The implementation of the goals and objectives of personnel management is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of the enterprise. In this regard, personnel policy is a strategic line of conduct in working with personnel. Personnel policy is a purposeful activity to create a labor collective that would best contribute to the alignment of the goals and priorities of the enterprise and its employees.

The main object of the personnel policy of the enterprise is personnel (personnel). The personnel of an enterprise is the main (full-time) composition of its employees. Cadres are the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production, they constantly improve them. The efficiency of production largely depends on the qualifications of workers, their professional training, and business qualities.

The goals of personnel management of an enterprise (organization) are:

  • - increasing the competitiveness of the enterprise in market conditions;
  • - increasing the efficiency of production and labor, in particular, achieving maximum profit;
  • - ensuring high social efficiency of the team's functioning.
  • - the ability to work with people, to select and evaluate them correctly, to achieve their interest in raising their qualifications.
  • - determination of the need for personnel, taking into account the development strategy of the enterprise, the volume of production of goods, services;
  • - formation of the numerical and qualitative composition of personnel;
  • - system of general and professional training of personnel;
  • - adaptation of employees at the enterprise;
  • - remuneration and incentives for labor, a system of material and moral interest;
  • - assessment of activities and certification of personnel, its orientation towards the encouragement and advancement of employees based on the results of work and the value of the employee for the enterprise;
  • - ensuring the needs of the enterprise for labor in the required volumes and required qualifications;
  • - securing the employee at the enterprise, the formation of a stable team as a condition for the recoupment of funds spent on labor;
  • - ensuring the realization of the desires, needs and interests of workers in relation to the content of labor, working conditions, type of employment, opportunities for professional qualification and job promotion, etc .;
  • - improving the efficiency of personnel management, achieving management goals while reducing labor costs.

To solve the goals and objectives of the enterprise, an analysis of its human resources is carried out. When considering them, the following aspects are taken into account:

  • - assessment of professional activity;
  • - the competence of employees (the depth and breadth of their knowledge and experience);
  • - the interest of employees in the success of the entire enterprise;
  • - the influence of external factors on the quality and quantity of personnel;
  • - psychological perception of changes by employees;
  • - compliance of working employees with the existing culture of production at the enterprise;
  • - staff motivation;
  • - career planning, horizontal and vertical promotion;
  • - improvement of personnel assessment methods.

Incorrect and untimely attention to the problems of human resources can lead to intrigues in the team, the desire for unreasonably quick success, the transfer of personal depression to work, the substitution of work by the formation of their own image, indecision, rivalry, fear of moving from everyday work to large promising projects and vice versa, and etc.

To prevent such problems, an ongoing assessment of the professional performance of each employee is necessary. To this end, enterprise managers should hold regular meetings with employees, discussing and assessing their previous professional activities, current opportunities, as well as plans for the future.

The tasks of personnel management at various stages of the organization's existence: formation, intensive growth, stabilization and crisis.

1. Tasks of personnel management at the stage of organization formation.

The main task at this stage is the search for a product that can find its market, its consumer and provide a sufficient source of funds for the existence of the organization. However, a young organization does not always have sufficient resources to start a business. That is why, at the stage of formation, it becomes essential to find a source of investment, ways to raise funds. To do this, the organization must show potential investors the attractiveness of the proposal, the feasibility of the investment, the likelihood of a return on investment. One of the ways that, on the one hand, can help the management itself formulate an idea of ​​the strategy and stages of development of the organization, and on the other hand, present the project to potential investors, is a business plan.

If it is possible to find a sufficient amount of resources to get started, the management is faced with the problem of personnel and material and technical support of production. It is necessary to attract new personnel or to reorient some of the personnel from project preparation to its implementation in production activities.

However, the lack of awareness of the need for personnel measures does not negate their natural implementation: within the framework of the business plan, it is necessary to describe the project of the organizational structure, calculate the need for personnel, and provide a calculation of changes in the qualitative and quantitative composition of the enterprise. It is necessary to calculate the costs, including those for recruitment, personnel training, and wages.

The main tasks for personnel management at this stage:

Organizational project preparation:

  • - design of the organizational structure;
  • - calculation of personnel requirements;
  • - analysis of the personnel situation in the region;
  • - development of a labor incentive system.

Staff formation:

  • - analysis of activities and formation of criteria for the selection of candidates;
  • - determination of the segment of the labor market from which it is advisable to recruit.

Development of the system and principles of personnel work.

  • - formation of personnel policy and a plan of personnel activities;
  • - the formation of the personnel service itself (organizational structure, recruitment);
  • - development of systems for the collection, storage and use of personnel information.
  • 2. Tasks of management at the stage of intensive growth of the organization.

The organization managed to go through the most difficult period - the stage of formation. A new idea was formulated, a product was found, funds were received, production was set up and a new product entered the market. The project was well thought out, the enterprise started working, the number of consumers is increasing. So, this is the next stage in the development of the organization - the stage of intensive growth.

To meet the growing demand, the organization must quickly restructure, new departments and divisions must appear, and links must be established between them. Many organizations are beginning to involve not only their own structures in working with clients, but also other organizations, for example, under contracts. In connection with the rapid growth, the problem of manageability of the organization, the inclusion of new divisions, the establishment of new and the optimization of old ties is aggravated. For a number of business sectors, long-term interaction with a client is essential, therefore it becomes important to create supporting structures, for example, a service or additional services. To maintain good demand, the issues of advertising, creating an image of the organization, establishing contacts with the public and the external environment in general are becoming important.

However, the most significant problem faced by personnel management is the problem of erosion of corporate culture. During a period of intense growth, an organization may include many more staff than in previous stages. If an organization was able to enter the stage of intensive growth, found its consumer, stayed in the market, of course, there is a lot of productiveness in the corporate culture, it is able to give the organization an incentive for further growth.

3. The tasks of personnel management at the stage of stabilization.

Not all organizations that have entered the market reach the stage of stabilization.

The paradox may be that even if there are many clients, the organization can die if it cannot grow in accordance with the needs of the market. Therefore, some organizations do not survive to the stage of stabilization.

It seems that this particular period is the calmest for the company - there are clients, there are employees, it is clear what and how to do. It remains only to work calmly, but at the stage of stabilization a number of problems await, without solutions to which the organization may perish.

The main task of the work of management personnel at this stage is not only to maintain the achieved level of profitability and not to increase production costs, but also to reduce the cost of raw materials, technology, and especially personnel. To maintain stability, any organization needs to search for new market segments, diversify production, and include new businesses in its scope of activity. The grown organization must consolidate its own organizational structure, make it as effective as possible in the new conditions of every possible economy. To optimize personnel, reduce personnel costs, it is necessary to conduct an analysis of activities, identify sources of losses and build work as efficiently as possible.

The most significant problem faced by management personnel at this stage is the choice between a performance orientation (maintaining the organization's performance) and development (preparing the organization for the next change, preventing a crisis that is inevitable if the organization cannot find a new product (line of business).

Thus, both the management of the organization and the management of personnel must decide what is appropriate for the organization now: to focus as much as possible on the "exploitation" of what has been achieved, or to start changes, to prepare a new product, a new market. However, the HR manager should take into account that a person is characterized by a desire for stability.

4. Tasks of the organization in a crisis situation.

If the enterprise could not prepare a springboard for a new take-off - a new product was not found and was prepared for launching to the market, the old product has exhausted its resource, the organization goes into a recession stage. The achieved milestones cannot be kept, the client leaves, the company is forced to reduce production volumes, cut staff, minimize the organizational structure, reducing costs to a minimum. Often a crisis situation is accompanied by insolvency, which leads to bankruptcy.

In such a situation, the management personnel of the organization must conduct a serious analysis and decide on possible options for further development. There are several options:

  • - sale of the enterprise, i.e. complete cessation of activities;
  • - introduction of external management;
  • - search for investments for a specific project, investment of funds - restructuring of production without changing the head.

In both the second and third cases, the task of normalizing activities remains, and for this it is necessary to analyze the financial condition, find ways of reorganization, develop anti-crisis, marketing, investment and organizational-production strategies, find new partners and investors.

To overcome the crisis that has arisen, it is especially important to work with personnel. The activities of the personnel service at this stage should include diagnostics of the personnel potential of the enterprise, development of a reorganization strategy, staff reduction, increase in labor productivity, and conflict resolution.

From the point of view of the human factor, a crisis situation is characterized by the emergence of at least two problems: the mismatch between the professional tools owned by the professional of the organization and the ones required for the new situation, the inadequacy of the norms and rules of intra-organizational life to the new conditions.

Personnel management is a purposeful activity of the management staff of the organization, heads and specialists of the personnel management system units, including the development of the concept and strategy of personnel policy, principles and methods of personnel management.

The success of any organization depends on its people. Personnel is one of the most important resources of the organization, necessary to achieve all of its goals and objectives. The economic and other capabilities of the organization directly depend on the personnel. Investments in human resources and personnel work are becoming a long-term factor in the competitiveness and efficiency of an organization in a market economy.

The HR management technology of an organization covers a wide range of functions from hiring to dismissing personnel:

  • 1) study of the labor market, search, recruitment, selection and recruitment of personnel;
  • 2) business assessment of personnel during admission, certification, selection and placement of personnel;
  • 3) determination of wages and benefits, registration of an employment contract;
  • 4) adaptation of employees in the team and professional orientation;
  • 5) motivation for work;
  • 6) work organization, development of job descriptions;
  • 7) compliance with business ethics and corporate culture;
  • 8) conflict and stress management;
  • 9) assessment of labor activity and certification;
  • 10) business career planning and management of service and professional advancement;
  • 11) ensuring the safety of personnel;
  • 12) management of innovations in personnel work;
  • 13) training, professional development and retraining of personnel;
  • 14) management of personnel behavior in the organization, observance of labor discipline;
  • 15) management of social development of personnel;
  • 16) the release of personnel.

There are three main models of personnel management (historically consistently arising, ways of activities of the personnel manager):

  • 1) a personnel manager as a guardian of his employees, taking care of healthy working conditions and a favorable moral and psychological atmosphere at the enterprise. This paternalistic model goes back to the social reformist ideas of the late 19th and early 20th centuries. The position of the HR manager in this model is rather low: it is an employee who is trained in the field of industrial sociology (or psychology) and helps line managers to implement effective corporate policy in relation to employees;
  • 2) HR manager as a specialist in labor agreements (contracts), including collective agreements. In large organizations that use mass low-skilled labor, it has a dual role: the implementation of administrative control over the observance of the terms of the employment contract by employees, accounting for job movements; regulation of labor relations in the process of negotiations with trade unions. Performing these functions requires, as a rule, legal training, which gives the HR manager a fairly high status in the organization;
  • 3) HR manager as the architect of the organization's human resources, playing a leading role in the development and implementation of the long-term strategy of the corporation. Its mission is to ensure the organizational and professional coherence of the components of the corporation's human resources. He is part of her senior management team and is trained in the emerging area of ​​management knowledge, Human Resource Management.

The main thing that makes up the essence of the organization's personnel management is a systematic, systematically organized impact with the help of interrelated organizational, economic and social measures on the process of formation, distribution, redistribution of labor at the enterprise level, on the creation of conditions for using the labor qualities of workers in order to ensure effective functioning the enterprise and the comprehensive development of its employees.

The goals of personnel management at the enterprise are:

  • - increasing the competitiveness of the enterprise in market conditions;
  • - increasing the efficiency of production and labor, in particular, achieving maximum profit;
  • - ensuring high social efficiency of the team's functioning.

Successful implementation of the set goals requires the solution of such tasks as:

  • - ensuring the needs of the enterprise for labor in the required volumes and required qualifications;
  • - achieving a reasonable relationship between the organizational and technical structure of production potential and the structure of labor potential;
  • - full and effective use of the potential of the employee and the production team as a whole;
  • - providing conditions for highly productive work, a high level of its organization, motivation, self-discipline, the development of an employee's habit of interaction and cooperation;
  • - securing the employee at the enterprise, the formation of a stable team as a condition for the recoupment of funds spent on labor (attraction, development of personnel);
  • - ensuring the realization of the desires, needs and interests of workers in relation to the content of labor, working conditions, type of employment, opportunities for professional qualification and job promotion, etc .;
  • - coordination of production and social tasks (balancing the interests of the enterprise and the interests of employees, economic and social efficiency);
  • - improving the efficiency of personnel management, achieving management goals while reducing labor costs.

The effectiveness of personnel management, the most complete implementation of the goals set largely depends on the choice of options for building the enterprise personnel management system itself, understanding the mechanism of its functioning, choosing the most optimal technologies and methods of working with people.

Personnel management is an area of ​​knowledge and practice aimed at providing an organization with quality personnel capable of performing the assigned labor functions and its optimal use. Human resources management is an integral part of quality management systems of an organization. Other names can also be found in various sources: human resource management, human capital management, human resources management, personnel management.

Personnel management activity is a purposeful impact on the human component of an organization, focused on aligning the capabilities of personnel and goals, strategies, and conditions for the development of the organization. Personnel management is subdivided into the following areas of activity: search and adaptation of personnel, operational work with personnel (including training and development of personnel, operational assessment of personnel, labor organization, management of business communications, motivation and remuneration), strategic work with personnel.

The main methods of personnel management include:

  • 1.economic methods - techniques and methods of influencing performers with the help of a specific comparison of costs and results (material incentives and sanctions, financing and lending, wages, cost, profit, price);
  • 2. organizational and administrative methods - methods of direct influence, which are of a directive and mandatory nature, they are based on discipline, responsibility, power, coercion, normative and documentary consolidation of functions;
  • 3. socio-psychological methods (motivation, moral encouragement, social planning).

Businesses sometimes outsource some of their HR functions to specialized recruiting agencies. For example, functions related to hiring employees can be transferred to recruiting agencies, the activity of recruiting agencies for the operational work of personnel management in an organization is actively developing. However, the strategic issues of personnel management remain the responsibility of the organization's management.

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Bryansk State University named after academician I. G. Petrovsky

Socio-economic Institute

Faculty of Finance and Economics

Department of Management

COURSE WORK

on the topic:

« Improvement framemarketing managemententerprise enta»

(on the example of LLC Favorit)

Completed:

3rd year student, 3 groups,

O&M at the enterprise (customs)

Tishchenko N.N.

Checked by: V.V. Feschenko

Bryansk 2012

Introduction

1. The importance of human resource management in the development of a modern enterprise

1.1 Essence, goals and objectives of personnel management

1.2 Principles and methods of building the personnel policy of the enterprise

1.3 Improving the quality of working life

2. Analysis of personnel management of LLC "Favorite"

2.1 General information and organizational structure of the enterprise

2.2 Personnel management of LLC Favorit

Conclusion

Bibliography

Introduction

Recently, an increasing number of managers are realizing the important role of personnel in business entities and come to the conclusion that only purposeful and constant work with personnel can bring success. The main task of management is to find such principles and mechanisms that will create an effective personnel management system focused on mutually beneficial strategic cooperation between the organization itself and its employees.

To build an effective personnel management system, it is necessary to take into account a large amount of information about the very object of management - personnel. A special tool for obtaining this kind of information is personnel assessment, which allows to determine the individual characteristics of employees, their strengths and weaknesses, motivational needs and potential opportunities. In turn, the information obtained allows you to provide an individual, more effective approach to making managerial decisions concerning employees.

In contrast to personnel management, personnel management has been reoriented from the needs of employees to the needs of the organization itself in the workforce, and the priorities of personnel management are determined primarily by the results of a functional analysis of existing and projected jobs, and not by the existing personnel potential of the organization.

At the same time, personnel management is based on the fact that there is a reorientation of the personnel management system towards individual work with personnel, that is, from collectivist values ​​dominating in personnel management to individual ones. In other words, human resources are still dominant.

Personnel management occupies a leading place in the enterprise management system. Methodologically, this area of ​​management has distinctive characteristics and performance indicators, special procedures and methods - certification, experiment and others; methods of studying and directions of analysis of the content of labor of various categories of personnel.

Personnel management is a system of mechanisms and technologies for personnel activities in order to achieve certain results. This is the organization of interaction between individual subsystems of personnel support (training, professional development of personnel, their professional and qualification promotion, regulatory and legal, scientific and methodological, informational and financial support).

The effectiveness of human relationship management in the labor process is a powerful reserve for increasing productivity and increasing overall production efficiency.

The relevance and significance of the problem of improving personnel management at an enterprise is determined by radical transformations of the economic system and society on the way of the country's transition to a modern market economy.

The purpose of this course work is to analyze the improvement of the personnel management of an enterprise using the example of a limited liability company "Favorit".

The objectives of this course work will be:

1. study of the essence, goals and objectives of personnel management, principles and methods of building personnel policy of the enterprise, improving the quality of working life;

2. research of information about the company, organizational structure and personnel management of LLC "Favorite";

The object of this research is the personnel structure of the enterprise.

The subject of the research is the personnel management of the enterprise.

When writing this course work, methods such as the method of systems analysis, the method of synthesis, deduction and forecasting were used.

personnel management management personnel

1. The value of personnel management in the development of a modern enterprise

1.1 The essence, goalsand tasks of personnel management

Personnel management is a purposeful activity of the management staff of the organization, heads and specialists of the personnel management system units, including the development of the concept and strategy of personnel policy, principles and methods of personnel management.

The success of any organization depends on its people. Personnel is one of the most important resources of the organization, necessary to achieve all of its goals and objectives. The economic and other capabilities of the organization directly depend on the personnel. Investments in human resources and personnel work are becoming a long-term factor in the competitiveness and efficiency of an organization in a market economy.

The HR management technology of an organization covers a wide range of functions from hiring to dismissing personnel:

1) study of the labor market, search, recruitment, selection and recruitment of personnel;

2) business assessment of personnel during admission, certification, selection and placement of personnel;

3) determination of wages and benefits, registration of an employment contract;

4) adaptation of employees in the team and professional orientation;

5) motivation for work;

6) work organization, development of job descriptions;

7) compliance with business ethics and corporate culture;

8) conflict and stress management;

9) assessment of labor activity and certification;

10) business career planning and management of service and professional advancement;

11) ensuring the safety of personnel;

12) management of innovations in personnel work;

13) training, professional development and retraining of personnel;

14) management of personnel behavior in the organization, observance of labor discipline;

15) management of social development of personnel;

16) the release of personnel.

There are three main models of personnel management (historically consistently arising, ways of activities of the personnel manager):

1) a personnel manager as a guardian of his employees, taking care of healthy working conditions and a favorable moral and psychological atmosphere at the enterprise. This paternalistic model goes back to the social reformist ideas of the late 19th and early 20th centuries. The position of the HR manager in this model is rather low: it is an employee who is trained in the field of industrial sociology (or psychology) and helps line managers to implement effective corporate policy in relation to employees;

2) HR manager as a specialist in labor agreements (contracts), including collective agreements. In large organizations that use mass low-skilled labor, it has a dual role: the implementation of administrative control over the observance of the terms of the employment contract by employees, accounting for job movements; regulation of labor relations in the process of negotiations with trade unions. Performing these functions requires, as a rule, legal training, which gives the HR manager a fairly high status in the organization;

3) HR manager as the architect of the organization's human resources, playing a leading role in the development and implementation of the long-term strategy of the corporation. Its mission is to ensure the organizational and professional coherence of the components of the corporation's human resources. He is part of her senior management team and is trained in the emerging area of ​​management knowledge, Human Resource Management.

The main thing that makes up the essence of the organization's personnel management is a systematic, systematically organized impact with the help of interrelated organizational, economic and social measures on the process of formation, distribution, redistribution of labor at the enterprise level, on the creation of conditions for using the labor qualities of workers in order to ensure effective functioning the enterprise and the comprehensive development of its employees.

The goals of personnel management at the enterprise are:

Increasing the competitiveness of the enterprise in market conditions;

Increasing the efficiency of production and labor, in particular, achieving maximum profit;

Ensuring high social efficiency of the functioning of the team.

Successful implementation of the set goals requires the solution of such tasks as:

Meeting the needs of the enterprise for labor in the required volumes and required qualifications;

Achieving a reasonable relationship between the organizational and technical structure of production potential and the structure of labor potential;

Full and effective use of the potential of the employee and the production team as a whole;

Providing conditions for highly productive work, a high level of its organization, motivation, self-discipline, developing the employee's habit of interaction and cooperation;

Securing an employee at the enterprise, forming a stable team as a condition for recoupment of funds spent on labor (attraction, development of personnel);

Ensuring the realization of the desires, needs and interests of employees in relation to the content of labor, working conditions, type of employment, opportunities for professional qualification and job promotion, etc.;

Coordination of production and social tasks (balancing the interests of the enterprise and the interests of employees, economic and social efficiency);

Improving the efficiency of personnel management, achieving management goals while reducing labor costs.

The effectiveness of personnel management, the most complete implementation of the goals set largely depends on the choice of options for building the enterprise personnel management system itself, understanding the mechanism of its functioning, choosing the most optimal technologies and methods of working with people.

Personnel management is an area of ​​knowledge and practice aimed at providing an organization with quality personnel capable of performing the assigned labor functions and its optimal use. Human resources management is an integral part of quality management systems of an organization. Other names can also be found in various sources: human resource management, human capital management, human resources management, personnel management.

Personnel management activity is a purposeful impact on the human component of an organization, focused on aligning the capabilities of personnel and goals, strategies, and conditions for the development of the organization. Personnel management is subdivided into the following areas of activity: search and adaptation of personnel, operational work with personnel (including training and development of personnel, operational assessment of personnel, labor organization, management of business communications, motivation and remuneration), strategic work with personnel.

The main methods of personnel management include:

1.economic methods - techniques and methods of influencing performers with the help of a specific comparison of costs and results (material incentives and sanctions, financing and lending, wages, cost, profit, price);

2. organizational and administrative methods - methods of direct influence, which are of a directive and mandatory nature, they are based on discipline, responsibility, power, coercion, normative and documentary consolidation of functions;

3. socio-psychological methods (motivation, moral encouragement, social planning).

Businesses sometimes outsource some of their HR functions to specialized recruiting agencies. For example, functions related to hiring employees can be transferred to recruiting agencies, the activity of recruiting agencies for the operational work of personnel management in an organization is actively developing. However, the strategic issues of personnel management remain the responsibility of the organization's management.

1.2 Principles and methods of building the personnel policy of the enterprise

The term "personnel policy" has a broad and narrow interpretation:

1) a system of rules and regulations (which must be realized and formulated in a certain way) that bring human resources in line with the strategy of the enterprise (it follows that all activities for working with personnel: selection, staffing, certification, training, promotion - in advance are planned and aligned with a common understanding of the goals and objectives of the organization);

2) a set of specific rules, wishes and restrictions in the relationship between personnel and the enterprise.

The implementation of the goals and objectives of personnel management is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of the enterprise. In this regard, personnel policy is a strategic line of conduct in working with personnel.

The main object of the personnel policy of the enterprise is personnel (personnel). The personnel of an enterprise is the main (full-time) composition of its employees. Cadres are the main and decisive factor of production, the first productive force of society. They create and set in motion the means of production, they constantly improve them. The efficiency of production largely depends on the qualifications of workers, their professional training, and business qualities.

The target task of personnel policy can be solved in different ways and the choice of alternative options is quite wide:

Fire employees or retain; if you keep it, then in what way is it better: transfer to reduced forms of employment; use at unusual works, at other objects; send for long-term retraining, etc .;

Train workers themselves or seek out those who already have the necessary training;

To recruit from outside or retrain workers to be dismissed from the enterprise;

To recruit additional workers or to make do with the existing number, subject to its more rational use, etc.

When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:

Production requirements, enterprise development strategy;

The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;

Quantitative and qualitative characteristics of the existing personnel and the direction of their change in the future, etc .;

The situation on the labor market (quantitative and qualitative characteristics of the supply of labor by occupation of the enterprise, conditions of supply);

The demand for labor from competitors, the emerging level of wages;

Influence of trade unions, rigidity in defending the interests of workers;

Labor legislation requirements, accepted culture of work with hired personnel, etc.

General requirements for personnel policy in modern conditions are as follows:

1) personnel policy should be closely linked with the development strategy of the enterprise. In this respect, it represents the staffing of this strategy.

2) Personnel policy should be flexible enough. This means that it should be, on the one hand, stable, since it is with stability that certain expectations of the employee are associated, on the other, dynamic, i.e. be adjusted in accordance with changes in the tactics of the enterprise, production and economic situation. Stable should be those aspects of it that are focused on taking into account the interests of personnel and are related to the organizational culture of the enterprise.

3) Since the formation of a qualified workforce is associated with certain costs for the enterprise, personnel policy should be economically justified, i.e. proceed from his real financial capabilities.

4) Personnel policy should provide an individual approach to its employees.

Thus, the personnel policy is aimed at the formation of such a system of work with personnel, which would be focused on obtaining not only economic, but also social effect, subject to compliance with the current legislation.

The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise in relation to the training, development of personnel, and ensuring interaction between the employee and the organization. While the personnel policy is associated with the choice of target tasks designed for the long term, the current personnel work is focused on the prompt solution of personnel issues.

Personnel policy forms:

Requirements for the labor force at the stage of its recruitment (education, gender, age, length of service, level of special training, etc.);

Attitude to “investment” in labor force, to targeted impact on the development of certain aspects of the employed labor force;

Attitude towards the stabilization of the team (all or a certain part of it);

Attitude to the nature of training new workers at the enterprise, its depth and breadth, as well as to the retraining of personnel;

Attitude towards intra-company personnel movement, etc.

Stages of personnel policy:

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and stage of its development. The analysis of the corporate culture, strategy and stage of development of the organization is carried out, to predict possible changes, to concretize the image of the desired employee, the ways of its formation and the purpose of working with personnel. For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.

Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, concretized taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve goals, a kind of personnel technologies, enshrined in documents, forms, and necessarily taking into account both the current state and the possibilities for change. An essential parameter influencing the development of such programs is the understanding of the acceptable tools and methods of influence, their alignment with the values ​​of the organization.

Stage 3. Monitoring of personnel. The goal is to develop procedures for diagnosing and predicting the staffing situation. It is necessary to identify indicators of the state of human potential, develop a program of constant diagnostics and a mechanism for developing specific measures for the development and use of knowledge, skills and abilities of personnel. It is advisable to evaluate the effectiveness of personnel programs and develop a methodology for their assessment. For enterprises that constantly monitor personnel, many separate HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of adoption and implementation. solutions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

Personnel policy should increase the capabilities of the enterprise, respond to changing technology and market requirements in the near future.

Personnel policy should not only create favorable working conditions, but also ensure the possibility of career advancement and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of workers and social groups of the labor collective are taken into account in the daily personnel work.

Personnel policy is an integral part of all management activities and production policies of the organization. It aims to create a cohesive, responsible, highly developed and highly productive workforce.

1.3 Improving the quality of working life

A high quality of working life is an indispensable condition for the effective economic development of an enterprise.

The correct principles of organizing production, optimal systems and procedures play, of course, an important role, but the realization of all possibilities with the help of the quality of working life already depends on specific people, on their knowledge, competence, qualifications, discipline, motivation, ability to solve problems, susceptibility to training.

The current stage of economic development is associated with a new view of the labor force as one of the key resources of the economy. This new view is associated with the quality of working life, which contributes to the real growth of the role of the human factor in the conditions of the technological stage of scientific and technological development, when there is a direct dependence of production results on the quality of working life. In the era of a highly developed market civilization, the role of the quality of working life in the evolution of the economy is constantly increasing.

The issue of improving the quality of working life is controversial. Some scientists believe that improving the quality of working life is possible only after the enterprise becomes resistant to external and internal disturbances of the environment. Others, on the contrary, adhere to the theory of social justice, regardless of the economic state of the enterprise. These directions did not find scientific recognition and were criticized due to their inconsistency and lack of a clear evidence base. Therefore, at present, there is a need to create works that would solve the problem of improving the quality of working life in market conditions, in as much detail as possible, thoroughly investigating the entire range of processes that make up the system of quality of working life.

The main components of improving the quality of working life:

1. Employee satisfaction with their work.

J. R. Heckman and J. Lloyd Suttle define quality of work life as "the degree to which members of a manufacturing organization can meet their important personal needs through their work in that organization."

A high quality of working life should be characterized by the following:

1) The work must be interesting;

2) Workers should receive fair remuneration and recognition for their work;

3) The working environment should be clean, with low noise and good illumination;

4) Management oversight should be minimal, but carried out whenever the need arises;

5) Workers should be involved in decisions affecting them and their work;

6) Guarantee of work and development of friendly relations with colleagues should be provided;

7) Domestic and medical facilities must be provided.

The quality of working life can be improved by changing any organizational parameters that affect people. This includes decentralization of power, participation in leadership, training, leadership training, career management programs, and training workers in how to communicate and behave more effectively in the community. All these measures are aimed at giving people additional opportunities to meet their active personal needs while increasing the efficiency of the organization.

2. Improving the organization of work.

Many of the early ideas of management science revolved around designing the job in a way that maximizes the benefits of division of labor, modern technology, and automation. As American workers became more economically wealthy and educational, cultural and social values ​​changed, industry began to experience difficulties related to the nature of work. An increasing number of people found that highly specialized, repetitive operations caused fatigue and loss of interest. Absenteeism and staff turnover increased, and there were even cases of sabotage. Consequently, the productivity gains that would normally be expected from narrow specialization have dropped significantly. To solve the problem, a number of the most progressive firms began experimenting with the organization of labor so that labor began to give greater internal satisfaction and more opportunities to meet the highest human needs - interest, self-affirmation and personality development. Management, of course, hoped that increased job satisfaction as a result of these changes would lead to higher productivity and reduce losses from absenteeism, high turnover and decline in quality.

The two most widely used methods of reorganizing work are expanding the scope of work and enriching its content.

The amount of work is the number of different operations performed by the worker and the frequency of their repetition. The volume is called narrow if the worker performs only a few operations and repeats them often. Working on an assembly line is a typical example. The volume of work is called broad if a person performs many different operations and rarely repeats them. The workload of a bank teller is usually broader than that of a person who is busy only entering data through a keyboard into a financial accounting system.

The meaningfulness of the work is the relative degree of the influence that the worker can have on the work itself and the work environment. This includes factors such as independence in planning and performing work, determining the rhythm of work, and participating in decision-making. A lab technician's job is not meaningful if it is all about installing equipment, loading chemicals, and cleaning up the lab. If a laboratory assistant can order chemicals and equipment, carry out some experiments and prepare reports on the results of work, the content will be high.

The work can be reorganized by changing its volume or content. Consolidation of work refers to improving the organization by increasing its volume. The enrichment of its content provides for changes by increasing the content.

The feeling of the importance of work can be realized by providing the employee with the opportunity to expand the number of work skills, the certainty of production tasks, and increasing their importance. Responsibility for the results of work can be increased by giving the employee more independence. Awareness of the real results of his work develops if the worker receives feedback information. However, it must be borne in mind that not all workers respond positively to this kind of change. When considering the problem of motivation, people differ in needs, attitudes towards work, hopes associated with work. Research has shown that people with a strong desire for growth, achievement, and self-esteem usually respond positively to enriching the content of their work. When people are not so strongly motivated by high-level needs, enrichment of the content of work often does not give noticeable success.

The peculiarities of technology can also influence the possibility of changes in working conditions. Organizations using mass flow technology have far fewer options in this regard than organizations that produce one-off products. For firms with mass flow technology, the cost of reorganizing working conditions often outweighs the expected returns. Where the technology is not very flexible and requires a lot of capital investment, the cost of reorganization can be very high. One of the best opportunities for the introduction of a progressive organization of labor opens up when new industries (factories, enterprises, institutions) are created. In fact, some of the best known experiments in this area were carried out in the creation of new facilities. Nevertheless, while current technology limits the scope for reorganizing working conditions in mass-produced firms, such opportunities do exist.

2. Analysis of personnel management of LLC Favorit

2.1 General andnformcompany statement

Limited Liability Company "Favorit" was established by the decision of the meeting of participants dated November 7, 2007, in accordance with Article 87-94 of the Civil Code of the Russian Federation, Federal Law of the Russian Federation "On Limited Liability Companies" No. 14-FZ dated 08.02.98.

Full name of the enterprise: Limited Liability Company "Favorite". The abbreviated name of the Company: LLC Favorit.

Location and postal address of the enterprise: 241007, Bryansk, st. Duky, house 62, apartment 4.

The participants determined the authorized capital in the amount of 10,000 (ten thousand) rubles and form it in cash.

The Company is a legal entity, owns separate property recorded on its independent balance sheet. The Company has the right to open bank and other accounts in national and foreign currencies with Russian and foreign banks and other financial and credit institutions in the manner prescribed by law.

The Company carries out the possession, use and disposal of the property in its ownership in the manner determined by the charter and within the limits established by Russian federal laws. The Company has full economic independence in matters of the provision of services, remuneration of employees, distribution of net profit, determination of forms and methods of management of the company, with the exception of cases regulated by federal laws and other legal acts of the Russian Federation.

The company is responsible for its obligations with all of its property (assets). The Company is not responsible for the obligations of the Russian Federation, constituent entities of the Russian Federation, municipalities. The Russian Federation, constituent entities of the Russian Federation, municipalities are not liable for the obligations of the Company.

The objectives of LLC Favorit are to expand the market for goods and services, as well as to make a profit.

The subject of activity is an independent economic activity aimed at meeting social needs for products, works and services in the areas determined by the subject of activity.

In accordance with the All-Russian Classifier of Types of Economic Activity, the type of activity of the company is repair and construction work.

The mission of Favorit LLC can be formulated as follows: maximum satisfaction of the needs of the widest range of customers in the provision of repair and construction works that meet the highest customer requirements.

LLC "Favorit" performs finishing works in accordance with European standards, using proven, modern technologies and high-quality materials.

The range of provided repair and construction works is very diverse.

The implementation of repair and construction work includes the following stages:

I. Preparatory stage:

1) acquaintance with the object - visiting the object for inspection and carrying out measurements, drawing up statements;

2) analysis of project documentation: BTI plan, architectural project;

3) analysis of the design project;

4) drawing up estimates for finishing work, setting the deadlines for the work and the total cost of the work, signing the contract.

II. Project implementation:

1) procurement of materials (carried out either by the customer or LLC Favorit on a contractual basis);

2) execution of preparatory (rough) work;

3) performance of basic (finishing) works;

4) coordination of all work performed with the customer.

III. Delivery of the object:

1) acceptance of finished work and signing of the acceptance certificate for finishing work.

The supreme governing body of the company is the general meeting of its members. Management in the "Favorite" limited liability company is carried out solely - by the director.

The director of "Favorit" LLC realizes his duties on the principle of sole discretion, bears personal responsibility for the activities of the enterprise.

The organizational structure of the enterprise is linear. The basis of the linear organizational structure of the enterprise is the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization. For each subsystem, a hierarchy of services ("mine") is formed, permeating the entire organization from top to bottom. The chief accountant is directly subordinate to the director, who is responsible for the formation of accounting policies, accounting, timely submission of complete and reliable financial statements to the tax authorities.

The chief accountant ensures the compliance of the business operations carried out with the legislation of the Russian Federation, control over the movement of property and the fulfillment of financial obligations. The requirements of the chief accountant for documenting business transactions and submitting the necessary documents and information to the accounting department are mandatory for all employees of the organization. The accounting department reports directly to the chief accountant of the company. The tasks of the accounting department are:

1) Organization and improvement of accounting at the enterprise;

2) Formation of complete and reliable information about business processes and financial results of the enterprise;

3) Ensuring control over the availability and movement of property, the use of material, labor and financial resources in accordance with the approved standards.

The legal department reports in its work directly to the director of the enterprise, on whose instructions it develops or takes part in the development of legal documents. Also, the legal department provides methodological guidance for the correct work at the enterprise, provides legal assistance to structural divisions and public organizations in the preparation and execution of various kinds of legal documents, participates in the preparation of substantiated answers when claims are rejected.

Other functions of the legal department of LLC Favorit:

1) conducting claims and claims work;

2) preparation, together with other divisions of the enterprise, of materials on embezzlement, waste, shortages, production of substandard, non-standard products and services, violation of environmental legislation and other offenses for transferring them to court, investigative and judicial authorities;

3) the implementation of accounting and storage, which are in production and completed by the execution of court and arbitration cases;

4) participation in the development and implementation of measures to strengthen contractual, financial and labor discipline, to ensure the safety of the property of the enterprise;

5) conducting, studying, analyzing and summarizing the results of the consideration of claims, court and arbitration cases, the practice of concluding and executing economic agreements in order to develop proposals for the consistent elimination of identified shortcomings and improvement of the economic and financial activities of the enterprise;

6) registration of the necessary materials on bringing employees (in accordance with the established procedure) to disciplinary and material liability;

7) taking part in the work on the inclusion of business contracts, conducting their legal expertise, developing the terms of collective agreements, as well as in considering issues of receivables and payables;

8) control of the timeliness of the provision by structural divisions of certificates, calculations, explanations and other materials for preparing responses to customer claims;

9) preparation, together with other divisions of the enterprise, proposals to amend the existing or cancellation of invalid orders and other regulations issued at the enterprise;

10) conducting work on the systematic accounting and storage of existing legislative and regulatory acts, making notes about their cancellation, changes and additions;

11) preparation of reference documentation based on the use of modern information technologies.

Under the leadership of the administrative director, who reports directly to the general director of the enterprise, there is a personnel department responsible for the selection, registration and staffing of the company with personnel of all necessary categories, professions and specialties in accordance with the staffing table. The HR department performs the following functions:

1) selection, registration and staffing of the company with personnel of all necessary categories, professions and specialties in accordance with the staffing table;

2) registration of hiring, transfer, dismissal, vacations of employees in accordance with the Labor Code of the Russian Federation and instructions;

3) registration, storage and issuance of work books, timely entry of the necessary entries in them;

4) organization of accounting of vacations and time off for employees;

5) maintains established records and reports on personnel, issues certificates, characteristics and other documents at the request of employees and other organizations;

6) organizes the work of the military registration desk;

7) carries out the execution of documents for obtaining compulsory health insurance policies;

8) keeps statistics of the personnel service.

The main function of the supply department is the uninterrupted and timely provision of the necessary materials.

The administrative department monitors the state of the office, purchases household equipment, etc.

The transport department is responsible for the technical condition of the automotive resources available to the company.

Submitting to the general director, the chief engineer leads various groups of workers (improvement group, repair and construction group). The repair and construction group is subdivided into a group of finishers and assemblers, as well as a group of painters and plasterers. The organizational structure of the enterprise is shown in Figure 1.

Posted on http://www.allbest.ru/

Posted on http://www.allbest.ru/

Fig. 1 Organizational structure of LLC Favorit

Management in LLC "Favorit" is carried out in all areas of activity: production, planning and financial, equipment and technologies, work with personnel. Each such aspect gives a definite picture of one side of the activity, and only in the aggregate do they represent a complete characteristic of the enterprise's activity. Each of these subsystems has a target load and is not overlapped by another target subsystem. They are closely related and complement each other.

2.2 Human resources managemententerprises

The employees of the enterprise are provided with safe working conditions, a remuneration system is in place in compliance with the guarantees established by the current legislation of Russia and the terms of the collective agreement. Wages are compensation for the labor contribution of employees to the activities of the enterprise. In this regard, the main function of wages is defined as motivating workers to work effectively. The tasks of the labor remuneration system in Favorit LLC are to differentiate wages, which, on the one hand, motivates employees to work efficiently, and on the other, must be economically justified according to the value of the results of their work.

The most important prerequisite for establishing the base wages is its assessment. Assessment of labor is necessary to establish objective differences between individual jobs in order to formulate their qualification characteristics and determine a fair form of remuneration for each specific type of work. It is believed that not the absolute level of remuneration, but the ratios in pay for various types of work have a decisive influence on labor morale and productivity.

The management of the enterprise considers a clear description of the employee's labor functions to be the first step in creating an effective incentive mechanism. Their analysis is based on an inventory of the requirements of the workplace and the work process, the abilities and potential capabilities of the employee himself, on interviews when hiring, including his own assessments and expectations. The description of job functions is drawn up by the immediate supervisor with the participation of the executor. The resulting document is approved by the attestation commission with representatives of personnel services and becomes the main one for subsequent attestations, the establishment of remuneration, decision-making on the promotion or revision of job functions.

The structure of remuneration of employees of the enterprise, which compensates for their labor contribution, includes the following components:

1. base payment at tariff rates and salaries, which is established on the basis of tariff agreements, taking into account the severity, content, responsibility, working conditions, market conditions and other factors;

2. allowances and bonuses for work performance;

3. social payments, including a number of voluntary services of the enterprise (payment for transport, advanced training, medical services, kindergartens, life insurance, etc.);

4. additional payments and compensation for the conditions and severity of work.

The company uses two basic forms of wages - piecework and time-based. In the first case, the amount of monetary remuneration is determined in proportion to the volume of work performed (for repair crews). In the second, the level of payment is associated with the duration of the time spent on work. On the basis of these forms, various options and combinations of remuneration are constructed.

The remuneration system is based on the choice of certain forms of wages and the establishment of a relationship between the elements of remuneration, namely: time-bonus, piece-bonus, time-based, etc. Favorit LLC uses the following forms of incentives:

1. material reward;

2. the rate of wages;

3. additional payments (assistance in paying for education expenses, medical examination, insurance).

The wage fund includes all accrued wages and compensation payments, as well as monetary amounts accrued to employees for the unworked time during which they retain their wages in accordance with the procedure provided for by law.

Effective personnel management is impossible without the analysis of adequate information characterizing various aspects of the state of personnel, the structure and dynamics of personnel. LLC "Favorit" uses its own indicators that reflect the specifics of its activities - labor productivity, personnel costs, payroll, qualification structure and others.

Personnel management occupies a leading place in the enterprise management system. Methodologically, this area of ​​management has distinctive characteristics and performance indicators, special methods and technologies - personnel recruitment, adaptation, certification and others.

The scientific and technical process, new technologies have made it possible to reduce the number of jobs that require physical endurance and strength. When a person gets a job, his physical data does not matter much. The mental abilities of a person can be defined as the ability to effectively use their intelligence - the sum of the general mental functions of understanding, thinking, learning, observation, problem solving, the ability to enter into mutual relationships.

In Favorit LLC, employees know each other, since they have been working together for more than one year and, in addition, there is a strict selection system for hiring, so people who get a job at the enterprise either quit immediately or stay. This usually happens during the probationary period. The terms of the contract, which are signed with those who passed the test, are tough. If a difficult situation has developed in the department due to the wrong actions of the head or his subordinates, then some time is given to correct the situation on his own or with the help of other specialists, or the head is demoted, and in his place comes someone who is able to remove a situation out of a dead end.

Personnel development management technologies include the following: business assessment and personnel certification; business career management; talent pool management; personnel training and others.

Business assessment of personnel is a purposeful process of establishing the conformity of the qualitative characteristics of personnel (abilities, motivations and properties) to the requirements of a position or workplace. Based on the degree of the specified compliance, LLC Favorit solves the following main tasks:

1. choosing a place in the organizational structure and establishing the functional role of the evaluated employee;

2. development of a development program for a new or working specialist;

3. determination of the ways of external and internal motivation of the employee.

Business assessment of personnel begins with a well-developed organizational preparation, and then it is carried out in several stages:

1. collecting and summarizing preliminary information on the employee;

2. preparing the head of the organization for the assessment conversation and conducting the assessment conversation with the evaluated employees;

3. the formation by the head of an expert opinion based on the results of a business assessment and its submission to the expert commission;

4. decision-making by the expert commission on the merits of the proposals contained in the expert opinions.

Evaluation of labor results is one of the functions of personnel management in LLC "Favorite "Aimed at determining the level of efficiency of work performance. It is an integral part of the business assessment of personnel along with the assessment of their professional behavior and personal qualities and consists in determining the compliance of the employee's work results with the set goals and planned indicators.

In connection with the division of managerial labor, the result of the work of the manager is expressed through the results of the implementation of the plan, as well as through the socio-economic working conditions of the employees subordinate to him (the level of remuneration, staff motivation). The result of the work of specialists is determined on the basis of the volume, completeness, quality, timeliness of fulfilling the official duties assigned to them.

Along with quantitative indicators - direct, the company uses indirect factors that affect the achievement of results. These include: efficiency of work, tension, intensity, complexity, quality of work, etc. They characterize the activities of an employee according to criteria that correspond to ideal ideas about how to perform the job duties and functions that form the basis of this position, and what qualities should be shown. Personnel assessment in LLC"Favorite »Is carried out to determine the compliance of an employee with a vacant or occupied workplace (position) and is carried out with the help of personnel certification.

Personnel certification is a kind of comprehensive assessment that takes into account the potential and individual contribution of the employee to the final result. Certification, as a personnel assessment procedure, exists at the enterprise from the day of its foundation and is aimed at assessing employees according to a number of criteria. Main criteria: performance of functional duties, achieved results of activity, personal qualities (discipline, independence, skill, responsibility, etc.).

As for such technologies of personnel management as a business career and the formation of a personnel reserve, they are not developed at Favorit LLC.

Highly productive work of the organization depends not only on the quality staff of LLC "Favorite", but also on the management of its current and potential professional opportunities, professional experience. In an organization, it is important not only to know who can do what and who is capable of what, but also to make sure that a person's talent and professional qualities are noticed and in demand on time.

A business career is the progressive advancement of an individual in any field of activity, a change in skills, abilities, qualifications, and the amount of remuneration associated with the activity.

In the process of realizing a career, it is important to ensure the interaction of all types of careers. This interaction involves the implementation of the following main tasks:

1) achieving the relationship between the goals of the enterprise and the individual employee;

2) ensuring career planning for a specific employee in order to take into account his specific needs;

3) ensuring the openness of the career management process;

4) elimination of "career dead ends" in which there are practically no opportunities for employee development;

5) the formation of visual and perceived criteria for career growth, used in specific career decisions;

6) study of the career potential of employees;

7) providing a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations;

8) determining the ways of career development, the use of which will satisfy the quantitative and qualitative need for personnel at the right time and in the right place.

For LLC Favorit, the priority should be the typical and stable forms of an individual career strategy. This can be achieved if there is a system and mechanism for managing the personnel's career. They are designed to provide and condition the determination of personnel's career solely by the level of professionalism, personal qualities and performance results. These are the criteria that predetermine the value of the employee for the organization, society and the state.

The planning and control of a business career should consist in the fact that from the moment the employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize the systematic horizontal and vertical advancement of the employee through the system of positions. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

The presence of a well-thought-out and scientifically grounded official structure of the enterprise is a necessary condition and the most important factor in the implementation of career management technology. They set a formal career space, in which the employee's job status changes, the need for the necessary professions and specialties is formed, and professional experience and capabilities of personnel are accumulated.

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