. 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 innovation.

Attention not to individual functions, but to their interrelationships.

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 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 of work distribution and rotation of workers;

Mobility and long-term training in HR;

The use of mechanisms that interest employees in the results of their work;

Flexible organization of the financial incentive system;

Strict discipline in the workplace;

Focus on 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, one should not resign 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);

Manager of the second category (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 employment.

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:

"Delivery just in time." Deliveries of parts and materials through inter-shop and inter-factory channels, including subcontractors, are carried out according to developed maps with an accuracy of up to the minute. All this requires a high degree of coordination of the actions of various services, the use of modern transport, technical, and information means. As a result, interoperational backlogs and warehouse stocks at the main assembly sites are minimized, and the responsibility of all services for a clear rhythm of work increases.

Kanban system. Developed in the early 70s at the Toyota Jidosha company as an organizational mechanism for in-plant supplies of parts and materials in containers with special application cards, in which customers indicated the number of required parts and the exact time of their delivery. In an improved form, the kanban system at the enterprises of Honda Jidosha, Kawasaki, Nissan, Yamaha and a number of others was successfully integrated into flexible production. The complex Kanban mechanism requires both a high level of automation, the use of computers and robotics, and strict production discipline, good interaction and coordination of the efforts of the company's personnel.

The experience of modern Japanese enterprises shows that technical and organizational innovations give companies the desired effect only when they are coordinated with labor management issues. Measures for the technical reconstruction of existing enterprises, rapid technology upgrades, the introduction of flexible production systems, the formation of information processing centers, computerization and robotization should be directly linked to the change in HR management mechanisms.

An important component of the HR management mechanism in Japanese companies is an extensive system of social development. This is well illustrated by the example of the Toyota Jidosha company, whose social development system has as initial parameters:

The age level of employees is from 18 to 75 years;

Life cycle of an employee, taking into account family life: single or unmarried - marriage - building a family - maturity - preparation for old age - enjoying life in old age;

Dominant interests at different stages: leisure and self-development - marriage and having children - building a house - raising and educating children - preparing for old age - marrying children;

Japanese practice discourages sharp differences in the rate of promotion at a young age. The differences start at the department head level. The advantage of this system is that it allows even those who make a mistake to count on successful advancement. And since we have many capable people, there is time to choose the most worthy.

2.2 USA

Work on human resource management in the United States is based on a broad research base, advisory assistance, and developed management infrastructure.

The modern approach, used in the most effective American corporations, is distinguished by a significant expansion of the content, forms and methods of working with the company’s personnel; growth of the professional level of specialists in human resource management services; increasing the share of funds spent by these services in total production costs; using the latest information technology. These changes in HR management extend in the United States to work with managers and specialists (in relation to ordinary performers, the functions of human resource management services have changed very little in most corporations). Almost all the main innovations in this functional area of management activity were intended to work with highly paid categories of personnel and either did not apply to other categories of personnel at all, or were done later and to a more limited extent.

Traditionally, in the United States, personnel services represent the interests of entrepreneurs in relations with workers organized in trade unions. The work is concentrated in the labor relations departments, whose responsibilities include - negotiating with trade unions; ensure the requirements stipulated by the employment contract; organize the hiring of labor. This exhausts the functions of personnel services in relation to production personnel (plus registration of personal files, registration and execution of decisions of line managers on personnel issues). In general, American corporations have developed two types of autonomous human resource management systems. Their distinction reflects the legal differences between the two categories of personnel that exist in US labor law; but is ultimately determined by more general socio-economic factors.

The most complex and diverse systems are systems for working with management personnel at the highest level of the organizational hierarchy, as well as at the middle level. In modern personnel management systems, special importance is attached to the systematic training of managers for senior positions and a particularly careful selection of applicants for these positions. Some corporations have established headquarters services in their organizational structure that provide, on a strictly individual basis, the consideration of issues related to planning the training, promotion, and replacement of top-level management personnel. So, since 1974, at General Electric, there has been a division, removed from the subordination of the vice president for personnel and reporting directly to the chairman of the board of directors, which works only with senior managers (500-600 people; the total number of managers and specialists of the company exceeds 100 thousand. Human). With this category of personnel, as well as with representatives of the group of applicants from the lower echelon of management, the most careful study of replacement schemes, individual career development plans, selection and monitoring of the implementation of training and education programs is carried out. Each year, succession plans are reviewed in detail by the firm's three senior executives - the chairman of the board of directors, the vice chairman and the vice president of human resources.

Leading corporations make better and more effective use of employee psychology, instilling in them the “sense of victory” that is dear to every American. They respect their traditions and, on their basis, form the main values of the organization. In American corporations they say; "We want to think of ourselves as winners. Exemplary companies need to prove that there is no reason why we can't create systems that continually prove that point."

In leading American corporations, the main emphasis is on the development of informal competition between the creators of new products and new forms of service. Therefore, various methods and means of stimulating competitive activity among company personnel are used.

The development of technical and technological structures and the formation of new production systems place increased demands on management methods. This primarily applies to lower and middle levels of management. In the work of the leaders of these management levels, the most important issues are not production, but personnel issues. Shortcomings in this direction, multiplied by the accelerated growth rate of labor productivity, inevitably lead to a decrease in the economic performance of the enterprise and a loss of competitiveness.

The following conclusions regarding trends in human resource management practices are based on the results of a study commissioned by the US Government Human Resources Commission:

1. The development of technology and technology is one of the main factors causing a constant reduction in employment in the production sector. Currently, the growing integration of industrial and information systems is of particular importance. It causes structural changes, the movement of personnel from production departments to information services. As a result, further growth in the number of management personnel, highly qualified workers of a wide range of profiles, engineers and technical specialists, and scientists is expected. With a general reduction in the industry's need for personnel, there is a significant increase in the requirements for their qualifications.

There is no doubt that each production unit will make do with fewer and fewer workers, increasing the role of each of them. The task of the manager in these conditions is to ensure that employees are highly interested in the results of their work.

2. The enterprise of the future is characterized by a high level of personnel mobility. Some researchers believe that within a few years the workforce of a modern enterprise will consist of a permanent core of competent, highly skilled, highly paid workers and a changing temporary workforce, the size of which is dictated by fluctuating production volumes. This will inevitably affect the responsibilities of a lower-level manager, who will have fewer permanent workers under his command, but there will be a need to manage temporary staff and regulate the relationship between permanent and temporary workers. Finally, you will need to constantly calculate the real labor demand.

3. Until now, there is a widespread opinion among managers that automation leads to a loss of qualifications of the organization’s employees. However, experience shows that only those automated workshops and factories turned out to be profitable where the administration sought to improve the level of personnel qualifications and set production tasks accordingly.

4. Requirements for the qualifications of grassroots managers are changing. According to some researchers, the range of their responsibilities will gradually be reduced, and even the integration of the roles of a grassroots manager and an engineer is possible. The responsibilities of a new type of specialist will include, first of all, ensuring the uninterrupted operation of equipment.

5. Until recently, training and advanced training of personnel at American enterprises was supervised by the human resource management service. But the individual responsibility of performers increases, and along with it, the interest of managers in increasing the level of competence of workers increases. Managers are increasingly taking on the role of trainers, preparing staff for future changes in production.

According to prevailing views in American industry, the development of measures to increase the level of labor productivity is the responsibility of management. In the new conditions, ensuring the growth of the organization’s efficiency will become a constant concern for every employee; The issues of improving working methods and increasing their efficiency at each workplace will become of paramount importance. Many companies, realizing this, are already developing long-term plans for training and professional development of staff.

6. Changes in the nature of work and management are also shaping new trends in remuneration. The object of incentives is the level of qualifications, experience and skill, and not the volume of production. Practice, however, shows that such payment systems are complex, require careful development and are still ineffective.

7. At enterprises of the future, the organizational structure will be formed not around functional units, but on the basis of management decisions. The technological cycle in automated production is based on the presence of a common source of information for all production units.

8. The development of modern production systems is a long process, characterized by the gradual introduction of new technology, expansion and change of product range, constant improvement, frequent replacement of materials and increased quality requirements. The process of restructuring management will be no less lengthy and complex. Attempts to mechanistically transfer new management methods into existing structures, as a rule, do not bring success.

2.3 Germany

HR management services occupy one of the leading positions in the management apparatus of government organizations and private firms. Their activities are aimed at performing the following functions:

Providing all production areas with the necessary workers;

Development of measures to stimulate the activities of employees; their focus on highly productive and efficient work;

Ensuring continuous training and advanced training for all employees.

There is a fairly high number of specialists from departments dealing with HR issues in government organizations compared to private ones. So, if with a total number of personnel of 16 thousand people. At the company "Rheinbraun", 30 employees are engaged in personnel work, while at the Ministry of Economics and Technology of the Federal Republic of Germany, in the apparatus of which there are only 1,650 people, 35 specialists work in the HR management service.

In large German companies, work on general personnel management is carried out by special services, the number of which depends on the number of employees: for 130-150 employees - one employee. In the vast majority of companies, HR management services deal not only with personnel issues: they are also entrusted with some economic functions, such as payroll calculation. Recently, there has been a tendency towards an increase in the number of personnel management services at enterprises.

Work in the field of HR management depends on the situation of its implementation. Factors in this situation include variables such as government regulation, market conditions, technology, relations with trade unions, goals and strategies of the organization, its structure, management principles used, characteristics of the personnel involved, etc. It is unacceptable to carry out abstract activities to manage HR.

Thus, the Rhinebraun company has developed the following management principles:

The need to provide employees with autonomy in areas where they have experience and knowledge;

Common problems and tasks can only be solved collectively;

The manager must not only expect employees to work, but also help them work according to their capabilities;

The knowledge and abilities of employees must correspond to the tasks assigned to them;

The manager must take into account the expectations and needs of employees who want to be informed, approved and have their needs met;

Employee evaluations must be fair, reflect his strengths and weaknesses, and clarify his abilities.

Such principles require special attention to be paid to working with the management of the organization, because it is they who bear the main burden of implementing these principles. This entails defining as one of the main goals in the work of the service: the selection at each level of managers who could fulfill their duties completely independently and with full responsibility.

To ensure effective work of employees, the manager must:

Timely and regularly inform employees about everything that is directly or indirectly related to their work or to them personally;

Inform employees in which areas they should improve their skills;

Promote the growth of professional qualifications of employees.

When selecting specialists for leadership positions, German organizations are guided by the rule of choosing them from among their ranks. But sometimes, in order to eliminate nepotism, leaders are selected from outside. One of the main factors when selecting managers is the ability to work with people and understand them.

Despite the specifics of HR management, which always exists in each specific company, all large organizations in Germany have approximately the same personnel management systems and remuneration systems for workers and management personnel.

Personnel management activities are considered one of the main functions of the organization's management, which, as a rule, is supervised by one of the members of the board or the chairman of the board himself.

In Germany, extremely great attention is paid to planning human resource costs, which involves taking into account quantitative and qualitative situational factors.

Personnel costs are divided into basic and additional. The main expenses include wages. Additional investments in HR include a whole range of expenses covering the entire social sphere (housing, benefits, medical care, etc.) and personnel management issues (personnel selection, assessment, advanced training, etc.).

The most important condition for the implementation of human resource planning tasks in German industry is the effective operation of the human resource management service.

Personnel training. The importance that Germany attaches to personnel training issues deserves attention. Thus, in 1988, the Mannesmann concern spent 127 million marks (about 20 thousand marks per student) on personnel training. 335 people are involved in training issues in the concern.

The Thyssen concern rotates management employees across companies, but on condition that wages remain stable. This is done to improve skills, improve contact between managers and create conditions that instill in each employee a sense of unity of the concern.

Certification of workers. The assessment in the Shleman-Zimar concern is carried out by the immediate supervisor based on 8 indicators for the past year. In the evaluation sheets containing questions regarding the employee’s qualifications and his attitude to work, the manager gives a rating, after which this rating is discussed in a personal conversation with the employee. In most cases, the manager and employee come to a general agreement on the assessments. In case of disagreement with the assessment received, the employee contacts a superior manager. There is an additional option to contact the works council.

Evaluation sheets for all years of work in the concern are stored in the personal file of each employee and their contents are secret.

Salary. The remuneration of production personnel is based on unified tariff agreements that determine payment according to the tariff and various types of additional payments, taking into account specific working conditions, duration of vacation, allowances to the tariff, terms of termination of contracts, working hours (length of the working week, shifts, work on Saturdays and Sundays). Deviations in the tariff agreement from the requirements of the law “On Tariff Agreements” are only possible for the better.

The wage agreements also stipulate that the employee does not have the right to disclose his salary information to any other person in the organization.

Chapter 3. Main directions of application of foreign experience in modern Russian conditions (using the example of NefAZ OJSC)

Open Joint Stock Company "Neftekamsk Automobile Plant" (abbreviated as OJSC "NefAZ") was registered by Resolution of the Head of Administration of Neftekamsk No. 915 dated June 24, 1999. Location of OJSC "NefAZ" - 452950, Republic of Bashkortostan, Neftekamsk, Yanaulskoye Highway, 3 NefAZ OJSC is part of KamAZ OJSC.

The personnel management system includes a number of stages: formation, use, stabilization and management itself (Fig. 1).

PERSONNEL MANAGEMENT

Rice. 1 - Stages of the personnel management system

Rational use of enterprise personnel is an indispensable condition for ensuring the uninterrupted production process and the successful implementation of production plans. For analysis purposes, all personnel should be divided into industrial and non-industrial personnel. Industrial production personnel (IPP) include persons engaged in labor operations related to the main activities of the enterprise, and non-industrial personnel include employees of cultural institutions, catering, medicine, etc., owned by the enterprise.

PPP workers are divided into workers and employees. The employees include managers, specialists and other employees (office accounting, etc. personnel). Workers are divided into main and auxiliary.

An important step in analyzing the use of personnel by an enterprise is to study the movement of labor. The analysis is carried out over a number of years based on the following indicators: staff turnover, labor productivity, and remuneration.

Worker turnover plays a big role in the activities of the enterprise. Permanent personnel who have been working at the enterprise for a long time improve their qualifications, master related professions, quickly navigate in any atypical environment, create a certain business atmosphere in the team and therefore actively influence the level of labor productivity. To study the reasons for staff turnover, sociological research and observations should be periodically conducted in order to study the ongoing changes in the qualitative composition of workers, managers and specialists, i.e., in qualifications, work experience, specialty, education, age, etc. Dismissal of workers during layoffs production volumes are not taken into account when calculating staff turnover indicators.

Worker movement analysis

Indicators	2004	2005	2006	Deviations
Indicators	2004	2005	2006	2005 to 2004	2006 to 2005
1.Average number of employees, people.	8800	9200	9600	+400	+400
2. Number of dismissed, total Incl. at your own request for violation of labor discipline for other reasons
3.Number of hired employees, people.	260	220	130	-40	-90
4. Number of employees who worked the whole year, people.	8660	9120	9550	+460	+430
5.Turnover ratio for disposal, (line 2/line 1)	0,016	0,020	0,007	-	-
6. Admission turnover ratio, (page 3/page 1)	0,030	0,024	0,013	-	-
7. Constant composition coefficient, (p.4/p.1)	0,984	0,991	0,995	-	-

An analysis of the movement of workers showed that the average number of workers in 2006 increased by 400 people compared to 2005. The number of people dismissed at their own request in 2006 compared to 2005 decreased by 110 people. The number of people admitted in 2006 decreased by 90 people than in 2005. The number of employees who worked the entire year in 2006 increased by 430 people compared to 2005.

The increase in the need for labor resources is explained by the fact that the production plan has increased.

Labor productivity- this is an indicator characterizing the level of living labor costs for the production of a unit of output. It can also be defined as the quantity of output produced per PPP worker or one worker per unit I time (year, quarter, month, day, hour). This indicator needs to be given special attention, since the level of many other indicators depends on it - the volume of products produced, the level of its cost, wage fund expenditure, etc.

When analyzing labor productivity, it is necessary to establish the degree of implementation of the plan and the dynamics of growth, the reasons for changes in the level of labor productivity. Such reasons may be changes in the volume of production and the number of production staff, the use of mechanization and automation, the presence or elimination of intra-shift and full-day downtime, the state of labor regulation, etc.

The general indicator of labor productivity (output per worker or one worker) largely depends on the material intensity of individual types of products, the volume of cooperative supplies, and the structure of products. A more objective assessment of labor productivity is provided by an indicator calculated based on net production, i.e. by production volume minus material costs and depreciation of fixed assets.

A higher growth rate of labor productivity, calculated by the volume of products in wholesale prices, compared with the growth rate of labor productivity, calculated by net products, indicates a change in the structure and range of products in the reporting period compared to the previous period and an increase in production output from more high material consumption.

Comparing the level of labor productivity of the reporting year with the previous year allows us to assess the dynamics of labor productivity for the year. Labor productivity is calculated per one PPP employee and per worker. The presence of these two indicators allows us to analyze changes in the structure of the enterprise personnel. A higher growth rate of labor productivity per employee of the industrial enterprise compared to the growth rate of labor productivity of one worker indicates an increase in the share of workers in the total number of industrial enterprises and a decrease in the share of employees. Increase in the share of employees, incl. managers and specialists, is justified only if this results in an increase in the labor productivity of all PPP personnel due to a higher organization of production, labor and management. For example, mechanization and especially automation of the production process, etc.

Analysis of wage levels

Indicators	2004	2005 year	2006	Deviations, thousand rubles
Indicators	2004	2005 year	2006	2005 to 2004	2006 to 2005
1. Revenue from product sales, thousand rubles.	2643174	3297067	4647990	+653893	+1350923
2.Average annual number of employees, people.	8800	9200	9600	+400	+400
3.Average annual wages per 1 employee, rub.	8650	9118	9847	+468	+729
4.Labor productivity, thousand rubles, (page 1/page 2)	300,36	358,38	484,16	+58,02	+125,78
5. Labor productivity index	X	1,19	1,35	-	-
6.Wage index	X	1,05	1,08	-	-

Labor Productivity Index:

2006 484.16/358.38=1.35

2005 358.38/300.36=1.19

Wage index:

2006 9847/9118=1.08

2005 9118/8650=1.05

Level analysis wages showed that sales revenue in 2006 increased by 1,350,923 thousand rubles. compared to 2005. The average annual number of employees in 2006 increased by 460 people compared to 2005, and the average annual wage per employee increased by 729 rubles. As you can see, labor productivity increased by 125.78 thousand rubles. It can be concluded that due to the increase in staff and salary increases, the interest of employees in increasing productivity has increased.

The complete use of labor resources can be assessed by the number of days and hours worked by one employee during the analyzed period of time, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of employees, each production unit and for the enterprise as a whole.

Use of enterprise labor resources

Indicators	2004	2005 year	2006	Deviations, thousand rubles
Indicators	2004	2005 year	2006	2005 to 2004	2006 to 2005
1.Average annual number of employees, people.	8800	9200	9600	+400	+400
2. Days worked by 1 worker per year, days.	260	252	260	-8	+8
3. Hours worked by one worker per year, h.	1705	1769	1936	231	167
4.Average working day, hours, (page 3/page 2)	6,6	7,02	7,45	+0,42	+0,43

As the above data show, despite the fact that the average annual number of employees in 2006 increased by 400 people compared to 2005, the number of days worked by 1 worker also increased by 8 days. We see that the number of hours worked by one employee in 2006 increased by 167 hours compared to 2005. And the average working day increased by 0.43 hours.

We can conclude that the labor resources at OJSC NefAZ were fully utilized in 2006 (possibly due to a reduction in sick leave, absenteeism, and additional vacations with the permission of the administration).

Analysis of the use of labor resources, growth in labor productivity must be considered in close connection with wages. With the growth of labor productivity, real preconditions for increasing wages are created. At the same time, funds for payment must be used in such a way that the growth rate of labor productivity outstrips the growth rate of its payment. Only under this condition are real opportunities created for increasing the pace of expanded production.

Wages are part of the country's national income, distributed in accordance with the quantity and quality of labor expended. The growth of real incomes and the level of material well-being of workers depend on wages. An enterprise is obliged to use wages as the most important means of stimulating the growth of its productivity, accelerating scientific and technological progress, improving product quality, increasing production efficiency and strengthening discipline. To do this, the enterprise itself determines the forms and systems of remuneration for workers, without allowing for equalization; introduces various additional payments (for combining professions, increasing the volume of work performed, etc.). In this case, additional payments can be paid without any restrictions, but at the expense and within the limits of savings in the wage fund of laid-off workers. Funds for wages must be used in such a way that the growth rate of labor productivity outstrips the growth rate of wages. Only under such conditions are opportunities created for increasing the rate of expanded reproduction.

When analyzing the use of the wage fund, it is important to study data on the average earnings of workers, its changes, as well as the factors determining its level.

The average annual number of employees in 2006 increased by 400 people compared to 2005. Moreover, the number of RSiS (managers, specialists and employees) increased by 128 people from 2004 to 2006, and the number of workers also increased by 672 people. Indicators of marketable products in 2006 increased by 1,350,923 thousand rubles. compared to 2005. The average monthly salary of RSiS increased by 87 thousand rubles. since 2005.

Labor and wage fund

Indicators	2004	2005 year	2006	Deviations, thousand rubles
				2005 to 2004	2006 to 2005
1.Commercial products, thousand rubles.	2643174	3297067	4647990	+653893	+1350923
2.Average annual number of employees, people: total Incl. RSiS
3. Average monthly salary total, thousand rubles: total Incl. RSiS
4. Payroll, thousand rubles. Total Incl. RSiS

Based on the table, we can conclude that the increase in the average annual wage of workers is caused mainly by an increase in hours worked, an increase in the average working day and an increase in the volume of marketable products.

In a market economy, one of the decisive factors for the efficiency and competitiveness of an organization is ensuring high quality human resources.

The goal of the personnel and social policy of NefAZ OJSC is to ensure an optimal balance of processes of updating and maintaining the numerical and qualitative composition of personnel in its development in accordance with the needs of the organization, the requirements of current legislation, and the state of the labor market.

Personnel and social policies are among the highest priorities in the activities of NefAZ OJSC.

The personnel policy is aimed, first of all, at the formation of an efficient team capable of efficiently and promptly solving the problems facing the Company. To achieve this goal, NefAZ OJSC systematically carries out work aimed at increasing the professional level of employees, improving the selection and placement of personnel, and developing opportunities for rapid professional growth of proactive and creatively thinking employees.

The basis for work with personnel of NefAZ OJSC is a comprehensive personnel management system: creating conditions for conscientious productive work of employees, improving material and moral incentives, training qualified personnel, and the possibility of their professional growth.

The number of personnel currently available at NefAZ OJSC satisfies the production's need for labor resources to produce the volume of products planned for 2007.

The average age of workers at the plant is 35 years (in 2005 - 36 years). At NefAZ OJSC, systematic training and hiring of young workers and specialists was carried out; the personnel structure is shown in Figure 2.

The main objectives of the Company in working with personnel are:

1. carrying out an active personnel policy based on the creation of an effective system for managing personnel and social processes;

2. providing conditions for initiative and creative activity of employees, taking into account their individual characteristics and professional skills;

3. development of a system of material, social and moral motivation of personnel, closely linking the economic activities of the Company with the contribution of each employee;

4. creation of a permanent system of training, advanced training and retraining of personnel;

5. conducting medical, psychological, professional and adaptation diagnostics of the Company’s personnel in order to ensure the reliability and safety of workers.

Rice. 2 - Personnel structure by age

The most important requirement of NefAZ OJSC for its employees, both young and qualified, is to be able to constantly update and expand their knowledge.

Dynamics of personnel training over the last four years 2003-2006. at OJSC NefAZ is presented in diagrams. The 2003 plan was taken as the base indicator for 100%. In connection with the development of new products - city and suburban buses, as well as the receipt of a quality system certificate, starting in 2004, the need for personnel training has increased.

Personnel training

	Name	2003		2004		2005		2006
	Name	plan	fact	plan	fact	plan	fact	plan	fact
1	Training and retraining of workers	50	52	50	62	50	61	100	221
2	Improvement of workers' qualifications, including:	470	549	470	616	490	569	695	1109
- production and economic courses	65	84	65	106	65	79	80	141
- training workers for a second profession	70	94	70	96	70	81	100	255
- targeted courses	300	319	300	370	320	371	480	660
- school of advanced labor methods	20	34	20	26	20	21	20	22
- foremen courses	15	18	15	18	15	17	15	31
3	Advanced training for managers and specialists	150	179	150	167	180	188	450	552
As a percentage compared to 2003

One of the Company's leading priorities is its development as a self-learning modern business organization; therefore, conditions for the professional development and career growth of employees have been created and are constantly being improved.

The priority areas are: transition to innovative learning; development of the training system and improvement of training methods for the Company’s employees; formation of a mentoring school.

When forming the “Policy of OJSC NefAZ” in the field of quality, the factor that the efficiency of an enterprise is made up of the efficiency of using all resources, including each employee, is taken into account. The optimal solution to the issues of selection, placement and evaluation of personnel is a criterion and guarantee of the competitiveness and sustainability of NefAZ OJSC in the market, an indicator of the quality of management organization, the most important factor of success in competition today.

The general procedure for personnel assessment is employee certification, carried out in accordance with the developed Regulations.

The main purpose of certification is not to monitor performance, but to identify reserves and motivation to increase the level of employee productivity.

Personnel certification is considered as a combination of several assessments:

· assessment of production activities, labor results;

· assessment of labor discipline;

· regular assessment.

The certification process can be divided into four main stages.

1. Preparatory stage: preparation of an order for certification, approval of the certification commission, preparation and reproduction of documentation, informing the workforce about the timing and features of certification.

2. Formation of the composition of the certification commission and its approval: general director (chairman); Head of the Human Resources Department (Deputy Chairman); head of the unit where certification is taking place (member); legal advisor (member); and it is necessary to invite a social psychologist.

3. The main stage: organizing the work of the certification commission for the divisions of the enterprise, assessing the individual contributions of employees, filling out the “Certification” questionnaires, computer processing of the results.

4. Final stage: summing up the results of certification, making personal decisions on the promotion of employees, sending them to study, moving or dismissing employees who have not passed certification.

The results of regular employee assessment and certification are used for various purposes, primarily:

· to increase the stimulating role of payment;

· positive impact on employee motivation;

· planning vocational training;

· professional development and career planning;

· formation of a reserve of management personnel;

· when selecting personnel;

· when making decisions about rewards.

The constant need of the enterprise to increase labor productivity, for this, first of all, a high-quality workforce is needed. Therefore, the most important factor in the effective operation of an enterprise is the continuous retraining of personnel. There is a direct relationship between a worker’s qualifications and the efficiency of his work: the higher his rank, the higher his labor productivity. It takes skilled workers significantly less time to complete the same job than less skilled workers. More qualified workers master new equipment, technology, and labor organization methods faster and more efficiently. Thanks to their higher educational and professional training, such workers have the opportunity to technologically “see” much more than their immediate responsibilities in the production process. This is what largely determines a higher degree of satisfaction with one’s work.

Personnel training is the process of acquiring theoretical knowledge and practical skills by employees to the extent of the required qualification characteristics of the initial qualification level.

Personnel retraining means training qualified employees in order to change their professional profile to achieve compliance of personnel qualifications with the requirements.

Personnel development is the process of improving theoretical knowledge and practical skills in order to improve the professional skills of workers, mastering advanced equipment and technology, labor orientation, production and management.

NefAZ OJSC practices a continuous system of professional training for employees, and the number of training levels depends on the complexity of the profession and specialty. Such continuous training is necessary because in the world economy there are over 400 thousand types of activities, combined into 48 thousand professions, and this circumstance requires continuous improvement of the training system.

Retraining of personnel in many cases was of a formal nature, since workers were often sent to improve their skills because, according to the plan, they had to attend courses once every 5 years.

Personnel training within the enterprise is due to the following reasons:

1) insufficient development of the network of stationary educational institutions;

2) relatively short training periods, which allows the enterprise to fill the shortage of workers without significant costs;

3) the possibility of using modern equipment for training workers, available at the enterprise and not available in a permanent educational institution.

There are three forms of training for workers at an enterprise: individual, group and coursework.

With an individual form, each student is assigned a highly qualified worker or master who conducts his training.

The group form is used in large enterprises. This group receives theoretical knowledge either through independent study or with the help of engineers from the industrial training department. For this purpose, special classrooms are created.

The course form is also used in large enterprises and training takes place in 2 stages:

· in study groups at a training and production base specially created for this purpose;

· at workplaces in existing workshops.

Advanced training of workers can be carried out:

· at production and technical courses;

· in schools to study advanced labor methods;

· in targeted courses.

Advanced training for managers and specialists is carried out:

· in advanced training institutes;

· at advanced training faculties at universities.

The training time of managers and specialists is counted towards their total length of service, during which time they are paid an average salary and other remunerations. Any form of training, retraining and advanced training must be based on some motivating factors and only in this case will it be effective.

The constant need of the enterprise to increase labor productivity and improve theoretical knowledge forces us to systematically train personnel and improve their qualifications. There is a direct relationship between the qualifications of an employee and the efficiency of his work.

Education:

To acquire an initial level of qualifications, employees are trained. Most often these are individual lessons. Each new employee of the plant has a mentor who teaches him theoretically and practically. In addition, the master conducts classes with the team once every 2 months to improve the skills of workers.

In August 2006, the car plant opened a new painting line. To effectively use this equipment and maintain it, six employees of the enterprise were sent to three-month courses. After the course, six received a higher rank.

Timely and high-quality training, retraining and advanced training of personnel is the most important factor in the effective operation of an automobile plant.

The plant attaches great importance to the training of management personnel. Its goal is to develop the skills and abilities necessary for employees to effectively perform their job responsibilities and goals. Successful leadership development requires careful analysis and planning.

At the automobile plant, planning for the training of management personnel was carried out by assessing the performance of each of the managers. In accordance with this, city-wide lecture courses have been planned for masters.

Here the craftsmen improve their qualification level, their ability to work with people, and get acquainted with the new technology introduced at the plant. In order to work more efficiently at the enterprise in order to improve the skills and abilities required to achieve the tasks and goals of the plant, a seminar was held at the republican level for the engineering staff of the enterprise. Advanced training courses for plant engineers are planned for June 2007.

Over the past 2 years, the company has transferred personnel several times. Basically, lower-level managers moved from shop to shop for a period of three months to one year. This was due to the purpose of familiarizing managers with many aspects of activity. Such knowledge is needed for more successful work and for preparing for transfer to higher positions.

Systematic and systematic work to improve professional levels is also carried out with senior managers. All engineering and technical workers systematically take courses in Ufa and Naberezhnye - Chelny. Based on this, we can conclude that the management personnel of the enterprise systematically, systematically and continuously improve their knowledge, skills and abilities.

But the company also faces some difficulties. Basically, these are financial problems: the plant cannot always pay for courses, business trips or seminars. Most often, this depends not so much on the enterprise as on external factors affecting profits and costs.

The main emphasis in the personnel incentive system is on material incentive methods. In accordance with the Labor Code of the Russian Federation, the plant independently establishes the type, remuneration system, tariff rates and official salaries, as well as forms of material incentives. The basic rules of remuneration and bonuses are enshrined in the Regulations on remuneration of employees of OJSC NefAZ, approved by order of the General Director. All newly hired employees are required to familiarize themselves with this Regulation.

The plant pursues a policy of guaranteeing the stability of the remuneration system: it ensures the minimum wage guaranteed by law; employees are notified of the introduction of new and changes in established remuneration conditions no later than 2 months in advance.

The enterprise uses wages as the most important means of stimulating conscientious work. The individual earnings of plant workers are determined by their personal labor contribution, the quality of work, the results of the production and economic activities of the plant and are not limited to the maximum amount.

Workers are paid at rates approved by the enterprise, piece rates, and those hired under an employment agreement or a civil law contract are paid on the terms and conditions provided for in these agreements.

The work of NefAZ OJSC employees is paid and incentivized according to the remuneration system approved by the General Director in agreement with the trade union committee. The salary of each employee is determined based on the qualifications of the worker and employee, the complexity of the work performed, time worked, working conditions, the final, usually collective results of work and the personal contribution of the employee. The salary of an employee who has fulfilled his labor obligations cannot be lower than the subsistence minimum. Individual wages are not limited to maximum amounts.

Employees are remunerated on the basis of tariff rates and salaries.

The official salaries of managers, specialists and employees are established by the General Director, in accordance with the position and qualifications of the employee and are formalized by the remuneration group in the form of a staffing table.

The tariff part of wages is calculated according to the category (salary) assigned to the employee and the time worked. The assignment of work performed to certain tariff categories and the assignment of qualification categories to workers is carried out according to the approved tariffs for work agreed upon with the trade union committee of the OJSC.

For work in workplaces with special working conditions (heavy work, work with hazardous working conditions, Article 82 of the Labor Code of the Russian Federation), payment is established in accordance with the workplace certification cards issued in the prescribed manner and is canceled when working conditions improve. The additional payment is made in the amount of the percentage established in the Workplace Certification Card of the established hourly wage rate of the worker for the time actually worked.

Remuneration for deviations from normal working conditions on weekends, holidays, overtime, night, and evening work is taken into account through a corresponding increase in additionally paid working hours.

Additionally counted:

1. for work on holidays and weekends - 2 hours, for each hour worked on holidays or weekends;

2. for overtime work:

- for the first two hours worked overtime - 1.5 hours for each hour;

- for subsequent hours worked overtime – 2 hours for each hour;

The organization of the above work is carried out only with the consent of the employee.

For work in the evening and at night, a fixed payment is made in the amount of:

· for work in the evening, a coefficient of 1.2 is applied to the employee’s hourly tariff rate for hours worked in the evening;

· for night work, a coefficient of 1.4 is applied to the employee’s hourly wage rate for hours worked at night.

The wage fund for the main workers is determined based on the established labor intensity of manufacturing products and the average level of work.

In addition to the main wage fund, an amount is accrued for payments in accordance with the Labor Code (for work at night, in the evening, for work with special working conditions), additional payments for combining work and monthly bonuses.

The form of remuneration for the main workers is piecework (individual, collective). The wages of the main workers in the piecework form of remuneration are calculated on the basis of orders for piecework work (collective and individual), certified by the site foreman and the quality control inspector.

To strengthen the material interest of workers in fulfilling established tasks, increasing production efficiency, the remuneration system provides incentives for advanced training, increasing the volume and quality of products (work); stimulation of special areas of economic activity, additional financial incentives for employees have been introduced.

The wages of workers, both main and auxiliary, consist of the main (fixed) part of the wages and the additional part of the wages.

The constant part of the remuneration is determined by the salary, which is included in the staffing table of each department - at hourly tariff rates that characterize the complexity of the work (various skill levels of the employee).

Additional remuneration (variable part) is made in the amount of 100% of the piecework earnings of the main production worker for the month, subject to:

· fulfillment of the production volume for the workshop in thousand rubles. - 20 %;

· fulfillment of the average delivery rate of products from the first presentation per month by 100% - 65%;

· fulfillment of the indicator for cleanliness and culture of production at the site, team at the workplace - 15%;

· meeting the average delivery rate of products from the first presentation per month by 90% - 20%. The specific size is determined according to the calculation scale;

· meeting the average delivery rate of products from the first presentation for the month by 85% or less is not accrued;

· calculation of additional remuneration based on the average rate of delivery of products from the first presentation is carried out differentially;

· information on the fulfillment of production volume indicators (including rubles) for the workshop is presented to the head of the production department, agreed with the head of the production department and approved by the production director;

· information on the cleanliness and culture of production for the site and the brigade is provided to the BTK of the workshop, agreed with the head of the workshop and approved for quality - by the deputy general director;

· information about the delivery of products from the first presentation on average per month is provided by the head of the BTK workshop, agreed with the head of the workshop and approved for quality by the deputy general director.

Additional remuneration for the main production workers is made within the established standard wage fund for the workshop.

For workers with piecework wages, wages for the entire pay period are calculated on the basis of data from primary documents recording production, additional payment slips and other documents.

Among the methods of socio-psychological stimulation used at the enterprise, one should also mention the optimization of the organization of the workplace, the creation of rest rooms, the organization of general production holidays, etc.

Thus, enterprise personnel management is carried out using a combination of administrative, economic and socio-psychological management methods. The basis of the personnel incentive system is laid by the use of organizational and technical methods that optimize the construction of a labor efficiency management system. The socio-psychological methods used by NefAZ OJSC effectively provide spiritual stimulation, creating a favorable psychological climate in the team and a sense of belonging to the organization. The stable amount of staff remuneration established at the enterprise prevents an increase in staff turnover and reduces the cost of finding new labor resources. In terms of the use of economic methods of incentives, the enterprise has reserves for improving the management process by improving the system of material incentives for personnel through the use of new forms of remuneration, in particular such management methods as employee participation in the organization’s profits, employee participation in management.

Formulas for calculating wages, main and auxiliary workers

Type of salary	Time wages		Piece wages
Type of salary	Employees	workers	Piece wages
Basic salary	ZP = (O / T to * To) * To.	ZP = (C * To) * K.	ZP = (Rk * Ep) * K; Rk = Chtr * N.
Additional salary	ZP = [(O / Tk * To) * P ] * K; 2.Work on days off: ZP = [(O / Tk * Tv) * 2 ] * K; ZP = [(O / Tk * Tc) * 1.5(2.0)] * K; 4.Work in the evening: ZP = [(O / Tk * Tvech) * 1.2)] * K; 5.Work at night: ZP = [(O / Tk * Tn) * 1.4] * K.	1. Salary including bonus: ZP = [(C * To) + Pr] * K; 2.Work on days off: ZP = [(C * TV)2] K; 3.Work overtime: ZP = [(C * Tc) * 1.5(2.0)] * K; 4.Work in the evening: ZP = [(S * Tvech) * 1.2] * K; 5.Work at night: ZP = [(C * Tn) * 1.4 ] * K. 6.Work in hazardous conditions: ZP =[(S * To) * Vr]* K.	1. Salary including bonus: ZP = [(Rk * Ep) + Pr] * K; 2.Work on days off: ZP = [(Rk * Epv) * 2] * K; 3.Work overtime: ZP = [(C * Tc)* 1.5(2.0)] * K; 4.Work in the evening: ZP = [(S * Tvech) * 1.2] * K; 5.Work at night: ZP = [(C * Tn) * 1.4 ] * K; 6.Work in hazardous conditions: ZP =[(S * To) * Vr]* K.
Where ZP is monthly salary, (rub.); О – employee’s salary, (rub.); P – engineering bonus as a percentage of salary, varies depending on the volume of product sales for the month, (%); Tk – number of working days (hours) according to the schedule this month, (days, hours); That is the number of days (hours) worked this month, (days, hours); TV - number of hours worked on weekends this month, (hours); Тс - number of overtime hours worked this month, (hours); Tvech - number of hours worked in the evening this month, (hours); Тн - number of night hours worked this month, (hours); K – regional coefficient (1.15); C – hourly wage rate of a worker according to the assigned category, (rub.); Pr – workers' bonus distributed by the balance commission, (rub.); Вр – percentage of additional payments for harmfulness, (%); Рк – price per unit of manufactured products, (rub.); Ep – the number of products manufactured by a worker per month, (pieces); Chtr – hourly tariff rate of work, depending on the type of work, (rub); N – standard time for manufacturing a unit of product, (hours); Епв – quantity of manufactured products by a worker on a day off, (rub.).

Calculation of wages for employees, main and auxiliary workers

Types of wages	Payment types	Employee	Auxiliary worker	Main worker
Basic salary	Piecework	-	-	Rk = 7.46 * 0.84 = 6.27 rub. Salary = (6.27 * 150) * 1.15 = 1081.6 rubles.
	Time-based	Salary = (2000 / 21 * 20) * 1.15 = 2190.5 rub.	Salary = (6.38 * 168) * 1.15 = 1232.6 rubles.	-
	Salary including bonus.	Salary = [(2000 / 21 * 20) * 1.5]* 1.15 = 3285.7 rub.	Salary = [(6.38 * 168) + 400] * 1.15 = 1577.6 rubles	Salary = [(6.27 * 150) + 400] * 1.15 = 1541.6 rub.
Additional salary	1.Work on a day off:	Salary = [(2000 / 168 * 8) * 2] * 1.15 = 219.0 rub.	Salary = [(6.38 * 18) * 2 ] * 1.15 = 264.1 rub.	Salary = [(6.27 * 20) * 2 ] * 1.15 = 288.4 rub.
	2.Work overtime:	Salary = [(2000 / 168 * 2) * 1.5] * 1.15 = 41.0 rub.	Salary = [(6.38 * 2) * 1.5 ] * 1.15 = 22.0 rub.	Salary = (6.97 * 2) * 1.5 ] * 1.15 = 23.9 rub.
	3.Work in the evening:	Salary = [(2000 / 168 * 6) * 1.2] * 1.15 = 98.6 rub.	Salary = [(6.38 * 6) * 1.2 ] * 1.15 = 52.8 rub.	Salary = (6.97 * 6) * 1.2 ] * 1.15 = 57.7 rub.
4.Work at night:	Salary = [(2000 / 168 * 2) * 1.4] * 1.15 = 38.3 rub.	Salary = [(6.38 * 2) * 1.4 ] * 1.15 = 20.5 rub.	Salary = (6.97 * 2) * 1.4 ] * 1.15 = 22.4 rub.
5.Work in hazardous conditions	-	Salary = [(6.38 * 168) * 15% ] * 1.15 = 161.9 rub.	Salary = (6.97 * 168) * 15% ] * 1.15 = 202.0 rub.
Total:	396,9	521,3	594,4
Total accrued wages		3682,6	2098,9	2136,0

According to an internal analysis conducted by employees of the personnel department of NefAZ OJSC, it was revealed that the main reasons for the dismissal of specialists are:

1. low wages;

2. dissatisfaction with the team (sometimes with the manager);

3. unstable position of the employee at the plant;

4. lack of perspective.

In order for an employee to gain a foothold in the workplace, we suggest that managers pay attention to some of the nuances of this issue.

Firstly, the economic aspect.

One of the main ways to secure a specialist in the workplace is financial incentives:

1. Cash.

First of all, these are wages - compensation for the labor contribution of workers to the activities of the plant. It is necessary to correctly evaluate the work of a specialist and express this from a financial point of view, without causing damage to either the organization or the employee himself.

However, if someone is not happy with their financial situation, this does not mean that the manager should increase his salary. This problem can be solved with one-time payments in the form of bonuses, compensation, as a reward for work performed. The material incentive fund, formed from the profit of the enterprise, will, first of all, make it possible to qualitatively change the direction of material incentives. This applies to both RSiS and workers. To create a FMP, it is necessary to resolve the following issues:

1. Education of FMP;

2. Distribution of FMP by areas of use;

4. Determination of the size and scale of bonuses.

The size of the FMP created at the enterprise depends mainly on the results of the enterprise. This dependence is the basis for creating an effective material interest of the team in increasing production efficiency. In the practice of enterprises, the FMP is formed on the basis of fund-forming standards. In this case, two methods of forming FMP are distinguished:

1. For the rate of production growth;

2. From the mass of profit.

In the first case, two fund-forming standards are taken into account - one for profit growth (product sales), the other for the level of profitability:

Mo = F * (KP + Kr*P),

where Mo is a material incentive fund formed subject to the fulfillment of the profit and profitability plan;

F – salary fund of all personnel;

KP – the standard for the formation of FMP for each percent of profit growth;

Kr is the standard for the formation of FMP for each percent increase in the level of profitability;

P – profitability.

In the second case, one fund-forming standard is established - for the level of profit:

Mo = Pr*Km,

where P is the profit of the enterprise;

Km is the standard for the formation of FMP based on the mass of profit.

It must be emphasized that an unreasonable size of the FMP can lead to a non-optimal combination of the economic interests of the enterprise (for example, to a decrease in investment activity). It is proposed to establish standards for fund-forming indicators in such a way that the maximum size of the fund is at the level of 10% of the wage fund. Now the ratio is 5.4%.

The development of provisions on bonuses for employees from the FMP is preceded by the distribution of the FMP by areas and categories of workers. This makes it possible to create interest among employees of all categories in achieving the highest performance results in all indicators. It is proposed to spend the FMF in the following areas:

1. One-time encouragement for employees who distinguished themselves in performing particularly important production tasks;

2. Remuneration based on the results of work for the year;

After the FMP has been determined and divided into areas, it should be divided into two parts within each area: a bonus fund for workers and a bonus fund for engineers and employees.

You can also improve the position of a specialist by providing him with vouchers, free treatment, free food, through payment of transportation costs, and referrals for training at the expense of the plant.

These methods of material incentives, which are focused on solving the economic problems of a specialist, are aimed at the fullest realization of the employee’s existing labor potential, affecting his personal interests.

Secondly, the psychological aspect.

The way a person feels internally in the workplace. A competent manager must convey to everyone their necessity and importance in the affairs of the plant. OJSC NefAZ operates not only thanks to its main workshops, but also through other auxiliary and service departments. Each specialist, performing his duties, makes his contribution to the development of the plant, and every employee should know this.

For a comfortable psychological state, it is necessary to use non-material incentives, which implies the actions of the manager to encourage or punish the employee, as well as the use of incentive methods that are not related to the direct expenditure of funds.

The manager's actions can be:

· personal example;

· individual and public praise;

· support in difficult situations and approval in case of temporary failures;

· confidential discussion with the employee of violations and deviations from the desired results, which ends with the recording of agreements;

· public rewarding of those who distinguished themselves with certificates of honor and valuable gifts;

· improving the organization and working conditions (for example: through improving the material equipment of the workplace, choosing an acceptable working mode for a specialist);

· enrollment in the reserve of management personnel;

· career advancement.

Thirdly, the social aspect.

An important factor influencing the stability of an employee is his social position in the team. If there is no social demand, a specialist will naturally look for a more comfortable environment, a more loyal leader.

To meet the social needs of workers in the process of collective work, you should:

1. give them work that would allow them to communicate during work;

2. hold periodic meetings with subordinates;

3. inform about the innovations and affairs of NefA3 OJSC;

4. try not to destroy informal groups that have arisen if they do not cause real damage to the plant or an individual;

5. know each of your subordinates personally.

To satisfy the employee’s needs for recognition (self-esteem and respect from others), you can:

1. offer more meaningful work;

2. highly appreciate and encourage the results of his work;

3. oblige with additional rights and powers;

4. provide training and retraining that increases the level of his competence.

The manager needs to pay special attention to negative relationships in the team. In this case, it is necessary either to eradicate hostile relations by smoothing out conflict situations and preventing them, or to transfer the specialist to another job, thereby changing the work team.

Here are the main aspects that a manager should pay attention to in order to secure a specialist in the workplace. However, it is possible to achieve a positive result only by considering all the nuances as a whole, comparing the interests of the employee with the interests of NefAZ OJSC.

In practice, the following payment will be accepted:

· By the first of September, 3,000 rubles will be issued for each child in the family.

Many employees who worked for quite a long time and quit due to dissatisfaction with wages, upon learning about upcoming payments, chose to return to the plant, which had a very good effect on the quality of the products, i.e., the volume of defects decreased.

If we assume that further, after satisfying certain needs of employees, people with experience and skills will return to the extent possible, then there will be no reason for dismissal, the enterprise specialist will gain a foothold in the workplace.

Career stimulation today is increasingly attracting the attention of managers of serious companies. It allows you to tap into the internal potential of employees, combining a whole range of measures to stimulate effective work and develop the professional potential of employees. Before moving on to designing the career management system of NefAZ OJSC, we will consider the principles for managing the career development of personnel developed in personnel management.

Career (from French with ariera) – “successful advancement in one or another area (social, official, scientific, professional) activity.” A career is the result of a person’s conscious position and behavior in the field of work, associated with official or professional growth. A person builds a career - the trajectory of his movement - himself, in accordance with the characteristics of intra- and extra-organizational reality and, most importantly, with his own goals, desires and attitudes. We can identify several fundamental trajectories of a person’s movement within a profession or organization, which will lead to different types of careers:

· Professional career - growth of knowledge, skills, abilities. A professional career can follow the line of specialization (deepening in one line of movement chosen at the beginning of the professional path) or transprofessionalization (mastery of other areas of human experience, associated, rather, with the expansion of tools and areas of activity).

· Intra-organizational career - associated with the trajectory of a person’s movement in the organization. It can go along the line:

vertical career - job growth;

horizontal career - promotion within the organization, for example, work in different departments of the same hierarchy level;

centripetal career - advancement to the core of the organization, the control center, increasingly deeper inclusion in decision-making processes.

When meeting with a new employee, the HR manager must take into account the career stage that he is currently going through. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation.

The career stage (as a point on the time axis) is not always associated with the stage of professional development. A person who is at the stage of advancement within another profession may not yet be a high professional. Therefore, it is important to separate the career stage - the time period of personal development and the professional development phase - periods of mastery of activity.

It is obvious that in order to maintain the internal incentives of an employee, it is necessary to organize certain types of movements and career movements. An important condition for the targeted development of an employee’s internal potential and the effective use of his potential is career planning.

A comprehensive career process management system should include interrelated goals, functions, technologies, principles, structure and career management personnel. The goals of the career process management system should follow from the general goals of the personnel management system, but at the same time have the specifics of this area of activity of the organization in the field of human resource management. The goals of the career process management system of OJSC NefAZ may include:

· formation, development and rational use of the professional potential of each manager and the organization as a whole;

· ensuring continuity of professional experience and culture of the organization;

· achieving mutual understanding between the organization and the manager on issues of its development and promotion;

· creating favorable conditions for the development and promotion of personnel within the organizational space, etc.

The main functions of the quarry process management system of OJSC NefAZ in accordance with the goals will be:

· research of problems related to identifying the needs for management personnel, their development and promotion; forecasting movements in key management positions;

· planning professional development (studies, internships, etc.), assessment procedures and job transfers (promotion, rotation) of managers, as well as the career process for the enterprise as a whole, including the development of an organizational space in accordance with the goals and capabilities of the enterprise, needs and staff abilities (in this case, development should not be limited only to organizational design, but actively include the formalization of other career vectors - building a qualification grid, status ladder);

· organization of training processes (including the basics of career self-management), assessment, adaptation and career guidance, competitions for filling managerial vacancies;

· intensifying the career aspirations of managers, creating favorable conditions for career self-management: self-marketing (self-presentation, self-promotion), self-management;

· regulation of career processes, prevention and prevention of crisis phenomena, deviations from the norm, including the emergence of careerism;

· coordination and coordination of actions of various parts of the career management system;

· monitoring the performance of functions, assessing the effectiveness of career process management based on a certain system of indicators.

The effectiveness of the implementation of the functions of the career process management system of OJSC "NefAZ" can be achieved through their integration, combination in various technologies, among which, along with such universal personnel technologies as management by goals, training, adaptation and career guidance management, specific ones should also be used career: work with a reserve for promotion, individual psychological counseling on career issues, career chart modeling.

The company's offering of career development opportunities to employees can range from simple training programs to more detailed consulting services to improve future career plans. These programs, if applied rationally, do not require large expenditures, although they can have a significant motivating impact.

The created program for promotion opportunities at NefAZ OJSC should include the following services:

1) provide a wide range of information about vacant positions and the qualifications needed to occupy them;

2) indicate the system according to which qualified employees may apply for these places;

3) help employees set career goals;

4) encourage meaningful dialogue between employees and their managers about career goals.

The overall goal of career development programs is to match the employee's needs and goals with current or future advancement opportunities available within the enterprise.

A prerequisite for the effective functioning and stimulating impact of a career management system is the formation of a good communication system in the enterprise. OJSC NefAZ can use public systematic information about vacancies in the company. Effective practice of this kind requires more than a simple notice on a notice board. When organizing information about vacancies, the following conditions must be met:

· employees are informed not only about available places, but also about actual movements and promotions;

· information is given at least five to six weeks before the announcement of recruitment from outside;

· election rules are open and binding for everyone;

· selection standards and instructions are formulated clearly and clearly;

· everyone has the opportunity to try their hand at:

· employees who applied for, but did not receive, a position are notified in writing of the reasons for the refusal.

The proposed activities can lay the foundation for the functioning of the career management system at the enterprise. In the future, based on a study of the needs and interests of employees, further development of the enterprise’s career system and the incentive methods used. In general, it must be said that the career counseling system can provide considerable assistance to the management of an enterprise in terms of understanding the system of motivation of its employees and making adjustments to the methods and motivation systems used.

Thus, a well-designed effort to develop an enterprise's career management system can assist employees in identifying their own advancement needs, provide information about suitable career opportunities within the enterprise, and balance the employee's needs and goals with those of the organization. The formation of such a system can reduce the obsolescence of human resources, which are so costly for the enterprise.

The management structure of OJSC NefAZ is very complex. This is due, first of all, to the huge range of products produced. It clearly shows that the ratio is quite rational; if we consider it in general terms, it turns out that for one manager there are 5 workers and employees subordinate to him, but, of course, this analysis is relative, since in practice one manager may have 5 subordinates, and the other has 15.

Conclusion

During the work, the following conclusions were drawn from the first chapter:

1) The personnel of the enterprise becomes the main object of management, which is primarily associated with the processes taking place in society to protect the interests of workers, as well as the increasing role of the human factor in the production process.

2) Human resource management is important for all organizations - large and small, commercial and non-profit, industrial and service sector. At the same time, personnel management is a rather complex process, which is impossible without appropriate knowledge of the methods, principles, styles of personnel management and without developing an appropriate management concept.

3) The personnel management system includes: personnel planning; staff development; HR strategy; education; remuneration, financial incentives.

4) The implementation of the goals and objectives of managing the personnel potential of an enterprise is carried out through personnel policy. Personnel policy is understood as a set of fundamental principles that are implemented by the personnel service of an enterprise. Personnel service is a set of specialized structures, divisions, together with the officials employed in them, designed to manage personnel within the framework of the chosen personnel policy. The purpose of the personnel service is not only in the implementation and strategy of personnel development, but also in the use of labor legislation and the implementation of social programs. Effective work of the personnel service is the first step to success in managing human resources at the enterprise, and the adoption of the Concept of the state personnel policy of the Republic of Belarus for 2001-2005. will provide an appropriate level of knowledge and conditions for its improvement.

As a result of the analysis based on the data in the second chapter, the following conclusions can be drawn: by studying the theoretical foundations and experience of personnel management abroad, we can achieve real success in our economy based on effective personnel management and its continuous improvement.

Based on the third chapter of the work, the following proposals can be made:

1) JSC NefAZ, being a large enterprise, has good personnel and has a real chance of increasing sales volumes, reducing costs and, accordingly, increasing profits and profitability.

2) A steady increase in production efficiency and work quality, the increased influence of scientific and technological progress on the pace of industrial development require a continuous increase in the level of education and business qualifications of personnel. In this regard, vocational training of NefAZ OJSC workers is becoming increasingly important.

3) Assessing the effectiveness of personnel management at NefAZ OJSC, it can be noted that it is at a high level, which is largely due to both the high level of remuneration and the presence of appropriate personnel (HR manager) who are involved in assessing work efficiency personnel and develop specific measures to improve productivity and quality of work.

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Annex 1

Features of human resource management

HR management

Human Resource Management

Vertical management of subordinates, “personnel” is a separate function

A centralized personnel function performed by the “HR department”; specialists plan, motivate, etc. Personnel are managed by line managers

Personnel planning is a consequence of the production plan and a reaction to it; the relationship is one-way.

The goal is to ensure that we have the right people in the right place at the right time and free up unnecessary people. Employees are treated as a “factor of production” and are “placed” like pieces in a chess game.

Personnel policy is aimed at achieving a compromise between economic and social partners.

Horizontal management and care of all resources, emphasis on team building

The decentralized personnel function is implemented in line management. The latter is responsible for managing all resources of the unit and achieving goals. HR specialists provide support to line management.

Human resource planning is fully integrated into corporate planning; two-way communication.

The goal is to combine existing human resources, qualifications and potentials with the strategy and goals of the company. Employees are treated as objects of corporate strategy and investment, a factor of competitive advantage.

Human resource management aims to develop a cohesive, strong corporate culture and balance the ongoing needs of an integrated organization with the surrounding business environment

Appendix 2

The most important stages of development of personnel management

Stages of company development	Main characteristics of the company	Basic characteristics of personnel management
I Origin of the company	The company has just been created, is distinguished by entrepreneurship and is managed by the owner	Managing personal affairs, wages, hiring and firing; PM is often not formal, vague; all business is done manually
II Functional Growth	Technical specialization occurs; divisions, production lines and market are growing; the organizational structure is formalized	Finding the right employees to support growth; training for specific positions; the head of the personnel department appears; processing of salary data and some others is automated. Corporate culture has not yet become part of the management program
III Controlled growth	Rational administration; professionalization of scarce resource management; other companies are bought Production is diversifying; competition for resources and control over investments is intensifying	Personnel manager with a higher status; greater automation of personnel information, including qualification profiles; growth of professionalism; the HR function is gradually integrated into the surrounding business environment and is better aware of it; PM becomes more focused on business results
IV Functional Integration	Diversification, decentralization, the structure of the organization is built around products and profit centers, project and matrix management; more emphasis is placed on integration; the organizational structure is flatter and more horizontal	PM is focused on the integration of various functions (training, compensation, hiring and firing, communication, etc.); expanding cooperation with other managers; long-term planning; interdisciplinary projects; emphasis on productivity, efficiency, flexibility; information technology is widely used in planning, analysis and evaluation; development of integration qualifications; external fluctuations in the business environment are known and integrated into change management. The practice of PM has been worked out
V Strategic Integration	Collaboration, group culture; cross-functional horizontal integration; greater adaptability to frequent changes; strategic planning; the structure is built around profit centers served by local and functional managers and their teams	PM is built around the company's strategy and is an integral part of it; systematic analysis of the external environment and assessment of its possible impact; active role in making management decisions; long-term personnel development planning; emphasis on efficiency, HRM is the responsibility of the company president or his first deputy

Appendix 3

Evaluation of enterprise performance results

Evaluation of results

__________________ ________________________

(name) (assessment period)

___________________________________________________

(type of activity) (sphere)

Criteria	Result
	Best	Great	Good	Normal	Bad
	5	4	3	2	1
1. Quality of work
Using the result Compliance with regulations and instructions Communication with the means of production Order in the workplace Professional excellence Professional knowledge
2. Scope of work
Spending time working without marriage Excerpt Endurance Deadlines
3. Behavior in the workplace
Cost Awareness Reliability Cooperation Initiative, innovation proposals Possibility of use at other workplaces Willingness to take responsibility
4. Guide (for managers)
Planning, operational management, delegation of authority Surveillance and control Success of the event, employee motivation Information Employee assistance Differentiation of assessment Cooperation as equals

Note: Only those criteria that are important for a given workplace should be considered. The overall score for the four groups of criteria should not be the arithmetic average of the individual criteria.

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