Effective approaches to personnel management. Basic concepts of personnel management and approaches to personnel management

Introduction

Personnel management: concept, essence, concepts

Approaches to personnel management

1 Economic approach to personnel management: concept of use labor resources

2 Organic approach to personnel management: the concept of personnel management and the concept of human resource management

3 Humanistic approach to personnel management

Conclusion

List of sources used

Application

Introduction

The relevance of the study lies in the fact that at present, when technological, technical and organizational advantages are averaging, the competitive advantages of an organization can be achieved solely through the effective use of human capital. In this regard, there is a problem of personnel management.

Personnel management activities are a targeted impact on the human component of the organization, focused on bringing the capabilities of the personnel and the goals, strategies, and conditions for the development of the organization into line.

The main goal of management is the efficient and systematic use of human resources to achieve optimal results, as well as the improvement of the decision-making process by those who are directly affected by them.

One of the most important components of management activity - personnel management, as a rule, is based on the concept of management - a generalized idea (not necessarily declared) about the place of a person in an organization.

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

Personnel management in such a situation is of particular importance: it allows you to generalize and implement a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization's personnel management system.

Therefore, for effective management it is necessary to constantly study the methods of personnel management, apply various approaches.

AT modern conditions in the theory and practice of management, a significant body of knowledge has already been accumulated, which has absorbed the experience of the best organizations that have achieved significant success in mobilizing personnel - a set of rules, principles and technologies that can be used by managers who have set themselves the goal of getting the most out of all resources available to the organization.

The purpose of this course work is a theoretical study of approaches to personnel management.

To achieve the goal, we solved the following tasks:

given general concept personnel management;

studied the concept of personnel management;

the main approaches to personnel management are characterized.

The theoretical and methodological basis for the study was the works of such prominent specialists in the field of personnel management as T.Yu. Bazarov, A.P. Egorshin, I.B. Durakova, A.Ya. Kibanov, K.A. Kravchenko, I.D. Ladanov, M.I. Magura, R.A. Fatkhutdinov, S.V. Shekshnya, V.I. Shkatull and a number of others.

The sources of information for writing a term paper were individual works of the above and other authors, educational and methodological literature on the research topic, publications in the media, as well as materials from Internet resources.

The structure of the course work includes: introduction, main part of two chapters, conclusion, list of sources used and applications.

1. Personnel management: concept, essence, concepts

Under the organization's personnel we understand employees of all categories, whose live labor is integrated into the total labor costs of the organization, for the payment of which the accounted funds of the organization are spent, and / or which is associated with the performance of functions for managing this labor.

Personnel management is a purposeful activity of the management team of the organization, as well as managers and specialists of the departments of the personnel management system, which includes the development of a concept and strategy personnel policy, principles and methods of personnel management.

Personnel management consists in the formation of a personnel management system; personnel planning, conducting personnel marketing, determining the personnel potential and the organization's needs for personnel; accounting and rationing of the number of employees. It is obvious that certain managerial activities are necessary to achieve these goals.

Personnel management activities are a targeted impact on the human component of the organization, focused on bringing the capabilities of the personnel and the goals, strategies, and conditions for the development of the organization into line. The object of management is the personnel of the organization, which in domestic and foreign practice is interpreted as "personnel management", "human resource management", "personnel management" and others.

V.N. Volkova, considering management as an element of general systems, focuses on the following: management is a function of the system, focused either on maintaining the main quality, i.e. a set of properties, the loss of which leads to the destruction of the system under conditions of a change in the environment, or to the implementation of a certain program that ensures the stability of functioning, homeostasis, and the achievement of a certain goal.

The concept of "human resource management", known as "human resources management", first appeared in Western, American management, reflecting the changes in the role and place of a person in the labor process, and was firmly established in scientific terminology in the 70s of the twentieth century. Since then, this specific management function has been seen as "a strategically and logically coherent approach to managing an enterprise's most valuable asset: the people who work there, who collectively and individually contribute to the enterprise's objectives."

Our studies show that so far in the economic literature there is no single approach to defining the essence of the concept of "personnel management" and there are various interpretations, which are given in Appendix 1.

Thus, the various interpretations of the concept of "personnel management" given in the table emphasize the diversity of existing theoretical approaches to human resource management. As our study shows, personnel management as a process of influencing human resources is in permanent dynamics in terms of organizational and economic relations between managers and managed personnel.

The development of management in the twentieth century was accompanied by a rapid change in public views, awareness of the role of man in the sphere of production. The contradictory relationship between employers and employees, in which the organization's working environment was dominated by strict regulation of procedures for interacting with employees, has been replaced by an atmosphere of cooperation. Practical experience and scientific research allowed to form the most important concepts of personnel management.

The concept of personnel management is a theoretical and methodological basis, as well as a system of practical approaches to the formation of a personnel management mechanism in specific conditions. There has been a change of four concepts that trace the role of man in the production sector. To date, the concept of personnel management by the Russian scientist L.I. Evenenko, who identifies four concepts that have developed within the framework of three main approaches to personnel management: economic; organic; humanistic (Table 1).

Table 1 - Concepts of personnel management

PeriodConceptsApproaches20-40s XX centuryUse of labor resources<#"justify">The economic approach gave rise to the concept of the use of labor resources. Within the framework of this approach, the leading place is occupied by the technical rather than managerial training of people in the enterprise. At the beginning of the XX century. instead of a person in production, only his function was considered - labor, measured by the cost of working time and wages. In essence, an organization is a set of mechanical relationships, and it must act like a mechanism: algorithmic, efficient, reliable and predictable. In the West, this concept was reflected in Marxism and Taylorism, and in the USSR - in the exploitation of labor by the state.

Within the framework of the organic paradigm, the second concept of personnel management and the third concept of human resource management have consistently developed. The scientific basis of the concept of personnel management, which has been developing since the 1930s, was the theory of bureaucratic organizations, when a person was considered through a formal role - a position, and management was carried out through administrative mechanisms (principles, methods, powers, functions).

Within the framework of the concept of human resource management, a person began to be considered not as a position (an element of the structure), but as a non-renewable resource - an element social organization in the unity of the three main components - the labor function, social relations, the state of the employee.

In Russian practice, this concept has been used fragmentarily for more than 30 years, and during the years of perestroika it became widespread in the “activation of the human factor”.

It was the organic approach that marked a new perspective on personnel management, bringing this type of management activity beyond the traditional functions of organizing labor and wages.

At the end of the twentieth century. With the development of social and humanitarian aspects in management, a system of human management has been formed, where people represent the main resource and social value organizations.

Analyzing the above concepts, it is possible to generalize approaches to personnel management, highlighting two poles of the role of a person in social production:

) man as a resource production system(labor, human, human) - an important element of the production and management process;

) a person as a person with needs, motives, values, relationships - the main subject of management.

Another part of the researchers considers personnel from the standpoint of the theory of subsystems, in which employees act as the most important subsystem.

Taking into account all the above approaches to the analysis of the role of a person in production, it is possible to classify the known concepts in the form of a square as follows (Fig. 1).

Figure 1 - Concepts of personnel management

The y-axis shows the division of concepts according to the attraction to the economic or social systems, and the abscissa - according to the consideration of a person as a resource and as a person in the production process.

At the same time, it should be noted that modern management is still dynamic. An example of this is the paradigm of P. Drucker, which gives an answer to the question: how to make labor productive, and the employee - focused on achievements. In his writings, the author emphasizes changes in the structure of the labor force due to structural shifts in the economy. "The main difficulties in the management of labor and work are the changed psychological and social position of the manual worker, ... and the emergence of mental labor as an economic and social center in the post-industrial information society."

This idea is developed in the works of the American scientist E. Allenbaugh, who focuses on the ability of managers to inspire employees in order to discover and realize their promising abilities. “While improving technology is definitely necessary to maintain the benefits,” notes E. Allenbaugh, “the element that has a more serious impact will be the use of latent human potential.”

Russian scientists T.Yu. Bazarov and B.L. Eremin called the transition from traditional management models to modern ones "the transformation of the personnel management process into the process of human resource management."

The American scientist M. Armstrong, who tried to separate the concepts of "personnel management" and "human resource management", believes that there is no deep scientific difference between these two concepts, and this is rather a reflection of terminological diversity. That is, there is a further formation of an evolutionary personnel management system.

Thus, personnel management is a specific function of management activity, the main object of which is a person who is a member of certain social groups. Modern concepts are based, on the one hand, on the principles and methods of administrative management, and on the other hand, on the concept of the comprehensive development of the individual and the theory of human relations.

All concepts have a different approach to management. Current trends in the development of personnel management are associated with market-oriented changes in the economy, technology, social sphere and legal relations, which can be conditionally divided into economic, organic and humanistic, and which will be presented in detail in the next chapter.

2. Approaches to personnel management

Approaches to personnel management are a targeted impact on human behavior, focused on matching the capabilities of personnel to achieve enterprise development strategies.

As a rule, there are three main approaches to management - economic, organic and humanistic.

2.1 Economic approach to personnel management: the concept of using labor resources

The economic approach to management gave rise to the concept of the use of labor resources. Within the framework of this approach, the leading place is occupied by the technical rather than managerial training of people in the enterprise. The organization is considered as a mechanism, and the person, the staff acts as a certain cog in this mechanism, which must work properly.

Among the main principles of the concept of the use of labor resources are the following:

ensuring the unity of leadership - subordinates receive orders from only one boss;

adherence to a strict managerial vertical - the chain from the boss to the subordinate descends from top to bottom throughout the organization and is used as a channel for communication and decision-making;

fixing the necessary and sufficient amount of control - the number of people subordinate to one boss should be such that this does not create problems for communication and coordination;

ensuring discipline - submission, diligence, energy and manifestation of external signs of respect must be carried out in accordance with accepted rules and customs.

observance of a clear separation of the headquarters and line structures of the organization - staff personnel, being responsible for the content of activities, under no circumstances can exercise the powers vested in line managers;

achieving the subordination of individual interests to a common cause with the help of firmness, personal example, honest agreements and constant monitoring;

ensuring equity at every level of the organization, based on goodwill and fairness, to inspire staff to perform their duties effectively; well-deserved reward that boosts morale, but does not lead to overpayment or remotivation.

Description economic approach to management is presented in table. 2.

Table 2 - Characteristics of conditions for efficiency and special difficulties in the framework of the economic approach

Conditions for efficiency Special difficulties A clear task for execution Difficulty in adapting to changing conditions The environment is quite stable Clumsy bureaucratic superstructure (strict assignment and hierarchy of the management structure, which makes it difficult for performers to make creative and independent decisions when the situation changes) Production of the same product If the interests of employees take precedence over the goals of the organization, undesirable consequences are possible (since staff motivation comes down solely to external stimulation, even minor changes in the incentive scheme are enough for unpredictable consequences) A ​​person agrees to be a part of the machine and behaves as planned

The concept of human resource management is based on a bureaucratic organizational culture. Therefore, the leader in the process of his activity is guided by such stereotypes as:

employees are born lazy, passive and need to be manipulated and controlled by the manager;

for employees, the incentive motive is primarily economic interest, so every effort should be made to maximize their income;

the organizational structure should be designed in such a way as to control the desires of workers and, to the maximum extent, neutralize possible consequences their unpredictable actions;

on the leadership work those few workers who are capable of self-control and who are highly motivated, purposeful and ambitious can be promoted.

2.2 Organic approach to personnel management: the concept of personnel management and the concept of human resource management

Within the framework of the organic approach, two concepts have consistently developed: the concept of personnel management and the concept of human resource management. It was this approach that marked a new perspective on personnel management, bringing this type of managerial activity beyond the traditional functions of organizing labor and wages. The personnel function from the registration and control gradually became developing and spread to the search and selection of employees, career planning of employees significant for the organization, evaluation of the work of the management apparatus, and improvement of their qualifications. Emphasis on the human resource contributed to the birth of a new idea of ​​the organization. It began to be perceived as a living system that exists in the environment.

The concept of personnel management is based on an organic organizational culture. With the dominance of an organic organizational culture, the leader in the course of his activities, as a rule, is guided by the following stereotypes:

workers are mainly concerned with social needs and acquire a sense of self-identity only in relationships with other people;

rationalization of production and narrow specialization lead to the fact that the meaning of its production activities workers see not in the work itself, but in the social relations that develop in the process of work;

workers are more likely to respond to the influence of their comrades than to the initiatives of management;

employees tend to respond positively to management initiatives when it takes into account the social needs of their subordinates and, above all, the need for social recognition.

Based on this, it can be seen that this concept uses the provisions of the theory of A. Maslow as the basis for highlighting the directions and content of personnel management activities (Table 3).

Table 3 - Compliance of personnel management activities with the dominant needs of the individual

Dominant needPersonnel management activitiesSelf-actualization Encouragement of employees to be maximally involved in the process of work and management. Turning work into the main means of self-expression of employeesSelf-respectWork must be in the zone of the employee's aspirations, providing his autonomy, responsibility and developing self-identitySocial needsWork must allow you to communicate with colleagues and feel needed by peopleNeed for safety social insurance, sickness support, job security, career prospects within the organization, create safe working conditions

The concept of human resource management, adopted as a model for describing the organizational reality of the functioning of the human brain, made it possible to look at the organization as a collection of parts connected by lines of management, communication and control. The analogy with the brain, in contrast to the analogy with the mechanism, made it possible to present both the organizational reality in general and personnel management in particular in a completely different way. The main secret of the brain - not differentiation and narrow specialization, but systemicity and complexity, for which connections are important, which are created in excess at every moment.

The concept of human resource management is based on an entrepreneurial organizational culture. In the case of the predominance of an entrepreneurial organizational culture, the leader in the course of his activities, as a rule, is guided by the following stereotypes:

Employees are only interested in their personal goals;

The best way to make an organization work is to hire persistent, aggressive people and try to maintain control over them in an ever-changing external environment. The decisive factor is the initiative of the workers themselves;

Most effective method motivation of employees - a challenge that opens good opportunity for their self-realization;

Power is rarely delegated to anyone because of fear of possible mistakes.

The attractiveness of this approach was enhanced by the fact that the adoption management decisions can never be completely rational, because in reality the employees of the administrative apparatus:

a) act on the basis of incomplete information;

b) are able to explore only a limited set of options for each solution;

c) unable to accurately evaluate the results.

Ultimately, the organizational approach, while recognizing the principle of bounded rationality (limited to seeking information and controlling results through goals and objectives rather than controlling behavior through rules and programs), focuses on the following key points:

it is necessary to focus on the environment in which the organization lives;

the organization must be understood in terms of interrelated - intra- and inter-organizational subsystems, highlighting the key subsystems and analyzing the ways to manage their relationship with the environment. A popular way of analysis is to identify a set of key needs that an organization must satisfy in order to survive;

between subsystems, it is necessary to create a balance and eliminate dysfunctions.

A brief description of the organic approach is presented in Table. four.

Table 4 - Characteristics of the conditions of effectiveness and special difficulties in the framework of the organic approach

Conditions for effectiveness environment Not taking into account the sociality of the organization as a product of attitudes, ideas, norms and beliefs Improving management by paying attention to the differentiated needs of people Turning people into a resource to be developed, to the detriment of the individual's right to choose Looking at the organization in terms of the interaction of goals, strategy, structure and other dimensions Assumption of functional unity when all organs work for the benefit of the organism as a whole Identification of various subsystems of the organization Assumption that workers should satisfy all their needs through the organization Accounting for natural opportunities in the innovation process Danger of falling into social Darwinism Increased attention to the "ecology" of intra- and inter-organizational interactions Responsibility can be shifted to external causes course changes

Overcoming the contradictions characteristic of the organizational approach to management made it possible to formulate the following recommendations, which are essential from the point of view of improving the efficiency of personnel management.

Recognizing that mistakes made when operating in a complex environment are inevitable, it is necessary to encourage in employees such qualities as openness and reflexivity.

It is essential to encourage such methods of analysis that recognize the possibility of implementing different approaches to solving problems. At the same time, it is necessary to initiate constructive conflicts and discussions between representatives of different points of view. This often leads to a rethinking of the organization's goals and a reformulation of how to achieve them.

It is important to avoid that the structure of activities directly determines the organizational structure. Goals and objectives should not be set from above, but appear in the process of work. Plans specify limits (what needs to be avoided) rather than what specifically needs to be done.

It is necessary to select people, create organizational structures and support processes that promote the implementation of these principles.

2.3 Humanistic approach to personnel management

The humanistic approach comes from the concept of human management and from the idea of ​​the organization as a cultural phenomenon. Organizational culture carries a holistic view of the goals and values ​​inherent in the organization, specific principles of behavior and ways of responding, and becomes one of the explanatory principles. At the same time, culture is viewed through the prism of the relevant standards of development, reflected in the system of knowledge, ideology, values, laws and everyday rituals that are external to the organization, social communities.

The influence of the cultural context on personnel management today seems to be quite obvious. For example, in Japan, the organization is not seen as workplace uniting individual workers, but as a team. Such an organization is characterized by a spirit of cooperation, interdependence; lifetime employment turns the organization into an extension of the family; paternalistic relationships are established between superiors and subordinates.

According to the humanistic approach, culture can be seen as the process of creating a reality that allows people to see and understand events, actions, situations in a certain way and give meaning and meaning to their own behavior.

The positive role of the humanistic approach in understanding organizational reality is as follows.

The cultural view of the organization provides managers with a coherent system of concepts with which they can make their daily experience comprehensible. This makes it possible to view certain types of actions as normal, legitimate, predictable, and thus avoid the problems determined by the basic uncertainty and inconsistency behind many human values ​​and actions.

The idea of ​​the organization as a cultural phenomenon allows us to understand how, through what symbols and meanings, the joint activities of people in the organizational environment are carried out. If the economic and organizational approaches emphasize the structural side of the organization, then the organizational-cultural one shows how organizational reality can be created and influenced through language, norms, folklore, ceremonies, etc.

If earlier many managers viewed themselves primarily as people creating structures and job descriptions, coordinating activities or creating motivation schemes for their employees, now they can see themselves as people performing symbolic actions aimed at creating and developing certain meanings. .

The humanistic approach also allows reinterpreting the nature of the relationship of the organization with the environment in the direction that organizations are able not only to adapt, but also to change their environment, based on their own idea of ​​themselves and their mission. The development of an organization's strategy can turn into an active construction and transformation of the surrounding reality.

Within the framework of this approach, there is an understanding that effective organizational development is not only a change in structures, technologies and skills, but also a change in the values ​​that underlie the joint activities of people.

The modern level of management (1980-1990s) assumes that the object of management activity is organizational cultures of various types, and not processes, people, their activities, etc. Therefore, mastering the latest management technologies impossible without mastering the foundations of the organizational and cultural approach, which gives a comprehensive understanding of the processes of evolution and functioning various organizations taking into account the underlying mechanisms of human behavior in multifunctional, dynamically changing contexts.

Different cultures distinguish members of one group from another. People create it as a mechanism for reproducing social experience, helping to live in their own environment and maintain the unity and integrity of the community when interacting with other communities. Each organization, as a certain set of people, realizing certain goals and objectives for a sufficiently long period of time, is forced to reproduce from borrowed social experience.

The main historical types are distinguished organizational cultures: organic; entrepreneurial; bureaucratic; participatory.

A participatory organizational culture arose as a result of the transformation of all previous organizational cultures. And the humanistic approach to personnel management relies primarily on a participatory organizational culture. With this approach, the leader proceeds from the fact that:

the vast majority of employees are willing to work hard to achieve goals that are beyond their personal interests;

each employee is unique, therefore standard management approaches do not work, but must be formulated for each person individually based on their given situation;

employees are flexible enough to organically combine their personal goals with the goals of the team;

Complementarity of abilities of team members ensures the full use of individual skills and abilities in achieving common goals;

the process of team building involves the active participation of all team members in the analysis of problems and prospects, planning joint results and individual contributions to the common work.

A brief description of organizational cultures is presented in Table. 5.

Table 5 - Characteristics of the main types of organizational cultures

Types of Organizational Cultures Organic Entrepreneurial Bureaucratic ParticipativeOrganization is driven by agreement on a common idea Free initiative Strong leadership In-depth discussion Problems are solved on the basis of initial agreement with the goals and objectives of individual creativity Clear and focused thinking Open interaction Leadership is based on shared views about the direction of the general movement Having authority and recognition of power and position Promoting contact and cooperation creative approaches strengthening leadership and following rules more intense discussion and elaboration of solutions Day-to-day work is done with minimal interference done and modified by each in their own way depends on the stability of the course and the activity of the leadership is constantly re-examined for greater perfection what automatic accuracy are obtained as people make them are prescribed and fixed are divided and rotated as necessary The desires and interests of individuals are judged by the degree of their alignment with the goals of the organization are considered more important than the interests of the organization are subordinated to the interests of the organization are consistent with the interests of the organization by agreement Management sets the context and goal, minimizing - interference gives - the ability to do as they see fit defines leaders and possible directions for development acts as a catalyst for group interaction -cooperation Disagreements and conflicts reflect the fact of divergence from common goals and objectives are a productive expression of individual characteristics and differences threaten the stability of the organization and interfere with work are considered vital for effective solution Communications are limited and insignificant Vary in intensity and unpredictable Are formal and subject to rules Are open and saturated Information and data are (generally) regarded as shared knowledge that does not need to be taken outside Are used for individual achievements Are controlled and access to them is limited Are valued and distributed openly

Employees are a resource that should be maximized. It is recognized that the main source of long-term advantage in the market is knowing the abilities and capabilities of their employees, encouraging their ingenuity, interest in work, and creating a favorable environment. The corporate culture that usually exists in organizations - a complex set of assumptions accepted without evidence by all members of the team and setting a general framework for behavior - is an original mixture of the above historical types of organizational cultures.

Today's leaders and managers view their organization's culture as a powerful strategic tool to orient all departments and individuals towards common goals, mobilize employee initiative, and facilitate productive communication between them. They strive to create their own culture for each organization so that all employees understand and adhere to it. Modern organizations, as a rule, are multicultural formations.

It is possible to determine the significance of a particular culture in the life of this organization only taking into account the fact that each of them is characterized by specific managerial forms that perform the function of reproducing social experience in parallel with the function of regulating the activities of people in this organization. Management forms (or a combination of them) ensure the reproduction of a set of norms, values, philosophical principles and psychological attitudes that determine the behavior of people in an organization.

In multicultural organizations, the presence of these managerial forms makes it possible to find various options for solving emerging problems. In particular, in the event of conflicts, its participants can appeal to generally accepted norms of behavior (collectivist management form), and to considerations of profit (market), and to the establishment of authorities (bureaucratic), and to the legitimate opinion of the majority of interested participants (democratic), and, finally, to resort to detailed argumentation in order to convince their opponents (dialogue-knowledge).

Comparative characteristics of the approaches to personnel management considered in the work are shown in Table. 6.

Table 6 - Comparative assessment of approaches to personnel management

Thus, the formation of a personnel management system, its functioning and development is subject to general principles, norms and characteristics inherent in the organization as a whole.

In the development of personnel management, different approaches were used to understand what management is.

We have considered three main approaches to personnel management, as well as their characteristics and differences.

The managerial approach determined the view of the person, his place in the organization and the optimal leverage.

Thus, the metaphor of an organization as a machine has formed a view of a person as a detail, a cog in a mechanism in relation to which it is possible to use human resources.

The organic approach to management has given rise to two main metaphors.

The first is an organization as a person, where each person is an independent subject with his own goals, values, ideas about the rules of behavior. In relation to such an active subject - a partner of the organization in achieving its goals, only management is possible by setting goals agreed with it. And for this it is necessary to have a good idea of ​​the specific needs, the basic orientation of a person.

The second metaphor is that the brain is a complex organism that includes various substructures connected by diverse lines - communication, management, control, interaction. In relation to such a complex system, one can only speak of resource management aimed at the optimal use of the available potential in the process of achieving the set goals.

As part of the humanistic approach, a metaphor of the organization as a culture was proposed, and a person as a being developing within a certain cultural tradition. It is possible to implement the personnel management function in relation to such an employee only within the framework of the approach - managing a person, not only an independent, active being, but also adhering to certain values, rules, accepted norms of behavior.

Conclusion

One of the most important components of management activity - personnel management, is based on the concept of management - a generalized idea of ​​the place of a person in an organization.

In the theory and practice of managing the human side of an organization, there are four concepts that have developed within the framework of the main approaches to management:

) The use of labor resources - from the end of the nineteenth century. Until the 60s of the twentieth century. Instead of a person employed in production, only his function was considered - labor, measured by the cost of working time and wages. In the West, this is reflected in Taylorism.

) Personnel management - the scientific basis of this concept, which has developed since the 30s, was the theory of bureaucratic organizations, when a person was considered through a formal role - a position, and management was carried out through administrative mechanisms (principles, methods, powers, functions).

) Human resource management - a person began to be considered not as a position (element of the structure), but as a non-renewable resource - an element of social organization in the unity of three main components - the labor function, social relations, the state of the employee. In domestic practice, this concept is used fragmentarily and during the years of perestroika was called "activation of the human factor"

) Management of a person - in accordance with this concept, a person is a special object of management, which, however, cannot be considered only as a “resource”.

Thus, in the process of development of management, different approaches were used to understand what management is, namely: economic, organic and humanistic:

The economic approach to management is the beginning of the use of labor resources; it is expressed in the finance necessary for the existence of each of us. The costs of personnel management must be in demand and materially effective. In the economic approach, everything material is affected.

The organic approach focuses on team work. The main principle of this approach is to single out leaders and focus on developing leadership qualities in other team members, expanding the functions of personnel officers who control the flow of employees and are engaged in recruitment. The manager must control what exactly each employee lacks for self-realization and effective work, he must manage the staff in accordance with the needs of the workers themselves. In an organic approach, attention is paid to each employee.

In the humanistic approach, special attention is paid to culture. In a market economy, corporate culture is an integral part of a modern enterprise. Each person should work with pleasure and benefit society. A humanistic approach to personnel management helps each person to work with pleasure and benefit society. According to this approach, culture is seen as a process that allows people to understand events and situations in a certain way and draw conclusions from their own behavior. The humanistic approach focuses on the moral side of management, which is not mentioned in other approaches. On the threshold of the 21st century, such HR strategy as relevant as ever, because corporate culture generates responsibility, and people's abilities create competitive advantages. Therefore, if employees work smoothly, clearly and efficiently, if everyone knows their place and their responsibilities, then success is guaranteed.

Consequently, the formation of a personnel management system, its functioning and development is subject to general principles, approaches, norms and characteristics.

management labor personnel economic

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Application

Interpretation of the concept of "personnel management" in Russian and foreign literature

Author Definition of the concept of "personnel management" P.F. Drucker "... a special kind of activity that turns an unorganized crowd into an effective, purposeful and productive group" J.M. Ivantsevich A.A. Lobanov "... activities performed at the enterprise, which contributes to the most efficient use of employees to achieve organizational and personal goals" A.Ya. Kibanov "formation and direction of the employee's motivational attitudes in accordance with the tasks facing the organization" S.V. Shekshnya “is providing the organization with the necessary number of employees performing the required production functions” E.V. Maslov "... a systematic, systematically organized impact through interrelated organizational, economic and social measures on the process of formation and redistribution of labor at the enterprise level, on creating conditions for the use of the labor qualities of an employee in order to ensure the effective functioning of the enterprise and the comprehensive development of employees employed in it" R. Marr and G. Schmidt, personnel management “is a field of activity characteristic of all organizations, and its the main task consists in providing the organization with personnel and purposeful use of personnel "R. Daft Personnel management is an activity to attract, train and maintain the effectiveness of the workforce

The concept of management

Control is a comprehensive concept that includes all activities and all decision makers, which include the processes of planning, evaluation, project implementation and control.

Management theory as a science originated at the end of the last century and since then has undergone significant changes.

The very notion of scientific management" was first introduced not by Frederick W. Taylor, who is rightfully considered the founder of management theory, but by the representative of American freight companies, Louis Brandeis in 1910. Subsequently, Taylor himself widely used this concept, emphasizing that "management is a true science based on exactly certain laws, rules and principles.

For the past 50 years, the term HR has been used to describe the function of management dedicated to hiring, developing, training, rotating, securing, and firing personnel.

- a type of activity for managing people, aimed at achieving the goals of the company, enterprise through the use of labor, experience, talent of these people, taking into account their job satisfaction.

The modern approach to definition emphasizes the contribution of job-satisfied staff to corporate goals such as customer loyalty, cost savings and profitability. This is due to the revision of the concept of "personnel management" in the last decade of the twentieth century. To replace the contradictory relations between employers and employees, in which the working environment of the organization was dominated by strict regulation of procedures for interacting with employees, an atmosphere of cooperation, which has the following features:

• collaboration within small working groups;
• focus on customer satisfaction;
• significant attention is paid to business goals and the involvement of personnel to achieve these goals;
• stratification of organizational hierarchical structures and delegation of responsibility to leaders of working groups.

Based on this, the following differences between the concepts of "personnel management" and "human resource management" can be distinguished (Table 1):

In terms of meaning, the concept of "Human resources" is closely related and correlates with such concepts as "personnel potential", "labor potential", "intellectual potential", surpassing each of them taken separately in volume.

At the same time, an analysis of the content of vacancies in this category - manager/manager/consultant/specialist - shows that there is no fundamental difference between "personnel" and "human resources" specialists.

• planning the need for qualified employees;
• staffing and preparation of job descriptions;
• and the formation of a team of employees;
• analysis of the quality of work and control;
• development of professional training and advanced training programs;
• certification of employees: criteria, methods, assessments;
• motivation: salary, bonuses, benefits, promotions.

HR Models

In modern conditions, in the world management practice, a variety of personnel technologies, personnel management models are used, aimed at a more complete implementation of labor and creativity to achieve overall economic success and meet the personal needs of workers.

In general, modern models of personnel management can be divided into technocratic, economic, modern.

Specialists and researchers developed countries distinguish the following models of personnel management:

• management through motivation;
• framework management;
• delegation-based management;
• entrepreneurial management.

Management through motivation is based on the study of the needs, interests, moods, personal goals of employees, as well as on the possibility of integrating motivation with the production requirements and goals of the organization. Personnel policy in this model focuses on the development of human resources, strengthening the moral and psychological climate, the implementation of social programs.

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

Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, contributes to the growth of job satisfaction and develops a corporate leadership style.

Delegation based management. A more advanced system of human resource management is management through delegation, in which employees are transferred competence and responsibility, the right to independently make decisions and implement them.

At the core entrepreneurial management lies the concept of intrapreneurship, which got its name from two words: "entrepreneurship" - entrepreneurship and "intre" - internal. The essence of this concept is the development of entrepreneurial activity within the organization, which can be represented as a community of entrepreneurs, innovators and creators.

AT modern science and management practice, as the above analysis shows, there is a constant process of improvement, updating and searching for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource of business organizations. The choice of a particular management model is influenced by the type of business, corporate strategy and culture, and organizational environment. A model that functions successfully in one organization may not be effective at all for another, since it has not been possible to integrate it into the organizational management system.

The concept of personnel management

The concept of personnel management- theoretical and methodological base, as well as a system of practical approaches to the formation of a personnel management mechanism in specific conditions.

Today, many recognize the concept of personnel management of the famous Russian scientist in the field of management L.I. Evenenko, which highlights four concepts that have developed within the three main approaches to personnel management:

• economic;
• organic;
• humanistic.

The economic approach gave rise to the concept of the use of labor resources. Within this approach the leading place is occupied by technical rather than managerial training of people at the enterprise. At the beginning of the XX century. instead of a person in production, only his function was considered - measured by costs and wages. In essence, it is a set of mechanical relationships, and it should act like a mechanism: algorithmized, efficient, reliable and predictable. In the West, this concept was reflected in Marxism and Taylorism, and in the USSR in the exploitation of labor by the state.

Within the framework of the organic paradigm, the second concept of personnel management and the third concept of human resource management have consistently developed.

The scientific basis of the concept of personnel management, which has been developing since the 1930s, was the theory of bureaucratic organizations, when a person was considered through a formal role - a position, and management was carried out through administrative mechanisms (principles, methods, powers, functions).

Within the framework of the concept of human resource management, a person began to be considered not as a position (structural element), but as a non-renewable resource- an element of social organization in the unity of the three main components - the labor function, social relations, the state of the employee. In Russian practice, this concept has been used fragmentarily for more than 30 years, and during the years of perestroika it became widespread in the “activation of the human factor”.

It was the organic approach that marked a new perspective on personnel management, bringing this type of management activity beyond the traditional functions of organizing labor and wages.

At the end of the twentieth century. with the development of social and humanitarian aspects, a system of human management has been formed, where people represent the main resource and social value of the organization.

Analyzing the stated concepts, it is possible to generalize approaches to personnel management, highlighting two poles of the role of man in social production:

• man as a resource of the production system (labor, human, human) is an important element of the production and management process;
• a person as a person with needs, motives, values, relationships is the main subject of management.

Another part of the researchers considers personnel from the standpoint of the theory of subsystems, in which employees act as the most important subsystem.

Taking into account all the above approaches to the analysis of the role of a person in production, it is possible to classify the known concepts in the form of a square as follows (Fig. 2).

The y-axis shows the division of concepts according to the attraction to the economic or social systems, and the abscissa shows the division of concepts according to the consideration of a person as a resource and as a person in the production process.

Personnel management is a specific function of management activity, the main object of which is a person included in certain. Modern concepts are based, on the one hand, on the principles and methods of administrative management, and on the other hand, on the concept of the comprehensive development of the individual and the theory of human relations.

The increase in the role of personnel and the change in the attitude of entrepreneurs and managers towards it is associated, first of all, with fundamental changes in production. Traditional technology is gradually giving way to flexible production complexes, robotics, science-intensive production based on computer technology and modern communication conditions, laser and biotechnologies. As a result of their introduction, the number of personnel is reduced, the proportion of specialists, managers, and highly qualified workers is increasing. The content of work is also changing.

In general, the role of the skills of physical manipulation of objects and means of labor decreases and the importance of conceptual skills increases, meaning the ability to present complex processes in a holistic system, conduct a dialogue with a computer, and understand statistical values. Attentiveness and responsibility, communication skills, oral and written communication are of particular importance. The empowerment and self-control of the employee in the workplace change the nature of the motivation process and, in general, the entire personnel management, which is a hallmark of modern management.

These changes bring the human factor to the fore in terms of influence on the long-term success of an enterprise. A well-trained, properly organized and motivated staff determines the fate of an enterprise. This was realized in the USA, and in Europe, and in Japan.

The emergence in the 20th century of human resources professionals trained in industrial sociology and psychology marked the beginning of a new era in personnel work. If before that personnel work was a function of line managers at various levels, as well as employees and heads of personnel services involved in accounting, control and administrative activities, then the emergence of a managerial (headquarters) function related to ensuring the proper level of the organization's human resources potential expanded the range of tasks, and increased the importance of this area of ​​management. (Bazarov, p. 7)

For effective functioning, the personnel management system must be built on scientifically based principles, must use the best methods and technologies that correspond to the principles underlying it, and also not contradict the general concept of the organization's development.

The personnel management system (HRMS) that meets the above requirements has a significant impact on the competitiveness of the company. There are three groups of competitiveness factors related to personnel and EMS (in parentheses is the percentage of influence of factors on competitiveness):

1. Organizational and social structure organization management.
(40%). Its main characteristics:

Flexibility: speed of response to the wishes of customers and
actions of competitors (matrix structure is the most flexible);

Complexity: taking into account external and internal factors of influence on the company in the formation of structures;

The quality of management and execution of management functions.

2. Level technical solutions, progressiveness of technologies
(40%). Its main characteristics:

Quality of products and services;

The rate of renewal and terms of product development;

Development and use of modern technologies, including
number of information

3. Productivity (20%). Its main characteristics:

Scientific organization of labor in the workplace (rationing, stimulation, etc.);

The required number of goods to enter the market.

Modern organizations operating in a tough competitive environment are forced to optimize management and form a new corporate culture. They must learn to define their mission, development vision, guiding principles and values, which are the bearers of the personnel.

At the present stage of domestic management practice, it is important to assimilate the ideas of a systematic approach and the understanding that an organization is a developing one. social system the main component of which is the staff.

There are at least three important approaches to keep in mind that deserve special attention at the present stage of development of personnel management in Russia.

resource approach.

The resource concept now occupies a dominant position in the theory strategic management because it was able to develop a viable alternative to the previously dominant traditional management concepts. Traditional concepts either proceeded from the idea of ​​“docking” the internal and external environment of the organization (especially the SWOT analysis method), or focused on external factors competitive advantages. The resource approach gives explicit priority to their intra-company sources. (p. 6 Katkalo)

The main thesis of the resource concept is that all firms are, in fact, different and this heterogeneity can be stable due to the possession of specific firms by unique resources and organizational abilities, which, being sources of economic rents, determine the competitive advantages of these firms. ""! (page 7)

The resource approach is based on a synthesis of premises and concepts from the economic, managerial and organizational sciences, while other concepts on the topic of strategies are based, as a rule, only on one of these or other disciplines. (Katkalo p. 11

Resources should be viewed as firm-specific assets that are difficult, if not impossible, to imitate (trade secrets, special manufacturing facilities, engineering expertise). (13 Katkalo)

Increasingly, it is the managerial competencies built into the organization, and not, in principle, valuable physical or intangible resources available on the market (the latest equipment or strong brands) that turn out to be the key to the distinctive advantages of domestic firms in the fight not only with foreign, but also with domestic competitors. (Katkalo18)

For specialists in the field of management today it is obvious that the human resource or potential has become the greatest reserve for improving the efficiency of a modern organization.

The development and wide dissemination of the concept of human resource management is turning into a trend that is in the closest relationship and interdependence with other main areas of management evolution.

One of the main features of the concept of human resource management is the application of strategic management methodology to the management of employees.

Under the staff today it is customary to understand the totality of all human resources that an organization possesses. These are employees of the organization, as well as partners who are involved in the implementation of some projects, experts who can be involved in research and strategy development. People are a strategic factor that determines the future of an organization, because it is people who do the work, provide ideas and allow the company to live. Even the most capital-intensive, well-designed organizations require certain personnel to keep them moving. People limit or increase the strength and weakness of the firm.

The essence of human resource management lies in the fact that people are considered as the property of the company in the competitive struggle, which must be placed, motivated, developed along with other resources in order to achieve the strategic goals of the organization. World practice shows that the most important priorities of human resource management are:

Occupation leadership positions, primarily by employees of their company;

Emphasis on quality and pride in the results achieved;

Reducing the status gap between managers and subordinates;

Creation of favorable working conditions and environment;

Encouraging open business communication evidence of decisions made, participation of employees in decision-making;

Layoffs are not made without trying to find another job;

Formation of a culture of work in a “team”;

Employee participation in profits;

Raising the qualifications of employees.

The main difference between human resource management and personnel management is that HR management is strategic in nature and thus more business oriented. Employee management in this case serves to create "added value" and "shape competitive advantage organizations" in the long term. Another feature of the HR management concept is the priority of the task of increasing the degree of mutual commitment. A high degree of commitment, instead of behavior regulated by punishments and external pressure on a person, allows achieving self-regulating behavior of employees and establishing trusting relationship In the organisation.

In the 20th century, two Nobel Prizes in economics were awarded for the development of the theory of human capital - to Theodor Schultz in 1979 and Gary Becker in 19992.

Human capital is the stock of knowledge, skills, and motivations that everyone has. Investments in it can be education, accumulation of professional experience, health protection, geographical mobility, information search. (Bazarov, p. 130)

One of the most interesting and well-known attempts to use the theory of human capital at the organizational level is the concept of "Human Resources Analysis" - HRA (Human Resources Accounting), proposed by Eric Flamholz back in the early 60s.

The emergence of AChR is associated with the emergence of interest in personnel as an important resource of the organization, in the use of which significant reserves are hidden. Any resource is characterized by the economic efficiency of its use. Therefore, it was necessary to develop tools that allow managers to use their staff more efficiently, evaluate this efficiency and bring it to a common monetary value for other types of resources.

In his first works, E. Flamholtz indicated three main tasks of the AChR:

1) provide information necessary for making decisions in the field of personnel management for both personnel managers and senior management;

2) provide managers with methods for numerically measuring the cost of human resources needed to make specific decisions;

3) motivate leaders to think of people not as costs to be minimized, but rather as assets to be optimized.

The main goal of human resource analysis is to identify, measure and provide information about human resources to persons accepting personnel decisions in organizations. (Bazarov 132)

Thus, global structural and technological changes, increasing flexibility, the level of competition, as well as decentralization and privatization have led to the transformation of personnel management - from "personnel function" to "human resource management". However, the effective use of the "human resource" largely depends not only on professional and personal qualities managers, but also from a clearly designed optimal model personnel management services, which should be based on the principle of consistency.

Systems approach.

Systems thinking is increasingly used by representatives of almost all sciences. The systems approach is becoming more and more widespread in the analysis of social systems.

Without the system property, management cannot take place. It involves many organizations and public structures, a large number of officials and other employees, millions of people. Management uses a variety of expensive material, financial and intellectual resources, extensive information. Management consists of a mass of managerial decisions and actions. Only consistency can give it the necessary coherence, coordination, subordination, purposefulness, rationality, and efficiency. Management as an organized integrity must be adequately comprehended by managers.

Therefore, identifying the management system, we will use a general methodological approach. According to this approach, "a system is understood as a set of elements (components, subsystems) that are in relationships and connections with each other and form a certain integrity, unity."

So, any - global and simplest, social, technical or biological - system has common essential characteristics.

1. The system exists in the environment ( external environment) and manifests itself (functions) only by interacting, communicating with it, adapting to the external environment, adapting, responding to changes that occur in the external environment. The openness of the system to the external environment largely ensures homeostasis - the ability of the system to maintain its parameters.

2. The system consists of elements, components, subsystems
(system-forming components). Each of these elements is relatively independent and can simultaneously be an element of a system of a higher order and, on the contrary, can contain a system of a lower order, and the elements in the system are so interconnected that if you change one element, the whole set will change - this is the difference between a system and a conglomerate (a crowd is not a system).

3. The system is formed not from the sum of elements, but from integrity, when the relations between the constituent elements form an integrative quality (lat. integratio - combining any parts into a whole, providing a new quality). It is the degree of integration (interpenetration) that ensures integrity.

Integrity - as a result of the relationship and interaction of all elements and levels, ensures the stability and qualitative certainty of the system.

Each system is characterized by goal-setting, structure, functionality, integrity as a result of the interconnection and interaction of the elements of the system.

Thus, the management system is characterized by many interrelated elements that form unity and integrity and has integrative properties and patterns.

The experience, primarily of Western companies, of applying the systematic approach in practice confirms the need for its use in order to achieve high management efficiency. The system approach is used as a methodological basis, concept and toolkit in the study of any object as a system. Due to the fact that organizations are the most common form of social systems, the use of a systematic approach allows you to improve the management of both its individual units and the management of the organization as a whole.

In order to move to a higher level of management activity, which is relevant for a significant part of domestic organizations, it is necessary mastery of methodology by managers system management and practical skills of its use in various difficult situations of market economy. This means the ability to always see the relationship, mutual influence, interdependence and interdependence of phenomena and processes in a diverse management practice. Success is mainly determined not by the purely administrative abilities of managers, but by the optimal strategy and situational tactics based on a systematic methodology. (Yanchevskiy)

It should be noted that specialists of various profiles are increasingly oriented towards Western models and work practices - these are the departments of marketing, sales, finance, logistics, etc. Compared to them, the field of personnel management is still often the least technologically advanced and manageable. And since any organization is a single holistic systemic formation, each of its “weak links” inevitably affects the productivity of other parts of the organizational mechanism, and hence the effectiveness of the organization as a whole.

That is why the leaders of large domestic organizations are increasingly feeling the need to build effective personnel management systems.

The control system must meet modern market conditions:

Possess high flexibility and adaptability for rapid restructuring of activities under the influence of environmental factors;

- be adequate to complex technologies requiring new forms of control, organization and division of labor.

- consider competition in the markets;

meet level requirements quality of services and products;

Respond quickly to changes in the economic situation in the organization;

Take into account the need taking into account the uncertainty of the external environment.

From the point of view of a systematic approach, the basis of the concept of management the staff of the organization is currently employee personality, his motivational set, the ability to form and direct them in accordance with the tasks facing the organization. It is necessary to highlight three main factors that affect people in an organization.

The first - hierarchical structure of the organization, where the main means of influence is the relationship of power-subordination, pressure on a person from above with the help of coercion, control over the distribution of material wealth.

Second - culture when shared values ​​developed by society, organization, group of people, social norms, attitudes of behavior that regulate the actions of the individual ..

Third - market, a network of equal relations based on the sale and purchase of products and services, property relations, the balance of interests of the seller and the buyer. (Yanchevskiy)

A systematic approach to management is not only a set of generally recognized principles of management - it is a way of thinking in relation to organization and management in an unstable external environment. The main conclusions of a systematic approach to management are to determine the two most important components of the organization's survival in modern conditions: the ability of managers to anticipate possible changes in the external environment and the ability to adapt to these changes, both of these factors can be the result of a well-organized personnel management system that produces motivated and competent personnel .

- Do you often work, father? the doctor asked the priest at the funeral.
“By your grace,” answered the priest with a bow.

A. E. Izmailov. Notes

Personnel management activities - purposeful impact on the human component of the organization, focused on bringing the capabilities of the personnel and the goals, strategies, conditions for the development of the organization into line.

One of the most important components of management activity - personnel management, as a rule, is based on the concept of management - a generalized idea (not necessarily declared) about the place of a person in an organization. In the theory and practice of managing the human side of an organization, four concepts can be distinguished that developed within the framework of three main approaches to management - economic, organic and humanistic.

3.1. Economic approach

We are all miserable slaves of the stomach. Don't try to be moral and
fair, friends! Watch your stomach closely
nourish it with understanding and care. Then satisfaction and
virtue will reign in your heart without any effort on your part;
you will become a good citizen, a loving husband, a gentle
father - a noble, pious man.

Jerome K. Jerome. three in a boat

The economic approach to management gave rise to the concept use of labor resources. Within the framework of this approach, the leading place is occupied by technical (in the general case, instrumental, i.e., aimed at mastering labor techniques), and not managerial training of people at the enterprise. Organization here means the ordering of relations between clearly defined parts of the whole, having a certain order. In essence, an organization is a set of mechanical relationships, and it must act like a mechanism: algorithmic, efficient, reliable and predictable.

Among the main principles of the concept of the use of labor resources are the following:

• ensuring the unity of leadership - subordinates receive orders from only one boss;
• adherence to a strict managerial vertical - the chain of command from the boss to the subordinate descends from top to bottom throughout the organization and is used as a channel for communication and decision-making;
• fixing the necessary and sufficient amount of control - the number of people subordinate to one boss should be such that this does not create problems for communication and coordination;
• observance of a clear separation of the headquarters and line structures of the organization - staff personnel, being responsible for the content of activities, under no circumstances can exercise the powers vested in line managers;
• achieving a balance between power and responsibility - it makes no sense to make someone responsible for any work if he is not given the appropriate authority;
• ensuring discipline - submission, diligence, energy and manifestation of external signs of respect must be carried out in accordance with accepted rules and customs;
• achieving the subordination of individual interests to a common cause with the help of firmness, personal example, honest agreements and constant monitoring;
• ensuring equity at every level of the organization, based on goodwill and fairness, to inspire staff to perform their duties effectively; a well-deserved reward that boosts morale, but does not lead to overpayment or remotivation.

In table. 3.1 presented short description economic approach to management.

Table 3.1. Characteristics of the conditions of efficiency and special difficulties in the framework of the economic approach

The economic approach to management gave rise to the concept use of labor resources. Within the framework of this approach, the leading place is occupied by technical (in the general case, instrumental, i.e., aimed at mastering labor techniques), and not managerial training of people at the enterprise. Organization here means the ordering of relations between clearly defined parts of the whole, having a certain order. In essence, an organization is a set of mechanical relationships, and it must act like a mechanism: algorithmic, efficient, reliable and predictable.

Among the main principles of the concept of the use of labor resources are the following:

Ensuring the unity of leadership - subordinates receive orders from only one boss;

Compliance with a strict management vertical - the chain of command from the boss to the subordinate descends from top to bottom throughout the organization and is used as a channel for communication and decision-making;

Fixing the necessary and sufficient amount of control - the number of people reporting to one boss should be such that it does not create problems for communication and coordination;

Observance of a clear separation of the headquarters and line structures of the organization - staff personnel, being responsible for the content of activities, under no circumstances can exercise the powers vested in line managers;

Achieving a balance between power and responsibility - it makes no sense to make someone responsible for any work if he is not given the appropriate authority;

Ensuring discipline - submission, diligence, energy and manifestation of external signs of respect must be carried out in accordance with accepted rules and customs;

Achieving the subordination of individual interests to a common cause with the help of firmness, personal example, honest agreements and constant monitoring;

Ensuring equality at every level of the organization, based on goodwill and fairness, to inspire staff to perform their duties effectively; well-deserved reward that boosts morale, but does not lead to overpayment or remotivation.

In table. 3.1 provides a brief description of the economic approach to management.

Table 3.1.

Characteristics of the conditions of efficiency and special difficulties in the framework of the economic approach

Within the framework of the organic paradigm, the concept of personnel management and concept human resource management. It was the organizational approach that marked a new perspective on personnel management, bringing this type of management activity far beyond the traditional functions of organizing labor and wages. The personnel function from the registration and control gradually became developing and spread to the search and selection of employees, career planning of figures significant for the organization, assessment of employees of the administrative apparatus, and improvement of their qualifications.

Emphasis on the human resource contributed to the birth of a new idea of ​​the organization. It began to be perceived as a living system that exists in the environment. In this regard, at least two analogies (metaphors) were used that contributed to the development of a new view of organizational reality.

The first, proceeding from the identification of the organization with the human personality, introduced into scientific circulation such key concepts as goals, needs, motives, as well as the birth, maturation, aging and death or revival of the organization.

The second, taking the functioning of the human brain as a model for describing organizational reality (“an organization as a brain that processes information”), allowed us to look at the organization as a collection of parts connected by lines of management, communication and control.

An illustration of the first possibility is the use of the provisions of the theory of motivation by A. Maslow as the basis for highlighting the directions and content of personnel management activities (Table 3.2).

Table 3.2.

Compliance of personnel management activities with the dominant needs of the individual

As for the consideration of organizational reality by analogy with the activity of the brain of highly organized living beings, this possibility was facilitated by research in the field of cybernetics, brain physiology and neuropsychology. It was in these studies that such concepts as “function”, “localization” and “symptom”, “connection” and “ Feedback”, which are essential for the field of personnel management.

Thus, “function” was traditionally understood as the administration of one or another organ. For example, the secretion of bile is a function of the liver.

It is easy to see that the initial task (restoration of homeostasis) and the final result (bringing nutrients to the intestinal walls or oxygen to the alveoli) remain the same in all cases. However, the way this task is accomplished can vary greatly. So, if the main group of the diaphragm muscles working during breathing ceases to function, the intercostal muscles are included in the work, and if they suffer for some reason, the muscles of the larynx turn on and the air is swallowed, as it were ....

The presence of a constant (invariant) task, carried out with the help of changing (variable) means, allowing the process to be brought to a constant (invariant) result, is one of the main features of the operation of each functional system.

The question arises of how the organs responsible for the activity of functional systems are localized.

Higher mental “functions” as complex functional systems cannot be localized in narrow areas of the cerebral cortex, but must cover complex systems of jointly working zones, each of which contributes to the implementation of complex mental processes and which can be located in completely different, sometimes far distant parts of the brain from each other.

It seems that, on the one hand, they are talking about localization, i.e. location, and on the other hand, it is not so easy to determine where this place itself is located. Moreover, “the defeat of each of these zones (meaning the zones of the cerebral cortex) can lead to the disintegration of the entire functional system, and thus the “symptom” (violation or loss of a particular function) still does not say anything about its localization” .

Thus, the analogy with the brain, in contrast to the analogy with the mechanism, made it possible to imagine both organizational reality in general and personnel management in particular in a completely different way. If we use the metaphor of a hologram, in which any part contains an image of the whole, it is easy to see that different parts of the brain specialize in different types activities, but control over a particular behavior is not localized. The main secret of the brain is not differentiation and narrow specialization, but consistency and complexity, for which connections are important, which are created in excess at any moment. From this we can formulate the following principles of holographic structuring of the organization:

Keep the whole organization in every part of it (in the division and down to each employee).

Create multiple links between parts of the organization (and redundant ones).

Develop at the same time both the specialization of personnel and its universalization (not forgetting how much everyone should know and be able to do everything).

Create conditions for self-organization of each employee and the team as a whole.

The attractiveness of the approach under consideration was further enhanced by the fact that it became obvious that the adoption of managerial decisions can never be completely rational, since in reality the employees of the administrative apparatus:

A) act on the basis of incomplete information;

B) are able to explore only a limited set of options for each solution;

C) unable to accurately evaluate the results.

Ultimately, the organizational approach, while recognizing the principle of bounded rationality (limited to seeking information and controlling results through goals and objectives rather than controlling behavior through rules and programs), focuses on the following key points:

Emphasis should be placed on the environment in which the organization lives.

The organization must be understood in terms of interconnected - within - and inter-organizational subsystems, highlighting the key subsystems and analyzing ways to manage their relationship with the environment. A popular way of analyzing is to identify a set of key needs that an organization must satisfy in order to survive.

It is necessary to create balance between subsystems and eliminate dysfunctions.

A brief description of the organic approach is presented in Table. 3.3.

Table 3.3.

Characterization of the conditions of effectiveness and special difficulties in the framework of the organic approach

Overcoming the contradictions characteristic of the organizational approach to management made it possible to formulate the following recommendations that are significant in terms of improving the efficiency of personnel management.

1. Recognizing that mistakes made when operating in a complex environment are inevitable, it is necessary to encourage in employees such qualities as openness and reflexivity.

2. It is essential to encourage such methods of analysis that recognize the possibility of implementing different approaches to solving problems. At the same time, it is necessary to initiate constructive conflicts and discussions between representatives of different points of view (Shevchuk D.A. Conflicts: how to manage them (conflictology)). This often leads to a rethinking of the organization's goals and a reformulation of how to achieve them.

3. It is important to avoid that the structure of activities directly determines the organizational structure. Goals and objectives should not be set from above, but appear in the process of work. Plans specify limits (what needs to be avoided) rather than what specifically needs to be done.

4. It is necessary to select people, create organizational structures and maintain processes that contribute to the implementation of these principles.

The humanistic paradigm that has been developing recently is based on the concept human control and from the concept of organization as a cultural phenomenon. Organizational culture- a holistic view of the goals and values ​​inherent in the organization, the specific principles of behavior and ways of responding, becomes one of the explanatory principles.

At the same time, culture is viewed through the prism of the relevant standards of development, reflected in the system of knowledge, ideology, values, laws and everyday rituals that are external to the organization, social communities.

The influence of the cultural context on personnel management today seems to be quite obvious. For example, in Japan, the organization is not seen as a workplace that brings together individual workers, but as a team. Such an organization is characterized by a spirit of cooperation, interdependence; lifetime employment turns the organization into an extension of the family; paternalistic relationships are established between superiors and subordinates.

According to the humanistic approach, culture can be seen as the process of creating a reality that allows people to see and understand events, actions, situations in a certain way and give meaning and meaning to their own behavior. It seems that the whole life of a person is determined by written and especially unwritten rules. However, in reality, rules are usually only a means, and the main action takes place only at the moment of choice: which of the rules to apply in this case. Our understanding of the situation determines which set of rules we use.

Often our understanding of the organization is based on those processes that give rise to systems of meaning that are shared by all members of the organization. In doing so, one can ask the following questions: what are the general interpretive schemes that make the existence of this organization possible? Where do they come from? How are they created, transmitted and stored?

Every aspect of the organization is loaded with symbolic meaning and helps create reality. Organizational structures, rules, policies, goals, job descriptions, standardized procedures of activity are especially “objective”. Thus, weekly or yearly meetings, which everyone knows to be a waste of time, can be understood as a ritual that serves some hidden function. Even from the appearance of an empty meeting room (strict rows of chairs, parallel files, glasses, etc., or friendly chaos) you can tell a lot about organizational culture. The humanistic approach focuses on the inherently human side of the organization, about which other approaches say little.

From the point of view of this parameter, it is important to what extent the employees of the enterprise are integrated into the existing value system (to what extent they unconditionally accept it as “their own”) and how sensitive, flexible and ready they are for changes in the value sphere due to changes in living conditions and activities. It is also important whether the enterprise as a whole lives by the same rules and principles of decision-making, or whether different groups in the enterprise live by different rules and profess different principles1 (see Table 3.4).

Table 3.4.

Correlation between normative and value aspects of organizational culture

The positive role of the humanistic approach in understanding organizational reality is as follows.

1. The cultural view of the organization provides managers with a coherent system of concepts with which they can make their daily experience comprehensible. This makes it possible to view certain types of actions as normal, legitimate, predictable, and thus avoid the problems determined by the basic uncertainty and inconsistency behind many human values ​​and actions.

2. The idea of ​​the organization as a cultural phenomenon allows us to understand how, through what symbols and meanings, the joint activities of people in the organizational environment are carried out. If the economic and organizational approaches emphasize the structural side of the organization, then the organizational-cultural one shows how organizational reality can be created and influenced through language, norms, folklore, ceremonies, etc. Whereas previously many managers viewed themselves primarily as people creating structures and job descriptions, coordinating activities, or creating schemes to motivate their employees, now they can see themselves as people performing symbolic actions aimed at creating and developing certain meanings.

3. The humanistic approach also allows reinterpreting the nature of the relationship of the organization with the environment in the direction that organizations are able not only to adapt, but also to change their environment, based on their own idea of ​​themselves and their mission. The development of an organization's strategy can turn into an active construction and transformation of the surrounding reality.

4. Within the framework of this approach, there is an understanding that effective organizational development is not only a change in structures, technologies and skills, but also a change in the values ​​that underlie the joint activities of people.

The current level of management (80-90s) suggests that object of management activity are organizational cultures of various types, and not processes, people, their activities, etc. Therefore, mastering the latest management technologies is impossible without mastering the foundations of the organizational and cultural approach, which gives a comprehensive understanding of the processes of evolution and functioning of various organizations, taking into account the underlying mechanisms of people's behavior in multifunctional, dynamically changing contexts.

Different cultures distinguish members of one group from another. People create it as a mechanism for reproducing social experience, helping to live in their own environment and maintain the unity and integrity of the community when interacting with other communities. Each organization, as a certain set of people, realizing certain goals and objectives for a sufficiently long period of time, is forced to reproduce from borrowed social experience.

There are the following main historical types of organizational cultures:

organic;

Entrepreneurial;

bureaucratic;

Participatory.

A brief description of organizational cultures is presented in Table. 3.5.

Typically found in organizations corporate culture - a complex set of assumptions, unsubstantiated accepted by all members of the team and setting a general framework for behavior, is an original mixture of the above historical types of organizational cultures.

Today's leaders and managers view their organization's culture as a powerful strategic tool to orient all departments and individuals towards common goals, mobilize employee initiative, and facilitate productive communication between them. They strive to create their own culture for each organization so that all employees understand and adhere to it. Modern organizations, as a rule, are multicultural formations.

It is possible to determine the significance of a particular culture in the life of this organization only taking into account the fact that each of them is characterized by specific managerial forms that perform the function of reproducing social experience in parallel with the function of regulating the activities of people in this organization. Management forms (or a combination of them) ensure the reproduction of a set of norms, values, philosophical principles and psychological attitudes that determine the behavior of people in an organization (Table 3.6).

In multicultural organizations, the presence of these managerial forms makes it possible to find various options for solving emerging problems. In particular, in the event of conflicts, its participants can appeal to generally accepted norms of behavior (collectivist management form), and to considerations of profit (market), and to the establishment of authorities (bureaucratic), and to the legitimate opinion of the majority of interested participants (democratic), and, finally, to resort to detailed argumentation in order to convince their opponents (dialogue-knowledge).

Table 3.5.

Characteristics of the main types of organizational cultures

Table 3.6.

Mechanisms and tools of the goal-setting process

In the process of development of management as a science, different approaches were used to understand what management is.

The managerial approach determined the view of the person, his place in the organization and the optimal leverage. Thus, the metaphor of an organization as a machine has formed a view of a person as a detail, a cog in a mechanism in relation to which it is possible to use human resources.

3. The organic approach to management has given rise to two main metaphors. The first is an organization as a person, where each person is an independent subject with his own goals, values, and ideas about the rules of behavior. In relation to such an active subject - a partner of the organization in achieving its goals, only management is possible by setting goals agreed with it. And for this it is necessary to have a good idea of ​​the specific needs, the basic orientation of a person. The second metaphor is that the brain is a complex organism that includes various substructures connected by diverse lines - communication, management, control, interaction. In relation to such a complex system, one can only speak of resource management aimed at the optimal use of the available potential in the process of achieving the set goals.

4. Within the framework of the humanistic approach, a metaphor of the organization as a culture was proposed, and a person as a being developing within a certain cultural tradition. To implement the function of personnel management in relation to such an employee is possible only within the framework of the approach - managing a person, not only an independent, active being, but also adhering to certain values, rules, accepted norms of behavior.

Comparative evaluation of these approaches

It can be said that the last one and a half to two decades of management science have passed under two banners: “innovations” and “human resources”. This time can be characterized by the complication of the external organizational environment, the sharp increase in the pace of its change and the tightening of competition in world markets. All this required a search for hidden reserves and new ways to improve efficiency. Of all organizational resources, it is the “human resource” or “human potential” that has become the resource that hides the greatest reserves for improving the efficiency of the functioning of a modern organization. “ Human factor” began to be considered as an investment object no less, and perhaps even more important than plants, equipment, technologies, etc.1

In recent years, it has become a common opinion that the effectiveness of the development of the economy of modern states depends to a large extent on how much money it invests in its people. Without this, it is impossible to ensure its progressive development. Thus, in the United States, according to some estimates, the share of investment in human capital is more than 15% of GDP, which exceeds the “net” gross investment of private capital in plants, equipment and warehouses. And even if special studies on this issue have not been conducted, it can be assumed with a high degree of certainty that one of the most high performance The level of investment in human capital in the world is positively associated with the highest indicators of the level of economic development in the world.

Back in the 17th century. W. Petty, the founder of English classical political economy, made the first attempt to estimate the monetary value of the productive properties of the human personality2. According to his method, "the value of the bulk of people, like the land, is equal to twenty times the annual income that they bring." He estimated the value of the entire population of England at that time at about 520 million pounds. sterling, and the cost of each inhabitant is, on the average, £80. sterling. He noted that the wealth of society depends on the nature of people's occupations and their ability to work. Thus, an adult Petty valued twice as much as a child, and "a sailor is in fact equal to three peasants."

In 1812 in Russia, Ludwig Jakob calculated the comparative costs of hiring a free laborer and a serf, expressing them in natural units: pounds and quarters of rye1. In the calculations, he used the concept of "lost" or "lost" income.

In our century, two Nobel Prizes in economics have been awarded for developing the theory of human capital, to Theodor Schultz in 1979 and Gary Becker in 1992.

Although the main contribution to the popularization of the idea of ​​human capital was made by T. Schultz, the treatise of the same name by G. Becker became a classic of modern economic thought. In his analysis, he proceeded from the concept of human behavior as rational and expedient, applying such concepts as rarity, price, opportunity costs, etc., to the most diverse aspects of human life, including those that were traditionally the responsibility of other social groups. disciplines. The model formulated in it became the basis for all subsequent research in this area.

Human capital- this is the stock of knowledge, skills, motivations that everyone has. Investments in it can be education, accumulation of professional experience, health protection, geographical mobility, information search. The researcher's initial interests were to assess the economic returns to education.

Becker was the first to carry out a statistically correct calculation of the economic efficiency of education. To determine income, for example, from higher education the lifetime earnings of those who graduated from college were deducted from the lifetime earnings of those who did not go further high school. The costs of education, along with direct costs (tuition fees, hostel, etc.), contain as the main element “lost earnings”, i.e., income not received by students during the years of study. Essentially, lost earnings measure the value of student time spent on learning and are the opportunity cost of using it. Defining the return on investment in education as the ratio of income to costs, Becker came up with a figure of 12-14% of annual profit.

One of the most interesting and famous attempts to use the theory of human capital at the corporate level is the concept of “ Analysis of human resources” - HRA (Human Resources Accounting), proposed by Eric Flamholz back in the early 60s.

The emergence of AChR is associated with the emergence of interest in personnel as an important resource of the organization, in the use of which significant reserves are hidden. Any resource is characterized by the economic efficiency of its use. Therefore, it was necessary to develop tools that allow managers to use their staff more efficiently, evaluate this efficiency and bring it to a common monetary value for other types of resources. The accounting system that existed then and now does not allow considering personnel as an object for investment. Thus, the acquisition of a conventional computer for a couple of thousand dollars will be considered as an increase in the company's assets, and the cost of several tens of thousands of dollars to find a highly qualified specialist - as one-time expenses that reduce profits in the reporting period.

In his first works, E. Flamholtz indicated three main tasks of the AChR:

Provide information necessary for making decisions in the field of personnel management for both HR specialists and senior management;

Provide managers with methods for numerically measuring the cost of human resources needed to make specific decisions;

Motivate leaders to think of people not as costs to be minimized, but rather as assets to be optimized.

So, we can say that HRA is the process of identifying, measuring and providing information about human resources to decision makers in an organization. If we consider the activities of personnel management as a set of certain functions, then the possibilities of the AHR within the framework of individual functions can be represented as follows.

Work with personnel

At selection The AHR will improve the process of planning staffing requirements, planning the budget for acquiring human resources and, by providing a system for assessing the economic value of candidates, will allow the selection specialist to select those who are able to bring the most value to the company.

The HRA can facilitate decision-making related to the allocation of resources for staff development by helping to budget for training programs for workers and determine the expected return on investment in training (it can be said that now investment in training is based only on the belief in its usefulness).

HRA can help the leader in choice of personnel policy, i.e. evaluate the pros and cons of recruiting specialists from outside and promoting their employees from within the organization. The decision will be similar to the make-or-buy decision in the manufacturing industry.

Staff placement- the process of distribution between people of various organizational roles and tasks. Ideally, three variables should be taken into account when placing personnel: productivity (assigning the most qualified person for the job), development (allowing other employees to develop their skills by mastering new responsibilities) and individual satisfaction of the employees themselves. The AFR could help determine the values ​​of these three factors and reduce them to a common denominator - monetary form. Further, linear programming methods will easily optimize their values, thus facilitating the decision-making on the placement of personnel.

The problem of staff retention in the organization is directly related to the problem of maintaining and increasing its human capital. The departure of valuable people reduces the human assets of the organization. Indeed, together with the employees, the investments made in them in the form of expenses for their search, attraction, training, etc. go away. A system for monitoring the level of human capital, created with the help of AChR tools, could help make the organization's human resource management efficient. But the problem of preserving human capital is associated not only with the loss of investment as a result of turnover, but also with the preservation and improvement of the professional qualifications of employees.

In practice, the level of safety of human resources is assessed through the level of staff turnover. However, this indicator has significant drawbacks:

turnover reflects events that have occurred that management can no longer influence. Therefore, it cannot be used to diagnose a problem early;

The turnover rate does not reflect the economic effect of the loss of valuable employees, which should be expressed in monetary terms.

ACR can provide early diagnosis turnover problems by measuring certain indicators of the state of the people in the organization so that managers can assess the trend and make decisions before people start to leave the organization.

Evaluation and reward systems- the process of personnel assessment is essentially a surrogate way of measuring the individual contribution (questionnaires, ranking, etc.) of each employee to the overall result of the work of the entire organization, i.e. the value or value of the employee for the organization. The HRA should provide the manager with accurate data on individual value expressed in monetary units, and also influence remuneration policy, as it is often attempted to link wages and personal contributions of each employee.

Personnel use- the process of using the labor of employees to achieve the goals of the organization. ACR could create common system coordinates for evaluating the effectiveness of all aspects of work with personnel: optimization of the value of the organization's human assets. The criterion for such an assessment of various areas of activity of personnel specialists, such as selection, placement, development, evaluation, etc., can be a measurable increase in the cost of the organization's human resources.

So far, all of the above can be regarded as a kind of manifesto, a research program. In some areas, some progress has been made, in others it remains to be done. Let's take a look at some of the specific tools developed under the AFR.

Determination of costs

One of the most common approaches (mainly due to its simplicity) to measuring the cost of human resources(CR) - cost analysis. Hereinafter, under the concept of the cost of HR we will understand not only the price of their acquisition (there are such interpretations), but more - their value for the organization or the ability to bring future benefits. There are many concepts of cost in different branches of economics, but in general, costs can be defined as something that must be sacrificed in order to possess some kind of resource or benefit. Any costs may include costly component (consumed part of the costs) and active(what can bring future benefits - income). When analyzing human resources, the concepts of initial and recovery costs are usually used.

Initial costs personnel include the cost of finding, acquiring and pre-training employees. This concept is analogous to the concept of the initial costs of physical capital, for example, a factory or an assembly line. The most common element-by-element composition of initial costs is illustrated in fig. 4.1. It is important to note that their composition depends on the specific case, the purposes for which they are calculated, and, finally, the availability of data.

Rice. 4.1. Composition of initial personnel costs

Recruitment and selection costs are all costs charged per successful candidate. So, if only two out of ten interviewed candidates are accepted, then the selection cost will be equal to dividing the costs from all ten interviews by the number of people hired. The cost of providing a workplace is the cost of preparing and organizing a workplace for a new employee.

Orientation and formal training costs. Orientation and formal training refers to pre-employment procedures, as opposed to on-the-job training.

To indirect costs training includes the opportunity cost of the instructor's and/or supervisor's time, which is low compared to the rate of productivity of the beginner himself at the beginning of work and his colleagues connected with him technologically.

Recovery costs (replacement costs) - is the current cost of replacing a current worker with another capable of performing the same functions. They include the costs of acquiring a new specialist, his training (orientation) and the costs associated with the departure of an employee (Fig. 4.2). Leaving costs may include direct payments to the departing employee and indirect costs associated with downtime at the workplace during the search for a replacement, a decrease in the productivity of the employee and his colleagues from the moment the decision to dismiss was made.

Rice. 4.2. The composition of the replacement costs for personnel

Depending on the object, recovery costs can be divided into two types. If the manager wants to replace a laid-off employee with a person with the same professional qualities, i.e., who is also able to perform the same work well in the same place, then such costs do not relate to the personality of the employee, but to his workplace, position in the organization. They are called positional. But a departed employee with a certain set of personal and professional qualities could benefit the company in other positions as well. Therefore, if we strive to replace not what a person did in one particular place, but all his personal abilities, that is, the benefit that he could bring, in all places where he could work in an organization in general, then the costs of such a replacement will relate not to the place, but to the person and be called personal restorative costs. It is extremely difficult to define them. Therefore, positional replacement costs are usually used.

Although the use of initial or replacement costs of human resources allows to some extent to estimate their cost to the organization, such an assessment is rather conditional and approximate. So, two employees, for the acquisition and training of which the same funds were spent, may subsequently have completely different productivity, and hence different value for the organization.

The economic theory of value is based on the premise that something can have some value if it has the ability to generate some kind of benefit or income. If something does not have this ability, then it has no value. The concept of human resource cost is based on the same premise. Human resources have value if they are able to generate income in the future by providing their labor force. Or, one might say, the value of personnel, like any other resource, is the present value of the future services and income expected from them. The value of a person for the organization also depends on the period during which he will be able to provide the organization with his services and generate income, i.e., the period of work in this organization.

Scientists from the University of Michigan proposed employee cost model, based on the concepts of conditional and realizable values1.

According to their model, the individual value of an employee is determined by the volume of services that the employee is expected to provide or implement while working in this organization. It determines the employee's expected notional value (PV). At the same time, individual value depends on the expected probability that the employee will remain working in this organization and it is here that he realizes his potential. Thus, the SA includes all the potential income that an employee can bring to the organization if he works for the rest of his life in it. The value of an employee, taking into account the likelihood that he will remain in the organization for some time, determines expected realizable value (RV). Expected realizable value consists of two elements: the expected notional value and the probability of continuing membership in the organization, which expresses management's expectation of how much of these incomes will be realized in the organization before the employee's expected time of departure.

Mathematically, this can be expressed by the following equations:

RS = US Ѕ P(O),

P(T) = 1 – P(O),

AIT = US – RS = RS Ѕ P(T),

where US and RS– expected notional and realizable values;

P(O)- the probability that the employee will remain working in the organization after a certain period of time;

P(T)- the probability of an employee leaving the organization or the indicator of turnover;

AIT– opportunity cost of turnover.

In this model, the cost of human resources is a probabilistic value. For the organization, this may mean that the employee with the greatest potential will not always be the most useful to the company. And an HR professional looking to optimize the value of their human resources should prefer the candidate with the highest realizable value, not just the most capable one.

The model also describes the dependence of the cost of human resources on the degree of their satisfaction. Therefore, satisfaction should be measured and communicated to the management of the organization.

To measure in monetary terms individual notional and realizable values, a stochastic (probabilistic) position model. The implementation of its algorithm includes the following steps:

Determine a mutually exclusive set of positions or positions that can be occupied by an employee in the organization;

Determine the cost of each position for the organization;

Determine the expected period of work of a person in the organization;

Find the probability that the employee will occupy each of the positions determined in the first step at a certain point in the future;

Discount expected future cash income to determine today's value.

At the first step, in fact, career ladder employee in a given organization: a sequential chain of positions or service states with the addition of such a state as leaving the organization.

At the second step, it is determined future income that the employee will bring in the future while in this position. Moreover, income can be attributed both to the personality of the worker and to the position that he occupies, as in the case of personal and positional replacement costs. In our case, this is the average personal contribution of the employee occupying this position to the overall result of the organization's work. We will call this income position value (PS).

Ideally, the value of each position can be defined as the discounted future income that an employee in this position can bring to the firm over a certain period of time. This means that it is necessary to calculate the contribution of each employee to the overall “boiler” of the company and express it in monetary terms, which can be done, for example, using the price-weight method and the future income method.

Price-weighted method implies the determination of the share total income per unit of work and the expected amount of that work in the future. For example, in a consulting firm, the share of income attributable to one “net” hour of work with a client, his current money weight, can be calculated. By multiplying the number of hours each consultant spent with a client and their weighted value, each consultant's monetary contribution to a particular project can be obtained. The value determined in this way can be called gross. If we subtract the employee's earnings for the same period from the gross value, we get net positional value.

Future income method includes a forecast of the company's future earnings, their distribution between human and other resources, and then between individual employees.

The relative complexity of determining the personal contribution of employees depends on the type of activity of the organization, the existing accounting system and the nature of the work itself. In some cases, various special transfer prices, notional prices for the exchange of goods and services within the organization, can be used to measure the contribution.

In the third step, evaluate total lifespan of a person In the organisation. It is influenced by many factors: individual expectations, the emotional and physical state of the employee, the organization's recruitment and remuneration policy, mobility in the labor market, etc. All these factors are difficult to determine and measure, so we can only estimate the life of a person with some probability. And, speaking of the expected service life, we will mean the mathematical expectation of this value.

There are two main ways to find it: the peer review method (when a number of experts - the manager, colleagues and other persons - give their estimate of the most likely service life) and the historical or analytical method (analysis of statistics accumulated within the organization).

At the fourth step, in the language of probabilistic estimates, we describe expected career path employee until termination: how likely is the employee to occupy each of the possible positions in each subsequent year up to the year of the expected departure from the organization. In the last year of work, the probability of leaving should be equal to 100%.

These probabilities can be measured in the two ways described in the third step. The analytical method includes three consecutive steps: collecting data on hiring, relocations and layoffs; grouping of data according to service conditions; compilation of matrices of transition probabilities.

In the first step, compile job listings occupied by employees during their work in the organization:

Then compiled transition matrix, in which the number of movements of workers between positions is entered (taking into account care and “zero” movement):

Then the data is converted into a probabilistic form:

So, according to the data given in this table, every year each operator with a probability of 0.5 will become a senior operator, with a probability of 0.25 - the head of a department, with a probability of 0.25 - will leave the company.

Based on the transition matrix, one can compose individual transition matrix for the entire expected service life:

Both analytical and peer review methods have their advantages and limitations. The main advantage of the analytical method is its “objectivity”, independence from personal assessments and prejudices. The main disadvantage is that it is based on past experience and does not take into account changing conditions. The advantages and disadvantages of the peer review method are directly opposite. The choice between them depends on the specific conditions and characteristics of the organization, first of all, on whether relations in the organization are changing, whether statistical data are available, the costs of collecting and processing information.

The reliability of subjective assessments can be improved if experts give an opinion on the validity of their assessments (collection of data on their reliability, optimistic and pessimistic response trends, etc.), and also if a sufficient number of independent experts are provided.

At the fifth step, the amount of discounting is determined. As a rule, it is equal to the intrinsic value of monetary resources in the organization. The employee's realizable value is then determined by summing his expected value for each year of future employment. In mathematical form, it will look like this:

where i = 1,…, m– all potential positions (position m- leaving the organization

Ri– position value;

P(Ri) is the probability that the employee will take the position i in a certain period of time and will bring income to the organization Ri ;

t- period of time;

r- the amount of the discount;

n- the likely life of the employee in the organization.

The difference between these formulas is that in the first one the escape probability is not taken into account: the summation is over ( m- 1) positions (position m leaving the organization). Introducing the care state into the second formula ( RS) reduces the probability of being in other positions compared to the first formula. As a result, the realizable value is less than the notional value. Since positional values ​​are taken in monetary units, both conditional and realizable values ​​are determined in monetary units.

1. In recent years, due to the complication of the environment of the organization (both internal and external), more and more attention is paid to the use of organizational resources as a way to improve work efficiency.

2. The idea of ​​the fundamental need to use the value of human capital for the development and adoption of managerial decisions and for evaluating the effectiveness of managerial activities is taking root deeper and deeper. For this, ideas about the value of the human component of the organization are developed, parameters are identified that significantly increase or decrease the capital of the organization invested in personnel.

3. By how much and on what funds are spent in the field of work with personnel, it is possible to assess the current state of affairs in the organization and predict the possible development of events in the future. Therefore, the theory of human capital is becoming today a unique tool for planning and evaluating the effectiveness of personnel work.

Analyze the situation in the organization and evaluate the effectiveness of the use of funds for staff training using a stochastic positional model.

Omicron, a medium-sized electronics firm, had a practice where existing and future middle managers took company-sponsored university training programs. The company paid students a small stipend, but the classes should not interfere with their main work. Although only half of all managers took these courses, the company believed that those who took them were better prepared to fill the role of leader. This belief was based on the points of view of the leadership, the students themselves and the instructors.

The situation with the courses did not change until the new president of the company, Kevin Hartman, raised the issue of the effectiveness of training programs. He suggested that, in terms of leadership potential, there was no difference between those who took the courses and those who did not. In this case, the costs of implementing programs are much higher than the benefits that can be derived from them.

Director of human resources John Walker disagreed with this position. In his opinion, the programs should continue, although he cannot prove their effectiveness with numbers. To reinforce his point, he brought in a consultant familiar with the principles of the PDA to evaluate the effectiveness of executive development programs in terms of their individual value to the company.

Definition of service states . At the first stage of applying the model, a set of service states or positions was determined:

“Engineer” is exactly the position that management wanted to know about the change in the cost of which as a result of training programs. In accordance with this, the above positions were chosen.

Definition of positional value. Next, the consultant tried to determine the cost to organize each item. The contracts adopted by the company indicated the hourly rate of payment for each employee. By multiplying the individual rate by the number of hours an employee works on average during the year, the cost of each position was obtained:

Calculation of the transition matrix. The consultant was able to collect information on the transitions of more than two hundred employees over the past 10 years, as well as divide this information into those who took the courses and those who did not. Based on the statistics, two transition matrices were compiled for each group of employees separately:

Employees who have not completed the training program:

Employees who completed the training program:

Compare the two tables above and determine:

1. To what extent participation in training programs increases the likelihood of an employee moving up the career ladder.

2. How much less likely is the employee to leave the organization if he participated in training programs.