Software abstract

Essence of human resource management philosophy. Human Resource Management Concept. Modern trends in human resources management. Modern staff management problems. Causes of multivariate Personnel Management practices in modern conditions.

Human resource management philosophy is an integral part of the organization's philosophy.

Philosophy organization - This is a combination of intra-organizational principles, moral and administrative standards and rules for the relationship between workers and employees, a peculiar system of values \u200b\u200band beliefs, perceived by all enterprise personnel and subordinate to the global goal of the organization. Simply - this is a "moral code of behavior in the enterprise." Compliance with philosophy guarantees the success and well-being in the relationship between personnel and as a result, the effective development of the enterprise.

The philosophy of the organization is issued by a separate regulatory document, which is based on the development of which: the Constitution of the Russian Federation, the Civil Code of the Russian Federation, the Labor Code of the Russian Federation, the Declaration of Human Rights, the Collective Agreement, the Company's Charter, religious prescriptions.

The human resource management philosophy considers the personnel management process with a logical, psychological, sociological, economic, organizational and ethical point of view. The essence of human resource management philosophy is that with the right organization of the case, the quality of labor life should improve. It suggests that employees have the opportunity to satisfy their personal needs, working in the organization. The organization creates conditions for fair, equal, open, trusting relationships. Each employee can fully use his skills, play an active role in making important production solutions. Employees enjoy adequate and fair compensation, safe and healthy working conditions have been created.

In practice, the organization's personnel management philosophy is outlined in such regulatory documents as: "Regulations on the organization's personnel", the main traditions and rules for the behavior of the organization's personnel, etc. These documents include the following sections: the characteristic of the organization, personnel policy, social benefits and guarantees, work Time and time of rest, conditions, discipline of labor and working hours, staff development, payment and assessment of labor, standards of business behavior, principles of work in the organization, hobbies, vocational and ethical code.

Russian philosophy is diverse and depends on the form of ownership, regional and sectoral features and size of the organization.

The concept of personnel management (human resources) is a system of theoretical and methodological views on understanding and determining the essence, content, goals, objectives, criteria, principles and methods of personnel management, as well as organizational and practical approaches to the formation of a mechanism for its implementation in specific conditions of functioning of the organization. It includes: the development of personnel management methodology, the formation of the personnel management system and the development of staff management technology.
Personnel Management Methodology It intends to consider the entity of the personnel as an object of management, the process of forming the behavior of individuals, corresponding to the objectives and objectives of the organization, methods and principles of personnel management.
Personnel Management System Ensures the formation of goals, functions, organizational structure of personnel management, the establishment of vertical and horizontal functional relationships of managers and specialists in the process of justification, developing, adopting and implementing management decisions.
Personnel Management Technology Includes: organization of hiring, selection, personnel reception; its business assessment, career guidance and adaptation; training; Management of business career and professional promotion; Motivation and organization of labor; conflict and stress management; Ensuring the social development of the organization, the release of personnel, etc. This includes the issues of interaction between managers of the organization with trade unions and employment services, personnel security management.

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

The main trends in human resources management at the present stage are focused on the accounting of socio-economic and socio-psychological factors: partisitative management, orientation on the formation of working groups, technocratism, sociotechnical design, corporate culture, coaching.

Participative management suggests:

· Wide recruitment of personnel to the process of developing and making management decisions;

· Accounting for individual characteristics and abilities of people;

· Accounting for typological features of the personality.

Orientation on the formation of working groupswithin which colleagues can replace each other. Such groups receive the task and make independent decisions on the organization and its implementation.

Technocratism They associate the fact that managers cannot cope with a large amount of information. They must use technical means. On the other hand, technocraticism is associated with the use of methods that were initially used to solve engineering and technical tasks (brainstorming method, functional and valuable analysis, etc.)

Accounting for the relationship of the social and technical subsystem Personnel management ensures uninterrupted operation and effective result of the enterprise. The social subsystem includes the personnel necessary for normal conditions of activity: social conditions, medical insurance, ergonomic conditions. The technical subsystem consists of four blocks: financial resources, technologies, basic and working capital, natural resources.

Corporate culture - This is a microculture inherent in a specific firm.

Coaching is a process that contributes to the implementation of training and development and, consequently, an increase in competence and improvement of professional skills of students.

Three factors that have impact on people in the enterprise are distinguished:

1. Hierarchical structure, where the main means of exposure is the relationship of power and subordination, pressure on a person from above by coercion.

2. Culture, i.e. The joint values, social norms, the installation of behavior, which regulate the actions of the personality, are generated by society, group of people.

3. Market: Equal relationships based on the purchase and sale of products and services.

It is necessary to turn the consciousness of workers to the consumer, and not to the boss, to profit, and not to waste, to the initiative; Go to social standards, not forgetting about morality. The hierarchy will go back to the background, giving way to culture and market.

Awareness of the role of a person in the implementation of the development goals and functioning of the enterprise led to the need to create human Resource Management Systems At the enterprise and the development of theoretical, methodological and methodological foundations of its functioning. The human resource management system includes the development of a concept and strategy of personnel policies, patterns, principles and methods of personnel management.

For the beginning of the XX1 century, an unstable state of the economy is characterized. But it should be noted that market positions are already strong enough. In this regard, the researchers in the field of work on labor and staff arose fundamentally new problems requiring their understanding. The main one can include the following:

1) the crisis state of the economy, which is considered by many authors as a crisis of labor;

2) the presence of a real labor market, and as a result - the emergence of new relations between the employee and the employer, the emergence of new forms of working with staff;

3) a change in vocational qualification requirements for employees of personnel services;

4) changes in determining income, the dependence of labor remuneration on the state of the labor market, the growth of the labor price;

5) fundamentally new forms of monitoring and evaluating staff activities;

6) the need of an enterprise in more qualified employees;

7) an increase in personality requests for work;

8) more intensive development of personnel, including his career growth;

9) the increase in the role of computer technologies in human resource management;

10) a change in the qualitative content of traditionally solved human resource management problems;

11) Termination of the existence of centralized methodological centers on personnel management. Now all issues of methodical nature are in the management of personnel services of enterprises.

All this generates a variety of approaches to human resource management. Currently, a single approach to personnel management has not been developed. The circle of questions under consideration seems to be a certain set, and each of the authors forms its understanding of the human resource management system from it, including various elements of this set in it.

Control questions

1. What is the personnel management philosophy?

2. Name the main sections of the document providing the organization's personnel management philosophy.

3. What is the concept of personnel management (human resources)? What are its goals and composite parts?

4. Name the factors affecting people in the process of work.

5. Note the problems of personnel management at the present stage.

6. Name the causes of multivariate staff management practices in modern conditions.

Tests for self-control

1. Personnel Management Concept (Human Resources) includes:

A) Development of personnel management methodology, the formation of the personnel management system and the development of personnel management technology.
B) the development of personnel management methodology;

C) Development of staff management technology.

2. Participative management suggests:

A) attracting personnel to adopt management decisions

B) consideration of individual abilities of people

C) improving product competitiveness

Tasks student

What personal needs do you satisfy, getting an education at the university? Examine your needs. What disadvantages or problems do you see on the way to achieve your goal?

The concepts of human resource management are based on theoretical, practical, methodological base, helping to form modern management mechanisms. This directly affects the capitalization company and the growth of intangible assets.

From the article you will learn:

What are the basic concepts of human resource management

The concepts of human resource management are not paying enough attention. Managers are engaged in the development of production management systems, financial structure, marketing research. It is necessary to take into account that human resources are the basis of the component of the successful functioning of the enterprise.

The properly developed concept of human resource management will ensure the increase in the total assets of the organization: capitalization, intellectual potential, personnel policy. Provide leadership in competitive struggle, will be a guarantee of success in the relevant segment in the conditions of a change in a market economy.

The main concepts of personnel management are among the main part in the field of all components of the management regions. Personnel are considered as important resourcecreating new products that accumulate and using financial resources that monitors quality control. Only people are able to constantly improve and develop. The possibilities and initiative of a person is limitless. While all other resources under consideration are always limited.

The concept of umployment is considered as:

• implementation systems of developed methods and solutions related to the regulation of labor relations, employment at the level of a certain organization;
• directions of management activities in which the staff is considered as an essential resource that ensures the successful functioning, the development of the organization, the effectiveness factor that helps the growth of assets and achieving strategic goals.

Management of human sources more emphasizes attention on strategic aspects of personnel solutions. While personnel management is more directed to operational daily work with frames.

The table can be traced which there is a difference between two interrelated concepts:

Functions and Wednesday of the Concept Strategic Management Human Resources

The system has unchanged influence of environmental factors, resource security, complexity and dynamics of occurring processes:

providing resources. The wording considers financial, labor, material. Their ratio should be optimal. The disadvantage leads to conflict situations. Excessive savings on such resources implies personnel discontent, an increase in the amount of marriage, overvoltage, stress. This negatively affects the whole process of the organization;

dynamic of the environment. Frequent changes in the field of technological process involves revising all systems: selection, adaptation, stimulating, personnel training. High mobility of all sources and fast adaptation to changing conditions - the basis of an effective manufacturing process, ensuring competitiveness;

degree of complexity. The level of competition in the relevant industry involves a systematic revision of the management policy.

Features of such work impose a print on personnel policy. The managers are forced to reckon with the situation, follow the changing trends and do not miss valuable personnel. A constant revision of wage systems, stimulation, motivation is required.

Radical economic transformations carried out in Russia, dynamic innovative processes in all areas of economic and production activities, as well as the exacerbation of market competition and the globalization of the economy cause a deep interest of domestic science and the practice of management to activate the human factor to achieve the effectiveness and competitiveness of organizations.

The success of leading firms in developed countries are related to the creation of highly efficient human resource management mechanisms at the organization level, which is based on a comprehensive, strategic approach to the use and development of labor potential.

After the economic crisis of the 1970s. In the enterprises of the United States, Western Europe and Japan, the contradiction between the bureaucratic management system and the acceleration of scientific and technological progress has escalated. During this period, the revision of the basic principles of the traditional technocratic department, which in the 1980s, was activated. Completed by the formation of the scientific concept of human resources management, which enriched the practice of management by progressive methods, human management technologies in a complex innovation environment. Priorities have become flexible forms of labor use, continuous improvement of the quality of human resources, new approaches to the organization and stimulation of labor, appeal to cultural and ethical productivity factors and quality of labor life. The most successful corporations today, whatever the national and industry affiliation, have general characteristic features. They provide guaranteed employment, promising promotion systems for service, internal development of personnel instead of global hire campaigns. They create extremely wide opportunities for participation in economic solutions. They belong to their employees not as hired persons, but as members of the general corporate network. They develop a system of common values. Based on the critical importance of the long-term welfare of the corporation, their leaders show real dedication to business instead of chase only for financial results.

In general, the trends in human resources management have a global nature and reflect the search for advanced companies in creating highly efficient systems for the implementation of creative and productive potential. The fundamental theoretical position of the new concept is the recognition of the economic utility and social value of human resources, the development and development of which needs investment investments, similar to other types of economic resources. This is not a terminological, but the fundamental difference between the concept of personnel management from the concept of human resource management.

In the outgoing age in the theory and practice of management there was a change in the concepts of personnel management, due to changes in the economic, social, technical development of society. In the evolutionary path of development of management thought, a stage of technocratic management can be distinguished, which was characterized by the introduction of rational procedures for managing personnel, enhancing external control, by introducing an equal wage system. The specific instrumental of the implementation of technocratic management was proposed by the School of Scientific Management, the founder of which F. Taylor. The Taylorism concept believed that work was primarily individual activity, and therefore the impact of the team on the worker is destructive and makes the work of the worker less productive. From the worker did not need a high qualification, nor the manifestation of the initiative, creativity in the workplace. Workers were considered as a means of achieving organizational purposes, like machines, equipment, raw materials. Therefore, at this stage, the personnel management system is formed, in which only his function is considered instead of a person - work measured through the costs of working time. Personnel services performed mainly accounting and control and administrative and administrative functions.

Since 1950-60, when a technocratic approach in the management is inferior to his position, a new personnel management concept is replaced by the concept of managing personnel. The introduction of new techniques and technology demanded a cardinal restructuring of the organization and management of labor: the mechanism of labor motivation is complicated with its reorientation for creativity, advanced training; A system of continuous vocational education is created; Social partnership develops, the role of organizational culture increases; The principles of employment with an emphasis on flexible and individual forms of labor activity are revised. Under these conditions, the personnel management system covers a wide range of management problems: the selection and professional adaptation of new employees, the development of social programs, the involvement of employees in the enterprise management, the development of a system of stimulating productive and creative labor. In this concept, a person is considered not simply as an executor of an employment function, but as an element of an organization, a subject of labor relations.

Consider the main types of management that have been widespread in developed countries in which the fundamental principles of the modern concept of human resources management have been reflected.

Management by results

This control system with the task of results with a decentralized management organization (corporate profit centers). The tasks are delegated to the working groups and determine the achievement of specific results. Such a system has different stages of setting results, the measurement steps of the results and the steps of control of the results. Delegated from the Task Center are controlled based on their comparison with the results obtained.

The results of the results are a system not only management, but also thinking and behavior of members of the organization. The authors of this concept T. Santalainen, E. Voitilainen, P. Porenne and J. Nissinen believes that the key to the success of corporate strategies is the desire of workers to achieve certain results. Therefore, targeted management makes the main emphasis on the motivation of human resources, ensuring cooperation between all members of the labor collective, the development of workers, continuous enrichment of labor.

Thus, the results of the results can be defined as a process aimed at achieving the tasks and results in which:

• using the planning process, it is determined at different intervals of the time of the aspiration of the organization and its members (in other words, the requirements for the results and expected results);
• the persistent implementation of the plans is supported by conscious daily management of cases, people and the environment;
• results are assessed for making decisions leading to follow-up activities.

Management by motivation

This model is based on learning needs, interests, moods, personal employee purposes, as well as the possibility of integrating motivation with the production requirements and goals of the enterprise. Personnel policy with such a model is focused on the development of human resources, strengthening the moral and psychological climate, to implement social programs.

In the book "Concept of Management", E. M. Korotkov defines motivational management as "type of management, in which the priority of motivation of business behavior, activities, attitudes over administration and strict control", that is, to create conditions of interest in the end results.

Motivational management is building a management system based on motivation priorities, based on the choice of an effective motivational model.

As you know, in management science various motivational models have been developed, which have found a wide practical application in successful firms of developed countries. Among them are the most traditional are:

• a rational motivational model, which is based on the use of material incentives, that is, through awarding or recovers on the results of work;
• motivational model of self-realization, the essence of which is to intensify the internal motives of the person the possibility of self-expression, creativity in labor, recognition of merit, expansion of independence and responsibility, career prospects and professional growth;
• motivational model of involvement (complicity) through the development of cooperation, partnership, participation in management, property, delegation of authority.

Frame control

This model comes from the fact that employees can independently make decisions within the limits of predetermined boundaries (frames). Frames can be asked the importance of the process, its unpredictability, norms that cannot be broken. Framework management involves the following sequence of actions: Determining the task, receiving it to an employee, creating a proper information system, identifying the boundaries of independence and methods of the head of the head.

Frame management creates conditions for the development of the initiative, responsibility and independence of employees, increases the level of organization and communications in the organization, contributes to the growth of satisfaction with labor and develops the corporate style of management.

The more advanced human resource management system is the management by delegation, in which the employees are competence and responsibility, to make decisions on their own and implement them. Delegation-based management

The delegation of powers has long been used in management, implying the transmission of subordinate functions, fixed directly behind its leader, that is, this is the transfer of tasks to a lower level. Management, based on delegation of authority and responsibility, is fundamentally different from the foregoing. Such a management model is often called the Bad Garzburg model (the founder-professor R. Hen, who worked in the German city of Bad Garzburg), the essence of which is to combine three actions:

In his plan, this model is aimed at changing the behavior of employees through the "manual in unity with employees". The development of the ZGA model was dictated by the conviction in the fact that the traditional authoritarian control style no longer corresponds to a democratic public device, in particular the requirements and abilities of the modern highly qualified and independently thinking worker. The Garzburg model was designed to intensify the unrealized potential of employees and to form from ordinary performers of soapy and acting as entrepreneurs. The Garzburg model is based on the following principles:

• production decisions should be taken at the levels where they need them and, where they are implemented;
• production decisions should be made not by individual highest or media in the official hierarchy by managers, many employees;
• instead of individual instructions, each employee should be provided with a clearly defined field of activity, within which it can independently make decisions,
• responsibility should not be concentrated only by the highest leadership, it must often be delegated to the divisions, employees who deal with these problems;
• the distribution of tasks should be followed from top to bottom, and from the bottom up the principle of transmission to the highest level of only those solutions that cannot be competently accepted at the lower level;
• the principles of the relationship between managers and employees should be clearly defined and decorated in a special document on the management of the enterprise. Following these principles is required for all.

The main advantage of the Garzburg model of human resource management is the development of initiative, independence and labor motivation, which generally improves the efficiency of organizing competitive advantages.

Participative management

This model is based on the background: if the employee takes part in the affairs of the company, involved in management and receives satisfaction from this, then it works more interested and productively. Participative control can be implemented on the basis of the following prerequisites:

• employees receive the right to independently make decisions about planning their work activities, rhythm of work, technology solving technology, etc.;
• guide attracts workers to preparing and making decisions on the use of resources, the form of remuneration, work schedule, etc.; - utterness is provided with the right to control the quality of products and the establishment of responsibility for the final result;
• workers take part in innovative, business activities with various reward forms.

From the point of view of human resource management methodology, employees from the management facility are transformed into a management subject, which independently solves the problems of the organization's development. On the basis of self-government, the employee can realize its needs for self-expression, recognition and complicity, and the enterprise reaches high productivity and product quality.

Entrepreneurship

At the heart of the entrepreneurial administration, the concept of intrapair, called from two words: "entrepreneurship" - entrepreneurship and "intre" - internal. The essence of this concept is to develop entrepreneurial activity within an organization that can be represented as a community of entrepreneurs, innovators and creators.

The main thing that distinguishes the entrepreneurial organization is the formation of an entrepreneurial philosophy that permeates the entire management system, including the human resource management system. The spirit of creativity, a constant search for new opportunities, collective self-study, partnership and trust encourages workers to self-realization, innovation and cooperation within their own organization. The peculiarity of intraprolence is the orientation for a democratic, and not for a compulsory management mechanism, to integrate entrepreneurial initiatives with plans of corporate strategies.

In modern science and practice of management, as evidenced above the analysis, there is a constant process of improving, updating and finding new approaches, concepts, ideas in the field of human resource management as a key and strategic resource of business organizations. The choice of one or another management model is influenced by the type of business, corporate strategy and culture, organizational environment. A model that is successfully operating in one organization may not be at all effective for another, since it failed to integrate it into the organizational management system. With all the diversity of people existing in the world in the world to manage people in the organization, differences in the means and methods of their practical implementation, it is possible to formulate the fundamental principle of the modern concept of human resources management: the main thing is to recognize human resources as a decisive factory of efficiency and competitiveness of the organization as a key resource having economic utility and social value.

Links

1. Management is science and art: Fayol, Emerson, Taylor. Fora. - M. Republic 1992, p. 224.
2. Results management; Per. with Fin. / Society. ed. Ya. A. Leimean. - M.: Progress, 1993
3. Korotkov E. M. Management concept. - M.: Dec, 1996 with. 160.
4. Popov A.V. Theory and organization of American management. - M.: Economics, 1991 p. 70.
5. Management and market: German model. Tutorial. - M.: Publisher Beck, 1995.
6. Thachi M., Devianna M. A. Leaders of reorganization. From the experience of American corporations. - M. Economy, 1999

The goal is the maximum use of human potential by creating an optimal environment.

Theoretical basis is the theory of "human relations" of Elton Mao and the postburocratic theory of the organization.

Paradigm management - organizational and social "man is a non-renewable organizational resource, an element of a social organization."

The role of a person in the management system is the resource of the organization. The person's place in the management system is an element of a social organization.

Requirements for the "Quality of the employee" - professional qualification and personal qualities, relevant posts, and compliance with the psychological climate, corporate culture of the organization.

The main task of management: the selection of employees with professional and personal qualities corresponding to the positions and corporate culture of the organization. Personnel training, deepening both specialization and universalization.

Performance conditions: Raising ...
attention to "ecology" inside and inter-organizational interactions.

Special difficulties: responsibility can be transferred to external causes instead of changing the course.

Scope of application: medium and large enterprises of high-technological industries in competition conditions.

Thus, management applies both to formal (performance duties) and informal (social relations within the organization, physical and psychological state of workers, etc.) Organization.

Man management concept.

The goal is to create conditions for human self-realization.

Theoretical basis is the philosophy of Japanese management.

Paradigm management - humanistic "not a person for the organization, but an organization for man."

The role of a person in the management system is the main subject of the organization.

Man's place in the management system is a member of the organizational system.

The requirements for the "quality" of the employee are not presented, intra-organizational relations depend on the desires and abilities of employees.

The main task of management: adaptation of the development of the culture of the organization.

Effective conditions: an understanding that effective organizational development is not only a change in structures, technologies, skills, but also a change in values.

There are no special difficulties.

Scope of application: Small business, art sector.

Thus, the main content of management is self-government, stimulating efficient work is carried out by improving the quality of labor life.

Orientation per person and conditions of his work

The basis for the successful activities of entrepreneurs standing at the origins of the economic development of their country, the organization was and remains the idea of \u200b\u200bministry, thanks to the development of business (deeds) and an increase in property, an increase in the economy, as a result, spiritual development and progress in general.

In turn, entrepreneurs themselves are "motors" of the country's wealth in need of managers and providing systems. The needs of large entrepreneurship throughout almost the entire XX century. Developed the development of human management science in an organization, which became known as management.

The core of the management, its fundamental idea and the main purpose (but not a purpose) in the XXI century. Personnel management, as well as the personnel of the organization and primarily the management staff. At the same time, management as a general theory of management organization and people in this organization served as the basis for the development of many scientific disciplines, such as financial, production, innovative management. Among them, personnel management occupies a special place, as the personnel management is inherent in any organization - both financial and production. Outside staff no management.

In connection with the priority, first of all, the personnel management value has grown. The fact that the exit from the systemic crisis is possible only on the basis of economic growth, which means that the development of entrepreneurship would seem to imply a primary orientation for the solution of economic problems. But business lessons teach orientation not on the tasks, but per person.

Success - from a person, to him and priority. Such a course of each organization strengthens the economy of the whole country. It means caring from policy planning, forced personnel regulation measures, the liberation of individual labor activity and the development of entrepreneurship. These are agricultural growth.

Back in the 30s. XX century In the theory of management, the technocratic limit of Taylorism and the approaches to economic growth were substantiated, which were based on the development of technology, industrialization and priority of industrial problems, and not the development of entrepreneurship. In the 1990s. In successfully operating firms, there was a waste from rigid, forced rhythms of work, which led to the abandonment of conveyors. For example, in Ford, the conveyors act only where labor cannot automate.

The orientation per person means transfer it to the category of economic factors for the development of the organization. Of particular importance for enterprises of the post-hundreds of personnel are the working conditions of personnel. With centralized planning, the administrative system of the enterprise did not show economic interest in improving working conditions, on the contrary, it was easier and more profitable to approve lists working in the ministry and trade unions and receive additional wage funds than to equip the production by safe technologies. The state paid expenditures due to early retirement and professional diseases. The disability of employees was not taken into account when evaluating the quality of labor of managers, and meanwhile this one of the most generalizing indicators of success in personnel management. On the scale of the country an analogue of such an indicator is the average life expectancy of citizens. It is she who serves as the most convincing indicator of the economic success of the state. Managing staff of the organization without orientation to this indicator turned out to be ineffective.

The transition to market relations is accompanied by unemployment and in connection with this provision when working for forced to agree with harmful working conditions in order not to lose the workplace. Meanwhile, the modern practice of entrepreneurship has developed new approaches to the problems of working conditions. Enterprises in the process of transformation of the economies will have to pay the costs of compensation for harmful working conditions of their employees, and therefore they will be forced to compare them with expenditures for the introduction of modern technologies and the organization of work on labor improvement. That is why the methodological foundations of personnel management were sociology of labor and psychophysiology of labor processes. Personnel management as science has taken to armared from such areas of knowledge as the development of labor resources, conflictology, leadership, personality psychology, organization of labor, especially the labor of a specialist. The relationship of personnel management with these disciplines is carried out on the basis of the general theory of management, its principles and methods.

Personnel Management as Scientific Discipline

Personnel management (staff management) offers agreed actions of all employees and performs functions peculiar to the personnel potential of the whole organization. The subject of scientific research is the labor relations and human behavior in the organization. Such studies are conducted at the level:

- managerial processes that are directly included by a person;

— organizations (enterprises) as systems to achieve certain goals with the help of people and their actions;

- man himself as a person and a mandatory participant in production relations.

Human Resource Management Concept

Today, man in the organization is the main resource. This is due to the fact that all production processes depend on a person, i.e. from the staff of the organization. The use of personnel is not a new phenomenon for the economy, since in ancient Egypt there were slaves that differ from the personnel with attitude towards him.

Three paradigms of the approach to person can be distinguished within the organization that were consistently changed or replaced by each other:

1) labor management;

2) personnel management;

3) Human Resource Management.

Human resources represent the last innovative approach to managing a person in the organization. It should be noted that the implementation of human resource management principles has shown its economic feasibility, but today only 2% of Russian enterprises effectively use it in their activities. This is due to an unstable economic situation, disadvantage of funds for the development of the enterprise, etc.

The need to introduce human resource management at the organization level is logically due to the economic effect of rational management (expressed in the form of profit) proved on foreign experience. In this regard, we will consider an approach from the position of managing human resources.

Human resources

This is part of the country's population with certain qualitative indicators, and the basis of human resources is the work potential and labor resources in the aggregate.

Consideration of human resources as one of the factors of production and growth of the organization has its own specifics. First, people are endowed with intelligence and their reaction to the external impact is emotionally meaningful, and this in turn affects the fact that the interaction between the organization and the employee is mutual. In other words, it can be said that not only the organization has a direct impact on the staff, but also an employee itself in one way or another affects the organization. Unlike the main factors of production, human resources are amenable to relative logical analysis and forecasting, despite the fact that there are general provisions and technology management technologies, but almost all of them are situational.

Secondly, human resources, unlike the remaining resources of the organization, are capable of continuous improvement and development. In the conditions of modern scientific and technological progress, when technologies, and together with them and professional skills lose their relevance over several years, personnel ability to continuously improve and develop is the most important promising and long-term source of increasing the efficiency of any organization.

Thirdly, the labor life of a person continues in modern society 30-50 years, respectively, human relations in the organization can and should be long-term. Thus, human resources become an effective investment of material resources into the promising development of the organization and can bring sufficiently large dividends. It is not by chance that direct costs of private business in the United States for all types of learning increased by early 80s. XX century Up to $ 30 billion, and complete private and government costs, taking into account the payment of compensation during the training reached $ 100 billion.

Fourthly, people, in contrast to material and natural resources, come to the organization consciously, with certain goals and are expected to organize assistance in the implementation of these goals. The main problems arise in relation to this issue, since it is necessary to attract this resource to the organization, and at the same time it should be the most qualitative from all positions. Organizations It is necessary to offer a worthy remuneration for the work that will be sold to her, and often it is expressed not only in the monetary equivalent, but in the situation that is present in the organization.

Fifth, the peculiarity of human resources is that each person is unique in nature. Accordingly, the reaction of various members of the organization to the same method of control can be diametrical. Just as it is impossible to invent a universal method and method for managing the organization, it is also impossible to manage the same methods and human resources. This is raised by the question of the universality of human resource management.

As extensions and recesses, especially in the last two decades, the scientific and technological revolution, labor force not only acquires additional characteristics, but also completely new requirements for oneself: participation in the development of production almost every workplace; Ensuring high quality rapidly changing in its characteristics and technologically increasingly complex products; Individualization of all types and forms of production and non-productive services. The labor market as a whole becomes the most important link of the national and world market civilization, which forms the work of creative type, carrying out the daily evolution of society.

Currently, labor is a product of a special kind, the production creative qualities of which entirely determine the effectiveness of the organization's competitive policy, its possibility of creating high-quality goods and comfortable services, the scope and pace of scientific and technical and organizational transformations. In turn, the workforce is usually the most interested party in the development of its creative opportunities implemented in the national economy and expressing individual, especially creative, personality abilities.

The appearance of the theory of human capital reflected the role of an inventive accumulation in the development of mankind in recent years. Under human capital is understood as a combination of all the productive qualities of the employee, that is, this concept includes acquired knowledge, skills, as well as motivation and energy used for the production of economic benefits.

The main forms of "investments in humans" are usually referred to: education, education, health care, as well as a full range of costs associated with man preparation for production (including searching for the necessary information, migration in search of employment, etc.). Like physical capital, its formation requires both significant costs and society as a whole. It would be noted that they would not be possible if they did not provide its owner to obtain a higher income. Thus, human capital is considered as a stock that can accumulate and be a source of higher income in the future, so the rapid growth of investments in a person is associated with a high expected income.

The costs of developing labor resources coming from the state budget directly from firms, corporations and individual entrepreneurs are not subject to taxes, do not have special economic, production assessments and do not put workers in this regard to the legal or actual dependence on entrepreneurs, states, society generally. Neither the state nor private capital is presented in any form of the workers of the account for their funds invested in their labor resources do not require their compensation. Thus, a kind of free subsidization is carried out and, more importantly, the actual development and preparation for the use of labor as an element of the national productive forces by future working time buyers.

The state and its financial capabilities are neither the initial owners of labor resources, nor the full or partial owners of the labor market created by them on the merits. To date, no political conditions are created that enshrine existing labor in the national labor market. This market has unlimited possibilities of international employment in the interests of the best realization of professional knowledge, since the National Labor Market is an inseparable part of the global market and is subject to the general laws of international division of labor.

Conscious in the 1960s. The importance of human capital has led to the widespread investment programs on its accelerated formation. As in developed countries, science and education became one of the principles of long-term government policies, the corresponding costs were included in production.

Working force As a product in many principles of its functioning is a specific appearance with a number of significant differences from the classical understanding of the goods in economic theory. In this case, the regulators are factors not only macro- and microeconomic, but also social and socio-psychological, not always related to the price of the workforce - wages. In real economic life, a number of factors affect the dynamics of the labor market. For example, the supply of labor is determined primarily by such demographic factors as the birth rate, the growth rate of the number of working-age population, its age-age. In the United States, for example, the average annual growth rates of the population in the period 1950-1990. decreased from 1.8 to 1%. This noticeably affected the dynamics of supply in the labor market. Thus, in Russia, the average annual growth rate of population population was also sharply reduced from about 1% in 1970-1980. to negative values \u200b\u200bin the 1990s.

In addition to the demographic, one of the factors that affects this process is the degree of economic activity of various demographic and ethnic groups of the working-age population. For example, the share of economic participation of women in the US working strength increased from 34% in 1950 to almost 60% in 1994, and in Russia, on the contrary, for the period of reforms 1993-1995. The level of economic activity of women decreased in all age groups, including in a group of 25-49 years from 90 to 84%. Immigration has provided serious influence. So, in the US, it averages 20% of the growth of the country's population.

The essence of the concept of "human resources" is to recognize the economic feasibility of investments related to the involvement of labor, maintaining it in competitive state, learning and, that is especially important, creating conditions for a more complete identification of opportunities and abilities laid in personality, people are considered as the most valuable resource organization. Some experts believe that the term "human resources management" focuses on the personnel policy of the organization, which is based on the principle of the highest value of a person, his rights and freedoms.

For the prospective development of the human potential of the Organization, a detailed development of the target program of development, covering the entire personnel and is an integral part of the overall organization of the organization's development program. The development and implementation of this kind of programs implies the allocation of priority areas, priority tasks, the solution of which is at the same time both the condition for the development of the organization.

These first priorities include the following:

Increasing the potential of steering personnel, work with the personnel reserve;

Planning and development of career specialists, managing staff;

Vocational training personnel (preparation, retraining and advanced training);

The introduction of technologies of the primary professional and social adaptation of the re-entering personnel.

An important element and organizational foundation for the development of personnel, human resources is a career planning. It is individualized and provides for each employee in organizing the goal, forms, methods of relevant changes to its status, duties, rights, composition of functions, professional experience. The planning and management of the career is carried out by specialists of personnel units with the obligatory participation of the head, which employees are directly subordinated. In many countries, personnel management is elevated to the rank of primary areas of work of the Organization, and this activity is well funded. Personnel management services are usually staffed by experts who are able to successfully solve a wide range of issues of the organization's activities and together with other services to actively influence the effectiveness of the organization's work. For human resource management manager is pleased to be happy. For example, he must have the following qualities: punctuality, dynamism, perseverance, persuasiveness, justice, sociability, and also have a wide range, ability to think and psychological analysis. The above requirements are idealistic criteria, but they need to strive for the selection of managing human resources management.

It should be noted that the President of the International Management School "Manager-Service" G. M. Ozers, who has experience in learning several thousand managers and specialists, believes that human resource management should be based on the following principles:

Man is the basis of corporate culture. Successful organizations pay great attention to the personnel: when people put in chapter changes, they become the driving force of these changes;

Management for all: management should be carried out on three levels (top management, secondary manual and lower link);

Efficiency as a criterion for the success of an organization, which consists in achieving objectives with the optimal use of resources and maximizing profits;

Relationships as a criterion for the success of the organization. The problems arising from the "Peace of Sense" (psychological relations, communications, values, motives) should be priorities compared to problems from the "World of Facts" (technique, technology, organization). The principle of "client is primarily" more preferable than "hierarchy - first of all";

Quality as an efficiency criterion. It is necessary to work with five interrelated quality subsystems: personal quality, team quality, product quality, quality of service and organization quality;

Teams as a criterion for the success of the organization. All working in the organization are employees and members of the social group (teams). All teams and individual employees entering the team contribute both to success and in the failures of the organization;

Training is the key to the development and change and an integral part of a vital process of promoting the organization. Educational programs must contact the hearts and minds of employees.

The principles discussed above are close attention, as they are aimed at the formation of organizational culture and the comprehensive development of the personality. In combination with modern management and consulting, they allow you to significantly increase the level of human resource management.