Socio-psychological methods of personnel management at the enterprise. Socio-psychological methods of personnel management. Scientific adviser: Ph.D. D., associate professor
CONTENT
Introduction
1. Personnel management
1.1 Social methods of personnel management
1.2. The essence and content of social management
1.3. Social management is the main means of influence
2. Social programs
2.1. Impact assessment social programs on the company's image
2.2. Evaluation of the effectiveness of corporate social programs
2.3. The commitment of the employee to the organization
INTRODUCTION
The world community and Russia in particular are faced with a major problem, the scale of which is clearly not realized or is being belittled today - to create innovative theory and practice of management, to form new generation of managers who are able to think and act in a crisis state of society, make proactive decisions, effectively use the existing ones. resources. The gap between the constantly changing life and the subject of management is deepening, which gives rise to a crisis of management, political leadership as well. This restrains the pace of social progress, gives rise to social, political, economic, spiritual, biological and man-made disasters that can destroy life on planet Earth. The world community, according to science, is not yet responding to the formidable challenges of the 21st century. But you will have to answer, since the alternative is this: either life in a state of unpredictable catastrophes, cataclysms, shocks, possible explosions, or the search for balanced sustainable development, then, perhaps, harmonious, - there is no other way. The choice is obvious - the management of the process, and hence the preferential investments of the world community, each individual country in the field of management: financial, educational, intellectual, informational, etc.
The fatal mistake of modern Russian politics is that it all boils down to the seizure of power. Meanwhile, the essence of political leadership in the presence of power is the management of public affairs, involving the whole of society, its public institutions and all citizens in this, delegating to them power functions, resources and, along with them, developing initiative, self-government of people, organizing the work of society on the path of social progress ...
Learning to manage means to master the science and art of influencing the object of management, not suppressing the creative potential of society, but contributing to its awakening and development. Political governance is a special case of governance. The main subject of governance is society as a whole, political governance is a part of it. If the part does not obey the whole, the crisis of power and control is insoluble.
Consequently, it is possible to avoid administrative mistakes, the cost of which for society as it becomes more and more complex, is possible only in one case - if we rely on the theory of management, general laws and principles of science. Its foundations began to take shape since antiquity, when people and public institutions were looking for effective ways to manage public affairs in various fields: production, trade, military affairs, politics, diplomacy, etc.
1. PERSONNEL MANAGEMENT
To understand what HR management is, we must first learn what the job of a manager is. Most experts agreed that there are five main functions that managers perform: planning, organizing, recruiting, directing, controlling. Together, these functions constitute what we commonly refer to as the management process. Each of the above features includes:
- planning: setting goals and standards, developing rules and sequence of actions, developing plans and predicting some of the possibilities in the future;
organization: setting certain tasks for each subordinate, dividing into departments, delegating some of the powers to subordinates, developing control channels and transferring information, coordinating the work of subordinates;
HR management: resolving the issue of defining a standard for suitable candidates, selecting suitable workers, selecting workers, setting work standards, compensating workers, evaluating work performance, consulting workers, training and developing workers;
leadership: solving the issue of how to get employees to do their job, providing moral support, motivating subordinates;
control: setting standards such as sales quotas, quality, productivity levels; verification of the compliance of work performance with these standards; adjusting them if necessary.
- analysis of work (determining the nature of the work of each employee),
planning staffing needs and hiring candidates for work,
selection of candidates,
orientation and training of new employees,
salary management,
providing motivation and benefits,
performance assessment,
communication,
education and development,
creating a sense of responsibility among employees,
health and safety of employees,
handling complaints and labor relations.
A control method is a set of techniques and methods of influencing a controlled object to achieve the set goals.
The word "method" is of Greek origin (methodos - translated means a way to achieve a goal). The main content of management activities is realized through management methods.
Characterizing management methods, it is necessary to disclose their focus, content and organizational form.
The focus of management methods expresses their focus on a specific management system (object).
Content is the specificity of techniques and methods of influence.
Organizational form is a specific impact on the actual situation. This can be direct (immediate) or indirect (setting the task and creating stimulating conditions) impact.
In management practice, as a rule, various methods and their combinations (combinations) are used simultaneously, which organically complement each other, are in a state of dynamic equilibrium.
Can be distinguished following methods management:
- social and socio-psychological, used to increase the social activity of people;
economic, due to economic incentives;
organizational and administrative, based on direct directives;
self-government as a kind of self-regulation of the social system.
In terms of content, the methods of social management reflect the requirements of various objective laws of social development: economic, organizational, technical, demographic, sociological, psychological, etc.
Social management methods are associated with ways to achieve the social goals of society not only by economic, organizational and administrative methods of motivating human behavior, but also directly: through setting social goals, improving the quality of life, strengthening social organizations, increasing the social maturity of society, its individual structures, managers, first of all. Being the main ones, social methods also act as complex ones, but in this complex, in accordance with the requirements of objective laws (the increasing role of the social factor), they largely determine the content aspect of management and set the vector of development for all other methods of influence. For example, along with economic incentives, incentives by creative work, greater social protection, quality of social impact, a sense of social involvement in the affairs of the company, etc. are widely used today.
Social methods include a wide range of methods of social rationing, social regulation, moral incentives, etc. Methods of social rationing allow you to streamline social relations between social groups, collectives and individual workers by introducing various social norms. Socio-political methods include social education and the involvement of workers in social management. Specific methods of social rationing include the rules of internal work schedule, rules of in-house etiquette, forms of disciplinary action. Methods of social regulation are used to streamline social relations by identifying and regulating the interests and goals of various collectives, groups and individuals. These include contracts, mutual obligations, systems of selection, distribution and satisfaction of social needs. Moral incentive methods are used to reward collectives, groups, individual workers who have achieved certain success in their professional activities.
Social methods of management include socio-psychological methods and techniques of influencing the process of formation and development of the team, on the processes taking place within it. These methods are based on the use of socio-psychological mechanisms operating in a team, which includes formal and informal groups, individuals with their roles and statuses associated with a system of relationships and social needs, etc. Socio-psychological methods of management are primarily distinguished by their motivational characteristics determining the direction of the impact. Among the methods of motivation, suggestion, persuasion, imitation, involvement, coercion and compulsion, motivation, etc. are distinguished. The goals of the application of socio-psychological methods are to ensure the growing social needs of a person, his all-round harmonious development and on this basis increase the labor activity of the individual and the effective activity of collectives.
Psychological management methods are aimed at regulating relations between people through the optimal selection and placement of personnel. These include methods of recruiting small groups, humanization of labor, professional selection and training, etc. Methods of recruiting small groups make it possible to determine the optimal quantitative and qualitative relationships between employees, taking into account psychological compatibility. The methods of humanization of labor include the use of the psychological impact of color, music, the elimination of monotony of work, the expansion of creative processes, etc. Methods of professional selection and training are aimed at vocational guidance and training of people who, in terms of their psychological characteristics, most correspond to the requirements of the work performed.
In general, social and psychological methods include methods of control based on the objective laws of social development and the laws of psychology. The object of influence here are social and psychological processes at the level of population, production collective or its structural link, individual worker.
1.2. The essence and content of social management
In the world around us, three of its components can be distinguished, determined by the forms of motion of matter: inanimate nature, living nature and human society.
In each of these components, development processes take place under the influence of certain factors and conditions. Some of these factors can be viewed as control in inanimate nature, or technical systems, management in living nature, or biological systems, management in human society, or social systems.
Management of technical systems is studied mainly by technical sciences.
Control in living nature, that is, control of biological systems, is an object of study in natural sciences.
Management as an impact on social processes, collectives, classes is attributed to social management. This area is studied by the social sciences.
The most general laws and principles of management are considered by the science of cybernetics. In accordance with the division of the world around us into inanimate nature, living nature and human society, cybernetics is divided into technical, biological and social.
The concept of "social management" is considered in the narrow and broad sense of the word.
In a narrow sense, social management is defined as the process of influencing social processes in order to achieve the set goals.
Analyzing various forms of social labor in Capital, K. Marx came to a conclusion that is very important for understanding the genesis and essence of management: “Any directly social or joint labor carried out on a relatively large scale,” he wrote, “needs more or less in management, which establishes consistency between individual works and performs general functions arising from the movement of its independent organs. The individual violinist controls himself, the orchestra needs a conductor. " In the broadest sense of the word, social management is seen as a sphere of human activity. Marx drew attention to the separation of social management into a certain type of human activity: "Labor of supervision and management ... is directly and inextricably linked with productive functions, which are imposed by any combined labor on individual individuals as a special labor" the production process has the form of a socially combined process, and is not the disunited labor of independent producers. "
The objective necessity of managerial labor gives rise to a special group of workers - managers.
In addition to management personnel, the sphere of social management activities of people includes scientists engaged in research and development in the field of social management, as well as teachers who train, retrain and improve the qualifications of management personnel.
1.3. Social management is the main means of influence
The need for social management is primarily due to the fact of the division of labor in groups of people, in large collectives, on the scale of the state, as well as the need for its cooperation. Consequently, as the joint work of people is the basis of any human society, so management is a necessary element of common labor, the existence and development of society.
The key concept of management is impact. It is carried out in technical and biological systems. Let's say right away that we are interested in such an impact that is carried out in social systems and can be understood as the impact of the subject of control on the object of control in order to transfer it to a new desirable state.
However, the impact in social systems can be different in volume, content, orientation, power of power. Depending on this, the content of the very concept of management changes.
The goal of management is the desired, possible and necessary state of the system, which must be achieved. Determination of management objectives is the main and initial stage of management.
Goal-setting is the process of substantiating and forming the development goals of a managed object based on an analysis of social needs for products, services, the quality of social ties, based on the real possibilities of their fullest satisfaction.
So, goal-setting itself is one of the powerful means that affects people, their behavior and vital activity, and the more, the more the goals set affect the interests of the individual, each person, his values, beliefs, worldview, vital interests.
That is why many scientists studying management today consider the main means of influencing one person on another, stimulating his activity, the system of stimulation to activity.
As is known, the source of activity is stimuli. They are the driving force and cause of activity. They can be external and internal, positive and negative, objective and subjective, material and spiritual, conscious and unconscious. But in any case, the stimulus is the source of the awakening of human energy. Therefore, by creating this or that incentive system, that is, the presentation of any life guarantees based on the results of active actions in accordance with the set goal, it is possible to effectively manage social processes and social behavior.
Therefore, management is special kind professional activity, which is not only reduced to achieving the goals of the system, organization, but also is a means of maintaining the integrity of any complex social system, its optimal functioning and development.
Largely management activities is informational, because it is associated with the receipt, comprehension, systematization, storage, issuance of social and, above all, management information. There are great difficulties in obtaining what constitutes information suitable for management. The chaos of facts, events, given in their subjective interpretation, is not information. Information can only be that which characterizes a particular social process as a whole, with the identification of the reasons and driving forces that determine its state and dynamics. Therefore, management activity is basically devoted to the search, selection, processing and analysis of social information, which is the basis of appropriate management activities.
The control system is subdivided into two main subsystems: control and controlled, each of which can be considered as relatively independent with its inherent features. They have a multi-level hierarchical structure, each link has its own directions of direct and feedback, forming internal sources of self-regulation.
Analyzing further the control system, it is necessary to single out the following components. In addition to the object and subject of management, organizational and managerial relations and related activities, it includes management functions, which are understood as specific areas of activity. Management functions can be classified according to their general values, dividing them into target and organizational functions. The purpose of target functions is to focus on a specific goal of the system, which can cover different levels of social organization. Since the essence of management is to achieve a goal, target functions are not only a necessary, but also a determining element of both management activities and the entire management system, its formation and development.
The goal-setting process is a determining condition for the effectiveness of the entire management system. The content of the existing management system is functionally organized precisely to achieve certain goals. Goal-setting always fulfills an element of forecasting - anticipation of conditions, changes that are expected as a result of the development of a given social system.
So, the main tasks of management and its component part - organization - are solved by the management system. The end result of its functioning is the adoption and implementation of a competent management decision, which always appears to be an intellectual and psychological act of choosing one or more alternatives from a variety of possible options.
2. SOCIAL PROGRAMS
The social policy of the enterprise includes programs and activities aimed at solving the most urgent problems of social development of the team, improving working conditions, ensuring social protection of employees, organizing their rest and medical care.
The company's management considers its main task in the field of social policy to be the creation of conditions for the effective work of employees, their professional growth, the provision of opportunities for decent earnings and the development of a production culture. The steady growth of production efficiency and labor productivity allows maintaining the level of wages at high level... The payment of bonuses and premiums for professional excellence is practiced.
The package of social benefits and guarantees for employees is enshrined in the collective agreement.
2.1. Assessment of the impact of social programs on the company's image
Corporate social responsibility is perceived by many as a veiled tribute that big business pays to the state, or a kind of remnants of socialism. However, we know that in the developed "West", which seems to be free from administrative coercion, companies are much more active than ours. social projects... This applies not only to market leaders, but also to small businesses.
The Russian tradition of corporate social responsibility is also developing from year to year, so it is possible and necessary to talk about what its own tasks the company can solve, while helping the society.
In the international sense, corporate social responsibility (CSR) is interpreted as a voluntary contribution of business to the development of society in the social, economic and environmental spheres, directly related to the main activities of the company and going beyond the minimum specified by law.
In world practice, CSR activities are perceived as a pragmatic line of business and is one of the tools that allows you to: increase the business reputation of a business, the company's capitalization, establish effective and balanced relationships with all groups of influence of the company - the state, shareholders, consumers, personnel, partners, local communities; effectively manage non-production risks arising in the process of interaction with stakeholders.
Thus, the field of CSR includes the management of the company's activities in the field of ecology, industrial safety and labor protection, personnel development, external social activities, the relationship of the company with all stakeholder groups.
Any successful company relies in its activities primarily on a unified business development strategy. Practice of leading foreign and Russian companies shows that corporate social responsibility is also viewed through the prism of strategic business goals.
First of all, this is expressed in the choice of those stakeholders, relations with which are priority for the company.
This choice determines what specific methods she will use in the process of CSR management. After all, each influence group has its own expectations regarding the activities of the organization. It is on these expectations that their attitude towards the company is based.
However, one should not forget that CSR programs are one of the image factors, and consideration of the company's image in terms of the CSR programs it promotes has a right to exist. CSR programs are, first of all, strategic investments in the development of long-term successful relationships of the company with key influence groups.
2.2.
Evaluation of the effectiveness of corporate social programs
The most important tool for managing social programs of an organization is internal and external assessment the effectiveness of social programs, on the basis of which the management of the organization makes a decision either on the preparation of new social programs in the implemented areas in the event of their successful implementation, or on the determination of new priorities for social programs in the event of their ineffective implementation.
The effectiveness of social programs of the organization is proposed to be assessed in three aspects:
- by a set of quantitative and qualitative indicators;
by the ratio of costs, benefits and long-term impact of the results of social programs;
if possible, the use of methods to achieve the effectiveness of the organization as a result of the implementation of corporate social programs.
An organization that has managed to “infect” its personnel with its goals and awaken pride in its company in employees gets a team ready to meet and overcome any difficulties with dignity. People who are truly committed to the organization strive to do whatever they can to make it thrive, as they experience the company's successes and failures as personal victories or failures. The organizational commitment of staff is characterized by several characteristics. First, pride in belonging to an organization, considering its goals and values as our own. Secondly, the willingness to make strenuous efforts in the interests of his company and the desire to do more than is formally assigned within the framework of the position. Third, a strong desire to retain membership in the organization and a willingness to always defend its interests. Employees' contribution to business results and dedication to achieving corporate goals largely depend on the level of employee commitment to their organization.
Commitment levels:
- True commitment involves the maximum manifestation of all three characteristics without putting forward special conditions in relation to the organization.
Pragmatic commitment is characterized by the tendency of employees to weigh and compare what they give to the organization with what they get in return.
Forced adherence is characterized by the inability of employees to find another job. Loyalty and commitment of the company's personnel are a significant competitive advantage of the organization, which is advisable to constantly develop. However, there are business situations when such quality of personnel as their commitment is especially important for the company:
- Appearance / presence in the labor market of an employer capable of offering more profitable terms for workers.
- The presence of employees in the company (with rare competencies, possessing important information, etc.), the departure of which can have a catastrophic effect on the entire organization.
There is a high likelihood of interruptions in payments to staff.
etc.................
The effectiveness of this group of methods is ensured by the optimal combination with the previously considered methods of personnel management.
Socio-psychological methods of management are methods and techniques of influencing interpersonal relations and social processes taking place within the work collective.
Socio-psychological methods are ways of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology.
The mechanism for applying this group of methods is based on knowledge of the psychophysiological characteristics of the employee. Their implementation presupposes the comprehensive development of labor resources, an increase in the level of maturity, labor activity of personnel, the creation of satisfactory working conditions and interaction of employees. This group of methods forms a favorable psychological climate in the team and is focused on meeting the social needs of staff. A sense of stability, reliability of position, commitment to one's work and enterprise, striving for self-improvement, creativity are considered as factors that have a direct impact on the performance of the organization.
The objects of influence of these methods are groups of people and individuals. In terms of the scale and methods of exposure, these methods can be divided into two main groups: sociological methods that are aimed at groups of people and their interactions in the production process (the outer world of a person); psychological methods that directly affect the personality of a particular person (the inner world of a person).
According to the direction of influence, socio-psychological management methods are divided into two interrelated groups:
1) methods and techniques of influence aimed directly at a specific employee, taking into account his individual and personal characteristics;
2) methods of managing a group or collective of an enterprise, which is a single social organism.
The methods of exposure are distinguished:
Methods that take into account the psychology of personality behavior;
Methods for the formation of social interaction within the team;
Methods for the formation of social factors of labor, provision of working conditions, life and rest of workers.
Sociological methods play an important role in personnel management, they allow you to establish the purpose and place of employees in the team, identify leaders and provide their support, link people's motivation with the final results of production, ensure effective communication and resolution of conflicts in the team. Items adjustable with sociological methods include: social planning, sociological research methods,
Social planning, which ensures the setting of social goals and criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and target indicators, and the achievement of final social results, can be considered especially significant for the implementation of the effectiveness of the organization's activities.
Sociological research methods constitute a scientific toolkit in working with personnel, they provide the necessary data for the selection, assessment, placement and training of personnel and allow you to reasonably make personnel decisions. Questioning allows you to collect the necessary information by mass polling of people using special questionnaires. Interviewing involves preparation before the conversation, then, in the course of a dialogue with the interlocutor, obtaining the necessary information. An interview is an ideal variant of a conversation with a leader, political or state leader; it requires high qualifications of the interviewer and a significant amount of time. Interviewing is a common method in business negotiations, hiring, educational activities, when small personnel tasks are solved in an informal conversation.
In the process of communication and / or the application of sociological methods, the interlocutors implicitly pay attention to various aspects, such as personal qualities, respect, morality, partnership, negotiation skills, etc.
So, knowledge of sociological management methods allows the team leader to objectively carry out social planning, regulate the socio-psychological climate, ensure effective communication and maintain good level corporate culture. For this, it is advisable to systematically (at least once a year) conduct sociological research in a team; it is especially useful to know the opinion of team members about the leader.
Psychological methods play a very important role in working with personnel, since they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is an appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise. Items adjustable with psychological methods include:
Psychological planning is a new direction in working with personnel to form an effective psychological state of the enterprise team. It proceeds from the need for the concept of the all-round development of the human personality, the elimination of negative tendencies of degradation of the backward part of the work collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, planning methods for the psychological climate and achieving final results. The most important results of psychological planning include:
Formation of subdivisions (teams) based on the psychological conformity of employees;
Comfortable psychological climate in the team;
Formation of personal motivation of people based on the philosophy of the enterprise;
Minimization of psychological conflicts (irritation, resentment, stress);
Development of a service career based on the psychological orientation of employees;
The growth of the intellectual abilities of team members and the level of their education;
Formation corporate culture based on the norms of behavior and images of ideal employees.
It is advisable that the psychological planning and regulation is carried out by the professional psychological service of the enterprise, consisting of social psychologists.
The use of socio-psychological methods is based on the study of internal values, ideals, and beliefs of a person, which determine the type of motivational orientation of the employee. Its compliance with the parameters of the enterprise management system, organizational culture should be considered as internal factors of business competitiveness. Group values (norms) determine the behavior of the group in the process of fulfilling the tasks assigned to it. Socio-psychological methods of management are associated with the study of these norms and the influence of the leader on the process of their formation.
In this part, they are an integral part of the group dynamics. In the practical activities of the manager, methods of forming effective groups, their cohesion, the development of group activity, and the formation of a favorable socio-psychological climate are widely used. Methods of social interaction are based on the use of certain norms, and, above all, social ones.
With the help of socio-psychological methods of management, conditions are formed for experimentation, reorganization and improvement of labor processes. Psychological support for non-standard-minded employees who are able to propose and implement new ideas, contributes to the growth of the organization's competitiveness in the market. The efficiency of the personnel is influenced by the level of its social protection. The high probability of preserving the workplace in which the employee is interested, guarantees of remuneration, its conditions, health protection forms a sense of security, stability of position, loyalty to the organization. A special place is occupied by methods of social and psychological stimulation of the work of personnel, which provide for the implementation of a whole range of measures that motivate personnel to achieve better results.
Similar information.
Socio-psychological methods of management are ways of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. These methods are aimed at both a group of employees and individuals. In terms of the scale and methods of influence, they can be divided into: sociological (aimed at groups of employees in the process of their production interaction) and psychological (purposefully influencing the inner world of a particular person).
Psychology studies and predicts the behavior of an individual, the possibility of changing the behavior of an individual, identifies conditions that interfere with or contribute to rational actions or actions of people. Modern psychology focuses on the techniques of perception, learning and training, identifying needs and developing motivational methods, assessing the degree of job satisfaction, and the psychological aspects of decision-making processes.
Sociological research broadens the understanding of the workforce as social system where individuals fulfill their roles and enter into certain relationships. The study of group behavior is essential; sociological conclusions and recommendations in terms of group dynamics, processes of self-realization, communications, status and power are becoming relevant.
Sociological methods make it possible to assess the place and purpose of employees in a team, identify informal leaders and provide them with support, use staff motivation to achieve the final result of work, ensure effective communication and prevent interpersonal conflicts in the team.
Sociological methods of management include: social planning, sociological research, assessment of personal qualities, morality, partnership, competition, conflict management.
Social planning allows you to form social goals and criteria, develop social standards (standard of living, wages, working conditions, etc.) and targets, contributes to the achievement of final social results: an increase in life expectancy, a decrease in the incidence rate, an increase in the level of education and qualifications employees, reduction of industrial injuries, etc. The plans for the social development of the team were previously widely used in the activities of any enterprises in the USSR, now they are relevant for large foreign companies and deserve a revival in the post-crisis Russian practice.
Sociological research serves as a tool in work with personnel and provides personnel management specialists with the necessary data to make informed decisions in the selection, assessment, placement, adaptation and training of personnel. Modern methods of sociological research are very diverse and may include: questionnaires, interviews, sociometric observations, interviews, etc.
Personal qualities determine the inner world of the employee, which is rather stable reflected in the process of labor activity and is an integral part of the sociology of personality. These qualities are usually divided into business (organizational), which determine the effectiveness of solving specific tasks and performing role functions, and moral (moral), reflecting the personal moral qualities of an employee.
Morality is a special form of social consciousness that regulates the actions and behavior of a person in a social environment through moral norms and rules. Corporate morality issues are reflected in the philosophy of the organization.
Partnerships are essential to enable diverse forms of teamwork. In contrast to the formal chain of command, which determines the interdependence of employees, in a partnership, everyone acts as equal members of the group. There are the following forms of partnership: business, friendly, hobby, etc. Partnerships are built on the basis of mutually acceptable issues of persuasion, imitation, requests, advice, praise. Business relations, built in the form of friendly partnership and common hobbies, always contribute to the creation of a good social and psychological climate in the team.
Competition is manifested in the desire of people for success, superiority, achievements and self-affirmation. The principles of competition are reflected in the modern theories "Y" and "Z" of personnel motivation, "quality circles" of Japanese firms.
Management psychology studies human behavior in the process of social production. Psychological management methods play an important role in working with personnel, are aimed at a specific person and, as a rule, are individual. The main feature of these methods is that they are aimed at the inner world of a person, his personality, intellect, feelings, images, behavior and allow you to focus the internal potential of the employee on solving specific production problems.
Psychological planning is a new direction in working with personnel to form an effective psychological state of the team. It includes: setting development goals and developing performance criteria production activities, substantiation of psychological standards, the creation of methods for planning the socio-psychological climate and the achievement of final results. The results of psychological planning are:
- - the formation of subdivisions (groups), taking into account the psychological compatibility of employees;
- - creating a comfortable social and psychological climate in the team;
- - the formation of personal motivation of employees based on the philosophy of the organization;
- - minimization of interpersonal conflicts;
- - development of models for professional promotion of employees based on psychological orientation;
- - growth of intellectual abilities and the level of qualifications of personnel;
- - the formation of organizational culture based on the norms of behavior and images of "effective" employees.
Methods of psychological influence are the most important components of psychological management methods. They summarize the necessary and legally permitted methods of psychological influence on personnel to coordinate the actions of employees in the process of joint production activities. The permitted methods of psychological influence include: suggestion, persuasion, imitation, involvement, motivation, coercion, condemnation, demand, prohibition, censure, command, deception of expectations, hint, compliment, praise, request, advice, etc.
Suggestion is a purposeful psychological impact on the personality of a subordinate on the part of the leader by referring to group expectations and motives of motivation to work.
The conviction is based on a reasoned and logical influence on the employee's psyche to achieve the set goals, remove psychological barriers, and eliminate conflicts in the team.
Imitation is a way of influencing an individual employee or social group through the personal example of a leader or other leader, whose behavior patterns are an example for others.
Involvement is a psychological technique through which employees become accomplices in the labor or social process (making agreed decisions, competition, etc.).
Motivation is a positive form of moral impact on an employee that increases social significance an employee in a team when emphasized positive traits employee, his experience and qualifications, motivation to successfully complete the assigned work.
Coercion is an extreme form of psychological influence in the absence of the results of other forms of influence, when an employee is forced to perform certain work against his will and desire.
Condemnation is a method of psychological influence on an employee who allows large deviations from the moral standards of the team or whose work results are extremely unsatisfactory. Such a technique cannot be applied to employees with a weak mentality and is practically useless for influencing the backward part of the team.
The requirement has the power of an order and can only be effective if the leader has a lot of power or enjoys unquestionable authority. In many ways, a categorical requirement is analogous to a prohibition, which is a mild form of coercion.
Prohibition provides an inhibitory effect on a person and, in fact, is a variant of suggestion, as well as restriction of unlawful behavior (inactivity, attempts to steal, etc.).
Censure has a persuasive power only in those conditions when the employee considers himself a follower and is psychologically inextricably linked with the leader, otherwise the censure is perceived as mentoring.
Command is used when precise and fast execution of orders is required without discussion and criticism.
Deception of expectations is effective in a situation of tense expectation, when previous events have formed a strictly directed train of thought in the employee, which has revealed its inconsistency and allows a new idea to be perceived without objection.
A hint is a technique for indirect persuasion through a joke, ironic remark, and analogy. In fact, the hint does not appeal to consciousness and logical reasoning, but to emotions. Since the hint represents the potential for offending a person, it should be used based on the specific emotional state of the employee.
A compliment should not be confused with flattery, it should not offend, but uplift the employee, prompt reflection. The subject of a compliment should be things, deeds, ideas, etc. that are indirectly related to a specific employee.
Praise is a positive psychological method of influencing a person and has a stronger effect than condemnation.
Asking is a very common form of informal communication and is an effective method of leadership, since it is perceived by a subordinate as a benevolent order and demonstrates a respectful attitude towards his personality.
Advice is a psychological method based on a combination of request and persuasion. In operational work that requires quick decisions, the use of advice should be limited.
Modern Russian economic relations are not conducive to maintaining a comfortable socio-psychological climate in the team. For this reason, it is important to predict the impact of socio-psychological management methods on the work of personnel, given that these methods are the most subtle instrument for influencing social groups and the personality of a particular employee, such a tool requires a dosed and differentiated application.
Example: When Chuck Mitchell joined the GTO board of directors, this small automatic gate manufacturer was in trouble. Average monthly sales were $ 35,000 behind breakeven. Most suppliers agreed to ship parts only on prepayment terms. The morale of the manufacturing workers defied description — the former company executive rode his bike around the factory, urging workers to move, ordering them to move, and scolding them for complaining about the company's insurance policy.
Chuck Mitchell understood that this could not continue. His first speech to workers was reminiscent of a request for help: "The most important thing you should do is take a close look at yourself and the people around you." C. Mitchell believed that the main reason for the unprofitableness of the company is the lack of opportunities to realize the abilities of employees. Every day he invited several subordinates to his office, and the more he listened to them, the more they told. Linda Williams, who quit a few months before the change of leadership, returned to the company and offered to start production of products that competitors have been producing for a long time. Employee complaints about the minimum level of health insurance offered by the company forced C. Mitchell to change insurance policy, which led to a doubling of costs. But “if people feel buried and confident, they start to have ideas on how to do their job better,” says the manager. "I need their help."
Even before Ch. Mitchell raised the issue of raising wages at the board of directors, he insisted that 5% of the company's net profit go to the development of a profit-sharing system. He ordered a return to the practice of free coffee and sugar and the repair of a long-leaking roof. A company order to authorize the use of equipment for repairing employees' cars on weekends contributes to fostering a sense of ownership among employees. If the employee does not have enough money for spare parts, a check is issued to him against future wages. Of course, H, Mitchell understood that increasing the degree of freedom of employees is fraught with risk, but he is sure that “a company in which there is no trust between managers and employees is a company with one hand ... But in order to gain such trust, you have to come to terms with increased vulnerability ".
During the time when Charles Mitchell became the head of GTO, both the company's performance and its culture have changed. Sales increased by 10% and net profit increased from - $ 313287 in 1993 to $ 475,821 in 1994. The number of improvement proposals submitted by employees has tripled. But for Chuck Mitchell, the main result of the changes is that today workshop workers are confident that management takes into account the interests of employees, and a culture is formed in the company, one of the main values of which is everyone's concern for everyone and for the company as a whole.
Ministry of Economic Development and Trade
RUSSIAN FEDERATION
RUSSIAN STATE
UNIVERSITY OF COMMERCE
KRASNODAR BRANCH
Faculty of Economics and Management at a Trade Enterprise
Second course
Code 05-FEo-1M
COURSE WORK
In the discipline "BASICS OF MANAGEMENT"
Topic: "Socio-psychological and economic
methods of personnel management "
Completed by: Lozhkina Marina Gennadievna
Scientific adviser: Ph.D. D., associate professor
Bychkova Tatiana Vladimirovna.
Krasnodar 2006
Introduction ………………………………………………………………………… ... 3
Chapter 1. Philosophy and concept of management
personnel of the organization ………………………………………………… ........ 6
1.1. Personnel management concept ………………………… .......... 6
1.2. HR philosophy ……………………………… .8
Chapter 2. Economic methods of management ……………………… ..12
Chapter 3. Socio-psychological methods ………………… ....... 19
3.1. Sociological methods of management …………………… .19
3.2. Psychological methods of management ………………… ..... 25
Conclusion …………………………………………………………… ..38
List of used literature …………………………………… .39
Introduction.
V modern conditions global competition, when almost all corporations have access to the same technologies, it is impossible to deny the fact that the real difference in achieving the goals of the organization is created at the expense of human resources. In fact, the people of an organization are the main determinants of its long-term success. However, the reality is that most modern businesses are unable to effectively leverage the potential of their employees. The methods of personnel management applied by them do not provide the productivity, quality, ingenuity required by the organization, and do not satisfy the employees themselves. Effective personnel management is today the exception rather than the rule. Most modern organizations still use the traditional personnel management system that emerged during the Soviet period of the country's history. In reality, such management practices are effective only for organizations operating in stable markets. However, these methods do not provide the required level of efficiency, which is necessary for successful work in today's changed conditions. The transition to a market economy has posed a number of fundamentally new tasks, the most important of which is the most efficient use of human resources. Moreover, this is relevant not only for society as a whole, but also to a greater extent for each enterprise, firm, organization.
If in the 70s such measures as improving information support, increasing the reliability and speed of equipment operation, increasing the volume of production based on savings material resources, then at present the emphasis is shifting to increasing the degree of personnel involvement in the development and decision-making process, training and advanced training, improving personnel assessment systems.
Thus, everything described above speaks of the obvious need for a deep study of modern methods of personnel management in an organization, in particular economic and socio-psychological methods, since they have a number of significant advantages. For example, economic methods stimulate the manifestation of initiative, creativity, market mechanisms are used in interpersonal relations, and the subject and object of management have sufficient freedom to pursue their interests, and labor relations are activated. Socio-psychological methods, in turn, have the following advantages: they do not require material costs, social and psychological mechanisms of motivation are included.
That is why leading organizations are beginning to create HR systems based on different principles that stimulate flexibility, speed, and ingenuity. In addition, today's leaders have no choice - either their organizations will go for changes, or they will be crushed by competition. Personnel management in the new environment is the process of influencing the organization on its employees using special methods aimed at achieving certain goals of the organization. It is about them that will be written further.
Knowledge of these methods is essential for the leaders of a modern firm. In this course work, the mechanisms of action of socio-psychological and economic methods are described in depth, as well as the issue of the philosophy and concept of personnel management. These two concepts also play a large role in ensuring the efficiency and effectiveness of most processes at the firm level.
Over technology effective management such scientists as L. N. Albastova, A. V. Pilichev, S. V. Dokholyan, V. G. Aliev worked. V. Vesnin, S. K. Mordovin, I. A. Nikitina, B. Gerasimov. N. and many others.
The purpose of this course work is to analyze and explore the economic and socio-psychological methods of personnel management in an organization.
The objectives of this coursework are: disclosure of the concept of philosophy and the concept of personnel management and distinguish between them; describe the economic and socio-psychological methods of management; explain the principles of their operation in the organization; prove the importance of using these methods for the effective functioning of a modern organization.
The subject of research is the relationship that arises in the management process between the manager and the subordinate and, accordingly, the methods of implementing these relationships.
The object of research of this coursework is a modern organization, since it is in various kinds of organizations that the largest part of the world's labor resources is concentrated, and the employee of the company is currently, as you know, its most valuable asset, thus, without in-depth knowledge of personnel management methods, the organization will not be able to most effectively achieve the set goals.
Chapter 1. Philosophy and concept of management
personnel of the organization.
1.1. Personnel management concept.
The concept of personnel management is a system of theoretical and methodological views on understanding and defining 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 the specific conditions of the functioning of organizations. The concept of human resources management of the organization includes:
· Development of a methodology for personnel management;
· Formation of a personnel management system;
· Development of technology for personnel management.
The methodology of personnel management involves considering the essence of the organization's personnel as an object of management, the process of shaping the behavior of individuals corresponding to the goals and objectives of the organization, methods and principles of personnel management. The personnel management system involves the formation of goals, functions, organizational structure of personnel management, vertical and horizontal functional relationships between managers and specialists in the process of justifying, developing, making and implementing management decisions.
Personnel management technology assumes:
· Organization of recruitment;
· Organization of selection;
· Organization of reception of personnel;
· Business assessment of personnel;
· Vocational guidance and adaptation;
· Training;
· Management of the business career of personnel and service and professional advancement;
· Motivation and organization of work;
· Conflict and stress management;
· Providing social. organization development;
· Release of personnel.
This includes issues of interaction between leaders of organizations with trade unions and employment services. The basis of the concept of personnel management of an organization is currently the growing role of the employee's personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The situation that has developed in our country, the change in the economic and political systems simultaneously carry both great opportunities and serious threats to each individual, the stability of his existence, introduce a significant degree of uncertainty into the life of almost every person. Personnel management in such a situation acquires special significance, since it allows realizing, generalizing a whole range of issues of adaptation of an individual to external conditions, taking into account the personal factor in the construction of the organization's personnel management system. In aggregate, there are three factors that affect people in an organization. The first is the hierarchical structure of the organization, where the main means of influence is the power-subordination relationship, pressure on a person from above, with the help of coercion, control over the distribution of material wealth. The second is culture, that is, joint values, social values, developed by a society, an organization, a group of people. norms, attitudes of behavior, which regulate the actions of the individual, force the individual to behave this way, and not otherwise, without apparent coercion. The third is the market - a network of equal relations based on the purchase and sale of products and services, property relations, balance of interests of the seller and the buyer. These influencing factors are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority, such is the shape of the economic situation in the organization. During the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the organization is its employees, and outside it is the consumers of the products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, and not to waste; to the initiator, not to the thoughtless executor. Move to social norms based on common economic sense, not forgetting about morality. Hierarchy will recede into the background, giving way to culture and the market. Generalization of the experience of domestic and foreign organizations makes it possible to form the main goal of the personnel management system: providing the organization with personnel, their effective use, professional and social development.
1.2. Personnel management philosophy.
The introduction of the concept of "philosophy of organization management" into Russian reality is taking place before our eyes. It more and more clearly formulates its goal - to cover all the business processes of a particular organization in their unity, integrity, harmony, to isolate the most important thing in them - a person, to find a consensus between an employee and an organization.
The role of the philosophy of personnel management in the system of economic relations lies in the formation at the initial stage of the development of the company and in the subsequent consolidation of the fundamental moral and ethical principles, norms and rules of human relations, consistent with the socio-cultural ethnos and the policy of the state. A separate enterprise is a part of the national mechanism of the economic and political system and, as a result, contrary to the popular opinion of the heads of small and medium-sized companies, it is not in an external organizational vacuum. Managers of various levels of these enterprises in their work with personnel take a centrist position as a basis and pass off their moral standards as corporate ones. This provision is unacceptable, as it often violates the rights of the employee.
The philosophy of personnel management should not run counter to the legislative norms of the state within the boundaries of which this particular organization operates; accordingly, when developing it, it is necessary to rely on national legislation, in particular on regulations governing the basic rights and obligations of a person and a citizen, rules of economic turnover, labor relations. A significant part of the foundation of the management philosophy of a particular organization should be the charter, constituent and collective agreements, strategic orders and orders of the top management. In the event that an organization has foreign economic relations, it is necessary to take into account, in addition to domestic, national, and foreign legislation, as well as the prescriptions of international law. However, legal norms are not the only guideline for building a philosophy of a company's personnel management system in modern conditions. A modern manager in the process of personnel management is obliged to take into account such components as religious, moral and ethical standards, business customs, experience of leading enterprises in similar and related sectors of the national economy, national and regional features of the strategy of personnel policy at the level of the state, region, enterprise and its structural unit.
The development and implementation of the philosophy of personnel management in the company's activities is a complex and systematic process, the implementation of which requires a manager to have comprehensive knowledge in such areas as sociology, psychology, economics, jurisprudence, ethics, logic and, of course, management.
The philosophy of personnel management reveals its essential characteristics in the harmonization of relations between the employee and the employer. By providing the opportunity to maximize the satisfaction of the needs of each individual employee, the organization makes its way to success and effective development.
The main principles of the development of the philosophy of the organization are: consistency; elimination of duplication of current legislation; compliance with current legislation; the specificity of the provisions to be included; the reality of the rights and obligations being enshrined; availability of protection mechanisms in case of violation of the requirements of the organization's philosophy.
The systematic development of the philosophy of personnel management presupposes the interconnection and absence of contradictions between its individual elements. In particular, each right must correspond to certain responsibilities. In addition, consistency assumes that the implementation of the rights of some workers in no way should infringe on the rights of other workers. The principle of eliminating duplication of current legislation is that the employer does not need to include in the philosophy of the organization the provisions already enshrined in regulatory legal acts of various levels. Compliance with the current legislation as a principle for the formation of the philosophy of personnel management presupposes the absence of contradiction with the norms of current law. Also, the philosophy of personnel management should be guided by the rule of law of the highest legal force.
The next principle of developing a philosophy of personnel management is the specificity of the provisions included in it. Following this principle, the manager should avoid vague, so-called rubber formulations that allow interpreting the taken position of philosophy differently, depending on the situation and the desire of the subject.
The principle of the reality of the rights and obligations enshrined in the organization presupposes the existence of organizational and economic prerequisites for the implementation of the rights and implementation of the duties of the employees of the organization. The presence of mechanisms of protection in case of violation of the requirements of the organization's philosophy - this principle, when developing the philosophy of personnel management, materializes in the formation of specific institutions for the protection of the assigned rights from violation, for example creation and operation of a commission on labor disputes, courts of honor, etc.
The developed philosophy of personnel management needs to be brought to the attention of the team, as well as consolidated in the minds of all employees of the organization. In addition, the management should pay special attention to the promotion of the adopted philosophy, having developed and implemented the maximum possible number of measures to consolidate it in the minds of the work collective. The philosophy of personnel management, adopted and enshrined in the labor process, is designed to ensure fair, equal, mutually beneficial relations in the organization, built on a trusting basis. In the process of such relationships, it is easier for employees of the organization to make the most of their work skills and take their own niche in the development and adoption of management decisions at all levels. In addition, a really implemented and operating philosophy of personnel management allows personnel to work in optimal conditions and be socially protected. By such actions, the management of the organization creates for itself the prerequisites for the manageability of hired personnel, directs the working team to achieve the set tactical and strategic goals.
Chapter 2. Economic methods of management.
Economic methods are of an indirect nature of management impact. Such methods provide material incentives for collectives and individual workers; they are based on the use of an economic mechanism.
In the Soviet period, the subject of regulation by economic methods was considered to be centralized planning, business accounting, wages, i.e. there was a narrow interpretation of the role and place of economic methods, which limited the range of decisions and levers of regulation at the enterprise level. Economic methods should be based on commodity-money relations market economy, which raises the need for a new theoretical substantiation of the role of economic methods (Fig. 1).
Planned farm management is the main law of the functioning of any enterprise (organization) that has clearly developed goals and a strategy for achieving them. In a market economy, the manifestation of economic methods has a different character than in an administrative economy. So, instead of centralized planning, it is asserted that enterprises are a free commodity producer who acts on the market as an equal partner of other enterprises in social labor cooperation. The economic development plan is the main form of ensuring a balance between market demand on the product, the necessary resources and the production of products and services. The state order is transformed into a portfolio of orders of the enterprise, taking into account supply and demand, in which the state order no longer has a dominant role.
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Rice. 1. Classification of elements regulated by economic management methods
To achieve the set goals, it is necessary to clearly define the performance criteria and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to link the above categories and mobilize the workforce to achieve final results.
Housekeeping account is a management method based on comparing the costs of the enterprise for the production of products with the results economic activity(sales volume, revenue), full reimbursement of production costs from the income received, ensuring the profitability of production, economical use of resources and the material interest of workers in the results of labor. It allows you to combine the interests of the enterprise with the interests of departments and individual employees. The self-sufficiency of the enterprise is determined by the lack of budget funding and subsidies in covering losses, i.e. it fully pays for its costs at the expense of income and, in the event of a long-term loss, is declared bankrupt.
Salary is the main motive of labor activity and a monetary measure of the cost of labor. It provides a link between the results of work and its process and reflects the number and complexity of work of workers of various qualifications. By setting official salaries for employees and wage rates for workers, the management of the enterprise determines the standard cost of labor, taking into account the average cost of labor at its normal duration.
Additional wages take into account the complexity and qualifications of work, combination of professions, excess work, social guarantees of the enterprise in case of pregnancy or employee training, etc. Remuneration determines the individual contribution of employees to the final results of production in specific periods of time. The award directly links the performance of each department and employee with the main economic criterion of the enterprise - profit.
The head of an enterprise can, using the above five components of wages, regulate the material interest of workers with economically possible production costs under the item "wages", apply various systems of remuneration - piecework or time-based, form the material and spiritual needs of workers and ensure an increase in their living standards ... If the leader is overly greedy or wastefully generous in wages, then his prospects are not cloudless, because in the first case, the workers "scatter", and in the second they will live to see the ruin of the enterprise.
Work force is the main element of any labor process, ensuring the processing of objects of labor with the help of means of labor into the final product. It is always the main value of any enterprise or organization.
The labor market is an integral part of the market economy and is a set of economic relations developing in the field of exchange.
One of the components in the labor market, along with supply and demand, is the price of labor. Paying for labor as an expensive commodity, the owner strives to use it most efficiently. And here economic factors come to the fore, which force managers and organizers of production to give priority attention to eliminating downtime, loss of working time, ensuring an appropriate level of production, labor and management. Effective use labor requires this expensive product to be in working order. Consequently, it is necessary to deal with the working and living conditions of workers, constantly develop their ability to work through a continuous system of training and retraining of personnel, improving their qualifications. All this increases the price of labor.
Labor costs and living standards are important. The cost of labor is a monetary measure of wages and in market conditions is determined by supply and demand. However, the cost of labor cannot be lower than the subsistence level multiplied by the number of the worker's family members; otherwise, the workers are degraded. Therefore, the head of the enterprise must take care of the steady growth of the standard of living of his employees - the main factor in the growth of material and spiritual needs.
Market pricing is a regulator of commodity-money relations and an important economic instrument in comparing income and expenses, prices and production costs. The value of a commodity reflects the socially necessary labor costs for production and is determined by the ratio of the gross value of goods produced in the state for the year to the amount of goods.
Securities are the main instrument of the stock market, the non-monetary equivalent of the property right to property, the implementation of which is carried out by presenting them for payment or selling. Securities are an integral part of a developed stock market. The head of the enterprise can use the mechanism valuable papers to achieve economic interests, increase the welfare of employees and form corporate relations.
Tax system constitutes an important economic mechanism for replenishing the state treasury by levying taxes from enterprises and citizens. It is set by the state, exists outside the enterprise, has a direct impact on personnel, but always leaves the manager with room for maneuver even in the context of the fiscal tax system.
Forms of ownership - important economic category, which determines the nature of the relationship within the enterprise. So, in the case of state and municipal ownership, the state body acts as the sole owner of the property of the enterprise, and all employees, including the director, are hired personnel. Presumably, in these factories, workers are most remote from property and will never feel like the boss. Therefore, a tracking system is needed on the part of the control authorities, both for property and for products. Real abuses (bribes) arise when leasing state property to commercial structures.
Phases of social reproduction constitute the basis of commodity-money relations between people in the process of production, exchange, distribution and consumption of goods. In the scheme of simple reproduction C - M - C, the produced commodity (C) in the sphere of material production is exchanged for money (M), which purchases raw materials and materials, tools and means of labor, labor for the production of a new commodity (C).
The gross profit of a commodity producer is used to increase the production of better quality goods, as well as to improve the living standards of the company's employees.
So, economic methods act as various ways of influencing managers to achieve their goals. With the positive use of economic methods, the end result is manifested in good product quality and high profits. On the contrary, if economic laws are misused, ignored or disregarded, low or negative results can be expected.
As an example of the manifestation of economic methods of personnel management, the following can be cited:
· Staff subsidies. Many companies have subsidized canteens and restaurants for their staff. This may not be financially impossible for a small business, but you can consider installing vending machines for hot drinks and snacks and offering breakfast vouchers.
· Discount goods. Most businessmen allow their employees to purchase goods and services of the company with a discount of 10% or more. You should always give your employees big discounts. This will increase staff loyalty.
· Loans. Some employers give their employees interest-free or low-interest loans for various purposes (such as relocation).
· Private health insurance. Some firms provide private health insurance for their employees. Many of these workers will feel calmer and more confident knowing they will be taken care of if they get sick. Prompt medical assistance to workers will also be beneficial - the worker will sooner return to work and be ready to carry out his duties.
Chapter 3. Socio-psychological methods.
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. In terms of the scale and methods of influence, these methods can be divided into two main groups: sociological methods that are aimed at groups of people and their interactions in the production process (the external world of a person); psychological methods that directly affect the personality of a particular person (the inner world of a person).
This division is rather arbitrary, since in modern social production, a person always acts not in an isolated world, but in a group of people of different psychology. However, effective management of human resources, consisting of a set of highly developed individuals, presupposes knowledge of both sociological and psychological methods.
3.1. Sociological methods of management.
Sociological methods play an important role in personnel management, they allow you to establish the purpose and place of employees in the team, identify leaders and provide their support, link people's motivation with the final results of production, ensure effective communication and resolution of conflicts in the team. . The classification of elements regulated by sociological methods is shown in Fig. 2. Let's consider them in more detail.
Social planning provides the setting of social
Rice. 2.scheme for the classification of elements regulated by sociological methods
goals and criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and targets, the achievement of final social results. For example: an increase in life expectancy, a decrease in the incidence rate, an increase in the level of education and qualifications of workers, etc.
Sociological research methods make up a scientific toolkit in working with personnel, they provide the necessary data for the selection, assessment, placement and training of personnel and allow you to reasonably make personnel decisions. Questioning allows you to collect the necessary information by mass polling of people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then, in the course of a dialogue with the interlocutor, obtaining the necessary information. An interview - the ideal variant of a conversation with a leader, politician or statesman - requires high qualifications of the interviewer and a significant amount of time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when, on the basis of a survey of employees, a matrix of preferred contacts between people is built, which also shows informal leaders in the team. The observation method allows you to identify the qualities of employees, which are sometimes found only in an informal setting or extreme life situations (accident, fight, natural disaster). Interviewing is a common method in business negotiations, hiring, educational activities, when small personnel tasks are solved in an informal conversation.
Personal qualities characterize the external image of the employee, which is rather stable in the team and is an integral part of the sociology of personality. Personal qualities can be divided into business (organizational),
which are necessary for the performance of specific functions and tasks, and moral (moral), reflecting the manifestation of a person's personal morality. In personnel work, it is also necessary to know the advantages and disadvantages of employees, on the basis of which they are selected workplace, a career is outlined and advancement is provided.
Morality is a special form of social consciousness that regulates the actions and behavior of a person in society with the help of moral norms. In the process of the historical development of mankind, moral norms have received an everyday expression in the form of folk wisdom and ideological justification in religious teachings based on the ideals of good and evil, honor and dishonor, wisdom and stupidity, approval or condemnation, etc.
At present, the best Western companies ("Sonu", "Nissan", "Ford", "IBM", "Mitsubishi") set the formation of corporate morality and culture as a priority task.
Partnership constitutes an important component of any social group and lies in the establishment of various forms of relationships, on the basis of which the communication of people is organized. In partnership, people act as equal members in the relationship with each other, in contrast to the formal connection between the leader and the subordinate, where there is a dependence of one person on another. There are such forms of partnership: business, friendly, by hobbies (hobbies), family - between relatives, sexual - intimate relationships between people. In partnership, relationships are built on the basis of mutually acceptable psychological ways beliefs: imitation, requests, advice, praise. When business relationships at work are maintained in the form of friendly partnership and common hobbies, this always contributes to the creation of a good psychological climate in the team. However, when they take the form of sexual partnerships between individual employees, it is often detrimental to the cause. entails family conflicts, jealousy, and in addition, perhaps, the disclosure of official secrets, violation of the work schedule, the destruction of formal ties between the manager and the subordinate. Thus, the partnership constitutes one of the key components corporate culture of the enterprise and sociological methods in work with personnel.
Competition is a specific form of social relations and is characterized by the desire of people for success, superiority, achievements and self-affirmation. The history of competition goes back centuries. It was a form of survival for the best representatives of the family - strong, intelligent, courageous, healthy, and as a result, it became the driving force behind the development of society.
It is interesting that Western, and above all Japanese, companies have successfully applied the method of competition to the national mentality of their workers and the corporate interest of the company in the form of quality circles, work councils, etc.
Communication - it is a specific form of human interaction based on a continuous exchange of information. Interpersonal communication occurs between different people in the forms of a manager - a subordinate - an employee - a friend and other more complex forms of communication between several people. Personal communication takes place in simple forms of the relationship between a manager and a subordinate, employees with each other, when there are two subjects of communication. Verbal, or verbal, communication occurs in the process of oral or written exchange of information. Non-verbal communication takes place when other sign forms of information transfer are used, for example, gestures, facial expressions, sounds, posture, etc. Management communication includes three main stages: issuing administrative information, receiving feedback, issuing evaluative information.
It should be borne in mind that even when a person understands you, this does not mean that he unconditionally agrees with you; other things being equal, people more easily accept the position of a person to whom they feel sympathy; the general tone of communication should be friendly, trusting, disposed to each other.
Negotiation - this is a specific form of human communication, when two or more parties with different goals and objectives try to reconcile different interests on the basis of a well-thought-out conversation (dialogue) scheme and, as a rule, avoid direct conflict.
Conflict - a form of collision of the opposing sides, which has its own plot, composition, energy, which in the course of the action are transformed into a climax and denouement and end with a positive or negative solution to the problem. Distinguish between interpersonal conflicts, personal conflict between the external environment and internal morality, conflicts over the distribution of roles at work, business conflicts due to the collision of interests of various departments, family conflicts on various issues, etc.
Signs of conflict are social crisis, tension in the group, misunderstandings due to actions, deviations from norms, psychological and ethical incidents at work and in everyday life, discomfort or an intuitive feeling of awkwardness in the company or at work.
3.2. Psychological management methods.
Psychological methods play a very important role in working with personnel, since they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is an appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise. The classification of elements regulated by psychological methods is shown in Fig. 3. Let's give their characteristics.
Psychological planning constitutes a new direction in work with personnel to form an effective psychological state of the enterprise collective. It proceeds from the need for the concept of the all-round development of the human personality, the elimination of negative tendencies of degradation of the backward part of the work collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, planning methods for the psychological climate and achieving final results. We refer to the most important results of psychological planning:
· Formation of subdivisions ("teams") based on the psychological conformity of employees;
· Comfortable psychological climate in the team;
· Formation of personal motivation of people based on the philosophy of the enterprise;
· Minimization of psychological conflicts (scandals, resentment, stress, irritation);
career development based on psychological
Rice. 3. Elements regulated by psychological methods
· Orientation of employees;
The growth of the intellectual abilities of team members and the level of their education
· The formation of a corporate culture based on the norms of behavior and images of ideal employees.
It is advisable that the psychological planning and regulation is carried out by the professional psychological service of the enterprise, consisting of social psychologists.
Branches of psychology and knowledge of their research methods make it possible to make a correct analysis of the state of mind of people, build their psychological portraits, develop ways to eliminate psychological discomfort and form a good team climate. Labor psychology studies the psychological aspects of professional selection, career guidance, professional fatigue, tension and intensity of labor, accidents, etc. Management psychology analyzes aspects of human behavior in a work collective, the relationship between a leader and a subordinate, problems of motivation and psychological climate. Psychotherapy studies the methods of mental influence by word, deeds, environment on a person with certain mental disorders for the purpose of treatment. Methods such as self-hypnosis (autogenous training), suggestion (hypnosis), meditation are gradually becoming part of the management practice.
Personality types characterize the internal potential of a person and its general orientation towards performing certain types of work and areas of activity. There are several approaches to typing a person's personality: 16-factor personality characteristics by Cattell quality, 3. Freud's theory of dreams and drives, based on the classification of the roles of behavior, etc.
Temperament is very important psychological characteristics personality to determine the purpose and place of each employee in the team, the distribution of management tasks and psychological methods of working with a specific person. There are four main temperaments: sanguine, phlegmatic, choleric and melancholic.
Traits determine the direction of the human world, the level of the need for communication. According to the predominance of certain character traits, people are divided into extroverts and introverts. Extrovert - extremely sociable, responds to everything new, interrupts the type of activity, sometimes without finishing work, if a new interlocutor, stimulus arises. The motivation of activity is unstable and is directly dependent on the opinions of others, altruistic inclinations are expressed, sometimes for the sake of others a person forgets himself.
Introvert - closed, in behavior proceeds only from internal considerations, therefore sometimes his actions seem pretentious and eccentric to those around him. Intuition is well developed, he calculates the situation very accurately, his decisions are often promising and justified in the future. An introvert is emotionally cold, poor facial expressions and gestures alert the interlocutors and prevent frankness in conversation.
Personality orientation is an important psychological characteristic of a person and is considered from the point of view of needs, interests, motives, beliefs and worldviews.
Intellectual ability characterize the possibilities of understanding, thinking, memory, consciousness of a person and are important for vocational guidance, assessment of people, career planning and organization of movement up the career ladder. The main attention should be paid to the level of intelligence of the employee, which has three grades (high, medium, low). Rational thinking ability is an essential requirement for management personnel and professionals. The level of consciousness determines the compliance of the employee with the moral code of the enterprise. Logic abilities are indispensable in engineering and scientific activities. Intellectual abilities are identified using psychological methods.
Methods of cognition are tools with which a person studies reality, processes information and prepares draft solutions. The most famous methods of cognition are analysis and synthesis, induction and deduction. Analysis involves the study of the phenomenon on the basis of classification, division into elements, identification of alternatives, and the study of internal patterns. Synthesis, on the contrary, is based on the study of inter-element relationships, the construction of a system of individual elements, the study of external laws and relationships. In the process of cognition, analysis and synthesis are used together, for example, when building a diagram of the organizational structure of enterprise management. Induction is an inference from the particular to the general based on the study of various facts and events, based on the results of which a hypothesis (general statement) about a certain pattern is developed. Deduction, on the contrary, is an inference from the general to the particular, when hypotheses (rules, principles) are put forward in the form of absolute truth, from which a conclusion is made about particular laws.
Psychological images allow training of personnel based on typical patterns of behavior of historical personalities, major leaders and innovators of production. Artistic images are used for the aesthetic and cultural education of the company's employees, especially young people. Visuals are very useful in HR work as they are very useful. allow you to ensure the recognition of a specific person in the work collective. Psychological images are the ideal form of reflection of objects and phenomena of the material world in the mind of a person. Psychological images at the sensory level of cognition are formed by sensation, perception and representation. In the process of thinking, images are formed on the basis of concepts, judgments and inferences. The material form of the embodiment of images are practical actions, spoken language, writing, various sign models.
In the management process, historical, artistic, graphic, audiovisual and iconic images are most often used. Historical imagery is widely used to describe the lives of great people to educate young workers and inform decisions.
Methods of psychological influence are among the most important elements of psychological management methods. They concentrate all the necessary and legal methods of influencing people for coordination in the process of joint labor activity. The methods of psychological influence include suggestion, persuasion, imitation, involvement, coercion, motivation, condemnation, demand, prohibition, placebo, censure, command, deceived expectation, "explosion", the Socratic method, hint, compliment, praise, request, advice. Let's consider them in more detail.
Suggestion represents a psychological purposeful impact on the personality of a subordinate on the part of the leader with the help of his appeal to group expectations and motives of motivation to work. Suggestion can cause a person, sometimes against his will and consciousness, a certain state of feelings and lead to a person performing a certain act. An extremely negative form of suggestion is the zombification of a person, when a person is instilled with strictly defined forms of behavior that go beyond the limits of moral norms (mafia groups, gangs, religious sects such as "aum senrike", etc.).
Belief is based on a reasoned and logical influence on the human psyche to achieve the goals set, remove psychological barriers, and eliminate conflicts in the team.
Imitation is a way of influencing an individual employee or social group through a personal example of a leader or a production innovator, whose behavior patterns are an example for others.
Involvement is a psychological technique with the help of which employees become accomplices in the labor or social process, for example, the election of a leader, the adoption of agreed decisions, competition in the team, etc.
Motivation- a positive form of moral influence on a person, when the positive qualities of the employee, his qualifications and experience, confidence in the successful performance of the assigned work are emphasized, which allows to increase the moral significance of the employee at the enterprise. In the Soviet period, to induce work, such forms as putting on the Board of Honor, presenting Certificate of honor, assignment of the title "Winner of the Competition", "Drummer of Labor", etc.
Compulsion- an extreme form of moral influence, when other methods of influencing the personality have not yielded results and the employee is forced, perhaps even against his will and desire, to do a certain job. It is advisable to use coercion only in extraordinary (force majeure) circumstances, when inaction can lead to victims, damage, loss of property, people, accidents.
Condemnation- the reception of psychological influence on a person who allows large deviations from moral norms in the team or the results of work and the quality of whose work is extremely unsatisfactory. This technique cannot be used to influence people with a weak psyche and is practically useless for influencing the backward part of the team.
Requirement has the force of an order. In this regard, it can be effective only when the leader has great power or enjoys unquestionable authority. In other cases, this technique may be useless or even harmful. Prohibition presupposes an inhibitory effect on the individual. To it we include the prohibition of impulsive actions of an unstable nature, which, in essence, is a variant of suggestion, as well as the prohibition of unlawful behavior (drinking, inactivity, attempted theft or marriage).
Placebo has long been used in medicine as a method of suggestion. Its essence lies in the fact that the doctor, prescribing to the patient some indifferent remedy, claims that it will give the desired effect. The psychological attitude of the patient to the beneficial effects of the prescribed medication often leads to a positive result. In the workplace, a placebo is an example of the behavior of an authority figure, when workers are easily shown any actions, overcoming pain, excessive fatigue, fear of heights, etc. Seeing this, workers can just as easily repeat the actions shown without experiencing unpleasant sensations. If observers notice that the demonstration is carried out through force, then there will be no effect. In general, the placebo effect lasts only until the first failure, until the workers realize that the ritual actions they have performed so scrupulously have no real basis.
Censure possesses persuasive power only in conditions when the interlocutor identifies himself with the leader: "he is one of us." In other cases, censure is perceived as mentoring that can be heard but not followed. Due to the fact that a person is quite actively defending his "I", he often considers this technique as an attempt on his independence.
Command it is used when fast and accurate execution is required without any critical reactions. When executing commands, they do not reason. In life, there are prohibitive and incentive types of commands. The first: "Stop!", "Stop being nervous!", "Shut up!" etc. - are aimed at the immediate inhibition of unwanted acts of behavior. They are presented in a firm calm voice or a voice with an emotionally colored tinge. Second: "Go!", "Bring!", "Do it!" etc. - are aimed at the inclusion of behavioral mechanisms of people.
Deceived expectation effective in a situation of tense waiting. The preceding events should form a strictly directed train of thought in the interlocutor. If suddenly the inconsistency of this orientation is revealed, then the interlocutor is at a loss and without objection perceives the idea proposed to him.
"Explosion"- a technique known as instant personality restructuring under the influence of strong emotional experiences. The use of an "explosion" requires the creation of a special environment in which feelings would arise that can amaze a person with their unexpectedness and uniqueness. In such an environment, a person's nervous processes fail. An unexpected stimulus causes him severe stress. This leads to a radical change in views on things, events, individuals and even even in general.
Socrates method based on the desire to protect the interlocutor from the fact that he said "no". As soon as the interlocutor says "no", it is very difficult to turn him in the opposite direction. The method is named after the ancient Greek philosopher Socrates, who often used it, trying to conduct a conversation so that it would be easier for the interlocutor to say "yes". As we know, Socrates certainly proved his point of view, not causing not only obvious indignation from his opponents, but even the most insignificant negative reactions.
Hint- the reception of indirect persuasion through jokes, irony and analogy. The essence of the hint is that it does not appeal to consciousness, not to logical reasoning, but to emotions. Since the hint is fraught with the potential for offending the person of the interlocutor, it is best to use it in a situation of a specific mood.
Compliment often confused with flattery. If you say to a person: "How well you speak!", Then it will flatter him. Flattery is not pleasant to everyone, although often people do not dismiss it. A French proverb says "" Flattery is the ability to tell a person what he thinks about himself. "A compliment does not offend anyone, it uplifts everyone. Flattery is simple and understandable. A compliment prompts a person to think, to guess. their qualities, and the subject of a compliment is things, deeds, ideas, etc., indirectly related to people.
Praise is a positive psychological method of influencing a person and has a stronger effect than condemnation. Sometimes it's enough to say young employee: "Today you are doing much better and if you improve the quality a little more, you will achieve excellent results." However, such praise to an experienced worker can be perceived as an insult, and it is better to celebrate his successes in a solemn atmosphere in front of the entire team. .
Request is a very common form of communication between colleagues, young and experienced workers and is less commonly used in the relationship between a manager and subordinates. The person asking for advice, help, instructions to another employee, when he doubts the forms and methods of doing the work or is unable to do it on his own. The manager's request is an effective method of leadership, since perceived by a subordinate as a benevolent order and demonstrates respect for his personality.
Advice- a psychological method based on a combination of requests and beliefs, often used in relationships between colleagues, mentors of young workers and experienced leaders. However, in operational work that requires quick decisions, the use of advice and requests by the manager should be minimized and excluded in cases where the worker allows marriage and disruption of tasks.
Behavior - a set of interrelated reactions carried out by a person to adapt to the external environment. Human behavior can be represented as a sinusoid of oscillations or Brownian motion within a fairly wide field formed by moral norms adopted in that social group (team, family) to which the person belongs. Public morality depends on the economic system of society, nationality, social class, standard of living, education and a number of other signs; the formation of public morality has historically been carried out for many millennia by religion and recorded in sacred scriptures (the Bible, the Koran) in the form of patterns of behavior of God, angels and the devil. This allows us to propose a classification of five basic forms of human behavior in a social group:
· "Angelic", attuned to samples of supernatural behavior, denial of evil and violence, fetishization of the principle "man is a friend to man, comrade and brother." Very few people in society can be attributed to this form of behavior;
· Highly moral, proclaiming human virtue, adherence to only high principles of behavior (honesty, decency, disinterestedness, generosity, wisdom, sincerity, etc.);
· Normal, built on the implementation of the principles of public morality, admitting deviations and shortcomings, recognizing the dialectical unity of good and evil, power and money;
· Immoral behavior is characteristic of people who constantly violate the moral code of society. People of this type put personal interests, motives and needs above the established norms in a social group, they do not feel remorse for violating the law and religious commandments;
· "Devilish", i.e. absolutely immoral, illegal and contrary to the law, excluding the observance of public morality, opposed to "angelic" behavior.
Classification of people according to the above forms of behavior allows you to choose the right methods of psychological influence (Table 1).
Behavior and methods of exposure
So, socio-psychological methods are the most subtle tool for influencing social groups of people and a person's personality. The art of managing people lies in the dosed and differentiated application of certain techniques from the above.
Conclusion.
Below will be summarized and a brief overview of everything that was investigated in this work:
1. The concept of personnel management is a system of theoretical and methodological views on understanding and defining 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 the specific conditions of the functioning of organizations.
2. The basis of the concept of personnel management of the organization is the increasing role of the employee's personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization.
3. Economic methods are based on commodity-money relations of a market economy and provide material incentives for collectives and individual workers.
4. Sociological management methods allow the team leader to objectively carry out social planning, regulate the socio-psychological climate, ensure effective communication and maintain a good level of corporate culture.
5. Psychological methods are aimed at the specific personality of a worker or employee, addressed to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise.
Bibliography.
1. Egorshin A.P. "Personnel Management", N. Novgorod 1997
2. "Directory of the director of the enterprise", Moscow 2001
3. Goncharov V.V. "In Search of Management Excellence", Moscow 1999
4. Starobinsky E.K. "Fundamentals of Management at a Commercial Firm", Moscow 2001
5. Mercer D. "IBM. Management in the most successful corporation in the world ", Moscow 2002
6. Jan Meitland "Small Business Personnel Management Guide", Moscow 1999
7. Yakovleva N. G., Gerasimov B. N., Chumak V. G. "Personnel management: study guide" / Series "Textbooks, study guides" - Rostov n / a: "Phoenix", 2003 - 448 p.
8. Journal "Personnel management", N18 2006, Philosophy of personnel management of the company in modern conditions, O. Yu. Chashina.
Socio-psychological methods of personnel management are based on using the laws of sociology and psychology and consist mainly of influencing the interests of the individual, group, collective. To influence an individual, psychological methods are used, to influence a group, a collective - sociological.
To the most important application results psychological methods This includes minimizing psychological conflicts (scandals, grievances, stress, etc.), managing career development based on the psychological characteristics of each employee, ensuring a healthy climate, forming an organizational culture based on the norms of behavior and the image of an ideal employee.
Sociological methods allow you to establish the appointment and place of employees in the team, identify leaders, link motivation with work results, ensure effective communication, and resolve industrial conflicts. Sociological methods are also a scientific tool for working with personnel and allow you to collect the necessary data for the selection, assessment, placement and training of personnel, as well as to make informed personnel decisions. The toolkit of sociological methods is questionnaire survey, interviewing, sociometric method, observation method, etc.
the main objective activities of personnel management services in organizations modern type- “bring profit to the company”.
Western theory says that HR service has the following goals:
- Providing the organization with well-trained and motivated employees;
- Effective use of the performance, qualifications, practical experience and skill of all employees in the organization;
- Achieving maximum responsiveness of employees to the goals and needs of the organization, convergence of the interests of employees and the expectations of the company related to professional activities;
- Systematic communication to employees of the organization's policy and its own policy of personnel management services. The tasks of new services are to develop and implement personnel policies for management labor resources In the organisation. In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating labor activity, managing the professional movement, preventing conflicts, and studying the labor market.
The staffing of the personnel management system is understood as the necessary quantitative and qualitative composition of the personnel of the personnel services of the enterprise. The level of personnel work in the organization depends on the professional competence of the specialists of the personnel services.
At present, the personnel management divisions of domestic organizations are staffed in many cases by people who do not have professional skills. In addition, the requirements for employees and job descriptions do not meet the modern tasks of organizations. The full implementation of the functions of personnel management makes high demands on the business and professional qualifications of personnel in the personnel management service, and involves personal interaction with the management of the organization, its functional and line divisions.
HR personnel should:
- know well labor legislation, methodological, regulatory and other materials related to work with personnel, personnel accounting; foundations of pedagogy, sociology and labor psychology; advanced domestic and overseas experience in the field of personnel management;
- own modern methods personnel assessment, career guidance work, long-term and operational planning work with personnel, regulation of functions structural units and workers; social technologies of management;
- have a clear idea of the prospects for the development of the enterprise, market, conjuncture; on the foundations of the scientific organization of labor, production and management; about the structure of the enterprise and the main functions of structural divisions.
personnel planning, planning of the workforce of the enterprise) is defined as "the process of providing the organization with the necessary number of qualified personnel, hired for the right positions at the right time" 1. According to another definition, personnel planning is "a system for the selection of qualified personnel, using two types of sources - internal (employees in the organization) and external (found or attracted from external environment), which aims to meet the needs of the organization in the required number of specialists in a specific time frame. " "Personnel planning- this is the directed activity of the organization for training personnel, ensuring proportional and dynamic development of personnel, calculating its professional and qualification structure, determining the general and additional needs, monitoring its use ”3.
The bottom line is to choose the right employee at the right time. It is hardly realistic to go out and immediately find a person with the necessary characteristics. With the help of effective workforce planning, you can “fill” vacancies, as well as reduce employee turnover, assessing the career opportunities of specialists within the company.
Workforce planning should provide answers to the following questions:
How many workers, with what skill level, when and where will be needed (planning for personnel needs)?
How can you attract the necessary and reduce unnecessary personnel, taking into account the social aspects (planning to attract or reduce staffing)?
How can workers be used according to their ability (scheduling)?
How can you purposefully promote staff development and adapt their knowledge to changing requirements (human development planning)?
What are the costs of the planned personnel activities (personnel costs)?
In modern theory and practice of personnel management, two approaches to the concept of personnel marketing have been formed.
According to the first - personnel marketing- this is a certain philosophy of attitude towards its own personnel (both existing and future) on the part of the enterprise. At the same time, each employee is considered as a client of the company, cooperating with which the company can solve some of its problems, and the employee gets the opportunity to satisfy his own needs and interests.
According to the second approach - personnel marketing- it Practical activities(function) of the personnel management services of the enterprise for the operational coverage of personnel needs based on the available information about the state of the personnel of the enterprise and the labor market. Thus, the marketing of personnel in the organization is intended to attract an employee who, by his labor, is able to create a consumer value that has a greater exchange value than his labor power.
Figure 2.6. Personnel Marketing Process
Advantages and disadvantages of recruiting staff from internal and external sources
| Dignity | Flaws |
| Attraction from internal sources | |
| knowledge of production, its features | reduced choice |
| knowledge of employees, their capabilities and problems | high costs for professional development |
| there is an opportunity for promotion for other employees, starting places for young people are freed up | "industrial blindness" is possible, i.e. the shortcomings of your own candidates are not visible |
| fast job replacement and low recruitment costs | tensions among employees, struggle for promotion (unhealthy competition for a job) |
| there is a cohesive climate in the team | psychological rejection of the nominee by the team |
| substitutions and promotion only "for the sake of peace and tranquility" | |
| Attraction from external sources | |
| great choice | high recruitment costs |
| new impulses for the enterprise due to the candidate's knowledge of another enterprise | no production knowledge, adaptation time and costs are required |
| high hiring quota from outside contributes to staff turnover |
Attestation is a process of assessing the effectiveness of the employee's performance of their job duties, carried out directly by the manager. Certification includes several stages.At the center of the certification process is certification interview- a meeting between the manager and the certified employee, during which the results of the employee's work for the past period are discussed, this work is assessed both by the manager and the employee himself, the employee's work plan for the future is approved. The certification interview plays a very important role in the certification process, therefore it requires careful preparation from both the employee and the manager. Research has shown that interview success is 80% dependent on the interviewee and 20% on the employee being certified. Preparation for the interview of the certified employee consists in assessing own work over the past period (using the assessment methods provided by the certification procedure), drawing up a work plan for the next period, as well as a list of questions that he would like to ask his manager. The oldest and most common certification method is method of standard estimates. The manager fills out a special form, evaluating certain aspects of the employee's work. This method is simple, low-cost, and widely available. To certify an employee using the standardized assessment method, a manager does not require any special training, or a significant investment of time or other resources. The use of this method also ensures that the appraisal of all employees is consistent. At the same time, this method is also more expensive. Another fairly common type of assessment method for certified employees is comparative methods. When using them, the manager compares one employee of his department with others. When ranking, the manager “builds” his employees in a comparative chain - from best to worst. Based on the results of work for the certification period. Comparative methods are a very simple way of assessing employees. They are easy to use and easy to understand The assessment methods discussed above are traditional for most modern organizations The final choice of personnel assessment methods for each specific organization is a unique task that can only be solved by the management of the organization itself (possibly with the help of professional consultants).
Employee motivation occupies one of the central places in personnel management, since it is the direct cause of their behavior. Motivation Is the process of encouraging a person to certain activities with the help of intrapersonal and external factors. Labor motivation - a set of driving forces that induce a person to carry out certain actions; a system of factors that cause human activity and determine the direction of his behavior.
The main levers of motivation are interests, motives and incentives. Interest- a form of manifestation of the cognitive needs of an individual, aimed at a particular subject that evokes positive emotions. Motive- internal incentive force associated with the satisfaction of the needs of the individual. Stimulus- a narrower concept than motive, implying the individual's material interest in the results of his work. Respectively, labor stimulation, which is an integral part of the motivational process at the enterprise, implies material incentives for employees and is implemented through the remuneration system, as well as various bonuses and bonuses.
generalized experience of various Russian and foreign enterprises in the development of personnel motivation systems.
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Reserve types
Several typologies can be distinguished personnel reserve(by type of activity, speed of filling positions, level of preparedness, etc.). Depending on the goals of HR work, you can use either one or the other typology.
By type of activity.
Development reserve - a group of specialists and managers preparing to work in new directions (with diversification of production, development of new products and technologies). They can choose one of two career directions - professional or managerial careers.
Functioning reserve - a group of specialists and managers who must ensure the effective functioning of the organization in the future. These employees are focused on leadership careers.
By appointment time:
group A - candidates who can be nominated for higher positions at the present time;
group B - candidates who are planned to be nominated in the next one to three years.
