Management methods are ways of implementing management influences on personnel to achieve production management goals. There are administrative, economic, socio-psychological methods, which differ in the ways they influence people.

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

Economic methods are a way of implementing control actions on personnel through the use of economic laws and categories.

Remuneration is the main motive for work activity and a monetary measure of the cost of labor. It provides a connection between the results of labor and its process and reflects the quantity and complexity of labor of workers of various qualifications. By setting official salaries for employees and tariff rates for workers, management determines the standard cost of labor, taking into account the average labor costs for its normal duration. Remuneration determines the individual contribution of workers to the final results of production in specific periods of time. The bonus directly links the labor results of each department and employee with the main economic criterion of the enterprise - profit.

Socio-psychological methods are ways of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. The objects of influence of these methods are groups of people and individuals.

Sociological management methods play an important role in human resource management, as they allow us to establish the meaning and place of employees in the team, identify leaders and provide their support, connect people’s motivation with the final results of production, ensure effective communications and conflict resolution in the team.

Psychological methods play a very important role in working with personnel, as they are aimed at a specific person and address inner world human, intellect, feelings, images and behavior, in order to direct the internal potential of a person to solve specific problems of the organization. The basis for the use of psychological methods is psychological planning as a new direction in working with personnel to form an effective psychological state of the organization’s staff. It comes from the necessity of the concept comprehensive development human personality, eliminating negative trends in the degradation of the backward part of the workforce. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results.

§ 72 System of personnel management methods at the enterprise, their classification, areas of application

Method is a method, a set of techniques for performing work, influencing an object.

Personnel management methods can be divided into two groups:

• methods for researching the personnel management system and developing personnel solutions;
• methods for implementing personnel decisions.

Methods of analysis (research) of the personnel management system include methods of logical economic analysis(comparisons, groupings), factor analysis methods (variance, correlation-regression), functional-cost analysis, parametric method, normative method, balance method, goal tree method, expert assessment method, other sociological methods (questionnaires, interviews), morphological analysis , methods of economic and mathematical modeling, calculation

constructive method.

Economic analysis allows us to identify the statics and dynamics of processes in the personnel sphere of organizations, to identify the strengths and weaknesses of personnel management in individual areas and in general.

Factor analysis methods are designed to determine the nature and degree of influence of factor characteristics on the resultant one. However, in a changing environment (primarily external), the use of factor analysis methods (including in personnel planning) is problematic. However, a known area of ​​application of these methods remains. Thus, correlation-regression analysis can be used to study the dependence of the rate of advancement of managers and specialists on their age, level of education, experience (general, at the enterprise, in a given field, in managerial positions).

Functional cost analysis allows us to determine the feasibility of personnel management costs, taking into account the need and usefulness of performing individual basic and auxiliary functions and procedures.

The purpose of the parametric method is to establish (in a qualitative form) functional dependencies between the parameters of the functional subsystem of the organization (for example, production) and the personnel management system to identify the degree of their compliance.

The normative method involves the use of a system of norms and standards that determine normal (acceptable) results of labor activity, the number of employees by function, the type and features of the organizational management structure.

The balance sheet method makes it possible to make balance sheet comparisons and connections; for example, a correspondence can be established between the working time fund and the directions of its use.

The goal tree method (goal structuring) provides quantitative and qualitative justification for the goals of the organization as a whole and the goals of the personnel management system. When structuring, interconnection, completeness, and comparability of the goals of different levels of personnel management must be ensured.

The method of expert assessments is based on the involvement of highly qualified personnel management specialists and management personnel of the organization. To effectively use this method, it is necessary to assess the competence of experts, preliminary organizational work (selecting experts, instructing them), and determining the degree of consistency of expert assessments.

Questioning involves the use of questionnaires, self-filled by respondents according to the rules specified in it. An interview is a focused conversation, the purpose of which is to obtain answers to the questions provided for in the program. The advantages of an interview over a questionnaire survey: the ability to take into account the level of preparedness and culture of the respondent, his attitude to the survey topic, flexibly change the wording of questions taking into account the personality of the respondent and the content of answers to previous answers, and pose additional, clarifying questions.

Morphological analysis is a means of studying all possible combinations of personnel solutions proposed for the implementation of individual personnel management functions. If we write down all the functions in a column, and then next to each function we indicate, line by line, all possible options for its implementation, we will obtain a morphological matrix. It becomes possible to select the preferred combination of methods for performing personnel management functions.

The main economic and mathematical models that are used to justify personnel decisions include probabilistic models (for example, Markov chains), simulation models (studying the work of individual organizational units using the “time compression” effect), cluster analysis, statistical neural networks, one- and multicriteria linear programming.

The goal of cluster analysis is the formation of groups of similar objects, which are usually called clusters. In this case, the differences between objects of the same group turn out to be much smaller than between objects of different groups. In personnel management, cluster analysis can be used to group positions and employee qualities.

Neural networks make it possible to find dependencies between input and output variables during their learning process (there are known studies that use neural networks to determine the degree of commitment of an employee to an organization).

Linear programming allows you to enumerate options based on a given objective function and system of constraints.

The main problem of using economic and mathematical methods in personnel management is their lack of openness and adaptability. The use of decision support systems and expert systems (artificial intelligence) has promise.

It should be noted the need to combine formalized and informal methods for studying human resource management systems. For example, expert assessment methods can be used to obtain initial information in order to determine the economic efficiency of projects (proposals for improvement) of the human resource management system, its individual subsystems and elements.

The reasons for the limitations of using correlation and regression analysis in human resource management of modern Russian organizations are:

• disequilibrium, instability of the modern economy, limited growth opportunities and the degree of use of the labor potential of modern Russian enterprises and organizations (see § 74);
• the presence of a simpler similar method of research, forecasting and planning - extrapolation (transferring past trends to the future) (see § 75).
• § 73 Methods for implementing personnel decisions

Methods for implementing personnel decisions coincide with methods of managing the economy as a whole. These include economic, organizational, administrative, socio-psychological methods.

To the group economic methods include forecasting and planning of work with personnel, calculation of the balance of jobs, determination of basic and additional personnel needs, material incentives for the growth of qualifications and career growth of employees, calculation of the economic efficiency of personnel decisions and human resource management systems, justification of current and one-time costs for the implementation of personnel activities .

It is incorrect to include commercial calculation, market pricing, securities, and the tax system in economic methods of personnel management. These methods create conditions for effective influence on the formation, use and development of the labor potential of personnel, ensuring compliance of the labor behavior of employees with the goals and objectives of the organization.

Administrative control is carried out through commands and instructions, orders, instructions. Examples of the use of administrative methods are decisions on promotion or demotion, reprimanding, placement in the promotion reserve.

Organizational methods are based on the use of established organizational relationships, legal provisions and norms (for example, rules internal regulations, regulations on division, job descriptions, regulations on certification of managers and specialists, regulations on the procedure for releasing employees, etc.).

Social-psychological methods are ways of influencing the emotions and feelings of individual employees and interpersonal relationships in a team (psychological methods), the level of social development of the organization and the degree of social tension (sociological methods). Social tension differs from psychological tension not only in scale (covers the organization as a whole), but in its underlying reasons (for example, unjustified differentiation in income among employee groups, salary delays, etc.).

Psychological methods include suggestion, persuasion, imitation, request, praise, condemnation, demand, censure, “placebo”. These also include accounting methods psychological characteristics and psychological reactions of employees (including potential ones) in the process of working with personnel (for example, when evaluating employees and when planning a business career). Sociological methods include planning the social development of the team, the participation of employees in making personnel decisions (for example, election of a manager).

Administrative and organizational methods differ in the direct nature of their impact. They are mandatory, do not allow freedom of choice for employees and impose sanctions for failure to comply with orders. Economic and socio-psychological methods are characterized by the indirect nature of influence, the absence of a clearly defined time and the mandatory nature of this influence. They allow, within certain limits, freedom of individual choice and behavior, and largely depend on individual characteristics workers.

Economic methods occupy a leading place in human resource management. This is due to the priority of economic (material) interests for both owners and staff. At the same time, all methods of human resource management are interrelated and should be used in combination. Otherwise, the shortcomings of one or another group of methods will come to the fore. The use of economic methods alone does not create sustainable motivation to work in a given organization and a high degree of tension in critical situations, and can contribute to the alienation of employees from the long-term goals of the organization. The prevalence of administrative methods leads to voluntarism, and organizational methods lead to bureaucratization of management. Using only psychological methods of human resource management pushes managers to manipulate subordinates. Choosing only sociological methods will not solve the social problems of the organization due to the lack of material interest and responsibility of the bearers of human resource management functions, as well as ignoring the financial sources of social development.

You answered correctly.

The answer is incorrect. Extrapolation can be implemented in management research and practice using simple unadjusted extrapolation, the moving average method, the exponential smoothing method, and correlation and regression analysis (least squares method). The moving average method makes it possible to align a time series based on its average characteristics. When extrapolating using the average level of a series, the principle is used in which the predicted level is taken to be equal to the average value of the levels of the series in the past. This method provides a predictive point estimate and is more effectively used for short-term forecasting. The advantage of this method is that it is easy to use and does not require an extensive information base.

The exponential smoothing method makes it possible to identify the trend that had developed at the time of the last observation and allows one to estimate the parameters of the model describing the trend that formed at the end of the base period. This method adapts to changing conditions over time, rather than simply extrapolating existing relationships into the future.

The exponential smoothing method is most effective when developing short- and medium-term forecasts. Its main advantages are the ease of calculation and taking into account the weights of the initial information, i.e. new data or data from recent periods carry more weight than data from more distant periods.

When using this method for forecasting, the following difficulties arise: a) choosing the value of the smoothing parameter; b) determining the initial value of the exponentially weighted average.

The least squares method is based on identifying model parameters that minimize the sum of square deviations between observed and calculated values. The model describing the trend is selected in each specific case in accordance with a number of statistical criteria. In practice, the most widely used functions are linear, quadratic, exponential, power, and exponential.

The advantages of the least squares method are that it allows for statistical generalizations and is implemented on a computer. The disadvantages of the method include strict fixation of the trend by the model, a short lead time, and the difficulty of selecting a regression equation, which is carried out using standard computer programs, for example, Excel. Correlation and regression analysis requires a sufficient database.

If we compare simple extrapolation and correlation-regression analysis (CRA), then the first is extremely easy to use (although CRA does not cause difficulties when using computers). The difference is in the KRA's claim to identify an addiction that can be used for a long time. But both the form of the identified relationship between the effective and factor characteristics, and the regression coefficients may become outdated. Among other extrapolation methods, preference should be given to the moving average. It seems difficult to ensure the reliability of the forecast (especially for the medium term) when using exponential smoothing. No matter how you increase the weight of “fresh data,” you cannot eliminate the influence of a significant array of values ​​from past periods. From the standpoint of strategic planning, the use of the moving average method also loses its relevance. None of the statistical methods is able to “see” the so-called “turning points” when there is a sharp change in the development trend. A correct combination of formalized and informal methods is required. Special significance a combination of formalized and informal methods is useful in situations where a trend is just emerging. Return to § 72.

Why is it impossible to limit the practice of human resource management to the use of economic management methods?

• Economic methods create the preconditions for conscious manipulation of personnel, i.e. influencing someone with the aim of arousing in him intentions that do not coincide with his actually existing interests and significant goals (see § 78).
• Economic methods do not create sustainable motivation to work in a given organization and a high degree of tension in critical situations; they can contribute to the alienation of employees from the long-term goals of the organization; Using only economic methods, it is difficult to completely solve the problem of different benefits of work, products, and services (see § 77).
• § 76 Main trends in the development of human resource management methods

The main trends in the development of personnel management methods in market conditions are the following:

• systematic application of personnel management methods with a focus on achieving the final results of the organization’s activities, ensuring a balance between economic and social efficiency formation, use and development of personnel based on the synthesis of quantitative and qualitative (formalized and informal) methods;
• synthesis of regulatory methods and methods that encourage and develop initiative and creativity of personnel;
• the use of methods that increase the competitiveness of employees in the external and internal labor markets, and methods that increase group cohesion and form working and management teams;
• penetration of methodology and techniques for making management decisions into each function of personnel management, their use in the process of training and development of employees.

These trends are fully consistent with the resource-target approach, which allows for a flexible connection between the characteristics of goals and the characteristics of the organization’s human capital.

You answered correctly.

Your answer is fundamentally incorrect. Manipulation is carried out using psychological methods. It corresponds to the nature of the psychological impact on employees. Distortion of economic information and deliberately incorrect economic calculations can also mislead personnel. However, such things should be interpreted as incorrect use of economic methods of human resource management, along with the lack of a system of target indicators, “wage freeze”, etc. Return to § 73.

CONTROL TESTS

• 1. In modern conditions, the practice of human resource management should apply:
  • -only formalized research methods (see § 75);
  • -only informal research methods (see § 75);
  • - correct combination of formalized and informal research methods (see § 75).
• 2. In modern conditions, correlation and regression analysis has

advantages over simple extrapolation:

• -yes (see § 75);
• - no (see § 75).
• 3. Economic methods of human resource management in force

of their objective nature suggest manipulation of employees:

• -yes (see § 78);
• - no (see § 77).

Federal State educational

establishment of the Higher vocational training

Novosibirsk State Agrarian

University

Test

discipline: Foreign management experience

topic: Methods of managing human resources of companies

Completed by: Kustysheva Galina Sergeevna

Specialty: State Medical University

Group: 60721

Novosibirsk 2010

Introduction

The importance of research methods for human resource management in companies

Conclusion

Literature

Introduction

The concept of “human resources” was first used in American management in the early 1970s. They began to move from personnel management to human resource management. This was not a simple change of concepts, but was an expansion of the functions of personnel services. Approaching personnel as a resource means:

firstly, its personalization and individual approach to all employees within the limits of combining the interests of the company and the employee. In case of divergence of interests, the firm (company) puts into action stimulating and motivating levers of influence on the person so that he connects his activities with the interests of the organization;

secondly, such a transition recognizes the awareness of the problem of a shortage of qualified and highly qualified personnel, which leads to competition for knowledge, skills, and abilities in the labor market;

thirdly, the transition to human resource management means a departure from the idea of ​​personnel as “gifted capital”, the development of which does not require financial, labor, organizational, time or other costs on the part of the employer.

The concept of “human resources” recognizes the need for investment in the formation, use and development of human resources based on their economic feasibility, in order to attract a more professionally qualified employee, train him and maintain him in a high working condition, and create conditions for the creative and professional development of each employee. This approach entails the need for a more complete use of the knowledge, skills, and abilities of workers. Hence, the emphasis of work with personnel changes, in particular, efforts are made to develop and identify the hidden capabilities of the employee.

In the concept of “personnel management,” these issues were not considered to such an extent, since they went beyond the scope of intra-company management, and personnel management did not go beyond the enterprise.

In practical terms, the implementation of the human resources concept was marked by the following new aspects in personnel work:

implementation of demand forecasts for certain categories of personnel;

transition to active methods of recruitment and selection of personnel;

significant expansion of the use of in-house personnel training;

use of annual formalized assessment of the performance and potential of employees, etc.

The role of human resource management has become defined by “assisting” line management in managing change, developing and effectively using employee competencies in accordance with the goals of the organization.

The main difference between the concept of human resources and the concept of personnel management is the recognition of the economic feasibility of investments associated with attracting the best quality workforce, its continuous training, maintaining it in working condition, and even creating conditions for the full identification of the capabilities and abilities inherent in the individual, with their subsequent development.

1. The importance of research methods for human resource management in companies

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

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

It was important to collect the maximum amount of comprehensive information about management in each specific company, to identify trends characteristic of the Russian market, in a word, to conduct benchmarking in order to be able to provide this information to the companies’ personnel services.

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

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

Practical significance research for Russian companies is the opportunity to use its results in two directions: when substantiating practical recommendations for the personnel services of the companies under study, as well as when conducting consulting projects in the field of human resource management in the future.

The Stockholm School of Economics, with financial support from the Swedish Research Council, conducted a study of the impact of the use of practical methods of human resource management in Russian companies on the results of their activities. The study is part of an international project conducted simultaneously in the USA, China, Finland and Russia.

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

Human resource management methods

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

Typically, high salaries attract more applicants, allowing the organization to be more selective, favoring those candidates who are more inclined to learn. In addition, if salaries are higher than what the market dictates, then employees may perceive the additional income as a gift from the company, which usually motivates them to achieve the highest performance results.

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

In most cases, managers tend to overestimate the motivating value of money, trying to solve most organizational problems with its help. Giving employees ownership rights has two main benefits. First, employees who become co-owners of the company neutralize the classic conflict between labor and capital to the extent that they themselves represent the interests of both capital and labor. Secondly, employee ownership transfers the company's shares into the hands of company employees who are genuinely concerned about the company's long-term plans, strategy, investment policy and are less willing to support various financial maneuvers. If employees have contributed to improved firm performance, then they have the right to want to share in the material benefits of those results. Public recognition, long-term job security, and fair conflict resolution can motivate employees just as much as money.

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

Of course, if we believe in the need for the absolute power of the market, in the fact that it is the market that must discipline capital, then vesting employees with property reduces the importance of the market mechanism, and therefore the efficiency of the market. However, current practice suggests that the benefits outweigh the disadvantages.

The final effect of vesting employee ownership largely depends on how exactly this procedure will be applied in each specific company. Experience shows that empowering employees has a positive impact on firm performance.

Typically, company management is very careful in sharing information with the bulk of employees, explaining that the information may leak to competitors. But if we recognize that people must be the source of competitive advantage, then they simply must obtain the information necessary to do what is required of them. Thus, information sharing can also be an effective HR management tool.

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

The opportunity for career growth within an organization is an important incentive to perform well at work. And although such career advancement is associated with monetary incentives (usually entailing an increase in salary), it also has a non-monetary component - increased job status, confidence in one’s own relevance in the labor market and a sense of self-fulfillment.

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

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

Assessing performance and capabilities allows us to judge how successfully an organization achieves its goals. Secondly, most employees will try to demonstrate their best qualities when evaluating their performance, even if this does not immediately lead to concrete results. They are interested in developing their skills for the benefit of the organization when they know that the organization is truly interested in it.

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

However, this list is not exhaustive. Human resource management is a complex social process and should be considered in the light of individual components- the practices listed above are only a way to obtain, as a first approximation, some characteristics of the personnel management process. However, it can be assumed that the named basic methods are also present in effective human resource management systems in Russia.

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

After identifying the main methods of human resource management characteristic of companies in several countries of the world, it was necessary to test the effectiveness of using the main methods of human resource management in Russian conditions.

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

They can be divided into four blocks:

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

information about the company’s human resource management system (the presence of a strategy for career advancement of employees within the company, programs for developing employee skills, reward systems for different categories of employees in the company, etc.);

Not financial indicators the company's performance results (level of employee motivation, staff turnover, average level of competence of individual groups);

financial indicators of the company's performance.

Companies that were selected according to the criteria of age (at least 3 years of operation) and size (the number of employees must exceed 15 people) were sent questionnaires in 2009. The final sample included 101 Russian firms. The response rate to the questionnaire was 28%, which is a good indicator for Russian conditions. The average duration of the firm's operation was 8 years.

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

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

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

Empirical analysis of human resource management problems always involves two technical difficulties. Firstly, such a study must be sufficiently comprehensive, i.e., cover the entire field of human resource management. For example, the correlation coefficient between employee salary levels and firm productivity is not very interesting, since it does not take other critical factors into account important indicators, which affect the wage-productivity ratio. Thus, during the study it is necessary not only to correctly select and accurately measure all the factors that influence the company’s performance, but also to take into account the complex structure of mutual relations between them.

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

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

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

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

These results are largely consistent with findings from work conducted in other geographic contexts by leading researchers in the field. At the same time, they made it possible to identify specific features that manifest themselves specifically in Russian conditions.

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

human resource company management

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

Conclusion

Many foreign companies realize that one of the key tasks of successfully operating in Russia is finding suitable human resource management models. Leading companies use the most effective human resource management tools, adapting them to Russian conditions.

The majority of Russian employees value training and understand the benefits of using it as a motivation tool. There is no argument about the importance of a high competitive salary, but bonuses and non-cash rewards in compensation packages are equally important.

A competitive salary is important for employee retention. At the same time, an extremely important factor is the employee’s belief in his need for the company and confidence in the existence of the next level for promotion.

Russian employees are characterized by a long-term focus on development. In the short term, a strong desire for growth necessitates a flexible organizational structure for the company.

In general, the ability to unleash human potential is a decisive factor in the success of foreign companies in Russia.

Literature

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Human resources, or HR for short, are usually defined as the set of qualities of people that determine their ability to work. Human resources are a general indicator of the development of social production and are determined by the number and qualitative characteristics of people. At the same time, human resources of an organization, region, industry, country and levels of their management are distinguished. Human resources are otherwise called human resource potential and represent the totality of knowledge, experience, skills, abilities, contacts and wisdom of people working in an organization. The following main aspects of the study are identified:

Individual psychological (personality level); -socio-psychological (team level); -sociological or socio-economic (level of society and its substructures).

Human resource management, or HRM for short, is the human aspect of business management and the relationships workers have with their employers. The purpose of HRM is to ensure the utilization of the company's employees, i.e. its human resources in such a way as to best satisfy the needs of both employer and employee. For the employer, this is getting the maximum benefit from the skills of employees, and for the employee, it is the maximum possible material and psychological satisfaction from their work. Human resource management is based on the achievements of labor psychology and uses technologies and procedures collectively called “personnel management”, i.e. relating to the staffing of an enterprise, the identification and satisfaction of employee needs, and the practical rules and procedures that govern the relationship between the organization and its employees.

A manager at any level is associated with human resource management. The manager simply cannot avoid performing this function and delegate it to someone else. Human resources are much more difficult to manage than material resources. Firstly, because of the conflict of interests between the employee and the employer, and secondly, because employees are increasingly seeking to participate in decision-making regarding their jobs. Human resource management is the design of an organization's formal systems that provide efficient use human knowledge, skills, experience and talents to achieve the organization's goals.

The origins of human resource management lie in the second half of the 19th century and are associated with the development of personnel management. The development of these disciplines was facilitated by the activities of the movement to improve working conditions for industrial workers. Over the relatively long period of existence of HRM, the most effective methods have been formed that are successfully used in foreign and Russian organizations.

HRM methods are divided into 3 main groups:

Administrative

Economic

Socio-psychological

Let's consider these groups separately.

The group of administrative management methods is characterized by a centralized impact on personnel. These methods involve behavioral motives: responsibility, discipline, sense of duty, desire to follow corporate culture and loyalty to the company. Administrative management methods, in turn, are divided into 3 types:

methods of organizational influence regulated by regulatory documentation within a given enterprise: recommendations, instructions, labor standards, etc.;

organizational and stabilizing methods - these include federal laws and other regulations with state status, including standards;

disciplinary methods - the deterrent effect of negative incentives: penalties, penalties, threats of dismissal; administrative methods regulated by operational management documents: instructions, orders.

Administrative methods include career advancement of employees within the company. The opportunity for career growth firmly binds the employee and the employer. The company provides employees with conditions for development and achievement of results. The employee becomes motivated to work more efficiently, responsibly, constantly develop, and undergo training. Thanks to the introduction of career development practices within the company, both parties benefit – both the employer and the employee. By motivating an employee by the fact that good work is rewarded not only with bonuses, but also with promotion, the employee will try to act with greater compliance with rules and regulations. This is, of course, very good for the employer, who, in turn, responds to the employee by giving him the promotion he deserves. Thus, the company maintains a hierarchy of levels, while retaining valuable personnel. This method perfectly develops trusting relationships between hierarchical levels in the organization, and, in addition, people who occupy a leadership position know the organization well from the inside, thanks to which they can more easily resolve production issues, correctly convey management innovations to employees, motivate other people by their example, and generally increase the level of employee satisfaction with the company.

The prospect of career growth from the very beginning of work in the company motivates the employee to work according to the rules established by the company, to be more demanding of his work and to show his best side.

The importance of this method is reflected in the results of a study conducted by CareerBuilder (in 2014 among 3 thousand people), one of the reasons for employee dismissal is lack of career growth. 45% of respondents answered this way.

Economic methods of personnel management include all options for material incentives for employees. These methods are divided into 2 groups:

operating within the enterprise. This is a system of material incentives for labor, employee participation in the profits and capital of the organization, a system of punishments and rewards for the quality of work and work efficiency.

national. This includes the tax system, credit and financial mechanisms within individual regions and the entire country.

Economic methods, of course, include establishing a decent wage. Many managers recognize this method as very important, sometimes almost the only decisive one, however, despite its high efficiency, the role of money in motivating employees should not be overestimated. Not all problems with personnel can be solved by increasing wages. Let's look at this method.

I think it’s hard to argue that the high level of earnings promised by the employer attracts a larger number of applicants. Thanks to big flow candidates, the company, even at the stage of employee selection, can select for itself the most valuable candidates, with excellent knowledge of the theory of their profession, good work experience, having the necessary skills and abilities, or meeting other requirements important for the company. Also, a high level of wages allows you to retain valuable personnel in the company, which is certainly very important. Many companies have lost their valuable employees when the latter were offered higher wages in another organization. The development of employees by acquiring practical experience, undergoing theoretical training in their specialty and other methods is usually accompanied by an increase in the employee’s self-esteem and, as a consequence, an increase in the amount of desired earnings. Thus, by setting a decent level of earnings, the company gets the opportunity to have the best personnel in the 3 main processes that HRM deals with: formation, use, development.

Speaking of high wages, the following point must be stipulated: not only the amount of remuneration is important, but also the method of calculating it, which is also very important, both for the employee and for the employer. The company does not want to overpay slackers who waste their time at work, and the employee wants to be paid enough to meet his needs according to how much work he has done. It is always unpleasant to find out that someone received a higher payment for less volume and quality of work performed. The effective way to calculate payroll will vary from business to business. For example, in sales, the most effective would be to set a minimum salary and set percentages or bonuses on sales made. In the service sector, the following method is considered the most successful: calculating a salary of approximately 50% of the average salary in the industry, a bonus of the second 50% for fulfilling the plan, for quality indicators, absence of complaints, and charging bonuses for exceeding the plan. Other industries will have different motivating payroll methods. You should always take into account as many factors as possible that influence the motivation of employees through wages.

Case Study

The new HR director of Paritet JSC carefully studied the financial statements of her enterprise over the past several years. In the period 2008-2010, the company received revenue from the sale of products in the amount of 45 million rubles more compared to 2007, with an increase in net profit by 15.7 million rubles - 2 times. It was decided to expand the staff by 15 people, but labor productivity only decreased by 2.1%. The organization operates a standard remuneration system - through regular fixed salaries. According to the study, it was found that only 20% of employees can be motivated by such a payment system. Therefore, there was a need to switch to another payment system - salary along with a bonus. A point system for assessing the work of employees was formed, and a relationship was established between the points received and the size of the bonus received. Based on the results of the year, it was possible to confirm an increase in personnel productivity by an additional 3 million rubles.

Thus, with the help of a competent management decision, the remuneration system was revised, which resulted in an increase in labor productivity. Finding competent solutions in this area of ​​management is the task of human resource management.

This group of methods also includes giving employees ownership rights. By becoming co-owners of the company, employees neutralize the main conflict between employer and employee. In addition, giving the company's employees property rights is inherently involving in the management of the company people primarily interested in the development and success of the company. If employees have contributed to improved firm performance, then they have the right to want to share in the material benefits of those results.

In the process of forming human resources, this method is able to tie a person to the company from the first days of being there. The new employee will be motivated to adapt to the company as soon as possible. In the process of using human resources, this method is able to retain employees in the company. Also, this method certainly motivates people for personal and professional development. The primary reason for this desire to learn, of course, will be the desire to help the company make money more money– after all, the person’s earnings now depend on this.

Today, many business owners, when they think about what format to expand beyond the city in which the company was originally opened: opening branches or franchises. Branches will be maximally accountable to the head office, minimal freedom in decision-making will minimize arbitrariness and loss of brand. But, on the other hand, branch managers will have little desire to work for the benefit of the company and develop it. After all, their pay will depend on the decisions of the head office. What if you open a franchise? In this case, franchisees will have greater freedom of action when working under the brand; they will, of course, have to respect the brand itself, but then it will be quite difficult to achieve similarity of branches in different cities.

For example, one of the founders of the coffee-to-go chain Coffee Like, Ayaz Shabutdinov, wrote in his blog about how he made the decision to scale the business and which path to choose. It became obvious to him that selling a franchise is more productive - franchisees will have the desire and desire to develop, support his business and make a profit. And due to this, Ayaz himself was able to receive more benefits from his franchise.

Social-psychological methods include all methods that have a psychological and moral impact on the employee, as well as those related to social relations in teams. These include: the manager’s ability to provide a motivational impact, effectively manage personnel and set a personal example in work; formation of working groups and teams, taking into account the psychotypes and characters of employees to create a creative atmosphere and optimal psychological climate; involving employees in the development of solutions and participation in management; motivating and stimulating guidelines: tasks and goals of the company, a sense of belonging; providing opportunities to satisfy spiritual and cultural needs, organizing leisure time for workers; support for generally accepted social and ethical norms; ensuring social protection for employees - bonuses, benefits, social packages, free food and extended medical care, compensation for mobile communications and travel; creating a system of rewards and moral sanctions that combines both negative and positive incentives.

This group of methods includes employee training. Anyone, even the most competent employee in the company, can be taught something new and their skills and abilities developed. An employee who returns from training feels that the company cares about him and comes not only with new knowledge and skills, but also motivated for new achievements. During the learning process, one always comes to realize how wide the range of things that are worth studying is; this brings new interest to life, thereby motivating the employee to new achievements. However, managers using this method should not forget that it brings positive results only when the employee can use the acquired theoretical knowledge in practice.

Recently, CEO magazine published an article entitled “Management Secrets from Procter & Gamble.” The company is certainly very successful in its market and adopting their experience is very useful for any company. The article listed 6 so-called secrets of the company, thanks to which it occupies and maintains a leading position in the production of consumer goods around the world for many years. Among others, the following points were indicated: continuously train employees and share profits with staff.

Training at Procter&Gamble. Every day, P&G employees spend 10% of their working time studying. The company annually publishes a catalog of courses and seminars that are mandatory for departments. And since 1992, a corporate college has been operating, where up to 400 thousand employees are trained at a time. Teachers: director and top management of the company.

Giving employees ownership rights. The company's shares are 25% owned by current and retired employees. Each employee has the right to purchase 100 shares of the company at the current exchange rate once every 10 years. This is an incentive for employees to care about the welfare of the business. The management introduced the policy of sharing profits with staff back in the 1880s, when such a practice did not exist in principle.

Of course, a company that cares about the development of its employees and gives them guarantees of stability and well-being is doomed to success, or at least high loyalty from its employees.

M methods, problems and prospects for improving human resource management

The emergence of market relations in Russia has posed a number of new challenges for domestic management in general and in the resort industry in particular. In this regard, the issues of restructuring personnel work have become particularly acute today. The problems of increasing labor efficiency and better use of expensive and scarce human resources are a priority; they have acquired key importance for the survival and adaptation of enterprises to a new economic situation for them.

The main factors of change were scientific and technological progress, concentration of scientific and production potential, high competition of resort services both globally and in Russia. In the conditions of Russia today, a new paradigm of management in entrepreneurial activity is being formed, which best meets the interests of domestic management.

The current implementation of reforms in forms and methods of management, organizational structures aimed at stimulating entrepreneurship and developing market relations with different forms of ownership is often not effective enough and does not achieve its goals. One of the main reasons for this is the poor supply of necessary personnel capable of unconventionally, at a high professional level, solving complex problems of personnel management in modern economic conditions.

The destruction of industry research centers dealing with problems of practical sociology and psychology at their enterprises has further aggravated the already deplorable state of modern science and practice in the field of people management.

The key problem for modern managers is to determine adequate styles and methods of personnel management, create effective systems of labor motivation, taking into account specific factors of the external and internal environment of the enterprise, while managers are needed who have a deep understanding of the basics of personnel policy, capable of taking into account the characteristics of people, their needs, capabilities , habits. And here there can be no unified recipes. Each manager must independently select the optimal management techniques and methods.

At the same time, we have recently observed positive trends in Russian management. The activities of organizations are being transformed in relation to changes in the external environment: an adequate response to changes in market conditions is becoming more and more characteristic, new directions and business tools are being mastered, management style and techniques are improving - many Russian enterprises today are using qualitatively new approaches to management, and more advanced work methods are being introduced with personnel, the level of personnel work as a whole increases. A new generation of managers is coming. These are young, energetic, purposeful people striving to achieve success in business and life.

Reforms in the Russian economy are changing the stereotypes of management organization, methods and approaches in implementing reforms. Today, a manager is not only a human resource manager, administrator and financier, but also an entrepreneur - responsible for the business of his enterprise.

Currently, in Russia, a whole generation of professional managers has emerged, who are distinguished by their focus on management as such, on management as a specialty.

It is important that today many organizations provide people with the opportunity to contribute to achieving its goals. Therefore, the organizational structure should not be overly rigid, otherwise tension in the team cannot be avoided.

Thus, the art of management is one of the main levers of business in modern economic conditions.

The above problems predetermined target diploma research, which consists of studying approaches to personnel management in modern economic conditions, identifying problems and prospects for human resource management strategy.

IN tasks thesis includes:

1. Review the main scientific approaches in management science.

2. Show the features of personnel management in modern economic conditions.

3. Analyze styles and methods of personnel management; determine the features of the strategy and tactics of human resource management and the role of the manager as a subject of management in a modern organization.

4. Identify problems of human resource management in modern conditions.

6. Assess the effectiveness of personnel management, determine the prospects for improving the management strategy at the Svetlana sanatorium enterprise » .

Object research – financial and economic activities of the sanatorium “Svetlana” » .

Item research– human resource management: scientific approaches, current state and problems of Russian management, main directions in the field of labor motivation in enterprises.

Theoretical basis of the study were based on the works of famous foreign and domestic scientists. Among them are the works of M. Weber, G. Dessler, T. Peters, F.W. Taylor, A. Fayol, A.K. Gasteva, I.N. Gerchikova, A.L. Zhuravleva, A.B. Krutik, T.S. Kabachenko, I.V. Romanenko, O.S. Vikhansky, A.I. Naumova, V.P. Pugachev and others.

Practical basis of work served as materials from the administrative economic activity sanatorium "Svetlana" » .

1. Analysis of the main approaches to organizing personnel management in modern organizations

1.1 Concept and principles of management: review of scientific approaches

The English term “management” comes from the expression to manage, which has several meanings: to manage, to manage, to lead, to be able to handle, to be able to own, to arrange, to manage, to cope. At the same time, manage is not purely English, but comes from the Latin manus - hand.

The word “management” is not literally translated into Russian. It is usually translated as “management”, and the word “manager” - as “leader”.

Management as a phenomenon arose a very long time ago. In 600 BC. King Nebuchadnezzar recognized the need to control production and stimulate labor through wages. In 500 BC. Mencius proclaimed the need for standards and systems; At the same time, the Chinese recognized the need for specialization.

In 400, Socrates expressed the idea of ​​the universality of management, and the ancient Greek writer and historian Xenophon (his main work “ Greek history"in 7 volumes) defined management as a special form of art. At the same time, at the direction of the Persian king Cyrus, studies of motivation were carried out.

The Greeks first began studying scientific methods of labor and work rhythm in 350 BC. In 900, Alfarabi, who was respectfully called the Second (the First is Aristotle), formulated the requirements for a leader, and the Persian philosopher Ghazali in 1100 formulated the requirements for a manager.

The next step in the development of management was made by the Venetians in 1436. From that time on, checks began to be used for control, inventory numbers were assigned, and inventories and costs were controlled.

In 1525 N. Machiavelli defined the qualities of a leader. At the same time, the need for purpose in the organization was recognized.

The emergence of scientific management dates back to 1900 and is associated with the names of Americans J. Wharton and F. Taylor. Dozef Warton developed his first systematic course for college teaching. But management received widespread recognition only in 1911 in connection with the publication of the book “Principles of Scientific Management” by Frederick Taylor (1856–1915) and the organization of H.

Although it was thanks to the efforts of F. Taylor that management received universal recognition, the father of management is still considered not to F. Taylor, but to Henry (Henri) Fayol, who created the first holistic theory of management and formulated it fundamental principles and functions. It was he who raised the question of teaching management courses in educational institutions in 1916.

V.I. can also be considered a management theorist. Lenin. In his work “The Immediate Tasks of Soviet Power,” he proposes the fundamental principles of management: unity of command, discipline, power and responsibility, subordination of private interests to general ones, centralization, interest in work (motivation). Unlike A. Fayol (and his works coincided in time with the works of V. Lenin) and most other management theorists, even modern ones, V.I. Lenin especially emphasized the task of increasing labor productivity (and not increasing profits) as the most important component of increasing the well-being of the people.

One of the last steps in management theory was made in 1985 by T. Peters. His merit is that he proposed treating the organization’s personnel as an important resource for business development.

Generalization of the main provisions of management as a science began only in the middle of the 20th century. In management, ideas taken from management theory, psychology, sociology, economics, etc. have been developed.

Scientists identify six main schools of management:

1. Classical (traditional) school of management or rationalist, the founder of which was F. Taylor.

To maintain a constant expectation of reward among workers, Taylor proposed a progressive wage system.

Taylorism was based on principles such as: pay the person, not the place; setting prices based on accurate knowledge rather than guesswork; uniformity of prices. Thanks to this, labor productivity increased, goods became cheaper, workers received higher wages, they became interested in intensive work, cooperation with entrepreneurs, etc.

Taylor viewed workers not as people, not as individuals, but as the most effective means of accomplishing assigned tasks. Using observations, measurements, and analysis, he divided work into the simplest specific tasks, selected feasible tasks for workers in accordance with their abilities, and organized the schedule and sequence of operations as efficiently as possible.

Representatives of this school were such famous scientists as H. Emerson, G. Gant, G. Ford, J. Mooney, E. Brach, M. Weber, R. Shelton and others.

2. Administrative-functional school. G. Fayol is considered the creator of the classical school. Unlike F. Taylor, who came from the “bottom”, Fayol spent 30 years leading a mining company, which at the time of his taking office was on the verge of collapse, and by the end of his career had acquired global significance. Here, the basic principles of management, management functions were examined, the process approach to management, the construction of organizations, centralization and decentralization of power, labor motivation and staff stability, division of labor, power and responsibility, fairness of payment, and work control were explored.

Among the representatives of this school one can also name L. Gyulik and R. Urvik, G. Kunts, C. Bernard.

However, when studying issues of labor efficiency and building productive organizations, some researchers felt that reserves for this should be sought not only in management methodologies and technologies, but also in the person himself. Gradually a “school” began to form human relations" At the end of the 50s. some representatives of the “school of human relations” separated into the school of “behavioral sciences” (behaviourist school) that studies not methods of establishing interpersonal relationships, but the person himself.

3. School of “human relations”: Historically, this was the third school, and its origins were G. Münsterberg, M. Follett, E. Mayo. The followers of this school (A. Rice, G. Simon, D. McGregor, A. Maslow, R. Likert, R. Ackoff, etc.) proceeded from the fact that the immediate motives of people’s activities are only partially the needs satisfied with the help of money. With a favorable moral and psychological climate, people are very responsive to care from management, satisfied with their position, and if the appropriate conditions are created for them, they will automatically work more productively.

For example, a representative of the school of human relations D. McGregor put forward two approaches to organizing management: the first is based on the use of coercion and encouragement (“carrot and stick”), the second is on creating conditions for stimulating employees’ initiative, ingenuity and independence in achieving the organization’s goals .

4. School of social systems. It arose under the influence of the concepts of structural-functional analysis developed by T. Parson, R. Merton, as well as the general theory of systems by L. Bertalanffy and A. Rappoport.

5. Empirical school of management. It included R. Davis, L. Eppley, E. Petersen, E. Plowman, A. Cowell, A. Swenson, T. Levitt, P. Drucker and others.

6. New school of management. Its founders are L. Bertalanffy, S. Beer, E. Arnof, V. Leontiev and others.

All teachings about management can be divided into two large groups: one-dimensional and synthetic.

One-dimensional teachings examine separately: work (tasks), people, administration, etc.

Synthetic teachings explore management as a multifaceted, complex phenomenon associated with the internal and external environment of the organization. An example of a synthetic doctrine is the theory of ZY. Ouchi, developed as an alternative to McGregor's X and Y concepts.

There are four main scientific approaches to managing firms:

– traditional;

– process;

– systemic;

– situational.

Based on the object, general and functional management are distinguished.

General or general management consists of managing the activities of the organization as a whole or its independent economic units (profit centers).

Functional or special management consists of managing certain areas of activity of an organization or its units, for example, management innovation activities, personnel, marketing, finance, etc.

Innovative management – ​​innovations in the field of engineering, technology, labor organization and management, based on the use of scientific achievements and best practices, as well as the use of these innovations in a variety of fields and fields of activity.

Based on content, normative, strategic and operational management are distinguished.

Regulatory management involves the development and implementation of the organization's philosophy, its entrepreneurial policy, determining the organization's position in the competitive market niche and the formation of general strategic intentions.

Strategic management involves the development of a set of strategies, their distribution over time, the formation of the organization's success potential and the provision of strategic control over their implementation.

Operational management involves the development of tactical and operational measures aimed at the practical implementation of the adopted development strategies of the organization.

Management theory and models must be adapted to the cultural, economic and ideological framework of the society in which they are implemented.

The heads of the organization, but senior managers are usually called directors;

Heads of structural units;

Organizers of certain types of work (administrators).

A feature of modern management is its focus on efficient management of the economy in conditions of scarce resources, a gradual reduction in regulation of production by administrative methods, and intensification of production. Modern management should contribute to the development of the market, commodity-money relations in the wholesale trade of means of production, the convertibility of money, and the stabilization of market prices.

Management of the joint activities of people consists of the relationship, on the one hand, of unity of command, and on the other, of self-government of the group. All administrative, organizational and executive functions can be concentrated in the hands of a senior manager or delegated to the lower levels of the management hierarchy, functional services, and support units. Managing the joint activities of people is the essence of management - a special type of economic activity.

The leader achieves the goal of joint activity by multiplying his physical and intellectual forces at the expense of the collective forces of his subordinates and purposefully using them. This is the task of a leader at any management level.

The choice of methods of influencing subordinates is the basis of management. A manager is an official who, using an effective method of influence under given conditions, directs subordinates to achieve the goals of the organization. This influence is achieved by defining the norms of behavior of subordinates, satisfying their needs to the best of their ability and protecting their interests before the top level of management.

To select an effective method of influence, the manager receives, transforms, analyzes and uses various types information. Economic, organizational, administrative, moral and many other factors determine interpersonal relationships in the work team, which make it possible to influence it purposefully.

Consequently, the subject of a manager’s work, in addition to information, is relationships in the team. Activities to establish these relationships are professional in nature. This determines the need for professional training and selection of workers for the management system, knowledge of theoretical principles and study of the practice of management activities.

Thus, management acts as an independent type professional activities. A professional in this field is employed as a manager. Modern production based on the use of the latest technologies combined with a high level of professionalism of workers. Being a high-level specialist, the manager ensures the connection and unity of the entire production process and influences production efficiency. Therefore, the work of a manager is productive work. Management brings together under its leadership the work of many specialists: economists, statisticians, engineers, psychologists, lawyers, accountants, etc.

One of the main tasks of management is to determine the goals of the organization. Goals in an organization are specific end states or desired results that the team wants to achieve when working together.” Formal organizations define goals through the planning process.

Target management is a four-step process:

1) development of a clear and concise statement of purpose;

2) development of realistic plans to achieve them;

3) systematic monitoring and measurement of the quality of work and results;

4) taking corrective measures to achieve the planned results.

Human labor activity has become the object of systematic scientific research relatively recently - from the second half of the 19th century. The purpose of such research was initially to search for methods for rationally performing production operations.

The formation of labor and personnel sciences took place both on the basis of empirical data and as a result of the use of achievements of economic theory, mathematics, statistics, physiology and human psychology, sociology, law, technology, and production organization.

F. Taylor considered management to be a true science, the foundation of which is formed by precise laws, rules and principles. He made the important point that management work is a specialty and that the organization as a whole benefits if each group of workers focuses on what it does best.

Taylor also formulated four scientific principles, or “laws of control,” the essence of which is as follows:

1. Creation of a scientific foundation that replaces old practical methods of work, research each individual type of labor action.

2. Selection of workers and managers based on scientific criteria, their training and education.

3. Cooperation between administration and workers.

4. Equal and fair distribution of duties and responsibilities between workers and managers.

Weber noted that a person’s action takes on the character of a social action if it contains two aspects:

a) subjective motivation of the individual;

b) the individual’s orientation towards another (others).

In general, the core of Weber’s “understanding” sociology is the idea of ​​rationality, which has found its consistent expression in contemporary society with its rational management.

According to Henri Fayol (1841–1925), “to manage means to foresee, command, coordinate and control. In his book “General and Industrial Management” (1916), A. Fayol considered the following principles underlying the effective functioning of the management mechanism:

This division is to a certain extent arbitrary: when studying the efficiency of the use of labor resources, both Fayol and Taylor, as well as Emerson, used scientific research methods, while all three were included in the cohort of classics of scientific management.

Control is a system of targeted influences on a controlled object in order to transform its initial state into the desired final state.

In the management process, there is interaction between two parties: the object of management (the thing that is managed) and the subject of management (the one who manages).

A control action (positive or negative) can be recognized as having taken place only when it is accepted by the control object, otherwise the control action should be considered failed.

These influences are carried out in the form of personnel decisions, which is one of the most important features of management. Personnel management decisions are aimed at:

1) formation of the necessary information base (for example, obtaining information about changes in the efficiency of functioning of certain categories of personnel over time);

2) composition optimization;

Making management decisions regarding personnel causes a response from the managed object. Obviously, the effectiveness of such interaction depends on the completeness, accuracy and quality of the decision made, on the basis of which the response is formed.

The development of effective solutions is a fundamental prerequisite for ensuring the competitiveness of products and companies in the market, the formation of rational organizational structures, the implementation of correct personnel policies and work, the regulation of socio-psychological relations in the enterprise, the creation of a positive image, etc.

Depending on the creative contribution of managers to the development of solutions, four levels of decisions are distinguished: routine (adopted according to a proven mechanism), selective (initiative and freedom of action are manifested within limited limits), adaptive (calculated for additional, unforeseen difficulties) and innovative (related to complexity and unpredictability of events, causing the need to make extraordinary decisions containing innovations).

According to Mooney and Reilly, the most important principle of organization is, in particular, coordination, from which two others are logically correctly derived - scalar and functional principles. The scalar one sets a hierarchical order, and the functional one, through the prescription of each person’s circle of responsibilities, determines the place and function of the individual in the hierarchical pyramid.

Urvik and Gulik expanded the number of functions and principles. For example, Urwick identified 29 principles of management.

The classical school was the first to put forward the principle of departmentalization, which is still effectively used in practice. According to this principle, it is intended to build an organization from the bottom up, analyzing at each stage the need to create new divisions.

Soviet scientists also worked on clarifying and detailing the classical geometry of labor. Among them was, for example, A.K. Gastev, who created the Research Institute for the Scientific Organization of Labor (NOT) in the USSR.

Based on the analysis of scientific approaches to the organization of management, the most important tasks of personnel management in an organization include the following:

– socio-psychological diagnostics, analysis and regulation of group and personal relationships;

– management of industrial and social conflicts and stress;

– information support personnel management systems;

– assessment and selection of candidates for vacant positions; analysis of human resources and personnel needs; personnel marketing;

– planning and control of a business career; professional and socio-psychological adaptation of workers;

– management of work motivation; psychophysiology, ergonomics and aesthetics of work.

This has logical explanation: Until recently, the very concept of “personnel management” was absent in Russian management practice. But the process of creating special research and service services at domestic enterprises has already begun. On the basis of the traditional services of the personnel department, the department of labor organization and wages, the department of labor protection and safety, etc., new personnel management services are being created, designed to deal with the personnel policy of the enterprise and coordinate labor resource management activities.

The main strategic course of companies today should be aimed at a high level of education, qualifications and ethics of employees, continuous improvement of professional skills, the use of diverse motivation systems and the development of organizational culture.

Personnel decisions are aimed at:

1) formation of the necessary information base;

2) composition optimization;

3) regulation of activities (intra-company interaction);

4) development and improvement of motivation systems, etc.

The impact on personnel as an object of management is carried out using various methods. These include:

1. Methods of administrative influence.

2. Methods of disciplinary action.

3. Economic methods.

4. Legal methods.

5. Social and psychological methods.

The effectiveness of the implementation of these management methods is directly dependent on compliance with a number of principles:

1) minimizing impact;

2) complexity of impact;

3) systematic impact;

4) internal consistency of impact.

The nature of managerial influence on the organization’s personnel shows mainly which manager manages the team, what his value orientations are, the level of professionalism, etc. However, even a highly professional manager may have a negative attitude towards delegation of authority (which is typical for Russian managers), or collective decision-making, when the team already acts as a subject of management.

Foreign management experience shows that rational delegation of authority is an indispensable condition for the normal functioning of organizations. It is the delegation of authority that allows one to expand the manager’s range of control and focus on solving long-term problems. It is delegation that frees up the manager’s capabilities for in-depth development of the so-called strategic factor. In addition, delegation of authority is not only useful for the manager, but also necessary for employees, since it creates the prerequisites for more complete use of the potential of performers, creates additional motivation, and increases involvement in the implementation of decisions made.

Collective decision-making has also become widespread in foreign management practice. This is explained, on the one hand, by the development of processes of democratization of management, and on the other, by the complexity of the tasks being solved.

Thus, from a scientific point of view, personnel management consists of implementing targeted influences on the corresponding categories or individual employees in order to most successfully solve the problems facing the enterprise. These influences are carried out in the form of personnel decisions, which is one of the most important features of managing sociotechnical systems.

From the above it follows that management is a very capacious concept and is characterized in modern economic conditions as a special type of social management activity, the ability to achieve goals using labor, intelligence and motives of behavior of other people.

1.2 Features of management in modern economic conditions

The modern system of views on management was formed under the influence of objective changes in social development.

The main factors of change were scientific and technological progress, the concentration of scientific and production potential. In the conditions of Russia today, a new paradigm of management in entrepreneurial activity is being formed, which best meets the interests of the domestic microenvironment.

Modern management can be viewed in three aspects:

Like a combination of science and art of management.

As a type of activity and the process of making management decisions.

As an apparatus for managing the activities of the organization.

Modern management is based on the following axioms:

Management is the most complex area of ​​human activity, which should be studied throughout one’s life;

In any organization, an employee is, first of all, an individual with his own diverse and contradictory needs, and only lastly - a tool for ensuring or making a profit.

The managed object is located in an extremely changeable and mobile external environment, which is characterized by diversity and integration.

Undoubtedly, the process of forming a domestic management model is greatly influenced by foreign experience. The positive thing in this sense is that the main attention is increasingly paid to the person as the social aspect of management: management is aimed at the person, identifying his potential capabilities, making people capable of joint action, making their efforts more effective.

In general, basic approaches to management have been developed, which are focused on achieving the most effective performance results by activating the creative abilities of employees, rational organization labor, careful study of the market, etc. In the practice of Russian companies, the latest technologies in the field of management are actively used.

The formation of market relations in Russia has posed a number of new tasks, the solution of which is impossible on the basis of old ideas, approaches and methods to managing enterprises and personnel. In this regard, the issues of restructuring personnel work have become particularly acute today. The problems of increasing labor efficiency and better use of expensive and scarce human resources are a priority; they have acquired key importance for the survival and adaptation of enterprises to a new economic situation for them.

Recently, many enterprises have been using in their daily practice systems of competitive replacement of managerial positions and election of managers, using the services of specialized recruitment agencies, actively cooperating with consulting centers on this issue, increasing costs for personnel training, etc. Measures are being taken to improve the personnel management system throughout the country.

The most important goal of personnel management is the use of the personal potential of each employee, which is a comprehensive characteristic of the employee’s ability to act as an active subject of activity.

The principle of effective use of a person’s personal potential, which underlies personnel management in modern stage, is implemented in three main directions:

1. Creation necessary conditions for the comprehensive development of a person’s personal potential.

2. Providing conditions for the most complete mobilization of the potential of the organization’s employees to achieve the tasks facing them.

3. Constant and systematic development of the professional qualities of workers in accordance with the long-term goals of the organization’s development.

According to I.V. Romanenko, the basis for effective personnel management is the following set of principles.

1) Humanism. This principle means that personnel management should be based on the norms of business ethics, as well as the norms of morality and morality accepted in society.

2) Democracy. In the Russian Federation, all employees, according to legislation, have the right to participate in the management of enterprises, institutions, and organizations. They implement this rule through general meetings (conferences) of the labor collective, labor collective councils, trade unions and other bodies authorized by the collective to make proposals on improving the work of the enterprise, institution, organization, as well as on issues of socio-cultural and consumer services.

3) Differentiation is the division of large problems into smaller ones:

a) by blocks (operational, strategic, innovative);

b) areas of development (technique, technology, quality, competitiveness of products, etc.);

c) departments (main production workshops, plant management, etc.);

d) types of work (division of labor), etc.

4) Unity of command. This principle means that the production and economic activities of an enterprise (its division), as well as the activities of one or another employee, are managed by only one, authorized manager. The consequences of the principle of unity of command are the following principles:

5) unity of rights, duties and responsibilities;

6) hierarchy;

7) unity of leadership.

8) Executive discipline is the obligation of subordinates to follow the instructions of their superiors.

9) Complexity – consideration of problems in their interrelation and mutual influence. By implementing this principle, the subject of management:

– ensures mutual coordination of the tasks being solved;

– coordination of interaction between various departments within the enterprise.

10) Scientificity - the need for scientific substantiation of all aspects of management activities: organizational management structure, principles of controlling and personnel marketing, etc.

11) Feedback. A feedback mechanism is established between the subject and the control object, for which they use: dispatching, accounting and control.

12) Professionalism. This principle presupposes, firstly, competent leadership, and, secondly, competent implementation of decisions made.

13) Regulation - the establishment of rules that determine the order of activity of an enterprise (organization, institution), as well as its individual structural divisions, managers, specialists, employees, workers. The main documents regulating the activities of enterprise personnel are: labor legislation; constituent documents; internal regulations; regulations for intra-company interaction; provisions; job descriptions.

14) Socio-economic adaptation. The managed system is in conditions of constant social and economic changes (external and internal), and therefore it must promptly respond to these changes, actively adapting to them. The effectiveness of the socio-economic adaptation system largely depends on the development of creative initiative and the involvement of the maximum possible number of workers in management.

15) Subordination. The principle of subordination involves the development of rules of service discipline and the establishment on their basis of a system of service subordination of juniors to seniors.

16) Goal setting - knowledge of the goals of the enterprise and the corresponding ones:

– management tasks;

– priority areas of development;

– development trends of all types of enterprise policies (personnel, technical, financial, etc.).

17) Efficiency. This principle covers a wide range of problems - from the economic efficiency of management to the search for effective leadership styles, adequate motivation, improving the organizational structure, optimizing decision-making processes, etc.

However, modern management science did not immediately come to such conclusions.

It must be added that management in organizations is a very complex phenomenon in which there are three indispensable elements.

The management model in a modern organization is presented in Fig. 1, where:

Firstly, the object of research as a certain reality;

Secondly, the researcher (or observer) himself is the subject carrying out the research;

Thirdly, this is a problem that appears as some discrepancy between what actually exists and what the researcher wants to obtain.

OBJECT			OBSERVER
						PROBLEM

Rice. 1 Management model in organizations

The quality of personnel is determined by: attitude to change, professional qualifications and skill, the ability to solve organizational problems, the concept of motivation, the ability to overcome resistance and is today the most important strategic task of Russian organizations experiencing an acute shortage of qualified personnel.

Reforms in the Russian economy have invariably changed the stereotypes of management organization, methods and approaches in implementing reforms. Today, a manager is not only a human resource manager, administrator and financier, but also an entrepreneur - responsible for the business of his enterprise. And since business is always associated with risk, the main goal of a manager, especially for the conditions of today's Russia, is to ensure that in the worst case scenario, we can only talk about a slight decrease in profits, but in no case is there any question of the possibility of bankruptcy of the enterprise. The experience of not only Russian, but also Western companies convinces us that bankruptcies are almost always associated with gross miscalculations in management.

Thus, in Russian practice, business risk is characterized by a subjective assessment of the expected value of the maximum and minimum income (loss) from investing capital. And management is a system for managing not only risk and economic (financial) relations in business that arise in the process of organizing management actions, but a system for managing human resources, on the basis of which the manager makes risky decisions and ways to select a solution option.

The main tasks of a manager are well known: to detect an area of ​​increased risk, assess its degree, develop and take early measures, and if damage has already occurred, then ways to compensate for the damage. Recognition, assessment, and control of risk situations allow you to avoid many losses.

Risk in business acts as the very essence of entrepreneurship in business and the specifics of management. No manager is able to eliminate risk completely, but by identifying areas of increased danger, accurately measuring it, assessing the acceptable level of risk, and implementing the necessary control procedures, a good manager as a leader is always able to control the situation.

Modern management is basically not so much the science and practice of management as the art of managing people. The professional qualities of a manager are directly dependent on his personal qualities and characteristics. As for the “desirables”, the following can be distinguished among them.

1. Exposure.

2. Politeness.

3. Tact.

4. Modesty.

5. Intransigence to flattery.

6. Sensitivity.

7. Self-criticism.

8. Self-discipline.

9. Demandingness.

10. Equal treatment for everyone.

It matters greatly whether the manager is the owner of his business or whether he is an employee. Owner managers have the least significant weight of managerial professionalism, but they have a high ability to work in different areas and take on everything that the business promises.

Managers with a stake in the business are more focused on professionalism, adaptability, authority and trust.

The most important conclusion of the experts is the following: the most successful entrepreneurs in Russia are, by their type, rather successful and versatile industrialists in the broad sense of the word - capable of organizing factories, plants, supplies, production and sales, finance and personnel, and ultimately establishing the production of in-demand products.

It should be added that today the manager’s ability to create and ensure the functioning of elastic, self-adjusting structures, which are usually called teams, is of particular importance. The ability to assemble a team is valued in construction, finance, and production. A team is a carefully formed, well-managed, self-organizing team that quickly and effectively responds to any changes in the market situation, solving all problems as a single whole.

The art of a manager presupposes a good knowledge of individual and group psychology, so each employee is an individual with his own experiences and demands, the neglect of which can jeopardize the achievement of the enterprise's goals. The human factor is central to any management model.

Modern management is professionally carried out management of an enterprise in modern economic conditions in any social sphere of economic activity, aimed at making a profit, using a work style that is based on a continuous search for ways to rationally attract and use the necessary resources and increase production efficiency.

1.3 Evolution and specifics of Russian management main directions for its improvement

The origin of Russian management, as a domestic school of management, can be considered in the 20s of the twentieth century, with the name of Alexei Kapitonovich Gastev, whom we already mentioned above, who created the Labor Research Institute (CIT) and methodological approaches to the scientific organization of labor in domestic conditions.

Leading the research team at CIT became an all-consuming and, as he himself admitted, “an exceptional period of life” for Gastev.

A. Gastev and his associates were sure that the main thing was to master the logic of modern production organization, and this was control, accounting, regulation, standardization, coordination.

A. Gastev and his associates had to fight the “group of communists” who were actively studying the scientific organization of labor. Opponents operated with outdated methods of revolutionary propaganda that had nothing in common with science. Gastev’s methodology was clearly advantageous and modern. He called for borrowing methods of work and labor organization from the West. The Institute covered all more or less noteworthy events in the field of information technology and analyzed advanced techniques and innovations. Such scientists and public figures as N. Bogdanov, N. Bakhrakh, L. Braginsky, P. Golubkov, M. Zhuravlev, S. Kogan, D. Khlebnikov and others collaborated in the Cyto magazine “Organization of Labor”. The team of authors included engineers and scientists from the USA, Germany, and Switzerland. A. Gastev was the executive editor of the magazine.

It should be noted that Gastev’s foreign colleagues often understood his ideas better than their compatriots.

According to A.I. Kravchenko, Gastev possessed rare democracy, the ability to listen to others, selflessly argue and passionately convince opponents.

In the 60s, the first sociological services appeared in the country, mainly in large, advanced, wealthy enterprises. They felt the losses from underutilization of the human factor more acutely. However, this approach has not received widespread development.

Russia could become much stronger, its economy much more stable, its governance system wiser, and its culture professional work higher if it had developed in a different, non-Stalinist way.

Analyzing scientific achievements and practical management experience of the 20s, we can highlight the following principles of domestic management:

Taking these principles into account, the theory of functions, structures and management processes in enterprises and government bodies was developed. The most important feature of Russian management, which still has much in common with the administrative-command management system, is the desire to control the entire cycle of its business. The more complete the vertical integration, the more complete the set of related productions, the more confident the manager of the central business feels, because everything is controlled.

At the end of the 80s, Russia’s work ethic again fundamentally changed after another fundamental change in ideology and social system. The 90s also made certain adjustments, which was reflected in numerous studies of modern Russian management. If previously personnel did not participate in business management, today many enterprises use forms of personnel participation in production management as methods of motivating the involvement of enterprise employees in work.

The most important aspects of risk management in the Russian market are based on the accumulated domestic management experience, the specific conditions and mentality of Russia.

Domestic management experience in the twentieth century was the focus of attention of such researchers as S.N. Bulgakov, O.S. Vikhansky, A.I. Naumov, B.M. Genkin, I.N. Gerchikova, F.B. Mikhailov, A.A. Rumyantsev and others.

The market model in modern economic conditions provides for the behavior of enterprises and organizations to quickly and adequately respond to market regulators. The bet is made on one's own strengths (not so much on one's own resources, but on the ability to independently predict the situation). Such enterprises are active in all respects. They establish new economic connections, with a traditional focus on traditional markets, they try to expand the geography of sales and enter foreign markets, rebuild production, purposefully seek investments, and adapt the production structure to market requirements.

Many modern enterprises have an integrated approach to labor motivation, which includes:

Enterprise culture: a system common to all personnel

Enterprises value orientations and norms;

Participation system: development of partnership relations;

Principles of leadership: instructions and regulations for regulating the relationship between managers and subordinates within the framework of the management concept operating within the organization;

Involvement in making decisions that are particularly significant for the enterprise: determining forms of responsibility, voluntary participation in decision-making;

Personnel policy: planning and selection of activities for advanced training and intra-production mobility, taking into account the needs, desires and professional abilities of employees;

Regulation of working time: flexible adaptation of working time to the needs of the employee and the enterprise;

Information for employees: providing employees with the necessary information about the affairs of the enterprise;

Personnel assessment system according to certain pre-established criteria;

The enterprise program “Enterprise Image” is a special program to improve the image of the enterprise.

Research conducted by experts in 14 of Russia's largest industrial centers showed that the most significant resource for effective management in Russia can be considered: professionalism (35%); trust and authority among peers in status are rated approximately equally with the ability to create a team (24% and 26%); universalism (15%).

Thus, effective Russian management is characterized by an emphasis on professionalism and the ability to interact with the environment. This suggests that in our country business communication plays a dominant role in the perception of the qualities of a top manager. At the same time, universalism, the ability to work in different areas of activity, is now rated in the business community as the most significant resource of an effective manager (Table 1).

Table 1. Weights of management effectiveness resources

To the sanatorium "Svetlana" » The mutual influence of government and business is clearly expressed. However, in Russia as a whole, interaction between business and government is considered natural.

The economic and social goals of personnel management are closely interrelated, because a focus on developing the abilities of employees and creating a favorable psychological atmosphere is the most important condition for creative activity that ensures technical progress in the enterprise.

If an enterprise seeks to improve the efficiency of its activities, then the first stage of preparation for transformation should consist of creating a new system of values, ideology, organizational culture, changing management styles and principles of labor motivation.

The main stages of preparing transformations in the field of personnel management can be schematically represented in the form of a diagram (Fig. 2).

Rice. 2 The main stages of preparing transformations of the personnel management system

Thus, summarizing the above, and when developing management concepts for Russian enterprises, it is advisable to focus on two general categories: 1) discipline (order); 2) creativity.

In Russia, for a number of reasons, problems of discipline and order in enterprises remain unresolved for decades. However, for a long time, one of these reasons was a shortage of workers, in which a worker could violate discipline without fear of serious consequences. Now the mentality of workers is changing. As the experience of efficiently operating enterprises shows, constant concern for maintaining discipline and order is the basis of all organizational systems. In one form or another, discipline requirements must be part of the value system (business code) of each enterprise.

2. Analysis of human resource management strategy (using the example of the boarding house "Svetlana")

2.1 Brief description of the enterprise

The main activities of the Svetlana sanatorium are the following.

Providing the following types of services :

– certificate of conformity No. POCCRU AYA U0060 for the “food” service No. 0657080 issued by ANO “Certification Center”, Sochi. Valid from 05/22/2003 to 05/21/2006;

– certificate of conformity No. POCCRU.GO013.04UI00.14 for the service “accommodation in sanatoriums” No. 0000526 issued by ANO “Certification Center”, Sochi. Valid from 05/21/2003 to 05/21/2006;

– license K 038945* Registration number 2240/176 dated March 27, 2002 to carry out medical activities. Valid from 03/27/2002 to 03/27/2007.

Provision of motor transport services to legal entities and individuals:

– certificate of conformity for services for maintenance and repair of trucks and buses POCCRU AYA U00610 No. 0657087 issued by ANO “Certification Center”, Sochi. Valid from 05/26/2003 to 05/26/2006;

Sales of goods through a bar.

– certificate of conformity No. POCCRU.U164.U00610 for the services of municipal institution No. 0602286 issued by the “Center for Independent Expertise” in Sochi. Valid from 03/31/2003 to 03/30/2006;

Providing paid services to vacationers ;

According to the charter, the purpose of the Svetlana sanatorium is to make a profit.

The main activities are:

– sanatorium and resort activities related to treatment, prevention and recreational activities on the basis of medical institutions;

– ensuring conditions of stay in sanatorium-resort institutions;

– provision of medical, health-improving, rehabilitation, diagnostic services;

– provision of medical services within the framework of voluntary and compulsory health insurance programs;

– pharmaceutical activities, production and sale of medicines;

– acquisition and sale of medicinal raw materials, including medicinal herbs, materials and medical equipment;

– organizing the work of restaurants, bars, cafes, canteens and other public catering establishments;

– carrying out wholesale and retail trade of manufactured and purchased products;

– provision of tourism services, organization and management of hotel management;

– freight forwarding, service, intermediary, rental and other services;

– passenger transportation by road;

– holding spectacular, pop, cultural events;

– public screening of films and videos;

– organization of conferences, seminars, business meetings, business tours, cruises;

– operation of engineering networks and communications, boilers, vessels, pipelines operating under pressure; gas facilities, use of subsoil and surface (sea) waters for domestic, drinking and technical water supply;

– energy supply, heat and hot water supply;

– operation of electrical and heating networks;

– real estate transactions, leasing, subleasing, gratuitous use, rental of movable and immovable property;

– design, construction, repair, and operation of residential and non-residential buildings, premises, structures;

– other types of activities not prohibited by the current legislation of the Russian Federation.

The sanatorium is located in the Khostinsky district of Sochi, across a residential area from the sea, on an area of ​​5.3 hectares. The sanatorium has its own beach with an aerarium for dosed climatotherapy.

Sanatorium "Svetlana" was founded in 1964. It includes a nine-story building with a total capacity of 500 people, a dining room with 500 seats, a dance and gaming complex created according to an individual project, an administrative building with a medical unit housed in it.

In accordance with the requirements of Gosstandart, the sanatorium has convenient access roads, a landscaped and illuminated surrounding area, a hard-surface area for parking and maneuvering vehicles, a sign with the name, etc.

The architectural, planning and construction elements of the sanatorium, the technical equipment used comply with SN and P 2.08.02. – 89, SanPiN 2.1.3.1375–03 “Hygienic requirements for the placement, design, equipment and operation of hospitals, maternity hospitals and other medical hospitals.” The sanatorium complies with sanitary and hygienic standards and rules established by the sanitary and epidemiological supervision authorities in sanatoriums, the standards of operation and sanitary and epidemiological regime of plumbing equipment, waste disposal and protection from insects and rodents are met.

All electrical, gas, water and sewerage equipment is installed in accordance with the "Rules technical operation buildings and their equipment."

The power supply system has two isolated circuits - from the main source and a backup (emergency) circuit.

Maintaining engineering equipment in working order is achieved by monitoring the use of the equipment. The sanatorium is equipped with fire protection systems, warning systems and fire protection equipment.

The sanatorium has a local computer network and the Internet, which makes it possible to reserve rooms and book tickets.

The sanatorium is equipped with engineering systems and equipment providing:

– round-the-clock hot and cold water supply

– sewerage

– heating that maintains the temperature in residential premises at least 18°C.

– ventilation (natural and forced)

– television

– telephone communication

– indoor lighting is natural and artificial,

– power supply

– air conditioning system.

In 2007, more than 120 excursions and trips were organized for vacationers of the Svetlana sanatorium with visits to attractions and areas of the Black Sea coast, including:

The children's room at the Svetlana boarding house is equipped with a variety of toys, games, construction sets and bicycles. The playground, equipped with modern equipment, has a living area with small animals.

For lovers active recreation Sports competitions are held regularly:

– individual darts championship;

– individual championship in table tennis;

– individual championship in billiards;

– sanatorium championship in volleyball;

– individual championship in petanque;

– sanatorium streetball championship;

– participation in the volleyball championship among sanatoriums located on Mamaika;

– hiking in the mountains, etc.

In accordance with the Occupational Safety and Health Agreement in 2007:

– purchased reference literature in the amount of 15 thousand rubles .;

– 1 was spent on providing workers associated with hazardous working conditions with special clothing, safety footwear, and personal protective equipment 86.1 thousand rubles;

– 12 were spent on training and advanced training of workers and employees 5.5 thousand rubles.

The sanatorium regularly conducts all types of training and tests of knowledge of labor safety rules and instructions.

Together with the city clinic and the SES of Sochi, periodic medical examinations of all categories of sanatorium workers were carried out in accordance with the schedule.

The workplaces of all services of the Svetlana sanatorium are equipped with first aid kits. Decisions on operational issues are made by the director alone.

The number of employees is established taking into account the throughput capacity of the analyzed facility in terms of area, equipment capacity, possible number of jobs, demand for specific types of services, works and products, as well as their quality.

The qualification composition of the enterprise's personnel is presented in Table 2.

Table 2. Qualification composition of the enterprise personnel

No.	Job title	Qty	Actual qualification	Qualification required	Age
	Director Manager Chief accountant Heads of departments		Secondary special
Total AUP:	7
	Employees Drivers		Higher – 2 Average special – 2 Average – 1 N/average, avg.	avg. specialist.
Total:	42

The number of employees of the enterprise in 2007 increased compared to 2006 (from 33 to 42 people), which was caused by the following reasons:

Expansion of service facilities where the use of automation tools is still practically impossible;

The need to introduce additional units of accounting workers, which is associated with the complication in the accounting system;

As is known, the assessment of work and the workplace serves to study various labor functions at an enterprise in order to find out their relationship with each other in content or in terms of the requirements placed on them. Job and workplace ratings are used to determine wages and also numerically express the severity of work, which is important for personnel selection.

There is also an analytical assessment of labor. With this assessment of work, it is not the workload as a whole that is assessed, but the degree of workload for each type of requirement. The total load is calculated based on individual value judgments (Table 3)

Table 3. Load dynamics based on individual value judgments

Personnel assessment at the enterprise is carried out regularly, so that employees see the results of their work, fairly assessed by the commission, and managers, based on the assessment results, can better manage their subordinates.

Personal assessment serves to determine the amount of remuneration, personnel development, clarifying the goals of further education, rational use of the employee, relocation, promotion, work motivation, because it is an impulse aimed at increasing achievements, improving the organization of personnel work, etc.

The main goals of personal assessment can be summarized as follows:

Objectification of the employee;

Improving the quality of personnel management;

Unity of action in management;

More efficient use of employee potential.

The general system of payment and incentives for employees is as follows:

2. Additional payments for working conditions:

– shift (mode) of work.

– degree of occupancy during the shift.

3. Allowances:

– for productivity above the norm (piecework, payment for work with a number less than the norm).

– for personal contribution to increasing efficiency and profitability.

– for high quality products, fulfillment of urgent and responsible tasks.

4. Awards:

– for high-quality and timely implementation of contracts and work stages;

– based on the results of work for the year;

– rewards for active participation in the development of new technical and organizational proposals;

Payments to executives and employees are paid according to two main systems - simple (according to the contract) and bonus.

To conduct mutual assessment, a special form was developed that each employee must fill out (Table 4).

The employee’s task is to circle the score (for each criterion) that, in his opinion, each employee, including the head of the department, deserves. Despite the apparent simplicity of the form, it turned out to be quite informative.

Thus, in addition to the regular certification assessment, the enterprise tries to obtain a sufficiently large amount of information not only about each employee, but also the department as a whole.

Constantly carried out analysis allows us to identify emerging trends in the field of motivation and stimulation of work and evaluate them - this contributes to the adoption of more informed management decisions.

Of great interest are surveys and staff assessments of changes in working conditions, wages, social status in the team, degree of job satisfaction, adaptation time to a new team, mastering labor standards, etc.

2.3 Proposals for improving the motivation system
And labor stimulation

In order to increase the efficiency of the personnel motivation system at the enterprise, the following considerations can be made.

Motivation of personnel at an enterprise should become one of the key factors for the success of the enterprise. There are all the prerequisites for this.

The main “technologist” for building a motivation system at an enterprise is the personnel management service, due to the fact that the motivation function is one of the functions implemented in the personnel management system. The enterprise carries out business assessment of personnel and constant monitoring of the labor market.

The implementation of the function of business assessment of personnel ensures the development of the necessary information (assessment of the professional, business and personal qualities of employees, the degree of compliance with the positions held, as well as the results of their work) and decisions in the system of material and non-material incentives for personnel.

At present, the investment approach to building a personnel management system can be considered the most promising. In the investment approach, personnel costs are considered as investments in human resources. In other words, personnel costs are transferred from the category of fixed costs to the category of investments. In this case, it becomes possible to evaluate the effectiveness of these investments.

Enterprise performance efficiency (EDP) can be represented by the formula:

EDP=((D-I)/INV)×100%, Where:

D – enterprise income

And – costs

INV – invested capital.

Following this logic, the effectiveness of investments in human resources (HRI) can be represented by the formula:

EHR=((D-I/HDI)×100%, Where:

D – enterprise income

And – costs (excluding personnel costs)

HDI – investment in human resources (personnel costs).

In this case, the effectiveness of investments in human resources is nothing more than the effectiveness of the personnel management system. The effectiveness of the personnel management system, monitored in this way over time, allows us to orient the work of the personnel management service towards the economic result of the enterprise.

With this approach, of course, the personnel management service ceases to be a “thing in itself”; its status increases as a service that actually manages a significant part of the financial resources of the enterprise, and in a manner understandable to management, influencing the results of the enterprise as a whole.

To achieve this result, it is necessary to ensure high-quality accounting and analysis of all personnel costs, namely:

Organization of workplaces;

Hiring staff;

Salary, bonuses, social benefits, compensation packages;

Non-material incentives;

Professional development of personnel

In this case, the significant factors determining the level of effectiveness of the motivation system will be:

The presence of a clearly defined personnel policy and personnel management strategy, focused on the strategy and business goals of the enterprise;

The presence of an organizational structure that ensures effective interaction between departments and officials, flexibly and promptly responding to all significant changes in external and internal environment enterprises;

The presence of key organizational mechanisms in the enterprise management system:

The mechanism for setting and adjusting the goal system,

A mechanism for identifying, analyzing and solving development problems,

Mechanism for the development of organizational structure.

The presence of key management competencies among members of the management team (knowledge, abilities, skills and experience in effective management activities);

Organizational development work carried out regularly at the enterprise.

Parameters for determining the amount of material payments and compensation packages for administrative and managerial personnel.

Approximate parameters for determining base salaries and compensation packages:

1. The level and degree of significance of the decisions made for the enterprise.

2. The degree of freedom in decisions made.

3. Complexity of the functions performed.

4. Level of special knowledge and required qualifications.

5. Communication level.

6. People management.

Approximate parameters for determining bonuses:

1. Focus on the corporate interests of the enterprise.

2. Level of qualifications and degree of suitability for the position held.

3. The desire to improve professional level.

4. Results of achieving goals, fulfilling target tasks and assigned functions.

5. Level of labor discipline.

6. Work experience at the enterprise.

In general, personnel motivation at an enterprise has the main features of a motivation and incentive system, however, it requires significant improvement, since none of the enterprise managers can characterize the profile of their personnel as a whole, and each employee individually. Consequently, this organization should provide motivators of work activity for staff. To implement the above-described investment approach to organizing a personnel motivation system, the personnel service must develop an appropriate Regulation on labor motivation and approve it at a meeting of the workforce.

3. Improving human resource management: methods, problems and prospects

3.1 Styles, methods, strategy and tactics of personnel management

The tradition of studying the structural elements of management style originates in the works of K. Levin, who identified authoritarian, democratic and liberal management styles on the basis of two variables (the content of decisions and methods of implementing decisions). A.L. Zhuravlev, using the variables described by Levin: “directiveness, collectivity and non-interference,” identified seven styles, which, in turn, can be presented in three options (expressed: operational and unexpressed: variants of specific styles). Currently, multidimensional models are usually used to describe the content characteristics and general structure of style. A.A. Rusalinova, for example, uses a seven-factor model, which can be substantively oriented either to the interests of production or to interpersonal relationships.

Let us highlight the main types of professional orientation that determine the following styles of management activity.

1. A style that is maximally task-oriented and minimally people-oriented. A leader who implements this style views people as tools of production. Striving for the best performance of a task, he has little interest in the thoughts and feelings of his subordinates. This style embodies the predominant subjective significance of everything that corresponds to the institutional subsystems of the organization, including the means of achieving goals.

2. A style that is maximally people-oriented and minimally task-oriented, which minimizes the exercise of power. This style largely indicates the subjective significance of the informal subsystem of the organization. It is within the framework of this system that the status needs of a specialist are satisfied. It should also be noted that the means used in this case also correspond to the informal subsystem of relations.

3. A minimally focused style on both people and the task. A leader who implements this style does the minimum possible to maintain status in the formal structure, but in such a way as not to become a troublemaker in relation to other members of the team. In this context, status in a formal organization acts as a means to achieve goals that do not reflect the goals of the organization. Achieving the goals of the organization is not relevant to the individual. With this orientation, the sound of an informal system of relations is very often relevant, but it is also used as a means of achieving, again, purely individual goals, namely, to maintain status in a formal organization.

4. A style that reflects a moderate degree of interest in people and the task. The activity is aimed at finding compromise approaches. Such a leader is focused on collegial decision-making, using the majority opinion as a criterion for choosing alternatives. This style indicates an approximately equal orientation towards the goals of institutional and informal subsystems, with priority given to the means of the informal substructure.

5. A style that characterizes maximum interest in people, with maximum focus on the task, which corresponds to the priority of both formal and informal orientation.

6. Opportunism, personified by a changing combination of styles aimed at satisfying purely egocentric needs.

7. Paternalism, where the leading motives are to maintain and acquire a high status in the informal substructure.

Based on the above two-dimensional model, the following management styles can be named:

Consultative-democratic;

Participatory based.

However, in practice the following one-dimensional leadership styles are more common:

1. Directive (autocratic). When this leadership style is strictly applied, the leader constructs his behavior in accordance with the principles of the formal structure. Such a leader keeps his distance from the team and tries to avoid informal contacts. He assumes full power and responsibility for what is happening in the organization, tries to personally control the entire scope of relationships in the organization, paying attention not only to the result, but also to the process. Decisions are made by him alone, employees receive only the most necessary information to complete their work. A leader of this type, as a rule, is powerful, demanding, and focused only on the target function.

2. Democratic (collegial). This type of leader combines in his work an orientation towards both the formal and informal structure of relationships with subordinates, maintains informal relationships with them, without allowing familiarity. In an effort to divide power between himself and his subordinates, when making decisions he takes into account the opinion of the team, strives to control only the final result, without going into the details of the process. The employees of such a manager receive enough full information about their place in the overall task, about the prospects of their team.

3. Passive (permissive) leadership style is maximally focused on maintaining informal relationships with employees, delegating authority and responsibility to them. The manager gives his subordinates complete freedom; they organize their activities independently, decisions are made collectively. The manager is involved in the production process only if necessary, exercises control, and stimulates work.

In line with this approach, theories X, Y, Z were described, where X corresponds to the authoritarian type of management, Y to the democratic type and Z to the more developed collectivist type.

Among the one-dimensional management styles, less common ones are also distinguished: bureaucratic and patriarchal.

No less complex are models that describe the style of management activity based on the diverse characteristics of a person’s integral individuality.

The first thing that attracts attention in specialized literature, this is a variety of models used to highlight styles of management activity. As a rule, researchers distinguish three approaches to identifying management style:

1. A personal approach that establishes a connection between the success of activities and the individual characteristics of the leader;

2. Behaviorist, or behavioral, which explains a certain level of a leader’s effectiveness by the characteristics of his behavior;

3. Systemic or situational approach, linking such variables as the characteristics of the leader, subordinates (team), and the situation of activity (tasks).

To this qualification you can also add the so-called multidimensional-functional and program-role approaches.

The use of a particular leadership style, as well as its results, depend on many factors. This is, first of all, complete mastery of one of the leadership styles, the predisposition of the team to accept the management style sometimes imposed on it from above.

Analysis of the activities of managers of various enterprises allowed specialists to identify the most common mistakes made by managers. The ten main mistakes in personnel management can be formulated as follows:

1. The desire to do everything yourself.

2. The tendency to let things take their course.

3. Bias against certain employees.

4. Fixed, schematic or doctrinaire attitudes.

5. Excessive sensitivity to other opinions, including critical ones.

6. Self-satisfaction or arrogance.

7. Unresponsive to employee suggestions.

8. Obvious disrespect for the employee's personality.

9. Clear distrust of employees.

10. Lack of consistency in actions.

Conversely, the experience of successful enterprises has shown that the managers of these enterprises to a much greater extent:

They value knowledge of the matter;

Treat people as equals;

Reward fairly;

Detect errors objectively;

Reliable and loyal;

Listen to opinions that differ from their own;

Have the ability to innovate;

Free from bias;

Tolerate criticism;

More capable of change than the heads of unsuccessful enterprises.

Thus, from the above it is clear that at present, personnel management is considered by both theorists and practitioners as a unity of science and art. Despite the variety of approaches to describing individual styles of management activity, three main ones can be distinguished: authoritarian, democratic and liberal, which, as a rule, do not exist in a “pure” form, they are quite variable.

Styles of managerial activity depend on environmental factors: a person’s environment, the nature of his professional activity, as well as on the personal characteristics of the leader. These factors together influence the formation of an individual personnel management style.

Modern companies or government agencies, when selecting a candidate for a managerial position, use various methods assessment of the applicant’s professional qualities. Here are just a few of them: exam, expert assessments, psychological testing etc.

The methods and techniques through which the solution of control problems is achieved are called control methods.

There are five groups of management methods:

1. Administrative methods. They are associated with the authoritative nature of government.

2. Organizational methods. These management methods are based on organizational relationships between members of organizations.

3. Methods of legal regulation. They are used by the state as a means of legal regulation of relations between people.

4. Economic methods. With their help, economic relations are influenced.

5. Psychological methods. They are designed to influence the psychological patterns of people’s activities and socio-psychological relationships.

According to another classification, instead of administrative and organizational methods, methods of administrative influence and methods of disciplinary influence are distinguished.

Methods of administrative influence are used, in particular, to solve current problems not provided for by organizational-stabilizing influence. They allow you to compensate for unaccounted aspects of the organization, to adjust the existing organization in accordance with new tasks or working conditions. The methods of this group are implemented in the form of an order, directive, instruction, instruction, resolution, prescription, etc.

Methods of disciplinary action are aimed at maintaining the organizational foundations of activities, clear and timely implementation of established tasks, to eliminate emerging deviations in the organization’s system. They are implemented in the form of sanctions and requirements.

There is an organic relationship between all methods. When using all management methods, it is necessary to take into account the psychological context, since there are cases when the use of one or another influence, which is completely adequate from a legal or administrative point of view, does not exclude its psychological ambiguity.

This confronts the manager with the additional task of creating conditions that ensure adequate perception of the relevant incentives both at the level of the individual performer and the team as a whole.

Within the framework of personnel management methodology, mainly organizational, economic and socio-psychological methods are of interest.

Organizational methods.

Foreign and domestic researchers paid great attention to the consideration of these methods. As a result, we have fairly clearly formulated principles and rules for constructing organizational structures.

Mainly organizational methods of personnel management are aimed at:

1. Formation of the organization’s apparatus (initiation).

2. Determination of the specific composition of performers.

3. Current management of activities, which involves establishing the basis for orders, determining the content of orders, and ensuring the execution of orders.

Personnel formation is a complex of the following basic procedures:

Determining the enterprise's personnel needs;

Comparison of actual and required staff;

Development of proposals for training, retraining, relocation and reduction of existing employees;

Development of a recruitment policy, as well as its implementation - from announcing recruitment (or concluding agreements with educational institutions) to selecting candidates for vacant positions;

Registration labor relations, including the conclusion of agreements (contracts).

Economic methods.

Economic methods are related to the production process through regulators such as wages, profit, dividends, etc.

The amount of wages is the main factor influencing the labor efficiency of an enterprise employee. An employee's salary includes:

1) tariff part - payment according to tariff rates and salaries;

2) additional payments and compensation;

3) allowances;

4) bonuses.

Tariff rates and salaries determine the amount of remuneration in accordance with its complexity and responsibility.

The purpose of additional payments is to reimburse additional labor costs due to objective differences in working conditions and severity of work. Compensation takes into account factors beyond the control of the enterprise, including price increases.

Allowances and bonuses are introduced to stimulate a conscientious attitude to work, improve product quality and production efficiency. The differences between allowances and bonuses are that allowances are paid in the same amount every month for a set period, while bonuses can be irregular and their value varies significantly depending on the results achieved.

The typical income structure of an enterprise employee can be presented as follows:

1. Payment according to tariff rates and salaries.

2. Additional payments for working conditions:

Characteristics of the production environment.

Shift (mode) of work.

Degree of occupancy during the shift.

3. Allowances:

For productivity above the norm (piecework earnings, payment for work with a number less than the norm).

For personal contribution to improving efficiency and profitability.

For high quality products, fulfillment of urgent and responsible tasks.

4. Awards:

For high-quality and timely implementation of contracts and work stages.

Based on the results of work for the year.

From the department head's fund.

Rewards for active participation in the development of new technical and organizational proposals.

An analysis of the wage structure shows that there is a tendency to increase the share of the tariff part. Thus, the share of the tariff in the wages of industrial workers in the USA reaches 80–85%, in Japan – 85%, in the UK – 75–80%.

In practice, a whole range of methods is used - from traditional (time-based wages with a standardized task, a lesson-bonus system, various forms of bonuses) to the most advanced (payment per unit of qualifications, flexible salaries and prices).

Economists and sociologists associate the future of incentive systems with turning to incentives of a higher order, creating conditions for personal self-realization, and enriching work.

The flexibility of the remuneration system is given by periodic certification of employees, on the basis of which the level of remuneration for their labor for the subsequent period is established.

In modern wage systems, special attention is paid to increasing the interest of each employee in increasing the efficiency of production resources. Wage growth should be made dependent on lowering standards for labor and materials costs, improving product quality and increasing sales volumes.

Today, the contract system of remuneration is increasingly used. The contract duration is usually 3–5 years. Its main sections are:

1) general characteristics of the contract;

2) working conditions;

3) wages;

4) social security;

5) the procedure for terminating the contract;

6) resolving controversial issues;

7) special conditions.

Remuneration for the work of enterprise managers, their deputies, as well as heads of relatively independent divisions can be made as a percentage of the enterprise's profit.

Salary is one of the forms of extrinsic motivation. There is also an administrative form of motivation, which means performing work on command, order, i.e. by direct coercion.

Economic motivation is, for obvious reasons, more effective. Incentive pay can be applied both at the level of individual employees and at the group level.

Despite the leading role of economic methods in the process of motivating employees, the widespread use of socio-psychological methods is no less important. Let's consider their content.

Social-psychological methods.

An analysis of domestic management reality indicates that many problems associated with the use of socio-psychological management methods are a consequence of insufficient understanding of the nature of these methods.

The theoretical lack of development of this problem was very clearly manifested in attempts to classify these methods. Let's look at this in more detail.

If we look at management reference books, we can see that socio-psychological management methods are as follows:

1. Formation of work collectives, taking into account the socio-psychological characteristics of people: abilities, temperament, character traits, which creates favorable conditions for their teamwork and social development of the team;

2. Establishment and development of social norms of behavior, including by maintaining good traditions;

3. Introduction of a system of social regulation, which involves careful consideration of the real interaction of social interests. Social regulation includes the use of contracts, obligations, establishing the order of distribution of any benefits, the order of their receipt;

4. Social stimulation - creating an environment of socio-psychological interest in performing some important work or achieving any goal. Of particular importance is stimulating an increase in the general educational level, cultural growth, moral and aesthetic development; meeting cultural and social needs;

5. Educational work;

6. Creation and maintenance of a favorable socio-psychological atmosphere - an atmosphere of purposefulness, activity, exactingness, intolerance to violations of discipline.

Revealing the essence of methods for managing group processes and phenomena, the following subclasses are distinguished:

a) Activation methods. These include initiative and innovation, exchange of experience, competition, moral stimulation, criticism and self-criticism, promise, information about the positive results of the plan.

b) Methods of social regulation. These methods aim to streamline and harmonize social relations by introducing norms that govern the behavior of individuals, social groups and groups in various situations. These include traditions, rituals, the use of attributes of memorable traditions, gifts, photo albums. This also includes methods of social prevention - public observation of team members with socially dangerous tendencies, warning, guarantee.

Methods of social regulation also include methods of disciplinary assistance, including discussion of actions at a general meeting and in public organizations, public reprimand, imposition of public sanctions on the order of receipt of material benefits and social security.

c) Methods of role changes, based on changing the prestige of the role, through the introduction of uniforms, signs, and also by changing the content of the role.

d) Methods of propaganda and agitation.

Psychological management methods include:

1. Social and psychological methods.

2. Psychological methods of motivation.

3. Psychological methods of humanization of work.

4. Psychological methods of professional selection and training.

Social and psychological methods include improving communication and information on issues that are relevant to the team.

Increasing the effectiveness of the application of socio-psychological management methods should be based on the training of managers both at the level of their mastery of means of influence and specific techniques, methods and technologies. They must not only have an idea of ​​the goals that are achieved with their help, but also carry out a decomposition of the psychological tasks that ensure their achievement, know about the variety of methods for solving them, and be able to evaluate them from an ethical point of view.

Considering the socio-psychological aspect of the problem of personnel management, special mention should be made of the category “social partnership”. This is a kind of ideology, forms and methods of coordinating partners of social groups to ensure their constructive interaction. The stability of the social system and the effectiveness of the market economy depend to a large extent on the nature of the relationship between entrepreneurs and employees.

The economic basis of social partnership is the assessment of the contribution of various social groups to the creation of enterprise income and the country's national income. IN developed countries One can note a tendency towards an increase in the fair exchange of the results of labor of various social groups, which is an important prerequisite for social partnership. Organizing fair wages is one of the factors for increasing production efficiency.

3.2 Organization of individual processes and methods of satisfaction employee needs as a condition for the formation of work motivation

The nature of personnel involvement in solving the organization’s problems is determined by a whole complex of factors. First of all, it must be created the whole system economic and psychological prerequisites for personnel activities. In each specific case, optimization of people’s involvement in the performance of their duties is represented by a specific, unique algorithm. But this algorithm includes a very specific range of tasks:

Impact on sources of activity;

Factors performing a regulatory function;

Psychological states that act as a background for the implementation of any form of activity.

The motivational process in general and the simplest model of motivated behavior are presented in Fig. 1 and fig. 2.

Feedback

Rice. 2 Model of motivated behavior

Methods of meeting the needs of employees in order to form effective labor motivation in Russian conditions include:

1. Creating a team spirit in the workplace.

2. Conducting periodic meetings with subordinates.

3. Preservation of informal groups if they do not cause real damage to the organization.

4. Providing subordinates with more meaningful work.

5. Providing them with positive feedback on the results achieved.

6. High assessment and encouragement of the results achieved by subordinates.

7. Involving subordinates in formulating goals and developing decisions.

8. Delegation of rights and powers to subordinates.

9. Promotion of subordinates.

10. Providing training and retraining.

11. Encouragement of subordinates' creative abilities.

12. Providing subordinates with complex and responsible work.

The skill of a manager-leader is to rationally combine the means of the formal and informal subsystems. But, most importantly, the manager must strive to encourage employees to interact within the group and to collaborate, if this is necessary to achieve the goals of the organization.

In recent years, studies have been conducted to compare the performance of successful and unsuccessful organizational leaders. According to research conducted by the company " Hagberg Consulting" Successful managers, compared to unsuccessful ones, spend less time monitoring execution (25% vs. 53%), are more involved in team development and work coordination (34% vs. 18%), and focus maximum effort on strategy formation (41% vs. 29%).

These data echo the results of other surveys. For example, senior executives of 150 US organizations named the areas of skills that they consider necessary to develop primarily in managers of their organizations.

Some domestic experts pay attention to the strategic aspect of motivation. The payment method in itself does not solve the problems of retaining personnel and encouraging them to perform highly productive work, if it is not considered in the context of corporate strategy. The strategic planning horizon of most small domestic companies, as a rule, does not exceed two years. At the same time, according to experts, strategy directly affects the motivation system. Personnel costs, personnel development and motivation policies are forecast taking into account economic development trends, possible changes in the labor market, etc. Members of an organization that has a clear personnel policy feel more confident because they have an idea of ​​the rules by which relationships are built within it. There is more justice here, more stability. Of considerable motivational importance is the employee’s knowledge of the company’s goals and understanding of his own role in the consolidated efforts of the team.

This “unobvious” side of motivation has several useful “side” results:

Firstly, during the development of a strategy, company managers unite, since joint creative activity generates a team-building effect.

Secondly, all leaders pursue common goals, which leads to the development of a unified position and the achievement of consistency in management actions.

Thirdly, the management team, voluntarily or unwittingly, transmits them “down” - to subordinates; the goals of the organization cease to be a “thing in itself”, becoming close to employees.

Fourthly, building a “goal tree” that combines strategic goals with specific employee goals is an important factor in the formation of corporate culture.

Fifthly, on this basis a management by objectives (MBO) system and other management and motivation mechanisms can be built.

The strategic motivation system has a “layered” structure. Long-term motivation includes fairly traditional forms of motivation that directly follow from strategic objectives and form the basis of personnel policy:

Payments related to the strategic performance of the company;

Payments related to the long-term performance of the employee;

Bonuses with deferred payment, options, etc.;

Additional payments for length of service;

Intangible forms - assignment of a title, recognition of strategically significant results, special position in the hierarchy system, career planning.

Medium-term motivation is designed for a period of up to a year and includes fairly traditional mechanisms: quarterly and annual bonuses. If long-term motivation is aimed at retaining employees in the company, then only some forms of medium-term motivation have this property: for example, refusal to pay an annual bonus if an employee quits in the middle of the year, or the employee’s right to benefits if he has worked full year, etc.

Cumulative and deferred forms of motivation are relatively effective: say, the so-called token type, when an employee knows for what and how much he earned, but receives the entire amount in cash or in kind no earlier than a year later.

Short-term motivation is a monthly salary and a monthly bonus. Intangible forms of motivation are not so effective here. Short-term motivation, more than other types of motivation, is aimed at encouraging effective work, and this is where accrual formulas should work. But this is where difficulties arise due to the fact that the formulas do not work.

According to another researcher on the problems of labor motivation, E. Abramova, each organization is unique, and the development of a motivation system, first of all, involves identifying and analyzing the characteristics of corporate culture (norms and values ​​supported by team members), management style, emotional atmosphere in the team, level employee motivation and a number of other parameters. Data obtained during an expert assessment of the situation allows an experienced consultant to identify factors that reduce the desire of employees to work and problems that require immediate resolution, as well as identify unused resources of the organization.

It takes some time to prepare and conduct diagnostics of the situation in the company. Meanwhile, events sometimes require a quick response to what is happening: for example, one after another, good specialists move to work in other organizations. In this case, there are a number of easily implemented measures. E. Abramova proposes the following measures.

Information preparation and management decision making. By accumulating information and analyzing what is happening in the company, it is useful to hold a meeting with the participation of managers at different levels, during which to find out the opinions of employees regarding the necessary actions in the current situation in the organization.

Organization of execution of the decision made. According to the "golden rule" of management, the most important ability of a manager is to produce results through his employees. Delegation of authority to employees psychologically presupposes a unity of trust and exactingness. By trusting, you provide the employee with the opportunity to creatively approach the solution of the task facing him, to make the most of his experience, knowledge, and abilities. By demanding, you increase his responsibility for the result.

When delegating authority at the stage of organizing the execution of a decision, it is necessary to formulate tasks so that each employee clearly understands what task he must complete and within what time frame; imagined what he was responsible for; had sufficient authority and means to successfully perform the job.

Monitoring the implementation of the decision. Often a manager does not follow the “golden rule” for fear of losing control of the situation. However, an excellent unifying and motivating effect is provided by the scheme of mutual control of divisions, when the results of the work of another depend on the quality of work of one department.

Evaluation of final results. When assessing the final results, obtaining information about the results of the company’s work and the significance of his personal contribution to the result allows each employee to feel like an essential member of the team, correlate his achievements with the achievements of the company, connect his future with the future of the organization, understand that recognition of competence, career growth, material remuneration is all a logical consequence of properly organized work of a close-knit team of professionals.

A well-thought-out motivation system allows you to effectively manage the business behavior of staff, ensuring the prosperity of the organization.

Of great practical interest is the model proposed by Yu.K. Balashov and A.G. Koval in an article published in 2006 in the magazine “Enterprise Personnel”.

Motivation – this is an internal property of a person, an integral part of his character, associated with his interests and determining his behavior in the organization.

Stimulus- this is some influence on a person, the purpose of which is to direct his activities and correct behavior in the organization.

1) class avoidant motivation(avoidant motivation - a person seeks to avoid the undesirable consequences of his behavior);

2) class achievement motivation(achievement motivation - a person behaves in such a way as to achieve certain milestones that he strives for).

You can imagine the following diagram showing the influence of a stimulus (impact) on a person with motivation from a particular class.

Rice. 3 The influence of stimulation on human behavior with different types and degrees of motivation

Let's analyze the one shown in Fig. 3 schedule. On the horizontal axis, the points correspond to the degree of motivation. The greater the result is desirable for a person with achievement motivation, the further to the right is the point describing the degree of motivation (in the right half of the graph). Accordingly, the more undesirable the impact during avoidant motivation, the further to the left the corresponding point on the axis lies (in the left half).

A person has a stimulating effect. It can be either adequate or inadequate.

In the case of an extremely adequate stimulus, a person’s behavior is extremely active (constructive) - the corresponding point lies on the curve in the upper half of the graph. The more the stimulus differs from the extremely adequate one, the lower lies the point describing the person’s behavior on the vertical segment passing through the point describing the degree of the person’s motivation. With some type of influence, a person stops responding to the stimulus and his behavior is in no way connected with it. This corresponds to the zero (vertical) point of the segment - the point of its intersection with the horizontal axis.

If the stimulating effect is inadequate, then the person’s behavior becomes passive or destructive. This is reflected by points lying below the horizontal axis. With an extremely inadequate incentive system, behavior becomes extremely destructive; the corresponding point lies on the curve at the bottom of the figure.

In the upper right quadrant of the graph, the curve is saturated - a transition to a higher degree of motivation with an extremely effective incentive leads to a disproportionately smaller change in behavior. This is due to the natural limits created by technology and business processes in an organization. When these limits are reached, even the most effective behavior does not lead to an increase in the organization's efficiency, since we are faced with efficiency limitations at the level of technology and business processes. The situation is similar with the lower right quadrant. Destructive behavior is limited by the “strength” of technology and business processes.

On the left side of the figure, the curves have the same character, but the level of saturation is significantly lower than for achievement motivation. This is explained by the fact that:

– firstly, psychologically the increase in fear is limited and quickly reaches a threshold;

– secondly, in the organization’s arsenal, the possibilities of punishment are quite limited (the maximum punishment is dismissal, which occupies a place in the scale of human values ​​far from fear for life, etc.);

- thirdly, there is an important feature - so that apply punishment(sanction), it is necessary prove deviation in human behavior from the required, and there are limited possibilities for proof.

Now the ideas about motivational types are detailed.

Each person is a combination of all or some of the motivational types in a certain proportion. Thus, each person is described by a motivational profile, showing to what extent each motivational type is present in him. Conventionally, the share of a motivational type is described by a number from 0 (the corresponding nature of motivation is completely absent) to 100 (a person is described as a “pure” motivational type), and the sum of all numbers is 100.

The following “pure” types of motivation are distinguished:

Lumpenized (avoidant class);

Instrumental (achievement class);

Professional (achievement class);

Patriotic (achievement class);

Master (achievement class).

Let's designate each type of motivation with a code (using the first two letters):

1. LU – lumpen type;

2. IN – instrumental type;

3. PR – professional type;

4. PA – patriotic type;

5. XO – master type.

Figure 4. Man as a combination of pure motivational types

Each person, from the point of view of his motivation, is a combination in some proportions of five pure motivational types (Fig. 4).

Lumpenized type. Belongs to the avoidant class of motivation. Characteristic:

It doesn’t matter what kind of work to do, there is no preference;

Agrees to low pay, provided that others do not receive more;

Low qualifications;

Does not strive to improve qualifications, resists this;

Low activity and opposition to the activity of others;

Low responsibility, desire to shift it to others;

The desire to minimize effort.

Instrumental type.

The price of labor is of interest, and not its content (that is, labor is a tool for satisfying other needs, hence the name of this type of motivation);

Justification of the price is important, does not want “handouts”;

The ability to provide for your life independently is important.

Professional type. Belongs to the achievement class of motivation. Characteristic:

Interested in the content of the work;

He does not agree to work that is uninteresting to him, no matter how much they pay for it.

Interested in difficult tasks - the opportunity for self-expression;

Considers freedom in operational actions important;

Professional recognition as the best in the profession is important.

Patriotic type. Belongs to the achievement class of motivation. Characteristic:

An idea is needed that will move him;

Public recognition of participation in success is important;

The main reward is universal recognition of irreplaceability in the company.

Master type. Belongs to the achievement class of motivation. Characteristic:

Voluntarily accepts responsibility;

Characterized by a heightened demand for freedom of action;

1. Negative – displeasure, punishment, threat of job loss.

2. Cash – wages, including all types of bonuses and allowances.

3. Natural – buying or renting a home, providing a car, etc.

4. Moral - diplomas, badges of honor, nominations for awards, honor boards, etc. Moral forms are the most numerous. Currently, forms of moral incentives are practically not used in Russia under the far-fetched pretext of forming market relations, although in the West, as we have already noted, they are very actively used.

5. Paternalism (care for the employee) - additional social and medical insurance, creation of conditions for recreation, etc.

6. Organizational – working conditions, its content and organization.

7. Involvement in co-ownership and participation in management.

So, a person who is described by some motivational profile, in order to change his behavior in the organization, is influenced in the form of some incentive. Having received a stimulus, a person reacts to it in accordance with his motivational profile. This reaction can be: positive, and the person will change his behavior as intended; neutral; negative when the unwanted behavior only intensifies.

The conceptual model “Motivation-incentive” establishes a connection between pure motivational types and forms of stimulation acceptable to them. This ratio is shown in Table 5.

Table 5. Correspondence of motivational types and forms of stimulation

Forms of incentives	Motivational type
	Instrumental	Professional	Patriotic	Master's	Lumpenized
Negative	Neutral	Prohibited	Applicable	Prohibited	Basic
Cash	Basic	Applicable	Neutral	Applicable	Neutral
Natural	Applicable	Neutral	Applicable	Neutral	Basic
Moral	Prohibited	Applicable	Basic	Neutral	Neutral
Paternalism	Prohibited	Prohibited	Applicable	Prohibited	Basic
Organizational	Neutral	Basic	Neutral	Applicable	Prohibited
Participation in management	Neutral	Applicable	Applicable	Basic	Prohibited

The described “Motivation-incentive” model can be used in developing personnel incentive policies.

The key to successful work in modern organizations is training that allows one to develop a set of qualities that in recent years have been referred to as “ emotional intelligence“- the ability to communicate, talk with people, understand the mood and interests of those present, motivate - all these qualities have apparent simplicity and at the same time they are not as obvious as specific and clearly defined technical knowledge and skills.

The training topics can be adapted to the area of ​​activity of the enterprise. Let us give an example of common training courses in the field of management development. Let us conditionally group them into two areas (Table 6).

Table 6. Training topics

With the same training topic, its level can be individual depending on the characteristics of the organization. For some companies, customer service training may be subordinated to the task of building overall strategic guidelines, moving from product orientation to customer and service orientation.

and the results of the enterprise’s production activities

As is known, the evolution of management activities in foreign management tends to develop group forms of decision development, which is not typical of Russian practice. In a number of countries they are very widespread, in others they are fundamental, for example, in Japan. The well-known paternalistic direction in the development of management is also associated with various forms of involving workers in the procedure for making management decisions. Sometimes this is carried out under the slogans of the movement for self-government and goes by various names: “economic democracy”, “industrial self-government”, “democracy in the workplace”, etc.

In my opinion, specific forms of employee participation in management include three degrees:

1) joint consultation, i.e. the administration finds out the opinion of employees, although the latter is not binding;

2) co-determination, a form of participation of workers in decision-making with rights equal to those of the administration;

3) “worker control” in cases where workers have decisive rights.

In some countries, worker participation in management has legal basis. In Germany (formerly the Federal Republic of Germany), the “Co-determination Law” was adopted back in 1951; in Sweden, in 1976, the “Law on Co-Regulation of Working Life”; in Norway, the “Law on Representation in Production Management”.

Today, scientists recognize that developed capitalism is evolving towards the socialization of the operating principles used.

By democracy, the Japanese, for example, understand the possibility of harmonious work through the consensus of everyone, including the lower spheres of the organization. All decisions are group decisions. The collective decision is final and binds everyone involved in the development. No one can cancel it, no matter how much power he has.

The decision-making procedure in Japanese companies has a number of advantages: it is not imposed “from above,” depriving performers of enthusiasm for their work; promotes group cohesion and solidarity; group competence exceeds individual competence. Group decision making is a unique feature of Japanese management.

Of course, the need to introduce Japanese management experience at Russian enterprises is controversial. However, it seems obvious that in Russia the participation of workers in management is at a very low level and this situation should change towards expanding the opportunities for performers to more fully realize their creativity. Such opportunities can be provided to employees by so-called new managers. For this, certain prerequisites must be created, and this, first of all, is a stable business in the forecast economic environment.

Let us note that the Russian style of management today is a classic example of state capitalism. In order to be successful in business, a Russian manager must, first of all, learn how to properly interact with authorities at the local, regional and federal levels. The participation of workers in the management of enterprises is the next stage in the development of economic systems, for which all the necessary prerequisites have already been created.

First of all, we note that at the initial stages of development of any organization, joint activity in the full sense of this concept is impossible, since there is no differentiated perception in the group. In other words, group members do not know each other well enough to interact closely. At later stages of development, the processes of interpersonal and intergroup perception begin to regulate the formation and development of a collective subject of activity.

The nature of interaction is greatly influenced by the position of the subjects in the structure of the organization. For a manager, a responsible subordinate is associated with diligence and discipline, and for immediate colleagues, a responsible co-worker is a reliable person who does not attempt to shift his responsibilities to others. That is why a manager sometimes does not imagine joint activities with subordinates “on equal terms”; he sees team members exclusively in the role of his subordinates and nothing more. This attitude is an obstacle to the development of adequate “scenarios” for interaction.

There are many examples of this in Russian management practice.

For example, according to the head of the Yukos oil company M. Khodorkovsky, there is always one person in charge. He said this, verbatim: “...One of the key rules of an effective company is this: the corporation must be of such a size that it can be effectively managed by one person.” On the other hand, Khodorkovsky admits that a large company is run by thousands of managers, but strategic decisions Only one person accepts. In fact, in Russia, managers at the top echelon of management try, as far as possible, to delve into all the more or less significant affairs of the company, otherwise they do not feel “in control of the situation.”

Managing in Russia means, first of all, a willingness to take responsibility for all the affairs of the company. The only consensus left is a beautiful word, which is used from time to time when discussing Russian management. But practically in the activities of companies it is absent for many reasons. One of them is the lack of awareness of the team about the actual state of affairs of the enterprise, the confidential nature of large transactions, etc. In domestic conditions, it is difficult to imagine the head of a company devoting his team to the complex problems facing the enterprise, especially since these problems need to be solved today, and not tomorrow at the general meeting of the labor collective. A tough, unstable economic environment dictates to managers its own rules of doing business, in which there is no place yet for democratizing the development of solutions.

Another example. B. Kuzyk is the director of the company “New Programs and Concepts” (NPK). He does not work out the details of current management; his team is busy with that. The prerogative of the director is to see the goal, propose a strategy, but at the same time know the details. Again there is a desire to delve into details.

The same picture is in the banking sector. V. Savelyev, manager of the MENATEP bank in St. Petersburg, openly states that the main shortcoming of management in Russia is the inability to delegate authority and responsibility. Doing everything yourself is unrealistic. However, a common problem of any network corporation is the desire of regional managers to “do their own business.” One of the ways to solve this problem is proper motivation, teaching to show prospects for career growth. Continuous training and advanced training are considered extremely important.

Almost all well-known top managers in Russia agree on one thing: it is impossible to manage a company without authority.

Thus, Russian managers do not consider it necessary to delegate their powers to employees. This is probably justified at this stage, since the market history of our economy is relatively short, and the institution of joint activities between the administration and the staff is not developed. The development of this institution will most likely occur in a natural way, when top managers simply cannot manage on their own, managing complex economic systems. This is not such a distant future.

Conclusion

Theoretical and practical analysis of human resource management problems has shown that today new approaches to personnel policy. This is due to a number of reasons.

Firstly, the old ones have completely exhausted themselves, administrative forms personnel management, and this forces many managers to look for new techniques and methods of working with people.

Secondly, the transition to the market forced us to look for new reserves and resources. In these conditions, many drew attention to the effective use of not only material, but also “human resources” as the most important factor in increasing the level of production and services.

Thirdly, The labor market is being formed in the country. The possibility of selection has emerged, the need to find qualified personnel, their assessment and other elements of a market approach to personnel management.

Fourthly, The scientific and methodological basis for working with personnel has significantly improved. Many scientific works have been published that make it possible to raise the efficiency of working with personnel to a qualitatively new level.

Today, many Russian organizations are experiencing positive changes in the field of domestic management, more advanced methods of working with personnel are being introduced, and the selection of candidates for leadership positions is being improved.

The main styles of management activities are:

Autocratic;

Democratic;

Liberal.

Basic methods of personnel management:

Organizational;

Economic;

Socio-psychological.

A manager today must carry out his activities in close cooperation with the team. Its activities as a whole should be characterized by:

Professionalism;

Reliability and responsibility;

Focus on the creative potential of employees.

The main mechanism that determines the management strategy in an organization is the goal-setting processes of the manager. In other words, is the manager committed to joint activities with subordinates or prefers to decide everything on his own.

It is also important to note the importance of knowledge about motivation in the management activities of the management of an organization interested in increasing the productivity of its employees and their full contribution to the enterprise. Understanding and putting into practice the system of motivating your employees will lead not only to an overall increase in the efficiency of the organization, but also to job satisfaction for the employees themselves, an improvement in the psychological climate, and the general mood of the employees. And as a result, again, an increase in the productivity of the organization itself. A competent manager must clearly know that not all employees are motivated to the extent that this contributes to increasing labor efficiency and achieving the organization’s goals. Therefore, he must accurately recognize the actual motives of each of his employees and try, as far as possible, to satisfy the needs of each.

The work substantiates that the motivation model for our research object - the Svetlana sanatorium, in the case of applying the investment approach, can be built on the following fundamental principles.

The incentive system must correspond to the business and organizational development strategy, as well as the adopted incentive policy.

The selected forms of incentives must be adequate to the company's motivational profile.

The application of the incentive system must be fair, i.e. when a basis for incentives arises, only those forms that will be indicated in the Regulations on personnel incentives as corresponding to this basis should be used. No incentives should be used without appropriate justification.

The use of an incentive system should be inevitable. Stimulation should be carried out whenever appropriate reasons for stimulation arise.

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