History of personnel management. History of the development of personnel science - abstract The emergence and development of personnel management

Personnel management is a complex and poorly studied phenomenon. Its elements were formed over several tens of thousands of years, i.e. since the state came into existence. In the middle of this century, the development of personnel science was significantly influenced by research in the field of cybernetics, systems theory, and computer technology. Currently, the influence of ethical aspects and the humanitarian factor has increased significantly, which has made it possible to increase attention to the increasing role of the personality of each employee and the conditions for the manifestation of his creative abilities. The concept of “human capital” appears, which is a set of human qualities (health, education, activity, etc.) that influence the effectiveness of his activities.
Human resources are increasingly determined not by numbers, but by qualitative characteristics. It is thanks to this objectively existing trend that attention has increased to the problems of personnel management in general and the specifics of its manifestation in various fields of activity.
In the 30s of this century, management (in English - management) turned into a field of knowledge, an independent discipline, and managers - into a social
layer, an influential social force.
Currently, for example, in the United States, 1,300 educational institutions are training managers, personnel officers, psychologists, and sociologists. For every 15-17 people working there is one specialist in labor organization and management.
Personnel management is the process of influencing the activities of an individual employee, group or organization as a whole in order to achieve maximum positive results. The implementation of this task is greatly facilitated by the philosophy of modern management, which considers human resources as assets of the organization, its “living” capital.
The theory of personnel management was formed as the productive forces and social relations developed in advanced countries, and above all, in the USA, France, and Japan.
If at the first stages personnel management was associated with the development of management principles and modern rational bureaucracy, then later management thought was aimed at using the achievements of psychology and sociology, which made it possible to formulate a theory of human relations in management.
The development of behavioral sciences has made it possible to more actively use the theory of motivation, leadership, communication skills, and other means and methods of establishing interpersonal relationships in personnel management.
80s This century has been characterized by the development of “organizational culture” as a powerful management tool. And in the 90s. In connection with the rapid development of computer technology, there is a tendency to replace verbal forms with models, symbols, and quantitative values.
The transition to qualitatively new methods of personnel management places higher demands on the professional training of managers and personnel officers.
From the sphere of business, personnel management has spread to the sphere of government. Managerial influence is aimed here, first of all, at ensuring high professionalism of employees and instilling in them responsibility for the assigned work. At the same time, there are significant differences in personnel management in various spheres of public life. Civil servants are required to demonstrate neutrality, political impartiality, and strict discipline. Their activities take place within the framework of the charter and regulations. In contrast, private sector workers are in a contractual relationship with their employers and are free to exercise full initiative and entrepreneurship.
Until recently, the very concept of “public service personnel management” was absent in management practice. This reflected the real process of weak methodological development of this problem.
An attempt to define the category of “public service personnel management” as a special area of ​​professional activity was made by the Department of Civil Service and Personnel Policy of the Civil Service.
Personnel management is the managerial impact of public authorities, their managers, and personnel service employees, aimed at searching, assessing, selecting, and professional development of personnel, motivating and encouraging them to fulfill the tasks facing the organization.
Personnel management is considered as an internal quality of the public service system, the main elements of which are the subject - the managing element (the head of the public authority and
"See: Lukyanenko A.E. Improving personnel management in the public service (structural-functional approach). Abstract of the dissertation for the degree of candidate of philosophical sciences. - M., 1996. P. 13.
the personnel service of this body) and the object - a controlled element (personnel of a public authority), constantly interacting on the basis of self-organization.
This question is not as simple and obvious as it might seem at first glance. The effectiveness of personnel management can be ensured only on the basis of a clear definition of the subjects and objects of this impact, delimitation of the functions of management and personnel services in resolving personnel issues.
It is the leadership of the public authority that makes the main personnel appointments, approves the composition of certification and competition commissions, makes management decisions based on their findings, and dismisses employees from their positions. The role of personnel services of public authorities is great in the preparation and regulatory registration of these decisions, but their functions in personnel management are reduced to the problems of qualitative improvement of personnel, their professional development, training, retraining and consulting.
Consequently, public service personnel management acts as a purposeful, ordered influence, implemented in the connections between the subject and the object and carried out directly by the subject of management.
Personnel management simultaneously acts as a system of organizations, as a process and as a structure. It
represents a set (unity) of relationships, mechanisms, forms and methods of influence on the formation, development and use of civil servants, as well as a number of interrelated areas and types of activities reflected in Scheme 1.

The amount of work in each area of ​​activity depends on the place of the government body in the management structure, on the situation on the labor market, personnel qualifications, the socio-psychological situation in the workforce and beyond, and on other internal and external factors.
Practical experience proves that personnel management cannot be reduced to a limited set of actions that are traditionally performed by personnel services of public authorities.?
It is necessary to perform the entire range of functions for the rational organization of labor processes and personnel management in federal ministries and departments. These include: socio-psychological diagnostics; analysis and regulation of group and personal relationships, relationships between managers and subordinates; management of social conflicts and stress; information support of the personnel management system; assessment and selection of civil service personnel; analysis of human resources and personnel needs; personnel marketing; career planning and development; professional and socio-psychological adaptation of civil servants; motivation management; regulation of legal issues of labor relations, etc.1
The functions of personnel management in the civil service require serious scientific justification; this is an important element of the conceptual apparatus of management theory. However, available sources give different interpretations. But most researchers adhere to the point of view that management functions are related to activity and are a reflection of the properties of a functioning object (the subject of management), a specific form of manifestation of its essence.
The grouping of management functions and their classification in the works of various researchers was done by Doctor of Economics V.A. Stolyarova^. She analyzed fifteen different interpretations of management functions and recognized the legitimacy of most concepts and content of management functions.
In our opinion, in relation to the field of management
* See: Organizational personnel management. - M., 1997. P. 60.62.
^ See: Stolyarova V.A. Functions and assessment of labor results of management staff. - M., 1995. P. 60-62.
civil service personnel can be considered that functions are the main areas of content of the activities of a public authority, its personnel service for personnel management. It is legitimate to distinguish universal functions suitable for any management process, and specific specific functions of the personnel service and its managerial impact.
Universal management functions include: forecasting and planning^organization, coordination, regulation, control. They reflect the essence of the management process.
Specific functions are a working tool for the implementation of general functions. These include:
I. Administrative function
It reflects the activities of government bodies based on labor legislation and regulations governing the civil service. Its essence is: drawing up staffing, hiring, dismissal, movement of personnel, compliance with labor laws.
II. Planning function
On its basis, the need for management personnel is determined. The content of this function is to assess the existing personnel potential and determine the personnel needs in the future. This function assumes the presence of plans, forecasts, and programs.
III. Social function
It is associated with determining the level of wages and social benefits for civil servants. This function now covers a significant amount of work to ensure the health and safety of employees. Previously, these functions were performed by trade union organizations. This refers to the organization of nutrition, medical care, physical education, psychological relief, etc.
IV. Function of improving the quality of work activities It includes the development and implementation of proposals for improving the organization of work (its volume and content), for organizational changes in structural divisions. This function involves working with personnel at a higher quality level using modern methods and technologies; organization of personnel training, including issues of training and retraining.
V. Educational function It is associated with the increasing role of the personality of a civil servant, knowledge of his moral and ethical principles, the ability to form and direct them in accordance with the tasks facing the federal authorities.
VI. Motivation function It involves the action of structural units of public service management bodies to create conditions that encourage employees to actively work through economic, moral and other levers.
VII. Information and analytical function This function ensures the use of a modern information base of computer technology in working with civil service personnel. Includes: provision of departments, personnel management departments, computers and modern office equipment; training employees to work on it; development of HR software; creation of an information bank of personnel data; use of computers in evaluation, expert-analytical and information work; creating conditions, developing security measures, confidentiality of the personnel information bank!.
It is fundamentally important to emphasize that specific functions are mobile. With changes in sociopolitical conditions, the place and role of the state in society, they expand or contract depending on the social needs and capabilities of the state.
In the conditions of reform of the Russian Federation, the functions of the bodies providing management of the civil service and its personnel are being enriched. Being an essential component of the management system, the functions become more complex as the public administration system develops. The structure stands still and objectively tends to lag behind the functions being used.
As a result of uneven changes in structure and functions over a certain period of time, a discrepancy arises between them to the level where the structure turns from a means of facilitating the effective activity of the managing subject into an obstacle, a brake.
The deepening discrepancy between structure-form and function-content leads to their “conflict,” which characterizes the highest stage of development of structural-functional contradictions. It consists in the fact that the struggle between the parties of structural and functional contradictions, brought to the point of conflict, ends with their resolution, overcoming by “dropping” a structural form that does not correspond to the functional content and creating a new one in the course of improving the structure of the management apparatus.
Thus, the question of discarding the outdated form and bringing it into line with the new content is not only theoretical, but also directly practical.
* See: Lukyanenko A.E. Improving personnel management in the public service (structural and functional aspect) / Public service: organization, personnel, management. - M., 1996. P. 145-146.
tic character. The activities of civil service bodies and the management of its personnel should be multivariate: from partial transformations to radical reorganizations, but they should always be based on scientifically based calculations related to the changed or emerging new functions of public service management bodies: function
acts as the main structure-forming factor that determines the emergence, character and development of the structure. Changing the structure does not lead to a significant change in functions. The structure is subordinate to the functions and acts as a material carrier and means of their implementation.
This is a very important theoretical and practical side of the structural-functional relationship; unfortunately, it is little taken into account in the actual activities of personnel services of federal government bodies.
A sociological expert survey “Personnel service of a state body: problems of status and organization of activities” conducted by the Department of Civil Service and Personnel Policy of the Civil Registry of State Statistics Service on February 21-26, 1997 indicates that the majority of managers (54%) assess the current status of the personnel services of their ministry and department as average, and almost every fourth defines it as low. In this regard, experts believe that the expansion of the functions of HR services should be achieved through the use of modern HR technologies (36%); expansion of the educational function (19%); strengthening the control function and establishing a procedure in which, in matters of appointment and dismissal, the opinion of personnel service specialists (18%) and others would be taken into account.
Analysis of the data obtained shows that the status and authority of personnel services in personnel management is determined not by the number of structural units, but, first of all, by the attitude of senior management (personally the minister and his deputies, the chairman of the committee or the head of the agency) to personnel issues, i.e. . how highly they value their personnel services, take their opinion into account when selecting and appointing personnel, and increase their role in personnel management.
A significant portion of experts (42%) believe that such underestimation is felt and noticeable. This cannot but be alarming. Classifying personnel services as auxiliary (almost technical) can hardly help improve the quality of personnel management, especially since the successful activities of personnel services are hampered by the lack of development of the relevant regulatory framework (especially job descriptions, regulations on structural divisions, methodological materials for conducting certification, competitions, registration of pension files), lack of young highly qualified personnel specialists.
The status of personnel services depends on how well their work is organized, how they are provided with office space, office equipment, computers, etc. In general, the majority of respondents assess the organization of their services and their provision with the necessary equipment and materials as satisfactory. This is clearly not enough in the current conditions.
The Administration of the Nizhny Novgorod Region has accumulated some experience in the formation of modern personnel management structures, their functional development, taking into account foreign science and domestic practice. A civil service personnel department was created here and successfully functioned for two years. Currently, it has been transformed into the department of psychological support and professional training (OPO and PPK) as part of the state legal department (see diagram 2).
The main task of the department is the formation of highly professional personnel potential of executive authorities in the region.
His efforts are focused on the following main directions: preparation and certification of civil servants of the regional administration; development of regulatory documents for working with personnel; organization of professional development of personnel.
The analysis of the personal characteristics of respondents carried out by the department allows us to make recommendations on the psychological compatibility of employees, activation of their creative potential, etc.
Taking into account the need to adapt civil service personnel to work in the conditions of democratic transformations and the formation of civil society institutions, public education organizations and educational staff, a number of events were carried out for their professional development. Agreements have been concluded for the training of regional administration personnel with the Volga-Vyatka Academy of Public Administration, Nizhny Novgorod State University, the Civil Registry of Civil Registry under the President of the Russian Federation and other educational institutions.
The results of the work of the department of psychological support and professional training prove that within the Russian Federation it is necessary to switch to new organizational and structural forms: departments and personnel management services. Their status, tasks, functions, powers should be more clearly defined, and responsibilities for forecasting and planning the need for personnel, their training and retraining should be assigned to them.
The experience of social development convincingly shows that in any democratic state there is a need for bodies that would collectively deal with the management of the civil service and its personnel. Their powers should include: developing policies in the field of public administration; preparation of laws and regulations; creation of infrastructure of personnel bodies; formation of civil service staff; coordination of research work on problems of public administration and other issues.
Science and practice have developed a toolkit that includes scientific approaches and methods used in personnel management. Let us briefly describe some of them.
1. The systems approach assumes that any system (control object) is considered as a set of interrelated elements.
2. An integrated approach - requires taking into account the economic, organizational, social and psychological aspects of management in their interrelation. If one of these essential aspects of management is missed, the problem will not be solved.
3. The integration approach to management is aimed at researching and strengthening the relationships: between individual subsystems and elements of the management system; between stages of the life cycle of a control object; between management levels vertically; between control subjects horizontally.
4. The marketing approach involves the orientation of the control subsystem when solving any problems on a person (visitor, consumer, etc.).
5. The functional approach is that personnel management is considered as a set of functions that are performed by personnel structures when implementing the process of management influence.
6. The dynamic approach allows us to consider the process of personnel management in dialectical development, in cause-and-effect relationships and subordination, to conduct a retrospective analysis for 5-10 years and a prospective analysis (forecast).
7. The process approach considers management functions as interrelated and interdependent. The management process is the sum total of all functions, a series of continuous interrelated actions.
8. The normative approach requires the establishment of management standards for all subsystems of the management system. The more reasonable standards are applied for each element of the management system, the higher the level of management, forecasting, planning, accounting and control.
9. The administrative approach consists in regulating functions, rights and responsibilities in regulations (orders, instructions, instructions, standards, instructions, regulations, etc.).
10. The behavioral approach involves assisting a civil servant in understanding his capabilities and creative abilities based on the application of scientific management methods.
11. The situational approach focuses on the fact that the suitability of various methods of personnel management in the civil service is determined by the specific situation. There is no one way to manage people. The most effective method in a particular situation is the method that most closely matches the given situation and is most adapted to it.
When comprehensively analyzing personnel management methods characteristic of both classical management and the modern stage of development of management practice abroad, it is necessary to keep in mind that their direct copying should not be allowed. The accumulated experience must be treated carefully and carefully, taking into account the level of development of Russian society, established national traditions, and the psychology of domestic personnel. Otherwise, foreign experience may bring harm rather than benefit.
The system of selection and evaluation of civil service employees that has emerged in recent years contains not only a mechanism for attracting personnel, but also a mechanism for containing the influx of “random people,” including verification, control and refusal to hire. Developed on the basis of the equal right to occupy any public position in accordance with one’s abilities and professional training without any discrimination, the law “On the Fundamentals of the Civil Service of the Russian Federation” clearly defines the criteria for which a citizen cannot be accepted into the public service.
Federal legislation contains a number of means of preventing professionally and morally unprepared workers from entering the public service. This mechanism includes: competitive selection, qualification exam and certification, submission of income declarations. However, the law does not contain an ethical code for civil servants (“code of honor”), which would contribute to increasing the authority of government, strengthening citizens’ trust in its institutions, and would counteract the decline of ethical culture among officials.
Of course, the ethical code of a civil servant does not define methods of monitoring violations of ethical rules, does not provide specific sanctions and punishments for immoral actions, it is a system of moral obligations and requirements based on generally recognized ethical standards and principles. The meaning of the code of ethics briefly boils down to the fact that the interests of society, the fatherland and the state are the highest criterion and ultimate goal of the professional activity of a civil servant.
The formation of new management functions, which occurs in connection with a change in the socio-political and economic model of the social structure, requires fundamentally new approaches to the problem of training and retraining of civil service personnel.
There are no objective conditions for this yet. Currently, the system of training and retraining of personnel and, above all, specialists in public management has been disrupted. Some of its local structures have been liquidated, and evening forms of education have almost disappeared. The centers, courses, and schools operating in some cities operate spontaneously, handicraftally, amateurishly, without the necessary personnel, educational materials, and material and technical base. Many regional and local administrations do not have the necessary funds to carry out training in the required volumes.
In the government apparatus, the motivation of workers to study decreases, the prestige of knowledge and qualifications decreases, and the indifferent attitude of a significant part of civil service personnel towards independent work with literature, documents and materials is manifested. Meanwhile, civil servants must have multidisciplinary professional knowledge to perform various job functions. The principle of advanced personnel training is being violated everywhere; civil servants are professionally and morally poorly prepared to perceive and practically use new ideas.
The problem of forming a system and structure of continuous professional education of personnel for government bodies and management is once again acute. Its functioning requires the following measures:
- creation of an extensive network of educational institutions capable of providing management training, retraining, as well as advanced training in areas of state and regional management, training a reserve of senior and middle management managers;
- development of methods for assessing and forecasting the needs for personnel of government bodies, determining the timing and forms of their training, distributing the contingent of students to educational institutions;
- reorganization of the work of educational institutions based on the optimization of educational, methodological, scientific and information support of the educational process, training and retraining of teaching staff, strengthening the material and technical base of educational institutions.
The development of the system of training and retraining of civil service personnel is hampered by deteriorating funding conditions. The ability of the constituent entities of the Russian Federation to finance the training of civil servants is constantly decreasing. To solve this problem, the possibilities of extra-budgetary funds are practically not used. Solving these most pressing problems, taking into account the introduction of a state order system, will make it possible to improve the mechanism for staffing the public service, to carry out training, retraining and advanced training of personnel of public authorities at a sufficiently high level.
The organization of scientific, methodological and advisory support for personnel management of government bodies needs to be improved. Systematic research is needed in this area and, above all, to identify patterns and new trends in personnel processes, determine a system of indicators for recording and analyzing personnel potential, technologies for forecasting personnel changes and identifying the needs for new specialists. It is important to pay attention to the scientific development of models of a modern civil servant (in relation to the type of position and level of public administration), the formation of scientific and methodological documentation in various areas of work with civil service personnel.
A significant factor hindering the formation of democratic foundations, mechanisms and technologies for working with government personnel is the low level of information support (statistical, sociological, etc.) for personnel management. This work awaits greater openness, systematicity, and complexity. The new system of reporting and recording of civil servants that is now being introduced (registers of civil servants, personnel information banks, federal and regional personnel reserves, new forms of statistical reporting, etc.) should be carried out on the same basic basis, be comparable and suitable for applied scientific analysis, and be open for the public, especially for personnel service workers.
The most complex and poorly developed in theoretical and practical terms remains the problem of increasing the efficiency of personnel management in government agencies, although fruitful attempts in this direction are being carried out by specialists from various areas of scientific knowledge1.
Almost all researchers agree that a new model of personnel management is needed, one that is ahead of socio-economic processes. Structural re
* See: Atamanchuk G.V. Management - social value and efficiency. - M., 1995; Maltsev V.A. A modern type of civil servant. - M. - N. Novgorod, 1995; Mikhailov F.B. Personnel management: Classic concepts and new approaches. - Kazan, 1994; Stolyarova V.A. Functions and assessment of labor results of management staff. - M., 1995; Khlynov V.N. Japanese “secrets” of personnel management. - M., 1995, etc.
The organization of personnel management bodies and their functional enrichment have now become tasks of paramount importance, requiring legislative, scientific, methodological and organizational solutions.
The modern level of public administration requires high professional knowledge and practical experience from heads of government at all levels. Their professional training and competence is an important factor in increasing the efficiency of personnel management.
The absence of strict selection criteria and a reliable system of preliminary verification of future leaders predetermined the penetration into the apparatus of government bodies of persons with low professional and moral qualities. People are often appointed to the positions of heads of management structures without going through generally accepted procedures in the civil service. Appointed managers go through three or four levels of the service hierarchy in a short time without fully mastering them, which reduces the level of their managerial influence on personnel and negatively affects the performance of government bodies. The drop in operational efficiency is compensated by an expansion of staff, an increase in management costs, and a decrease in the dynamism of the government apparatus.
Unfavorable circumstances that significantly reduce the efficiency of civil service personnel are frequent organizational restructuring of government bodies, an insufficiently high level of organization of implementation of decisions made, instability of the regulatory framework, interdepartmental and intradepartmental duplication of work. It was the need to eliminate these shortcomings and reduce the apparatus that the President of the Russian Federation B.N. Yeltsin pointed out in his Address to the Federal Assembly1.
Civil service personnel must be future-oriented, skillfully adapting to social, economic and technological changes. This presupposes the use of a wide variety of effective influence tools, principles, methods, means, forms and technologies when working with personnel.
[Personnel management is not an end in itself, but a means of increasing the level of organization and functioning of public authorities. The result of effective personnel management will be high organization, a clear definition of functions, the establishment of hierarchies of positions, overcoming parallelism in work, strengthening executive discipline, and regulating official relations. The main goal of working with civil service personnel in modern conditions is to form the personality of a specialist with high qualifications, responsibility and a collectivist psychology.
Test questions and assignments
1. Describe the methods of personnel management in the civil service.
2. Give a definition of the concept of “personnel management in the public service.”
3. How do you understand the functions of personnel management (general and specific)?
4. Name the criteria for assessing the effectiveness of personnel management of public authorities.
"See: Order in power - order in the country. Address of the President of the Russian Federation to the Federal Assembly. - M., 1997.

History of the development of personnel management

UP develops within the framework of general management. Experts distinguish 4 stages:

I. Technocratic approach to management, NOT. (late 19th century - first quarter of the 20th century, F. Taylor, M. Weber).

1 Advantages:

Strict system of official dependence, the principle of vertical subordination

Clear rights and responsibilities of each employee, which are reflected in the rules and instructions

Relationship between career advancement and employee qualifications

An attempt to manage through material rewards, the introduction of a bonus system

Restrictions:- impossibility of showing creativity, - overestimation of the value of material rewards; - underestimation of the human factor (SPK, interpersonal relationships).

2 Main control object: production technology; safety and working conditions of personnel; production efficiency.

3 HR management level: operational management (HR work dominates and the employee is perceived as a bearer of the labor function).

4 HR management model ( didn't exist )

5 Dominant staff needs: improving labor safety, developing labor efficiency standards, increasing wages based on higher productivity.

6 Leading directions of UE: maintaining labor discipline, ensuring safe working conditions, organizing work, studying the time spent and movements of workers

2. Humanistic approach to management or the doctrine of human relations ( 30s-50s of the 20th century, Mayo, Follet, Munstberg).

1 + humanization of labor relations

+ involving employees in discussing issues related to their production activities

+ using the positive effects of group self-organization

The concept of SEC and the ideas of formal and informal organizations is introduced

+ emergence of trade unions

- less attention has been paid to the relationship between the needs of a person and an organization,

- insufficient use of labor discipline management methods

2 Individual characteristics of employees; trade unions, social partnership; economic guarantees and social support; human relations.

3 Operational management

4 HR manager as a “trustee of his employees.” The job status of the HR manager is quite low: it is a clerk trained in industrial sociology (or psychology) and helps line managers implement effective corporate policies regarding employees.

5 Taking into account individual characteristics when designing work. Smoothing out deep contradictions between employees and employers. Association of workers. Guarantees of economic and social security. The ability to take initiative and develop self-discipline.

6 Taking into account employee suggestions when designing work. Organization of interaction and cooperation in production. Employee Benefits and Compensation. Stimulating initiative. Economic and social guarantees. Personnel consulting and testing. Adoption of basic labor laws.

3. Systematic approach (Since the 50s of the 20th century, Bagdanov)

Concepts: a) the organization is considered as an open system that actively interacts with the environment and adapts to changes; b) organization as a decision-making device; c) organization as a system, including technical and social components that are interconnected.

Attention to a wide range of phenomena occurring in the organization and outside the organization

2 Personnel movement, cooperation, development and strengthening of partnerships; change of labor

3 Tactical level (UP dominates, the employee is considered as a subject of labor relations)

4 The HR manager acts mainly as a specialist in employment contracts, including collective agreements (role: exercising administrative control over employees’ compliance with the terms of the employment contract, recording job transfers; regulating labor relations in the process of negotiations with trade unions); manager status increases (having a legal education)

5 Expanding participation in discussions and management decisions. Recognition of the importance of workers in the system. Promotion of employees. Compliance of the content of work with changes in abilities and requests. Job security.

6 Ways to achieve goals. Training of management personnel taking into account changes in their role in the organization, collective forms of labor organization. Practicing procedures for joint participation in management. Sharing of responsibilities. Workers' careers. Training and development to meet external and internal changes. Employment assistance.

4. Team management (from the 80s - 90s of the 20th century)

1 + turning the employee into an ally and partner of management;

+ clarity of common values ​​and goals, certain behavior of each team member;

+ collective responsibility for results, mutual control, mutual assistance, interchangeability of team members;

Development and use of individual and group potentials

2 Cooperation, development and deepening of partnerships; dramatic changes in the composition of the workforce, shortage of qualified personnel

3 Strategic management (human resource management dominates, people are the key resource of the organization).

4 The HR manager is the “architect of human resources” who plays a leading role in the development and implementation of the corporation’s long-term strategy. Its mission is to ensure organizational and professional consistency of the components of the corporation's human resources potential. He is a member of its senior management and has training in the new field of management knowledge such as human resource management.

5 Reliable job security during an economic downturn. Expanding capabilities to adapt to constantly changing conditions and production needs.

6 Alternation of work, development of collective forms of labor organization. Strategic human resources management. Team building. Corporate culture. Staff development. Redistribution of labor, retraining, assistance in finding work.

Beginning of the 21st century to the present day

3 Level of personnel management: political (control over the development and implementation of personnel policy)

6 Leading directions of UE. Ways to achieve goals. Strategic management planning of labor resources, expansion of job security, retraining, creation of flexible forms of remuneration, participation in income and capital.

Features of personnel policy. At the first stages of development of PM, personnel policy was defined as passive (aimed at eliminating negative consequences), reactive (policy based on the S-R principle). Over time, its characteristics changed. At the moment, it can be defined as active, preventive (predictive, warning; control over future changes).

Professional qualification and personal requirements

Strategic personnel management: concept, goal, objectives, system, types.

Strategic personnel management is the management of the formation of an organization's competitive labor potential, taking into account current and upcoming changes in its external and internal environment, allowing the organization to survive, develop and achieve its goals in the long term.

The purpose of strategic human resource management- ensure the formation of the organization’s labor potential for the coming long period, coordinated and adequate to the state of the external and internal environment.

Strategic personnel management allows you to solve the following tasks.

1. Providing the organization with the necessary labor potential in accordance with its strategy.

2. Formation of the internal environment of the organization in such a way that intra-organizational culture, value orientations, priorities in needs create conditions and stimulate the reproduction and realization of labor potential and strategic management itself.

3. Based on the settings of strategic management and the final products of activity formed by it, it is possible to solve problems associated with functional organizational structures of management, including personnel management. Strategic management methods allow you to develop and maintain flexibility in organizational structures.

4. The ability to resolve contradictions in matters of centralization-decentralization of personnel management.

Subject of strategic personnel management The personnel management service of the organization and the senior linear and functional managers involved in their activities act.

Object of strategic personnel management is the total labor potential of the organization, the dynamics of its development, structures and target relationships, personnel policies, as well as technologies and management methods based on the principles of strategic personnel management.

Strategic personnel management can only proceed effectively within the framework of strategic personnel management systems, under which implies an orderly and purposeful set of interrelated and interdependent subjects, objects and means of strategic personnel management. The main working tool of such a system is the personnel management strategy.

From the definition of strategic personnel management it follows that it is aimed at developing the competitive labor potential of the organization in order to implement the personnel management strategy. Based on this, all functions of the personnel management system can be grouped into the following three areas: providing the organization with labor potential; development of labor potential; realization of labor potential.

Organizationally the strategic personnel management system is built on the basis of the existing organizational structure of the personnel management system. At the same time, they highlight three mainkind systems strategic personnel management.

1. Complete isolation of the system into an independent structure (but at the same time there is a danger of separation from the operational practice of implementing strategies).

2. Allocation of the strategic management body into an independent structural unit (strategic management department) and the formation of strategic working groups on the basis of units of the management system.

3. Formation of a system of strategic personnel management without separation into structural units (but at the same time, strategic management issues are given a secondary role).

10. Fundamentals of personnel planning in an organization: essence, goals, objectives, content, levels.

The essence of personnel planning is to provide people with jobs at the right time and in the required quantity in accordance with their abilities, inclinations and production requirements.

Goals HR planning must be formulated systematically. This includes the goals of the organization and the goals of its people. When planning goals, it is necessary to take into account legal regulations as well as the underlying principles of the organization's policies.

Tasks:

1. Taking into account the interests of all employees of the organization. Personnel planning is effective when it is integrated into the overall planning process of the organization.

2. Creating prerequisites for achieving the goals of the employer and employees of the organization.

3. Assist the organization in identifying key personnel problems and needs for strategic planning.

4. Improving the exchange of personnel information between all departments of the organization.

Levels:

WITH strategic planning: problem-oriented, long-term planning (for a period of 3 to 10 years). Focuses primarily on specific problems. It largely depends on external factors. Timely recognition of the main development trends and their qualitative assessment are essential tasks of strategic planning.

Tactical planning: medium-oriented transfer of personnel strategies to specific PM problems (for a period of 1 to 3 years). It must be strictly focused on the goals set by strategic personnel planning. In the tactical plan, compared to strategic personnel planning, the details of personnel activities are recorded in much more detail and differentiation. Tactical workforce planning can be seen as a bridge between long-term strategic planning and operational planning.

Operational planning: short-term (up to 1 year), focused on achieving individual operational goals. The operational plan contains precisely defined goals and specific activities, as well as allocated material resources, indicating their type, quantity and time. Operational plans are characterized by detailed elaboration of details. Their compilation is possible only on the basis of accurate information, which in most cases is poorly generalizable.

Personnel requirement planning is the first stage of personnel planning, which includes identifying qualitative and quantitative needs.

Planning for attracting and adapting personnel: planning recruitment activities in order to meet the organization's future needs for personnel. Adaptation is the mutual adaptation of the employee and the organization.

Planning for layoffs or staff reductions is intended to show who should be cut, where and when. The reasons for the release of personnel may be organizational, economic or technological phenomena.

Personnel planning carried out with the aim of economically and fairly in relation to people, distributing the potential of the workforce between vacant jobs.

Personnel training planning designed to use the employees' own production resources without searching for new highly qualified personnel on the external labor market.

Planning a business career, career and professional advancement: organization of systematic horizontal and vertical promotion of personnel through a system of positions or jobs.

Planning for staff safety and care: maintaining good psychophysical condition, as well as professional qualities of the organization’s personnel. Social security.

Personnel cost planning.

Planning and forecasting personnel needs: concept, stages, methods

Planning of personnel requirements (personnel planning) allows you to establish the necessary qualitative and quantitative composition of the organization’s personnel for a given period of time.

Need:

1)Qualitative and quantitative;

2)Regulatory- the number of jobs when the organization is operating at full capacity. The degree and nature of workload is indicated.

Clean– calculated for a certain period (month, quarter, year); is defined as the total number of filled jobs required for the planned workload of the organization during the period.

Gross– is calculated for a certain period and represents the number of full-time and freelance workers required by the organization to ensure its work during the period at the planned load.

Demand planning stages:

1) a generalized analysis of various types of plans affecting staffing (production plans, filling vacant positions, logistics, etc.)

2) analysis of available personnel statistics and determination of the actual state

3) calculation of qualitative and quantitative needs for the planned period

4) planning specific measures to cover staffing needs

Calculation of quality needs: carried out on the basis of the general organizational structure, organizational structures of departments, staffing, DI, based on the professional and qualification division of work recorded in the production and technological documentation.

Methods for calculating quantitative needs:

1) use of data on labor process time (labor intensity)

Time required to create the planned volume of products or services/Annual employee time fund

2) calculation method according to service standards

Production volume/Output per person

3) calculation method based on headcount standards

Standard number of employees per 1 rub. products x Production volume (in rubles)

4) Rosenkrantz formula (determining the number of AUP employees)

H = n ∑ M i T i /T Knvr

H - number of personnel of a certain profession, specialty, department, etc.; n is the number of types of work that determine the workload of this category of specialists; M i is the average number of certain actions (calculations, order processing, negotiations, etc.) within the i-ro organizational and managerial type of work for a specified period of time (for example, a month); T i is the time required to complete unit M within the i-ro organizational and managerial type of work; T - working time of a specialist in accordance with the employment agreement (contract) for the corresponding period of calendar time accepted in the calculations; Knrv - coefficient of required time distribution

5) statistical methods

Stochastic (based on an analysis of the relationship between the need for personnel and other variables (for example, V production); in this case, data for the previous period is taken into account and it is assumed that the need in the future will develop according to a similar relationship)

Expert assessment methods (group discussion, Delphi method)

Modeling methods (model is an image of a real situation; describes the relationship between various factors by formalizing all information about these factors.

The calculation of personnel requirements is carried out based on the forecast of the expected demand for labor in the future, the planned production program and the forecast of changes in the quantitative composition of personnel.

Models are designed to help: increase the degree of understanding of the situation; answer questions like: what if...?; evaluate alternative courses of action

The result of the planning process is plan(an official document that reflects: forecasts for the development of the organization and individual aspects of its activities (in this case, ¾ of the staff); intermediate and final tasks facing it; mechanisms for coordinating current activities and allocating resources; emergency action programs.

By deadline: long-term(over 5 years), representing a set of goals; medium term(from one to 5 years), existing in the form of various types of programs; short-term(up to a year), in the form of budgets, network diagrams, etc.

11. Personnel marketing: essence, principles, functions.

Personnel Marketing

Principles of MP:

Marketing functions:

Information

External: labor costs, labor mobility, ruts and sources of covering needs

Internal: personnel structure (quantity and quality), motivational attitudes of personnel, management culture

Communicative

The real relationship between the employer and the labor market, expressed in the presentation of the advantages of the employer's enterprise and the use of certain sources to cover personnel needs. The condition is segmentation of the labor market according to the following criteria:

Demographic (gender, age, family status)

Geographical (administrative division)

Economic (level of education, professional suitability, employment, level of income)

Psychographic (personality type, motivational attitudes)

Behavioral (career orientations, interest in work)

Methods for studying the image of an organization as an employer:

1) conducting surveys of employees of the organization, its partners, consumers and other contractors

2) analysis of hiring companies, especially unsuccessful efforts to attract employees

3) study of claims expressed by employees in the process of business assessment, adaptation or within the framework of special organized system for handling claims in the organization

4) Targeted analysis of labor market research data

Search/attraction

Selection/assessment

3.2. selection forms

Introduction to the position

4.2. probation

Hiring efficiency. In general, efficiency is Result/Cost

Classification of performance indicators

1) share of selected candidates K otb = number of vacancies / number of applicants

2) validity of assessment/selection methods

3) staffing of the organization/division

4) average costs of recruitment and selection of personnel per 1 newcomer

5) average tenure

6) indicators of the degree of satisfaction of employees with work in the company (questionnaires) - attitude towards the workplace, management, organization

14. Formation of a personnel recruitment program: main stages. The role of personnel marketing in determining recruitment policies.

Hiring– a series of actions taken to attract candidates who have the qualities necessary to achieve the organization's goals.

Includes:

Kit– mass attraction of employees to the organization

– identification of candidates willing to participate in the competition and meeting the primary requirements

Selection– the process of detailed study of a limited number of applicants

– identification of candidates who best meet the employer’s requirements

Selection(Egorshin A.P.) – means/instrument for forming a personnel reserve

Reception– registration of an employee in the organization

Stages implementation of a personnel recruitment and selection system

1) organizational and preparatory – who needs staff? Which? How many? deadlines? the reason for the vacancy?

1.1. analysis of the organization as an employer (swot analysis, identification of personnel needs)

1.2. analysis of a vacant workplace (identification of personnel requirements, selection criteria)

Search/attraction

2.1. image of the organization as an employer

2.2. selection of ways and sources to cover personnel needs (active/passive)

2.4. elements of candidate self-selection for jobs

Selection/assessment

3.1. requirements for assessment technology

3.2. selection forms

3.3. typical multi-stage selection process

Introduction to the position

4.1. documentation and legal support for hiring

4.2. probation

4.3. management of the adaptation process during the probationary period

Personnel Marketing is a type of management activity aimed at long-term provision of the organization with human resources. On the one hand, it is a study of the labor market (supply and demand), on the other, it is a means for the employing organization to achieve competitive advantages.

Principles of MP:

1) In a broad sense, M - as one of the elements of the enterprise’s personnel policy, as a certain philosophy and strategy of HRM

2) In a narrow sense, M is a special function of PM services, aimed at identifying and satisfying the need for personnel in more effective ways than competitors.

Marketing functions:

Information

Studying the image of the organization as an employer

Study of internal and external environmental factors of the organization

Studying the requirements for positions and workplaces

Study of the internal and external labor market

Communicative

The real relationship between the employer and the labor market, expressed in the presentation of the advantages of the employer's enterprise and the use of certain sources to cover personnel needs. The condition is segmentation of the labor market according to the following criteria:

Demographic - geographical - economic - psychographic - behavioral

15. Personnel selection: forms of selection, stages and methods of multi-stage selection.

Selection– the process of detailed study of a limited number of applicants or identification of candidates who best meet the employer’s requirements

The personnel selection criteria should be:

Valid (correspond to the content of the work and the requirements for the position);

Complete (take into account all the main characteristics important for effective work);

Reliable (ensure reliability and sustainability of results);

Corresponding to the content of the work and the key requirements of the position;

Having high distinctiveness.

Forms personnel selection:

1) compensatory selection - all candidates who meet the primary requirements go through all stages of selection, as a result of which the candidates receive a certain rating.

Expensive

Minimizing the risk of losing a suitable candidate

2) multi-stage selection - a candidate who has satisfied the initial requirements goes through successive stages of selection, after each of which he may be denied employment, or he may refuse to go through the next stages.

Economical

High risk of losing a suitable candidate

steps multi-stage selection:

1) preliminary selection conversation

2) filling out a questionnaire or application form

3) interview

6) medical examination

7) decision making

Methods multi-stage selection:

1) Questionnaire: personal data (name, address, marital status, living conditions, age); information about education, career, health, interests in free time; information about why the candidate wants the job; names of guarantors

2) Interview - at the end of the interview, an assessment is made of the person’s suitability to perform the relevant duties, to find out his interest in the job.

3) Review of a resume - brief information about the candidate indicating education, specialty (qualification), professional merits, work history, and his goals in searching for a job.

4) Testing - motivational, intellectual, personal (social skills, behavioral characteristics, ability to adapt).

5) Assessment Center (comprehensive technology for personnel assessment) - a group of participants goes through a series of a wide variety of tests: business and role-playing games, professional and psychological tests, self-presentations, discussions, exercises, written work. The duration of the assessment session is usually 1-2 days

6) Polygraph test (lie detector)

7) Graphological methods

8) Security check

9) Active selection methods - the candidate, taking an active position, actually demonstrates knowledge that he will apply directly in his professional activities

16. Business assessment of personnel: concept, tasks, stages, methods

Business assessment- a targeted process of establishing compliance of the qualitative characteristics of personnel with the requirements of the position.

DO tasks:

• choosing a place in the organizational structure and establishing the functional role of the employee being assessed;
• development of a program for its development;
• determining the degree of compliance with the specified criteria for remuneration and establishing its value;
• determining ways to externally motivate an employee.
• establishing feedback with employees on professional, organizational and other issues
• development of a grading system (for Kazakova)

Levels ratings:

• constant (day-to-day management control),
• periodic (certification),
• strategic (monitoring production behavior and organizational culture, making forecasts and company development scenarios)

Stages

• development of a business assessment methodology taking into account the goals and characteristics of the organization;
• defining a list of employees
• formation of an evaluation commission (direct managers, specialists of higher, equal and lower levels of the hierarchy, specialist of the PM service or third-party specialist)
• determining the time and location of the business assessment;
• establishing a procedure for summing up the assessment results;
• organization of documentation and information support for the assessment process;
• consulting appraisers on methodology issues;
• conducting an assessment;
• analysis of assessment results and conclusions.

Methods:

1) Analysis of documents (personal files, biographical, oral or written characteristics)

2) Surveys, observations, questionnaires

3) The scoring method is a scoring method for determining the values ​​of indicators, and these points characterize the degree of expression of the indicator. Variation – a method of scaling ratings of behavior description – each numerical value is described in detail

4) Pairwise comparison method (through sequential comparison of employees with each other)

5) Standard method (a standard is set and all employees are compared with it)

6) Ranking method (ordering ranks) - the assessed employees are ranked for each indicator

7) Method of critical situations - the behavior of an employee in difficult, critical situations is assessed for a given task. period (description and date, ideal and actual behavior, result)

Forms: Certification– the procedure for determining qualifications, training standards, business and personal qualities of employees, the quality of work and its results and establishing their compliance with the position held.

Assessment center- comprehensive technology for personnel assessment, including business and role-playing games, professional and psychological tests, self-presentations, discussions, exercises, written work

Goals:

Acceleration of the process of a new employee entering the position (achieving the required work efficiency in the shortest possible time);

Formation of a certain model of behavior in the employee.

Making it easier to join a team, reducing feelings of anxiety and self-doubt;

Reducing staff turnover (reducing the number of employees who have not completed the probationary period during the first year of work);

Saving the time spent by others on help and advice;

Increasing employee job satisfaction and loyalty to the organization.

Kinds:

1) primary(adjustment for workers who do not have professional experience); secondary(adaptation of workers changing the object of activity or professional role).

2) Production ( professional, psychophysiological, socio-psychological, organizational and administrative, economic, sanitary and hygienic)

Non-production ( adaptation to living conditions, adaptation to non-work communication with colleagues, adaptation during the rest period)

Stages:

1. Assessing the beginner’s level of preparedness;

2. Newcomer orientation (familiarity with one’s job responsibilities and the requirements of the organization; involvement of new officials in the process);

3. Effective adaptation (adaptation of a newcomer to his status, active involvement in interpersonal relationships with colleagues, testing of knowledge acquired about the organization);

4. Functioning (gradual overcoming of production and interpersonal problems, transition to stable work);

5. Assessing the effectiveness of the adaptation process.

Regulatory, legal and documentation support for the process : Constitution of the Russian Federation, Labor Code of the Russian Federation, Collective agreement, personnel policy, DI, Regulations on divisions, Regulations on adaptation, Regulations on mentoring, Adaptation program (includes information about the organization, the division, the position).

Activities and tools : job offer (Job Offer), workplace preparation, Wellcom! Training, introductory briefing, shadowing, budding, “newcomer kit”, adaptation sheet, employee book, work plan for a probationary period, films about the company, etc.

Criteria for assessing the level of adaptation:

1. Objective: productivity (data on the completion of tasks recorded in the newcomer’s adaptation sheet is compiled by the HR manager and compared with those planned for this period); behavior in a team (participation/non-participation of an employee in solving team problems, in conflicts).

2. Subjective: satisfaction with work and working conditions; assessing relationships in the team, with the manager, determining one’s place in the team; psychophysiological state (fatigue, irritability); the opinion of colleagues, mentor and manager about the professional qualities of the newcomer, his work and social activity, and position in the team.

Kinds:

- Another A.(mandatory for everyone and is carried out at least once every 2 years for management personnel and at least once every 3 years for specialists and other employees). From passing O.A. may refuse: persons holding a position for less than 1 year, young professionals within 3 years after graduation, pregnant women and women on maternity leave.

The entire history of management development has been associated with two approaches to management:

1 Production (operations) management, i.e. technical side of production;

2 Human resource management (the main thing here is psychological factors, motivation, incentives).

Currently, there is an interweaving of these approaches. For example, in quality circles they not only solve quality problems, but also satisfy the needs for communication and involvement in management.

Let's consider the main schools in management.

Classical School of Management (1911)

Based on a deep division of labor and rationalization of labor movements.

Proposed by American engineer Frederick W. Taylor. The essence is to transfer the ideas of engineering sciences to management at the lower level. Taylor believed that many manual labor operations could be improved using observations, measurements, analysis, i.e. he tried to eliminate erroneous, unnecessary, unproductive movements (rationalization of work). The strongest, most dexterous and skilled workers were appointed to supervise the operations. The indicators of their production, recorded element by element by timing, were then established as a norm mandatory for all workers. The minimum time required for inevitable production delays and rest was also calculated.

Taylor determined the amount of work that, when performed appropriately, a worker can provide labor for a long time. As a result, a scientific direction arose, which was called: “Scientific organization of labor.”

Taylor's principles:

planning and production preparation should be carried out by engineers, and the actual production should be carried out by workers;

technicians find one solution that is not discussed;

the greater the division of labor, the higher the productivity;

the more a worker works, the more he receives;

Every person, regardless of qualifications, can be put to work.

Thus, according to Taylor's concept, it is necessary to optimally adapt man to machine.

The works of the German sociologist Weber are of interest. He pointed out that strict order, supported by appropriate rules, was the most effective method of work. A functioning organization can be “decomposed” into its component parts and the work of each of them can be “normalized”.

Weber proposed building organizations along linear lines (i.e., everyone is responsible for their actions only to their superior). Hence, he proposed regulating the functions and number of managers. However, it was later discovered that the number of employees and the amount of work are not always related. This postulate was called Parkinson's law.

The development of F. Taylor's ideas was continued by Henri Fayol.

He presented the administration’s sphere of activity in the form of six directions.

technical activities.

commercial activities (purchase, sale, exchange).

financial activities (search for capital and its use).

protective activity.

accounting activities.

administration (impact on personnel).

He considered administration to be the main function of management. He formulated the following management principles.

Division of labor.

Authority and responsibility.

Discipline.

Unity of command.

Unity of directions (one goal).

Subordination of personal interests to general ones.

Reward.

Centralization.

Scalar chain (a number of persons in leadership positions).

1. Justice.

   Stability of the workplace for staff (reduced turnover).

   Initiative.

   Corporate spirit (personnel and management of the company).

“In addition, A. Fayol tried to explore the organizational structure of management and improve the linear structure (the managing entity must oversee the correspondence of the two entities).

With the development of new technology (the term "new technology" applies to a wide range of equipment whose operating principle is based on the use of microcircuits and associated software), greater production flexibility is being achieved. In accordance with the concept of a flexible production system, more homogeneous qualifications of personnel are envisaged. Planning and preparation of production are carried out by the team itself.

In this case, motivation and qualifications become the main, central problem * of personnel management. The result depends on the will and capabilities (qualifications). Managing mental activity is more difficult than managing physical activity. This fact required the search for new approaches to management.

School of Human Relations, Behavioral School (30s)

The leader of the movement for the introduction of new forms and methods of management in industry, which later became known as the “school of human relations,” was the American sociologist and psychologist Elton Mayo. Of interest are the studies he conducted at the Hawthorne plant.

The school of "human relations" was the realization of a new desire of management to consider each industrial organization as a certain "social system". By this time, views had become widespread that individual people were much more than a factor of production. They - members of the social system of any enterprise - are consumers of the created commodity services and significantly influence demand. They are members of organizations such as family, school and the like.

According to Mayo, any labor organization has a single and integrated social structure. His main theses are as follows: 1) people are mainly motivated by social needs and feel their individuality through their relationships with other people; as a result of the industrial revolution and the rationalization of the labor process, work itself has largely lost its attractiveness, so a person must seek satisfaction in social relationships; people are more responsive to the social influence of their peer group than to the incentives and controls emanating from management; the employee responds to the orders of the manager if the manager can satisfy the social needs of his subordinates and their desire to be understood.

In the concept under consideration, the manager of an industrial enterprise performs two main functions: economic and social. The first is aimed at maximizing profits, the second. - to create and stabilize effectively working teams and groups.

Management seeks to subsume the problems of group cooperation under the technological problems of production.

Other scientists - Carnegie, Mackenzie, etc. - also studied human behavior in various life situations (and not specifically in the production environment).

There are many undeveloped issues in this area, and many problems that occur in practical life have not received theoretical justification.

For example, in management theory, the division of workers by temperament (choleric, sanguine, melancholic and phlegmatic) is practically not taken into account.

Temperament is a set of psychological properties of a person that are based on the hereditary characteristics of the nervous system and are manifested in human behavior and the type of response to external conditions.

Temperament traits have a stable nature and remain unchanged in a person throughout his life (i.e., personality and character traits can be changed and educated, but temperamental traits cannot).

A sanguine person is mobile, energetic, balanced, has a quick reaction, lively speech and movements, and thinks actively. Has high performance. Works poorly in conditions of monotony, but works well in responsible positions. Therefore, new goals must be set for him. He can be criticized - he is insensitive.

Choleric is easily excitable, speech and movements are rapid, the reaction is impulsive, has a high capacity for work, and initiative in work. Needed where a new business has been started. He doesn't listen to the opinions of others.

A melancholic person is emotional, unable to withstand overload for a long time, has slow, smooth speech and movements. Performance depends on your mood. He needs emotional support and regular rest. These are usually observant people who avoid conflict.

A phlegmatic person is slow, has a slowly growing but long-lasting reaction, thinks slowly but thoroughly. He has a good working capacity, but he needs a lot of time to work on it. He gets used to working conditions and reproduces it well. (The best designers, economists, and accountants are phlegmatic.) It is better to give him assignments in writing. It takes a long time to learn new things, but very thoroughly, gets along well, and does not give in to panic.

Also, in the field of industrial management, the specific capabilities of the team have not been studied depending on nationality, religion, age, gender, and education.

The behavioral school is more empirical than theoretical.

However, it is obvious that the performer is influenced not only by material, but also by psychological and social factors.

The works of a representative of the behavioral school, Mary Follett, touched upon such categories as “power”, “authority”, their differentiation, informal perception, responsibility, delegation of responsibility, etc. In addition, the problems of conflicts and their resolution were considered. She pointed out that results can be achieved under the influence of forces generated by the interaction of colleagues within the work team.

Fatigue issues were studied separately. This problem has been deeply studied in our country.

Another representative of this school is the American psychologist A. Maslow. He noted that people's actions are determined not only by economic forces, but also by various needs that can only be partially satisfied with the help of money. The development of psychology and sociology has made the study of behavior strictly scientific.

Representatives of behaviorism - Herzberg, McGregor, Likert - made a great contribution to the study of human behavior.

Behaviorism is a direction of American psychology. Its representatives believed that the subject of psychology is not consciousness, but behavior as a response (reaction) to environmental influences.

These researchers studied motivation, the nature of power, organizational structures, communications, leadership, etc. The School of Behavioral Sciences focused on techniques for building interpersonal relationships.

Followers of this school believed that the correct application of behavioral science always leads to increased efficiency. But in reality, this statement is true only for individual workers and only in some situations.

The two above approaches (schools) are two extremes in management (either completely ignoring a person, or vice versa).

Situational approach (60s)

The situational approach does not reject the given theories. It takes advantage of the direct application of science to specific situations and conditions. The central point of this approach is the situation, i.e. specific set of circumstances.

By the beginning of the 70s, human relations management was constituted into a special management function, called “personnel management”. Its main goal is to, while increasing the well-being of the employee, at the same time provide the opportunity to make his maximum personal contribution to the effective operation of the entire enterprise. Personnel management is mainly related to methods of selection, training and retraining of personnel, problems of personnel employment, effective use of equipment, organization of joint consultations between entrepreneurs and workers, as well as generally recognized One of the tasks of personnel management is to mitigate tension in enterprise teams due to significant differentiation in payment.

The concept of “personnel management” (personnel management; personnel economics) has three meanings:

functional;

institutional (organizational);

scientific and educational discipline.

In functional terms, this concept refers to all tasks and decisions related to work in the field of personnel.

Personnel management includes the following areas of activity:

workflow analysis;

determining the need for workers;

use of personnel;

recruitment, selection of personnel;

advanced training and career advancement;

determination of remuneration based on labor results;

security;

regulation of labor relations;

discipline, control, evaluation of actions;

prevention and elimination of conflicts;

drawing up a work schedule.

From an organizational point of view, this concept covers all persons and institutions responsible for working with personnel: managers, personnel department, etc.

As an educational and scientific discipline, personnel management is one of the branches of management. At the same time, personnel management is closely related to the social sciences.

Translated literature, with its different terminology characteristic of different schools of management, has a strong influence on the divergence of interpretations. The most common terms are:

Personnel administration - personnel administration (recruitment, control, placement, training, use of personnel), relations between the administration and subordinates;

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

Personnelrelation - relationships with staff, etc.

When trying to define and reveal the content of a particular concept, the authors focus on the most important, in their opinion, aspect of the issue. Let us dwell on some definitions given in recent years in the works of domestic and foreign economists.

Table 1.1. Definition of the essence of the category “personnel management”

Continuation of Table 1.1

End of Table 1.1

Until recently, in our country, as well as in other socialist countries, there was no special educational area related to personnel management. As a special subject in institutes, the course “Labor Economics” was studied, which often unofficially proceeded from a mechanistic (Tayloristic) concept of man. Officially, this approach was criticized and characterized as a “scientific” system of squeezing out sweat.”

Question 2.

1. Prerequisites for the emergence and development of the science of personnel management

2. Stages of development of the science of personnel management

1. Sciences in the field of human resource management began to emerge in the last third of the 19th century.

The main prerequisites for this were:

Industrial Revolution and the development of capitalism;

Increased intensity and exploitation of labor;

The separation of workers and employers, accompanied by social conflicts and the development of the labor movement led by trade unions and workers' parties;

There is an urgent need for the emergence of special workers and specialized units at the enterprise, the purpose of which would be to establish relations between the administration and employees, as well as directly work with personnel.

2. In the history of personnel management, the following stages can be distinguished, characterized by distinctive features:

- 1900-20s:

Some of the functions of personnel management (primarily hiring and recording the use of working time) began to be transferred to separate units - personnel departments;

The main objects of personnel services management were safety and working conditions, production efficiency;

The main attention was paid to the organization of work, training, increasing labor productivity, motivation programs began to be developed;

- 1920-40s:

The practice of creating HR departments is becoming widespread in the USA and Western Europe; the main tasks of workers in such departments were to establish relations between workers and employers, reward workers for conscientious work, present their demands to management and prevent the creation of trade unions or negotiate with them;

The main objects of management are the individual characteristics of workers and social partnership with trade unions;

The main directions in the work of personnel services are psychological tests and surveys of workers, taking into account their suggestions when organizing the design of work, establishing cooperation and interaction in production;

- 1940-60s:

The trade union movement is intensifying; In-house normative and regulatory documents developed in large quantities are causing an increase in staff turnover, there are trends towards democratization of the management process;

Human relations have become the main object of management; economic guarantees and social support are provided;

The work of personnel services includes the organization of pensions, the development of collective forms of labor organization, and the development of procedures for joint participation in management; self-discipline and division of responsibility develops;

- 1960-90s:

HR services begin to engage in long-term, long-term workforce planning; their participation in the strategic management of the enterprise becomes key;

The main objects of management are the movement of personnel, eliminating the monotony of work, increasing its diversity;

Personnel services are focused on the development of collective forms of labor organization, rotation of work, redistribution of labor, retraining of personnel, assistance in job searches;

- since the 1990s Until now:

New methods of working with people are being introduced to help realize their creative potential; in large organizations the number of personnel management services reaches 50 people or more, the basis of their work is strategic planning and expanding job security;

The object of management is to satisfy the enterprise's needs for highly qualified employees who meet the requirements of modern science and production, eliminating the shortage of such personnel;

Human resource departments are engaged in retraining, creating flexible forms of employee compensation, reducing working hours and employee participation in income and profits.

Human resource management is a theoretical and practical field of scientific knowledge that is responsible for providing a company with labor resources. To understand the internal content of this sphere, it is necessary to analyze its evolutionary development. This is due to the fact that the history of personnel management allows us to consider all the main milestones of its development, identify existing approaches to its understanding, and determine the basic advantages and disadvantages of a particular model in order to extrapolate positive experience to modern conditions.

Periodization of personnel management schools

It should be noted that the roots of the modern personnel management system go back to ancient times, when labor relations first arose between masters and their students. Craft labor is the most primitive stage of development of this area, which was characterized by maintaining the existing organization of labor activity, remuneration for it (usually in non-monetary terms), work schedule, as well as control over the worker’s activities and the results achieved.

However, this model of personnel management serves only as a prototype of the modern system.

Currently, HR experts identify the following historical schools with chronological stages of existence:

• 1885-1920 – school of scientific management;
• 1920-1950 – administrative school;
• 1950-1970 – school of psychology and human relations;
• 1970-1999 – quantitative school;
• 2000 – present – ​​modern period of personnel management.

School of Scientific Human Resource Management

Frederick Taylor was the first to put forward the idea of ​​a scientific approach to personnel management. His focus was on dynamically increasing productivity by changing the psychology of both organizational owners and their employees.

Taylor developed 4 fundamental principles for organizing work activities:

1. a thorough approach to the implementation of each element of job duties, taking into account the application of scientific knowledge;
2. thoroughness in the selection of employees, their training and development of professional qualities and skills;
3. close cooperation with all employees of the organization on the basis of established rules and internal labor regulations;
4. equal distribution of functional duties and responsibilities among all employees of the enterprise, including administration, middle managers and workers.

At the same time, Taylor identified the following methods by which one can achieve rationalization of work activity:

• isolating individual structural elements from the entire set of production processes;
• the use of personnel management as a factor of production;
• division of labor in the field of labor management;
• perception of production process planning as a specific management function;
• centralization of means, conditions and methods of carrying out labor activities;
• hierarchical system of subordination;
• close coordination of administrative positions and workers;
• application of instructions;
• orientation towards scientifically based provisions and norms;
• introduction of a remuneration system that stimulates production growth.

However, in practical activities, many goals, in particular, cooperation between the management team and the working group, an even distribution between them not only of functional duties and responsibilities, were not achieved. This was due to the fact that Taylorism emphasized strict subordination of lower levels to management, as well as a technical process that had to be carried out unquestioningly by subordinates without regard to their personal interests.

• target selection;
• choice of funds;
• preparation of selected funds;
• monitoring the achievement of results.

Moreover, the control function extends its influence not only to the final positive or negative results that were achieved during the performance of their duties by all subjects of the organization, but also to the rational use of labor costs and timing.

Other outstanding personalities in the development of personnel management as a science are Garrington Emerson and the Gilbert spouses. The first paid close attention to complexity in solving problems of organizing production and management, which should lead to increased efficiency of both processes. Moreover, efficiency was the ratio of all expended resources (material, financial, labor, time, etc.) and the economic result.

The Gilberts argued that most manual labor operations in use could and should be improved through the use of observation, measurement, logical thinking and analytical skills. To do this, they conducted an experiment, installing video cameras and microtiming, which significantly expanded the experience of scientific organization of labor activity.

Ford's activities had a great influence on the school of scientific management. By dividing the process of producing each product down to the most primitive movements, he managed to significantly reduce the cost of production.

Realizing the need to transform the entire management system, Ford put forward the following conceptual principles for carrying out labor activities:

• accurate calculation of planning the production process in general and its individual links in particular;
• accounting and planning of working conditions;
• advance preparation of all types of resources;
• continuous search for areas to improve production.

In general, we can say that the scientific school breathed new breath into personnel management and played a decisive role in the emergence of this industry as a science.

However, many tasks were not fully realized, which predetermined the transition to the next stage in the historical development of personnel management.

Administrative School of Human Resource Management

The most outstanding personality in the history of the origin and development of personnel management as a field of scientific knowledge is Henri Fayol, who, as the basic goal of his direction, set the creation of such principles and management functions, with the use of which an organization can achieve the desired success.

Fayol identified 14 universal principles on which effective and efficient management should be built. These include:

• division of labor;
• the presence of power in one subject, capable of setting tasks and being responsible for the final unity (manifested in the fact that the final tasks are set by only one person - the leader; he is also responsible for the results);
• unity of power;
• performance results;
• discipline;
• priority of common interests over individual ones;
• employee incentives and rewards;
• centralized nature;
• the need for interaction between the manager and subordinates;
• strict internal order;
• equality of all members of the organization;
• employee stability;
• initiative;
• corporate spirit.

At the same time, Fayol understood: despite the fact that the activities of any organization should be based on these principles, they must be used taking into account specific circumstances.

In addition to the principles, Fayol considered the management process in an organization as a set of the following functions:

• planning;
• organization;
• stewardship;
• coordination;
• control.

Within the administrative school of management, one can single out such a scientist as Max Weber. He first developed and proposed a theory of bureaucratic organization structure, which was based on the following conceptual elements:

Such a system of organizing management, including personnel, must ensure speed, accuracy, order, certainty, continuity and predictability.

At the same time, the administrative school of management did not take into account the employee as an independent link in the entire chain. In addition, today the result of labor activity does not affect the status of an individual employee and the amount of his material remuneration. In many ways, the main factor is the employee's position. And this, in turn, had an adverse effect on the organization’s performance.

School of Psychology and Human Relations

The history of the development of personnel management since the 50s of the twentieth century has taken a completely different course of events than it was before. Elton Mayo and Mary Parker Follett first began to focus on a specific employee and his relationships with other employees in the process of performing activities.

Representatives of this direction of development of personnel management, in addition to material remuneration, identified a diametrically opposite factor that influences the results of work activity - social conditions and relationships between all members of one organization. This predetermined the need to realize that management must create a favorable psycho-emotional climate in the team, trust workers, and not require them to thoughtlessly fulfill their duties.

In this regard, the role of the leader changes: he ceases to be the only source of official power and becomes the leader of the team, generally recognized by him.

In addition, the implementation of directive instructions fades into the background. Instead, the emphasis is on solving problems based on the current situation.

These ideas, expressed by representatives of the school of psychology and human relations, have become widespread in the practical activities of personnel management specialists.

Quantitative School of Human Resource Management

The main goal of the quantitative school of personnel management is the need to introduce the methodology of the exact sciences into management processes, that is, scientific research methods must be applied to the operational problems of the organization.

• the problem is identified;
• a model of the current situation is developed;
• Variables are assigned quantitative values.

This approach allows each variable to be compared and described objectively, and the relationships between them to be quantified. Among the most significant results of the existence of the quantitative school are models for assessing the socio-economic efficiency of personnel management, motivational models, etc.

Modern period of personnel management

The current approach to personnel management can be described as combined, because it has absorbed the main positive features from all schools.

Today, quantitative indicators, a scientific approach, and taking into account the interests of each employee are actively used. Moreover, all of the above facts are organically combined with compliance with the uniform corporate spirit of the organization. To achieve this, executives and middle managers organize joint events to unite the team.

At the same time, the requirements of modern reality, which involve the active introduction and application of program-targeted planning and management technologies in all areas, dictate a reorientation from cost management to results management. These changes also apply to the area of ​​personnel management. The transformations especially affected the commercial sphere. This means that now each employee must strive to achieve the maximum possible positive results during his working life, which will directly affect the size of his salary, the possibility of receiving various incentive payments and bonuses, as well as moving up the career ladder within one organization.

At the same time, in commercial structures there is a steady tendency to impose certain sanctions in the form of monetary penalties or deprivation of bonuses for failure to fulfill the established plan.

In addition, it is obvious that the practice is widespread when an employer hires a person who does not have an education in the relevant specialty. As a rule, this applies to positions such as sales manager, merchandiser, human resources specialist, advertising manager, etc. In these cases, more attention is paid to the internal qualities of a potential employee, in particular activity, determination, resistance to stress, desire and desire to learn and work, etc. This is the reason that today large companies organize master classes, seminars and trainings of various types for their specialists, which have the goal of developing employees professionally, increasing their level of qualifications, and in the field of personal growth.

Particular attention is paid to the development of the corporate culture of the organization, which represents an established and supported by all model of behavior of the members of the enterprise. It includes the adopted leadership system, methods and styles for resolving emerging conflicts and problematic situations both between employees and in relations with clients, the position of each subject, etc. Corporate culture is also made up of the organization’s symbols, slogans, prohibitions and certain rituals. This approach allows you to establish relationships with potential clients and, consequently, increase profits and reputation, which will have a beneficial effect on the development of the company itself and on the financial situation of its employees.

Thus, the personnel management system in force today has gone through a long period of formation and development. And thanks to the painstaking study of the historical aspects of its formation, it is at a fairly high level.