home Exchange rates The role of the HR manager in an organization. Coursework: The role of the personnel manager in the enterprise

The role of the HR manager in an organization. Coursework: The role of the personnel manager in the enterprise

Chapter 1

1.1.The concept of a personnel manager, his duties…………………..3

1.2.Professional and personal qualities of a recruitment manager……………………………………………………………….......5

Chapter 2. Functions and roles of the personnel manager, job description…………………………………………………………......7

2.1.The role of the manager in personnel management……………………......7

2.2. Job duties, rights and responsibility of the personnel manager……………………………………………………………….…..9

Chapter 3

3.1. Rights and duties of the supervisor………………………………………….…………………...12

List of used literature………………………………………………………………………………………………………………………………18

Chapter 1. Personnel management activities

The concept of a personnel manager, his duties

Personnel management (English human resources management, HRM, HR-management) is a field of knowledge and practice aimed at providing the organization with high-quality personnel capable of performing the labor functions assigned to it, and its optimal use. Human resource management is an integral part of an organization's quality management systems.

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. Personnel management is divided 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, organization of work, management business communications, motivation and remuneration), strategic work with staff.

Human Resources Specialist - HR Manager (Human Resources Specialist). Enterprises sometimes transfer some of the functions of personnel management to specialized recruitment agencies. For example, functions related to hiring employees can be transferred to recruitment agencies, the activities of recruitment agencies for operational work on personnel management in the organization are actively developing. However strategic issues personnel management remain the responsibility of the organization's management.

Personnel manager, or HR-manager (from the English human resources - human resources), is a relatively new profession for Russia. Some of the functions performed by "HR" (the slang term for an HR manager) passed to him from his Soviet predecessors - personnel inspectors. The latter, as a rule, personnel office work and monitor compliance with the Labor Code. The personnel manager does the same, but this is only a small part of his tasks. the main objective its activities - the combination of available human resources, qualifications and labor potential with the strategy and goals of the company. It faces a wide range of tasks. The personnel manager carries out the entire cycle of work with personnel: from studying the labor market and hiring personnel to retirement or dismissal.

Responsibilities of the Human Resources Manager:

1.Observation of the labor market, informing the company's management about the current situation on the market with personnel and average wages.

2. Operational search and selection the company needs specialists. Planning for the need for personnel for the near and long term. Creation personnel reserve.

3. Creation of a system of labor motivation. If material motivation, by and large, depends on the management of the company, then the system of non-material motivation should be created by the personnel manager.

4.HR-manager - the creator and chief guardian of corporate culture. In fact, it is he who creates labor collective(group and personal relationships, socio-psychological climate, unity of methods and skills in achieving the ultimate goal, personal and collective interest in the final results of labor). The personnel manager organizes the professional and socio-psychological adaptation of new specialists, organizes work on their consolidation and use; on the assessment, formation of a personnel reserve, personnel certification, on the use of practical psychology in the regulation of organizational relationships, in diagnostics social situations; develops and applies modern methods personnel management; manages personal and business conflicts and stresses; participates in providing psychophysiology, ergonomics and aesthetics of work; organizes work with retiring employees .

5. One of the most important responsibilities of a personnel manager is personnel training. The organization of trainings, training seminars, advanced training courses is also the concern of an HR manager.

6. Provision of advisory services in the field of human resource management to managers of all ranks, preparation of reports on relevant issues.

Not all organizations need staff managers. AT small firms personnel records management is often carried out by the secretary, and other functions, if necessary, can be distributed among other specialists. There is a standard - one personnel manager is needed for 80-100 employees. If more than 150 people work in an enterprise, one personnel manager is no longer enough. AT large companies 10-15 managers can work in the personnel service, each of which is responsible for a separate area of \u200b\u200bwork: one for hiring personnel, the other for training, etc. .

Back to

According to Michael Armstrong, depending on the extent to which HR employees are involved in, a manager can take on various roles that need to be implemented in a certain ratio.

According to Tyson and D. Ulrich, the role of the HR manager as a business partner ideally corresponds to the direction of management, which is aimed at achieving the long-term business goals of the company. Here, the main characteristics of a manager are the ability to predict, crisis management, analysis of risks, strengths and weaknesses companies, the ability to interact and put forward proposals in the face of economic and structural changes.

The role of the strategist involves the orientation of the activities of the personnel manager for long-term goals. In this approach, workers are seen as strategic resource for achievement competitive advantage.

The manager resorts to the role of interventionist when the situation requires intervention - whether it is establishing a communication process or changing the way a specific task is performed. In the case of introducing innovations, as mentioned above, it requires high adaptability, flexibility, the ability to make decisions, the ability to think outside the box, and the ability to convince.

Key Responsibilities of a Human Resources Manager

1. Organization of work with personnel in accordance with the general goals of the company's development and specific areas to achieve effective corporate results and professional development of employees. The activities of the HR manager should be consistent with the long-term goals of the organization and form a favorable basis, the necessary conditions to achieve these goals.

2. Determining the need for personnel and the main sources of attracting resources. The HR manager searches for and selects personnel, conducts interviews with candidates, their initial diagnostics.

Improper distribution of responsibilities and use can lead to incompetent performance labor functions, inefficient labor indicators, financial problems of the company, unfavorable psychological climate. Therefore, timely determination of the need for replenishment or replacement of an employee will avoid many difficulties in the future.

The recruitment process takes place in several stages:

A) identifying the need for personnel and determining the requirements for the candidate (development of job descriptions, lists of adequate balanced requirements for the candidate for each position, etc.);
b) attracting candidates for positions (review of external and internal resources, targeted placement of recruitment announcements);
c) selection of candidates (careful analysis of questionnaires, planning and conducting interviews, testing, analysis of documents, assessment of the candidate's ability to meet the requirements of the position, decision making, conclusion of an agreement, etc.).

In our opinion, the most important thing in the personnel selection procedure is an adequate assessment of the compliance of the requirements for the candidate with the real necessary characteristics for the performance of work, and at the next level - the compliance of the candidate's capabilities and abilities with the requirements for the position.

3. Conducting an assessment of the results of the labor activity of employees, certification, competitions for filling vacant positions. Regular appraisals allow you to determine the degree of efficiency in the use and quality of the company's human resources, clarify the company's requirements for employees and their compliance with the results of their work, identify difficulties and problems that prevent employees from achieving the required performance indicators, determine the main areas of training, advanced training and development of the company's personnel, as well as to increase productivity and quality of work due to an increase in the level of motivation and responsibility of personnel.

The socio-psychological climate of the company includes such indicators as satisfaction with work, conditions, content, relationships with colleagues at work, management style in the company, the level of tension and conflict, professional development, and the level of trust in the organization. Therefore, when studying the psychological climate, these indicators are considered. After identifying problematic moments, the manager becomes clear in which direction to work in order to achieve favorable psychological conditions for activity. A developed corporate culture implies high loyalty of the staff and unity of purpose, adherence to the core values of the company, following the rules and compliance by employees with the standards established by the company. The implementation of activities that contribute to the formation of a corporate culture increases the cohesion of the team, allows you to specify priorities. For these purposes, the HR manager can develop special projects, such as: "Code of the company's employee", "Best project of the year", "Person of the company", etc.

11. Drafting and execution

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Hosted at http://www.allbest.ru/

The professional role of the HR manager

Introduction

1. Functions of the personnel manager

2. Recruitment by the manager

3. Professional orientation and social adaptation in the team

4. Leadership training, promotion management

5. The role of the manager in personnel management

Conclusion

List of used literature

Introduction

Management in general view can be defined as a system economic management production, which includes a set of principles, methods, forms and techniques of management. Management includes management theory and practical examples of effective leadership, which is understood as the art of management.

The strategy of functioning and development of any enterprise (organization) is unthinkable without referring to the staff. In order to ensure the effective functioning of the enterprise, a strong team must be formed on it, capable of maintaining its high professional authority.

Until recently, the very concept of "personnel management" was absent in our management practice. True, the management system of each organization had a functional subsystem for managing personnel and social development of the team, but most of the work on personnel management was carried out by line managers of departments.

Main structural unit for personnel management in the organization is the personnel department, which is entrusted with the functions of hiring and dismissing personnel, as well as organizing training, advanced training and retraining of personnel. To carry out the latter functions, training departments or technical training departments are often created.

HR departments are neither a methodological, nor an information, nor a coordinating center personnel work. They are structurally separated from labor and payroll departments, occupational health and safety departments, legal departments and other departments that perform personnel management functions. For solutions social problems social research and service services are being created in organizations.

Relevance of the topic. Personnel management services, as a rule, have a low organizational status and are weak professionally. Because of this, they do not perform a number of tasks for personnel management and ensuring normal working conditions. The most important among them are: socio-psychological diagnostics; analysis and regulation of group and personal relationships, leadership relationships; management of industrial and social conflicts and stresses; Information Support systems personnel management; employment management; evaluation and selection of candidates for vacant positions; analysis of human resources and staffing needs; personnel marketing; business career planning and control; professional and socio-psychological adaptation of employees; control work motivation; legal issues labor relations; psychophysiology, ergonomics and aesthetics of labor.

Purpose of work: improvement of personnel management in the organization.

The task of the work: to study the theoretical aspects of personnel management, to analyze the activities of the personnel management manager; identify ways to improve personnel management on the example of a particular enterprise.

As an object of study, we take a manufacturing and commercial firm. As a subject of study, we take the personnel department of the company.

1. Functions of the HR manager

When planning, it is advisable to first evaluate existing workers. It is necessary to find out how much work is performed by one employee, with what quality? What measures should be taken to change the state of affairs, if necessary, to reshuffle, redistribute duties and powers, that is, optimize the work of existing staff. To assess the quality of work of employees are sometimes used special systems inventories that record information regarding the acquisition of new skills by employees.

The next important step in planning is forecasting. What specialists will be needed and when? According to the goals and objectives of the organization, future needs for employees are determined. If the organization is going to soon open another division, then it is advisable to think about recruiting potential candidates now. Changes in the external environment must be taken into account, since external environment has an impact on the organization, on its work.

Once you have identified your needs, you can develop a plan to meet them. The plan should contain all the activities necessary for recruiting, hiring, training, promotion to achieve the set goals and meet the foreseeable needs.

When planning, in addition to the goals of the organization and programs for their implementation, it is necessary to take into account such a factor as legislation. It stipulates the terms of employment and dismissal, working conditions (safety), the minimum wage, etc.

Before starting the recruitment process, the manager needs to clearly define the employee's future responsibilities. Otherwise, there is a risk of hiring an employee, personal and professional quality which do not quite or not at all meet the requirements. The manager must study in detail what functions the employee will have to perform, what education he needs to have for this, what skills? Also important are psychological characteristics potential employee.

The analysis can be carried out by observing the employee and recording all the functions performed by him, you can simply interview the employee (let him tell about his work) or ask the employee to fill out a questionnaire in which he describes his main duties and rights, functions that he performs.

After analyzing the content of the work of the future employee, a job description is created, which indicates the main duties that need to be performed, the skills and abilities that need to be possessed, as well as the rights that the employee has.

2 . Recruitment by the personnel manager

Recruitment is the creation of a certain reserve for planned positions, both from external and internal sources. External sources are recruitment agencies, and employment centers, also the company can advertise in the media about its needs for specialists. Organizations often offer people who already work at the enterprise to recommend their relatives and friends. This method is not only cheap, but also allows employees to participate in solving the problems of the company. Internal sources are people who are already working in certain positions, but who have greater abilities than they can show at the moment. Promotion highly motivates an employee, and the organization does not have to train a new specialist in many nuances of working in an organization. The risk with internal personnel policy may be that new people with fresh views and ideas do not enter the organization, and this can lead to stagnation.

The main problem in the recruitment of candidates is the discrepancy between the future work and the expectations of the candidate. Every effort should be made to familiarize the future employee as closely as possible with his future work like with her positive aspects, as well as negative ones. Thanks to measures aimed at solving this problem, there is a decrease in staff turnover and an increase in job satisfaction among employees.

During the selection of personnel, the management selects from the reserve created during the recruitment of candidates who are most suitable for work in the organization. The following selection methods are used: interviews, testing, tests, the creation of candidate assessment centers, in which methods of modeling specific situations are used. In such centers, candidates are tested with the help of games, they are presented with specific situations to determine their ability to make decisions, and so on. Evaluation centers are an expensive selection method and therefore they are only established on large enterprises. The most commonly used interview. During the interview, there is a high risk of misjudging the candidate. A leader evaluating a candidate may involuntarily underestimate or overestimate a person’s abilities, evaluate him by his first impression, compare his qualities with his own. To minimize the risk of misjudgment, prepare for the interview. It is necessary to study in detail the duties of the future employee, create a list of questions that is the same for all candidates, etc. Such interviews, they are called structured, bring much more accurate results.

Determination of wages and benefits. Wage represents the compensation of the employee for the work performed by him. Salary has a great influence on the performance of the employee's duties. The salary is an important factor when entering a job, it affects employee satisfaction with their job, employee turnover in the organization, the number of absenteeism and labor productivity. Compensation for work of employees should be paid at competitive rates and contain various rewards for the achievements of employees. The size should be determined not only by the work performed, but should also stimulate the employee to improve the quality of the work performed. Management staff salaries are more than complex structure, it includes various schemes for participation in profits, payment by shares, etc.

Additional benefits include: sick leave, vacations, insurance, kindergartens, low-interest loans to employees, and various services.

3 . Professional orientation and social adaptation in the team

An employee who comes to an organization may already have accumulated experience, a system of views and his own vision of work in this organization. Starting labor activity in a new place, the employee gradually adapts to the organization. When hiring, the manager must inform the candidate about the accepted standards of behavior, both professional and informal. Further, in the course of communication and cooperation with the team, the employee sees the attitude towards the work of colleagues, informal connections and influences. Thus, he gradually adopts a system of norms and customs, begins to understand what the organization expects from him and what his role is here. The duty of the manager is to help the employee adapt to a new place, conduct training in the required skills, interviews on the topic of what is meant by effective work.

Staff training is the training of employees in the skills necessary to work more efficiently, increase labor productivity to achieve the goals of the organization. The importance of staff training is widely recognized. Training is required not only when a person enters an organization, but also when transferring to new position or promotion, when entrusting the employee with new types of work, and also if during the inspection it is established that the employee lacks certain skills or knowledge for the work that he performs. The greater the qualifications of the organization's personnel in general, the higher the overall labor productivity.

In order for training to bring high results, trainees must be motivated. They must understand why they are studying, how it will affect their future work. The organization, in turn, must create favorable conditions for trainees (encouragement, support). Training should consist not only of theoretical knowledge, but also practical skills that the trainee can acquire at a particular place in the organization. manager personnel professional function

Evaluation of labor activity. When an employee has already started work, adapted to the team, received proper professional training, it is necessary to evaluate the effectiveness of his work from time to time. It is best to do this individually with each employee through interviews. First you need to tell the employee what exactly the organization expects from him, decide how exactly the employee needs to behave, what standards he must comply with, what skills to acquire. It is best to be as specific as possible about the behavior of an employee in an organization.

Evaluation of labor activity serves for such purposes.

administrative functions. Evaluation helps to identify employees who have the potential to take on more complex and significant responsibilities, usually associated with promotion to higher positions. If, as a result of the assessment, it turned out that the employee is not coping or not coping well enough with his duties, you need to discuss with the employee what is the reason for his unsatisfactory work, outline with him ways out of this situation, and if the situation has not changed after that , then transfer him to a position where his abilities will be beneficial, i.e., demote the employee in a position. When all the above methods do not work, the employee works inefficiently and all the possibilities for correcting the situation do not lead to improvement, such an employee should be fired.

Information functions. During the evaluation process, employees learn not only the results of their work, but also their strengths and weaknesses, areas in which they need to work and improve their skills.

motivational functions. The evaluation process identifies employees who perform particularly well in their duties. Even if such workers cannot be transferred to a more attractive position (they do not have such potential or for another reason), they still deserve a reward. Such remuneration gives the employee self-confidence, stimulates self-esteem, pushes them to work even more efficiently, in other words, strongly motivates them to positive behavior.

If the results of the assessment are communicated to the employee not as a criticism, but as information that they can discuss with superiors without taking a defensive position, then this information always has a positive impact on the work of the staff.

4 . Leadership training, promotion management

Training means teaching the skills that the worker will need to use in the future. Typically, leadership training is carried out to advance an employee up the career ladder. In leadership training, as in other training, analysis and planning play a very important role.

Before starting the training of management personnel, it is necessary to analyze the capabilities and abilities of cash managers. It is necessary to analyze what skills a person should have, occupying a particular place in the organization. Job responsibilities should be defined for each location. Then candidates are already selected, according to their compliance.

If the analysis reveals deficiencies in the preparedness of management personnel for the performance of their future duties, then plans for training and advanced training of employees are developed.

Management training methods include: lectures, discussions in small groups, analysis of specific business situations, reading literature, business games, role-playing training, job rotation.

Many firms develop career management programs. These programs contribute to the disclosure of all the skills, abilities and talents of employees and more efficient use of their potential. It is also important for the employees themselves, as it contributes to greater dedication to the organization, because with promotion, the employee has the opportunity to satisfy his higher needs for power, more creative work, self-realization, etc.

Formation of personnel reserve. The personnel reserve is a group of specialists who meet the requirements that apply to a particular position. This group of specialists has already been selected, targeted and qualification training. Like most human resources operations, work with the talent pool is complex.

Development reserve - a group of specialists who are preparing to work in new areas (development of new activities, production of new types of products, expansion of production). Such specialists have a choice: a professional or managerial career.

Functioning reserve - employees are focused on a managerial career and will have to provide in the future efficient work enterprises, that is, to replace existing managers in the event of their transfer or dismissal for any reason.

There are other classifications of the personnel reserve.

Principles of formation and sources of personnel reserve. The principle of the relevance of the reserve - the need for filling positions must be real.

The principle of the candidate's compliance with the position and the type of reserve - the requirements for the candidate's qualifications when working in a specific position.

The principle of the candidate's prospects - orientation to professional growth, level of education, age, seniority and work experience, previous career growth, health (although the law prohibits sorting candidates on the basis of health). It should also be taken into account professional requirements, personality traits of the candidate.

Sources of personnel reserve for leadership positions I can be :

Leading employees of the apparatus, subsidiaries;

Chief and leading specialists;

Professionals with relevant education and a positive professional reputation;

Young professionals who have successfully completed an internship.

The most significant factors and criteria to be taken into account when forming a system of qualities of a manager in a reserved position are:

Labor motivation;

Professionalism and competence;

Personal qualities and potential opportunities;

At the stage of formation of the reserve list, the following tasks are solved:

Evaluation of candidates;

Comparison of the set of qualities of the candidate and those requirements that are necessary for the reserved position;

Comparison of candidates for one position and selection of a more appropriate one for work in the reserved position.

Based on the results of the evaluation and comparison of candidates, the preliminary list of the reserve is specified and adjusted.

To form a reserve, as a rule, it is not enough to select employees capable of promotion - it is important to properly prepare them for the position and organize promotion.

The following methods can be used for professional training:

Individual training under the supervision of a senior manager;

Internship in a position at your own and another enterprise;

Studying at the institute and courses, depending on the planned position.

5 . The role of the manager in personnel management

As noted above, any organization is a collection of stable social groups. The formation of these groups is carried out both on the basis of the structural and functional features of the organization, and on the basis of the common features and interests of individuals who gather in groups to jointly solve common problems. Formal and informal groups intertwine in an intricate way, forming a living and unified organism of a particular organization.

The energy of these groups can be both creative and destructive. It can be focused in a single direction, but it can also be aimed at conflicting goals, resulting in a dispersion of organizational resources, which ultimately reduces the degree of effectiveness of collective activity.

A competent manager is able to organize and manage the effective activities of formal groups. The informal leader can create and manage an informal group. And only a formal leader who knows the art of effective leadership can optimally manage both formal and informal groups.

Each group has a set of problems associated with group dynamics. Group dynamics is a very complex and multifaceted process of group development, changes in the relationship between its members, as well as the motivation, moods, attitudes and position of all members. Group dynamics determines the energy of the development of group behavior and the degree of effectiveness of the group's solution of the tasks facing it.

The processes of group dynamics are natural for any group and organization, regardless of its size, nature and characteristics of leadership. The leader can carry out his activities taking into account the characteristics of group processes or ignore them. In the latter case, he naturally refuses the most effective way to solve the problems facing him. Only by managing the processes of group dynamics at all levels, the formal leader provides opportunities for effective group activity and the effectiveness of their leadership.

Group dynamics is directly related to the stages of group development. Specialists distinguish four stages of group development, each of which has its own characteristics, determining the ability of the group to solve the problems facing it.

These are:

1. Stage of formation.

2. The stage of an explosion of discontent.

3. The stage of development of group norms.

4. The stage of the task.

Each stage is characterized by a feature of the factors that cause a dominant influence on the behavior of individuals and the development of the group. These factors include individual needs, group expectations, and task-specific needs.

In the first stage of group development, individuals who are still scattered exchange ideas and other information about what they have to do. The group formation stage is characterized by the dominance of individual behavioral motives. Revealing the essence of the task, their role in its implementation and place in the group, group members are focused on personal needs, they are interested in clarifying the system of positive and negative reinforcement of their upcoming activities.

At this stage, the group is a conglomeration of individuals who have different attitudes towards the fact of the need to participate in group activities. Some understand its expediency, but experience negative emotions. Others do not fully understand the goals and content of group activities, but show positive emotions and a willingness to participate in the group. Still others do not indicate their attitude in any way and do not experience any emotions about this.

Nevertheless, despite all the variety of attitudes towards the group and their membership in it, all individuals feel the need to specify the task, their role in its implementation, coordinate activities with other members of the group and formalize leadership relationships.

The need for leadership and leadership becomes common to all members of the group at the first stage of its creation. Therefore, the managerial leader at this stage should:

Provide leadership;

Clarify group goals and objectives, roles of group members, conditions;

Provide positive and negative reinforcement;

Provide informal communication, exchange of information.

The stage of an explosion of discontent, unfortunately, is an indispensable element of group development. The degree of dissatisfaction and the duration of this stage can vary. The process of exchanging information between group members regarding their expectations and ideas about group activities is objectively characterized by a certain disagreement with each other. This disagreement is due to differences in the level of professionalism, personal ambition, individual power and influence, as well as differences in ideas about the purpose of the task and how it is carried out.

Individual ideas of group members regarding their role and influence, as well as the nature of group activities do not come true. Moreover, the efforts of the group are focused on the struggle for power and influence in the group, and not on the task. The discrepancy between individual expectations and reality is expressed in the growth of disappointment and dissatisfaction of group members with the effectiveness of its activities and the effectiveness of leadership. This dissatisfaction spills out in claims against the official leader, organizer of the group, its members and is accompanied by mutual accusations. The unconscious desire of everyone to rid themselves of personal responsibility for the lack of satisfaction with group interaction and the effectiveness of activities leads to the search for a guilty person, the so-called "scapegoat". In the eyes of the majority of the members of the group, this is what the group leader becomes.

His behavior and activity in setting goals and objectives, as well as in managing the group, are criticized. In this situation, if the leader shows uncertainty and, recognizing the legitimacy of criticism, accepts the accusations against him, changing the tactics or tasks of the group to complete the task, then he will inevitably lose authority and influence in the group. At the same time, the group returns to the first stage of its development.

If the manager continues to control the situation, consistently exercising influence on the members of the group (in order to clarify their individual roles and tasks, as well as to coordinate group activities), then gradually the atmosphere in the team begins to change as opinions converge and the group members are ready to compromise.

Conflicts and manifestations of individual motives lead group members to understand the importance of agreement and group cohesion as factors in the effectiveness of group activity. In the group, the personal responsibility of members for the final result of group activity increases. In this situation, the group proceeds to the third stage of development - the development of group rules of interaction and norms of activity. The existing balance of power and influence of group members, their social roles and status in the group are fixed.

Even a little work experience allows the manager to notice the differences in subordinates in showing a tendency to a certain type of task and responding to the manager's efforts to control and ensure feedback. Experts identify two different types subordinates:

Goal oriented subordinates;

Task oriented subordinates.

An employee belonging to the first type of subordinate prefers, together with the leader, to clarify the ultimate goal, his resources and capabilities (authorities and responsibilities) and reserves the right to independently finalize the action plan for completing the task. He enthusiastically accepts the challenge of a constantly changing environment and perceives himself as an agent of change.

The second type subordinate prefers to receive detailed instructions from the managerial leader on how to complete the task, including deadlines, a description of resources, etc. He feels comfortable in a stable environment, with established rules and procedures.

Each type of subordinate requires a specific approach from the manager to maximize effective use individual potential of any employee.

If the manager did not take special measures to select personnel who meet certain requirements, then most likely there will be representatives of both types of subordinates in the group. In this case, the effectiveness of the manager and group work will be determined by the extent to which he is able to provide leadership to all types of subordinates. After all, the main problem of the manager is to maintain consensus and unity of the group based on a common goal and group values.

Conclusion

In modern times, many professions with unusual names have appeared on the labor market. Their essence is the same as in Soviet times. One of them is profession. managerstaff. What is this profession and what are the tasks and responsibilities to the HR manager. And so - the main function personnel manager - organize the effective work of staff to increase productivity and quality of work.

General provisions: the personnel manager directs the workers subordinate to him, and he himself submits to the management;

He also appoints and dismisses from office by order of the chief;

Person appointed to office managerpersonnel must have higher education;

- managers in practical activities they are guided by the Constitution and orders of the President, orders of the Cabinet of Ministers, the tax inspectorate and the Ministry of Labor;

- personnel manager must speak the state language, know the basic principles of personnel management, ethics, aesthetics, the basics of psychology, and be able to work on a computer.

HR manager must be sociable, be able to communicate to subordinates the order of work tasks assigned to them.

Responsibilities of the Human Resources Manager:

- monitor compliance with the work schedule;

Allocation of personnel according to the staffing table;

Checks and provides workers with material, technical and information resources;

Evaluates the quality of work of each employee;

Applies a system of incentives and penalties to workers at the enterprise;

Determines the criteria for requirements for job applicants;

- personnel manager conducts interviews with candidates for the position.

And most importantly personnel manager takes a direct part in hiring, transfer, promotion through the ranks, demotion, imposition of an administrative penalty, as well as dismissal from work.

Like a person with higher education, personnel manager should know a lot, and this:

Legislative and regulatory legal acts;

labor law;

The structure and staff of the enterprise;

Personnel policy and strategy of the enterprise;

Ethics of business communication;

Rules and norms of labor protection;

Development order employment contracts;

Fundamentals of business organization.

HR manager has the right to access the personal files of subordinates, he also takes part in the development production plans may attend advanced training. Manager may sign and endorse documents within its competence. Along with the rights personnel manager There is also responsibility, and this is:

For non-performance of official duties;

For offenses committed in the course of activity or inactivity;

For material losses caused within the framework of labor and civil legislation.

List of used literature

1. Personnel management of the organization / Ed. AND I. Kibanova. - M.: INFRA-M, 1999.

2. Pugachev V.P. Personnel management of the organization: Textbook. - M.: Aspect Press, 1999. - 279 p.

Hosted on Allbest.ru

Similar Documents

The main professional roles and functions of the personnel manager. Professional orientation and social adaptation in the team. Leadership training, promotion management. Characteristics of the enterprise, analysis personnel policy.

term paper, added 10/18/2008

Professional orientation and social adaptation in the team. Leadership training. Promotion management. Improving the quality of working life. Public associations and collective agreements. Program of co-financing of deposits.

term paper, added 01/21/2016

The concept and essence of leadership, seven main approaches to its problem. Leadership training and promotion management. The uniqueness and significance of the manager's work in the relationship with the followers that make him successful.

test, added 02/06/2015

Personnel adaptation: essence and main types. Effective adaptation of new employees, its importance for the organization. Plan (program) and organization of the process of adaptation of employees. Stages of adaptation; algorithm of actions of the personnel manager.

term paper, added 04/13/2012

The role and functions of management in modern economy, its specificity, distinctive features from business, entrepreneurship. Hugo Münsterberg's proposals for the selection of leadership personnel. Reasons for an unsuccessful managerial career, his representative functions.

term paper, added 12/20/2015

Manager, his place and role in the management of the organization. general characteristics LLC "PYAT-3", features of the personal qualities of a manager in management. The main disadvantages of a phlegmatic manager. The main components in the structure of individual activity.

term paper, added 11/08/2013

Theoretical aspects manager and his role in the organization. division of labor and professional competence manager. Information about the enterprise. Documents that the office manager of Prana-Plus LLC is guided by in the implementation of its activities.

term paper, added 05/17/2016

Formation of ideas about the content and level of professional preparedness of an economist-manager. Fundamentals of bibliography and library science, library information and information - search engines. The role of a manager in managing an organization.

practice report, added 01/12/2009

Theoretical aspects of development business ethics. Ethical norms and principles in the work of a personnel manager, their importance for his successful activity. The essence of the moral assessment of the profession. Historical stages in the development of ethics personnel management.

term paper, added 05/02/2009

Features and objectives of the manager, his most important functions. Employee motivation and organizational structure restaurant management. Relationship model between the HR manager and the team. Restaurant management automation and staff training.

Until now, different companies have very different ideas about what a HR manager should do.

The HR manager has different roles:

1. For some, this is a personnel officer who draws up employment contracts, advertises vacancies, fills out work books and keeps in order all the personnel documentation of the organization.

2. For someone HR manager is a counseling psychologist who is hired with the hope that he is able to solve personal problems of leadership and understand the subtext of relationships.

3. Somewhere HR- Supervisor, whose central task is to evaluate the performance of staff. Those. he travels to shops and observes the work of salespeople, or accompanies managers, supervising the conduct of meetings by them, and conducts periodic appraisals of personnel.

4. Often personnel manager- a generalist who deals with both marketing and merchandising, and the promotion of a new product, service and general advertising of the company.

Another point of view on the role of the HR manager is that he should be a business partner CEO. And then the task of the personnel manager is not to create favorable climate, consoling everyone and everything, but to promote the most successful work of the company in the market.

According to Michael Armstrong, depending on the extent to which personnel officers are involved in the development of managerial decisions, a manager can take on various roles , which must be implemented in their specific ratio.

According to Tyson and D. Ulrich, the role of the HR manager as a business partner ideally corresponds to the direction of management, which is aimed at achieving the long-term business goals of the company. Here, the main characteristics of a manager are the ability to predict, crisis management, risk analysis, strengths and weaknesses of the company, the ability to interact and put forward proposals in the face of economic and structural changes.

The role of the strategist involves the orientation of the activities of the personnel manager for long-term goals. With this approach, employees are considered as a strategic resource for achieving a competitive advantage.

The manager resorts to the role of interventionist when the situation requires intervention - whether it is establishing a communication process or changing the way a specific task is performed. In the case of introducing innovations, he is required to have high adaptability, flexibility, the ability to make decisions, the ability to think outside the box, and the ability to convince.

Key Responsibilities of the Human Resources Manager:

1. Organization of work with personnel in accordance with the general goals of the company's development and specific areas of personnel policy in order to achieve effective corporate results and professional development of employees. The activities of the HR manager should correspond to the long-term goals of the organization and form a favorable basis, the necessary conditions for achieving these goals.

2. Determining the need for personnel and the main sources of attracting resources. The HR manager searches for and selects personnel, conducts interviews with candidates, their initial diagnostics. Incorrect distribution of duties and use of human resources can lead to incompetent performance of labor functions, inefficient labor indicators, financial problems of the company, and an unfavorable psychological climate. Therefore, timely determination of the need for replenishment or replacement of an employee will avoid many difficulties in the future.

The recruitment process takes place in several stages:

Identification of the need for personnel and determination of requirements for the candidate;

recruitment of candidates for positions;

selection of candidates.

3. Conducting an assessment of the results of the labor activity of employees, certification, competitions for filling vacant positions. Regular appraisals allow you to determine the degree of efficiency in the use and quality of the company's human resources, clarify the company's requirements for employees and their compliance with the results of their work, identify difficulties and problems that prevent employees from achieving the required performance indicators, determine the main areas of training, advanced training and development of the company's personnel, as well as to increase productivity and quality of work due to an increase in the level of motivation and responsibility of personnel.

4. Organization of staff training, coordination of work to improve the skills of employees and develop their business careers. One of the tasks necessary to achieve the goals of the organization is to increase the value of the main resource of the company - its employees. Therefore, competent investment in training allows you to increase the professional competence of employees and achieve better performance.

5. Professional development of employees- this is, first of all, expanding the set of basic skills necessary for effective work, acquiring interaction skills in new situations for an employee, developing personal qualities through corporate training.

6. Organization effective system communications, information dissemination personnel matters to all employees. A balanced information exchange in the organization assumes that employees will be aware of the main decisions of management, structural, strategic changes in the company, and management should be aware of the arrival of new employees, about the main events taking place in the middle level of employees.

7. Evaluation of business and personal qualities of employees, labor motivation. To develop a system of staff motivation, to implement a program to create a favorable psychological climate, to identify the need for training and its planning, to obtain a psychological portrait of each employee and evaluate him, the manager must be proficient in diagnostic methods and conduct it depending on the goal.

8. Development of an effective motivation system. It is one thing to find a competent employee, another to keep him. Therefore, one of the important responsibilities of the HR manager is to diagnose and develop an effective motivation system. In addition to material incentives that immediately come to mind, do not forget about intangible methods motivation.

9. Advising managers of different levels on the organization of personnel management, planning for advanced training of managers. High competence helps to improve the performance of managers, gives them favorable opportunities for development. In addition, the HR manager has access to information, taking into account which, more reasonable and effective proposals can be brought up for discussion. Thus, the HR manager can contribute to the formation of activity in the direction of the strategic goals of the organization.

10. Participation in planning social development team, permission labor disputes and conflicts, creating a favorable socio-psychological climate and developing a corporate culture.

11. Drafting and execution of employment contracts, maintaining personal files of employees and other documents. The personnel manager must organize proper documented accounting of personnel, allowing you to quickly and efficiently make the necessary management decisions.

Traditionally, the HR manager 3 main functions:

1. Line function: considered “first of all” and consists of line powers within the personnel department, that is, the direction of the actions of employees employed in it, as well as service sector personnel (for example, a factory cafeteria, etc.). From experience, line managers in other departments are well aware that the HR director has access to senior management on all matters related to personnel, whether it be testing or approving certain actions regarding hiring, promotion or dismissal. As a result, the "proposal" of the HR director is very often seen as an order from above. These powers often carry a lot of weight in overcoming the difficulties that superiors face in dealing with staffing issues.

Based on the vision of the future of human resources and based on the experience of successful corporations, it is possible to identify key roles for the profession of personnel manager.

1. HR strategist - a member of the management team responsible for the development and implementation of the personnel strategy, as well as the organizational mechanisms for its provision; systems of management and management of services performing the functions of personnel management (vice president for personnel management).

2. Head of Human Resources - organizer of the work of personnel departments.

3. HR technologist - developer and implementer of creative approaches in areas of activity specific to the personnel manager, competent in special and technological knowledge, able to attract a variety of internal and external resources and use them effectively, taking into account the business prospects of the organization (head of organizational development or personnel development).

4. HR innovator - leader, leader-developer of experimental, initiative or pilot projects requiring great attention and careful study before they are widely used in the practice of personnel management of the organization.

5. Artist - a specialist in operational personnel policy.

6. HR consultant(external or internal) - a professional who uses a panoramic vision of the corporation's prospects, practical knowledge in the field of human resource management and expert skills to identify needs, opportunities and ways to solve problems related to the development of organizational and human resources.

In fact, these six professional roles are minimal a role set for an effectively working management team in the personnel management system of a single organization.

Researchers have proposed many characteristics of the competence of the personnel manager, 11 areas of competence have been recognized key, as they featured in peer reviews of all six HR manager roles mentioned. These key competencies have been grouped into three groups.

1. Personal Integrity:

1) ethics - respect for the rights of the individual, responsibility for the promises made, reliability, honesty, fairness;

2) conscientiousness - high requirements to the results of their work;

3) prudence - the ability to make reasonable, realistic and reasonable decisions.

2. Purposefulness and productivity:

1) effectiveness - focus on the final result;

2) perseverance - the ability to overcome the limitations imposed by the current situation;

3) commitment to the organization and business orientation - willingness to follow the standards of the organization, dedication to work and responsibility for the quality of their work;

4) self-confidence - readiness and ability to solve extraordinary problems.

3. Teamwork Skills:

1) team orientation - understanding the need for joint activities and the ability to work in collaboration with others;

2) contact - the ability to establish business and creative relationships with partners;

3) sociability - the ability to use oral and written speech, stylistic and other expressive means to influence partners and achieve mutual understanding;

4) the ability to listen - the ability to perceive, assimilate and use information extracted from oral communication. Expert review the importance of these key areas of competence for the successful work of the HR manager made it possible to rank them in the following order (in descending order of importance):

1) ethics;

2) communication skills;

3) the ability to listen;

4) contact;

5) team orientation;

6) conscientiousness;

7) prudence;

8) effectiveness;

9) persistence;

10) self-confidence;

11) commitment to the organization and business orientation.

Is it a coincidence that it was ethics that turned out to be a priority area of competence of the personnel manager? reputation professional, accumulated by him social and moral capital largely determine the success of his activities in professional networks. Insofar as network forms organizations imply a transition to contract(as a rule, urgent) forms of attracting personnel, then the HR manager must build work with him on the basis of not only formal and informal contracting methods, but also using techniques psychological contract. Establishing an atmosphere of mutual trust is the key to the effective operation of the entire personnel management system, which necessarily includes not only full-time employees personnel services, but also practically the entire managerial corps of the corporation, as well as external consultants. Moreover, every worker personnel service must play another mandatory role - a kind of "tuning fork" of the moral and psychological climate in working groups and collectives.

3.2. Ethics business relations in work

personnel manager

Obviously, the main thing in this role is honesty. Honesty, understood very broadly. First of all, honesty towards the game itself. Scrupulous attitude to the execution of all its rules.

V. Voroshilov. World Phenomenon

The historical origins of the professional ethics of the personnel manager

The common basis of professional ethics is the understanding labor as moral value in contrast to the Old Testament idea of labor as a punishment, a curse. Values- these are ideas about what should be, “the concept of what is desired” (according to T. Parsons). It is this area of human consciousness that is most difficult to regulate externally and depends on the personal preferences of the individual. A person is forced to work regardless of whether he considers labor a value, although he can avoid a similar fate, like Socrates, who, as you know, considered leisure to be the most important asset of a person.

In a society in which the labor of slaves was used, the connection between virtue and industriousness did not seem obvious, and ancient thinkers considered philosophy to be the basis of moral education. The dialogues of Plato (427-347 BC) mention several dozen various kinds occupations, but for all workers, farmers and artisans, since the lustful part of the soul prevails in them, the most important virtue is moderation: love of order, discipline, ability to obey the upper classes. For the guards, in which the strong-willed part of the soul prevails, the main virtue is courage, for the rulers - wisdom, the rational part of the soul prevails in them. Justice is the harmony between the three virtues. Ee is realized by any citizen, doing his job in the best way by nature and by law.

In an ideal state, citizens should do what suits their nature and upbringing - to work, defend the City or govern. At the same time, Plato granted economic freedom only to representatives of the working class. They produce consumer products, sell these products on their own, enter into trade relations with foreigners, which is strictly forbidden to both warriors and philosophers, but knowledge and contemplation of the idea of the Good is not available to workers, this is not their business, although Plato allows the transition from the estate of farmers and artisans to the estate of philosophers, if a representative of the "third" estate reveals natural gifts for this.

Plato's doctrine of an ideal state can hardly be considered a model of professional ethics, since in it representatives of certain professions, and even sages, are not considered bearers of moral principles - everyone is enslaved to serve the eternal world of ideas. The first known code of professional morality was compiled not by a philosopher, but by the founder of scientific medicine, Hippocrates (c. 460-370 BC). This famous code contains, on the one hand, specific rules that are directly related to the professional activities of a doctor (“I will not operate on a person suffering from stone and kidney disease, but I will leave it to sophisticated practitioners”), and, on the other hand, abstract principles that leave him freedom moral choice (“I will use all my strength to help the sick and prevent injustice and harm”). The professional duty of a doctor is his high moral duty to his patients, colleagues, teachers and students.

There is nothing surprising in the fact that such a document was created specifically for the medical profession: firstly, the subject of labor here is the health and life of a person, secondly, a doctor must have a number of special qualities - professional and moral, thirdly, in most medical practice contains a number of problems and contradictions that cannot be resolved by means other than moral ones. As for documentation principles of medical ethics in the form of a code, it is necessary, firstly, to increase the patient's confidence in the doctor, and secondly, for educational purposes. Since ancient times, medical knowledge has been passed down from father to son, the same type of relationship between teacher and student was also inherent in the school of Hippocrates.

Labor becomes a moral value if it is perceived not only as a source of livelihood (“If anyone does not want to work, then do not eat,” these are the words of the Apostle Paul from the Second Epistle to the Thessalonians), but also as a way of forming human dignity. The professional ethics of Protestantism poses and solves traditional ethical problems, based on the assertion of moral value and holiness. professional labor: the problem of moral choice turns into a problem of choosing a profession, the so-called problem vocations; the problem of the meaning of life becomes the problem of the meaning of professional activity; moral duty is regarded as a professional duty; moral responsibility is refracted through professional responsibility, the professional qualities of a person receive a moral assessment.

The word “profession” (lat. “I declare my business”) means that for each person, labor acts as a limited area of activity that requires certain training, a number of factors that determine the choice of profession: the presence of abilities and an individual inclination for a certain type of activity, high pay, prestige of the profession, family traditions, social environment, - anyone can become decisive, and the concept of "vocation" is a synthetic characteristic that expresses the degree of satisfaction with one's work. Max Weber defined vocation as

such a way of thinking in which labor becomes an absolute model... Such an attitude towards labor is not, however, a property of human nature. Nor can it arise as a direct result of high or low wages; such an orientation can only be formed as a result of a long process of education.

For the first time the concept of "calling" in a secular sense was applied by Martin Luther when translating the "Book of Wisdom of Jesus, the son of Sirach". Here there is no question of a free choice of profession and responsibility for this choice, which is a divine providence. For Luther, the attitude to work as a vocation is the opposite of the meaningless ascetic monastic exercises. "Everyone must be obedient to the labor with which the Lord punished him." However, vocation is not only resignation to one's fate, but above all, conscientious work, and the responsibility for the attitude towards work lies entirely with the person himself. From this point of view, there is no fundamental difference between the labor of a capitalist, an employee, an administrator, a manager, and anyone else. There is undoubtedly an irrational moment in the definition of vocation, which gives the profession an ethical meaning. Vocation at the same time characterizes the choice of a profession in terms of its significance for a person and sanctifies the choice with an orientation towards a certain absolute that is outside the individual consciousness. In the XVI century. but there could only be God's providence, in the XX century. - universal humanistic values.

professional debt

Individual morality in the professional sphere also implies awareness of professional duty.

The original content of this ethical category, historically formed within the framework of Protestant ethics, although it differs from the content that it has in secular ethics, yet essentially deeply related to it by the requirement self-denial. In contrast to monastic asceticism, Protestantism affirms the principle of worldly asceticism, resolutely rejecting the direct enjoyment of wealth. This ethic was most consistently embodied by the followers of Calvin in England - the Puritans, who denounced empty chatter, excesses, vain vanity, exceeding the necessary time for sleep, as a grave sin, a waste of time. Without accepting the extremes of Puritan asceticism, bordering on hypocrisy, it should, nevertheless, be recognized that achieving success in any profession is inevitably associated with a certain self-restraint, without which the professional realization of the individual is impossible.

Self-restraint is expressed in the desire to develop in oneself such qualities as discipline, organization, honesty, efficiency, perseverance, restraint. In the XVI century. followers of the practical ethics of Calvinism were called Methodists for the creation of a strict method of all behavior, which pursued two tasks: liberation from irrational instincts, from the influence of nature and the world of things, the subordination of life to a planned aspiration; constant self-control and active self-control.

The meaning of professional activity

If the categories “vocation” and “professional duty” express a person’s attitude to his work, then the problem of the meaning of professional activity is generated by the interaction of people in society and can be formulated in a simplified form as the question “For whom should a person work?” Answer options: 1) for the benefit of future generations; 2) for the sake of yourself and your material well-being; 3) for other members of society. Adam Smith described the interaction of personal and public interests regulated by market mechanisms as follows:

We do not count on the favor of the butcher, the baker, or the farmer, wanting to get dinner, but on their own interest; we appeal not to their love for their neighbor, but to their selfishness, we are not talking about our needs, but always only about their benefit.

In other words, objectively any demanded activity in bourgeois society takes into account someone's interests in one way or another, but the indication of the addressee of the activity cannot in itself give it a moral meaning. Only the awareness of the universal, general cultural significance of the goals set, no matter how abstract, idealistic or unattainable it may sound, makes professional activity morally meaningful.

The provisions developed by Protestant professional ethics apply to any professional activity. To late XIX in. various professional communities are beginning to draw up their own moral codes, concretizing abstract principles in relation to a particular profession - a journalist, lawyer, teacher, diplomat. In many US states and Canada, for example, at the beginning of the 20th century. were accepted ethical codes engineers who acted until the 70s. XX century., Then they were revised and supplemented and continue to operate. They analyze in detail both general and particular aspects of the engineer's moral duty towards the people, towards his employer, clients, other members of the professional community, as well as towards himself.

The professional ethics of an HR manager includes all the listed principles and categories, but in the form and content of the activity it has specific features.

Any decisions of a personnel worker are burdened with responsibility for other people's destinies. Strictly speaking, representatives of all professions that have a person as an object of activity (doctor, teacher, lawyer, journalist) bear such responsibility, but it is the manager who is responsible for the realization of the professional capabilities of employees, their career, and, consequently, for their social position.

Moral and business qualities people become for the HR manager the object of professional activity:

1) purely professional qualities - professional skills, work experience, knowledge foreign languages;

2) moral and psychological as professional - purposefulness, endurance, honesty, adherence to principles, dedication, exactingness;

3) moral - kindness, responsiveness, humanity, dignity, respect for others, decency, generosity, courage, justice, conscience.