Foreign experience in school personnel management. Human resource management of an organization: Foreign experience in managing an organization's personnel

Many modern organizations In our country, they have recently begun to adopt foreign experience in personnel management. This process can be called internationalization in the field of modern management. Such an organization of work with employees involves the creation of various models at enterprises, as well as the use of a systematic approach for the rational use of labor resources.

Currently, the most popular employee management models used in foreign countries are the American and Japanese model of personnel management.

How is the organization of labor in the USA

The American experience of personnel management involves hiring only employees corresponding to the intended position, that is, the choice is made according to such an important criterion as the qualifications of the candidate and his professional qualities. main feature of this system lies in the fact that a specialist, fulfilling his duties, must lead the company to high results, that is, increase its efficiency.

The main selection criteria in this case are:

• relevant education)
• previous experience in a similar field)
• psychological compatibility of the employee with the proposed position)
• ability to work effectively with other employees
• narrow specialization of the candidate.

Human Resources in the United States most of all pay attention to the personal values ​​of each applicant and the results that can be obtained from his activities. The basis of the whole mechanism is individual indicators, individual responsibility, as well as the setting of specific short-term goals, carried out in quantitative terms. Concerning management decisions, then in American organizations this is done by those specialists (management) who are responsible for the implementation of management tasks in the enterprise.

The following working conditions are usually provided here:

• reduction in the number of fulfilling obligations by central divisions and a decrease in the number of employees in administrative services)
• extended list job descriptions for many professions)
• unfixed salary (depending on the work performed))
• creation of "through" teams within the enterprise, which allows you to move specialists from one department to another or to vacate positions if necessary.

Features of the Japanese model

The foreign experience of personnel management in Japan is characterized by opposite signs. Here, managers look first of all at the most potential employee, carefully studying all his negative and positive sides. Only after this is the selection of the appropriate position for the applicant.

The main characteristic features of the Japanese model are as follows:

• personal and professional qualities of the candidate, his education are the most important data for the employer)
• the prospect of long-term work in the host organization)
• compliance of payment for performed duties with the period of activity, with age, education and labor efficiency)
• each member of the team can take part in trade unions located within the company.

As for the principles of organizing labor resources, the management of the enterprise gives priority to teamwork and tries to create optimal conditions for the interaction of all employees, regardless of their positions. The Japanese model involves taking into account all the interests of not only the organization itself, but also its employees. The management here appreciates the loyalty of the company, and in return gives guarantees to the team and each specialist individually.

How to adopt the system

Personnel management at foreign enterprises is represented by different approaches to organizing the work of their employees. While in America the emphasis is on performance, in Japan the employees themselves are more valued and their interests are taken into account.

It cannot be said that some model is correct and some is not, because each of them is good in its own way. That is why Russian enterprises are increasingly giving preference to a mixed system, which can not only lead to high results of the company's activities, but also create favorable conditions for their labor resources.

There are reasons why the foreign experience of personnel management, both small and large companies, in many aspects differs significantly from the domestic one. The main reason is that in Soviet times no specific manuals on this issue were published, the topic was practically not studied either by serious scientists or in pseudo-scientific circles. In the absence of a private form of entrepreneurship, there was simply no such need, since the individual did not play a serious role in the state mechanism.

How to adopt foreign experience?

Therefore, already in the modern period, most Russian entrepreneurs and managers of various levels are forced to turn to foreign experience, since domestic experience cannot help them to sufficiently improve the efficiency of the staff. The correct application of certain techniques can increase profits by significant percentages, improve the atmosphere in the team, and achieve other beneficial results.

The main varieties of these models

There are several different models of personnel management. They are usually distinguished by geographical and national characteristics: Japanese, European and the model adopted in the United States. We will try to dwell on each of them, highlighting their pros and cons.

Japanese diagnostic model of personnel management

This model has several significant advantages, but also some disadvantages. They are based on the peculiarities of Japanese national and corporate culture. Lifetime employment is widespread in this country, and most corporations are interested in having their employees stay on the staff for many years. Therefore, the relationship between management and employees acquires a special character, which has much in common both with a traditional family, where the boss plays the role of a father, and with an army, in which management is likened to military commanders. At the same time, personnel management in Japan implies the presence of a corporate philosophy. Compliance with its spirit is often even more important criterion when hiring than the professional skills of an employee.

In its classical form, the Japanese model of personnel management requires several organizing principles to be followed. First of all, this is the general orientation of the team to meet the needs of the client. Employees should be able to constantly generate ideas, promote innovation. For this purpose, it is necessary that the formal distance between the boss and his subordinates should not be too great. The boss should be like the first among equals. Usually, modern Japanese corporations do not have clear job descriptions, structural units are not at all strict.

The boss of the company should be like a father who guides his children, but does not force them to make a choice, unless it is urgently necessary. Japanese companies are characterized by a desire to familiarize an employee with the entire work of the company, for this even those who should take leadership positions in the future, for example, the children of the owners, are usually promoted from the very bottom, transferred from department to department, so that they understand the whole structure of the company.

In the field of legal relations with employees, the Japanese model has several features. This is the lifetime employment already mentioned above and the increase in wages over time spent by the employee in the company, that is, according to the length of service, regardless of whether he is promoted. Internally, the firm creates its own labor market, allowing employees to be sent to those departments whose work they can do better, as well as internal training courses.

For the Japanese model, the priority is the social development of the company, maintaining the corporate loyalty of employees for many years. That is why it attracts many leaders around the world who are interested in keeping their employees with them for a long time.
The disadvantage of the Japanese system can be considered that it is focused on the Japanese national outlook and may not be as effective in our domestic environment. A certain informality of communication can be perceived as a weakness of the leadership, and a lifetime contract as a guarantee of a job, regardless of success. However, measures to create a unified corporate spirit can be very effective and significantly increase the level of profits and joint and several liability.

American model

It also has its own characteristics. First of all, it is distinguished by the presence of a large number of various manuals, textbooks, and so on, that is, it is more formalized.
In general, the American model is almost the complete opposite of the Japanese one we have already considered, since it is aimed at individualism, and not at maintaining collectivism. The national and cultural characteristics of the inhabitants of the United States play a significant role.

The first thing that distinguishes the American model from the Japanese one is the emphasis on the importance of the personality of the top management of the company. Some corporations even create entire departments dedicated to the selection and training of personnel for the highest positions of the company, individual work with candidates. As a result, the level of isolation from the rank and file of management in a classic American model company is very high.

The American model developed the idea of ​​individual responsibility, individual decisions. An unspoken rule is often used there - whoever puts forward an idea implements it, but at the same time is responsible for it. At the same time, goals are developed that have a predominantly quantitative rather than qualitative value, and even in the short term.

Rivalry and competitiveness are encouraged between employees, especially between departments responsible for the development of various projects.

In the American model, it is the individual abilities of each employee that are considered as the basis for growth. Therefore, employees are given some degree of freedom in their decision-making, but at the same time, as mentioned above, they personally bear full responsibility for the results achieved.

When hiring, the role is played not by the personal qualities of a person, but by his professional skills and previous work experience. At the same time, corporate loyalty, especially for the rank and file and middle managers, is not considered something strictly mandatory, it is not given close attention.

American education is distinguished by a narrow specialization of graduates, which is typical for specialists in further work. Therefore, promotion in positions goes along an almost strict vertical.

The financier always works as a financier, and the HR manager always works as a HR manager.

As a result, professionals who feel ready to grow often have to leave their companies, as their respective higher positions are occupied. As a result, the American model of personnel management is characterized by high staff turnover, most specialists change companies every few years.

The disadvantages of the American model include the turnover of both managers and ordinary personnel, which prevents the formation of a single corporate spirit, ineffective support for teamwork, low loyalty to direct management, since such a model implies a desire to take the place of the boss.

European model of personnel management

This is the last of three major models. One of its main distinguishing features is high social standards as a goal in the implementation of work with personnel.

According to the European diagnostic model of personnel management, all production areas must be staffed to the fullest extent and with precisely such workers, whose professional and personal qualities are most appropriate for this service.
There should also be activities aimed at improving the efficiency of employees, for example, corporate holidays and team games that form a common corporate spirit.

It enjoys increasing influence due to the success of Japanese enterprises around the world. However, since the Japanese model is largely tied to Japanese culture, which has its own unique distinctive features, not all elements, approaches and practices in the field of personnel management can be successfully extended to other countries. In any case, the American and Japanese models are usually considered as being at different poles, primarily from the point of view of orientation towards individualism (USA) and collectivism (Japan). In turn, the European model also has important distinguishing features. JapanJapanese companies are not just profit-oriented organizations. Since lifetime employment is widespread in Japan, organizations in their relations with employees go much further than standard labor relations.It is in connection with this that each Japanese company has its own corporate philosophy, which focuses on such concepts as sincerity, harmony, cooperation, contribution to the improvement of society.Can be distinguished the following features of personnel management.

Organizational principles	• total focus on meeting the needs of the client, both external and internal; • focus on continuous generation and implementation of innovations; • focus on continuous improvement of activities; • attention not to individual functions, but to their relationship
Management style	The boss does not distinguish himself from the mass of subordinates, his task is not to manage the work that others do, but to promote the interaction of employees, provide them with the necessary support and assistance, and form harmonious relationships. Japanese firms do not have detailed job descriptions, and regulations on structural divisions are general
The control	Japanese organizations generally focus their employees on self-control and self-organization. The source of control is efficiency within technological and business processes. Inside the company there is an exchange of information, frequent contacts and decision-making based on the principle of consensus.
Employee Development	In terms of requirements for the development of competencies, Japanese companies focus their employees on mastering an extremely wide range of qualifications and competencies. Much attention is paid to familiarizing newcomers with the functioning of the entire organization as a whole by moving them to different positions in various company structures. An essential aspect of the formation of the company's employees is the practice of in-house professional training. The cost of employee training in Japanese companies is on average 3-4 times higher than in the United States.
HRM policy	We can highlight the following policy regarding human resource management in Japanese companies: • lifetime employment; • remuneration in accordance with length of service; • company unions; • intra-company labor market; • in-company industrial training; • rotation of the system of collective contracting and collective decision-making; • intra-company social security; • systems of joint consultations of workers and entrepreneurs; • circles of quality control
Recruitment	Japanese companies carefully select and staff their staff, and managers spend a lot of time informally assessing the work of a subordinate. Usually the worker Japanese company receives a new appointment in two or three years and knows that the quality of his performance of his duties will determine the nature of his next appointment
Staff adaptation	The training program for those hired by the company sometimes lasts for several years and includes not only extensive professional training, but also the study of the history, goals, and principles of the company. Sometimes companies use religious training methods. In order to strengthen group solidarity, new employees can be accommodated for a while in the hostel of the company
Labour Organization	The organization of labor is characterized by an orientation towards the main cultural norms of Japan: respect for the very status of a leader, collectivism, rationalization, impersonality and justice, which are expressed in the bureaucracy of Japanese organizations. The following features of the Japanese labor organization can be distinguished: • flexibility in the distribution of work and rotation of workers; • mobility and long-term training of personnel; • use of mechanisms that interest employees in the results of their work; • flexible organization of the system of material incentives; • strict discipline in the workplace; • focus on staff development
Documentation	The main document regulating labor relations in a Japanese company is the intra-company regulation on employment. All firms with 10 or more employees are required to register their internal regulations with the local labor standards office. The employment clause acts like an employment contract. It determines working conditions, its payment, requirements for permanent employees; kept in the personnel department. In firms where there is a trade union, another basic document is the collective labor agreement. In its content and practical significance, it is similar to the provision on employment. What distinguishes it is that it defines the status of the trade union organization and its members in the company
Planning	Personnel planning is not common in Japan. Instead, the following rules are implemented: • once hired should not be fired, except in exceptional cases; • upon reaching the age limit, the employee must retire or be transferred to a temporary job. An important indicator in planning the number of employees is a balanced age structure of the staff. This is due to the following considerations: • Each year, a certain number of workers who have reached the age limit and receive the highest salary must retire. This significantly reduces the cost of wages, as they are replaced by graduates of educational institutions, who receive the least in the company; • maintaining a certain age structure facilitates promotion
Job scale	In Japan, the following job scale is adopted: • specialist of the third category (university graduate); • specialist of the second category (ordinary worker); • specialist of the first category (ordinary worker); • an ordinary candidate for a managerial position; • manager of the third category (leading administrator or engineer); • manager of the second category (deputy head of department, head of department, deputy head of department); • manager of the first category (deputy head of department and chief engineer); • head of department, director
Salary	The wage system in Japanese companies is based on the following principles: • the amount of remuneration is determined by social rather than economic factors; • individual income is set taking into account how much other employees of the company receive; • The system is consistent with the principle of long-term employment. In Japanese companies, salaries are set in accordance with the principles of fairness, i.e. a single payment procedure is applied at all hierarchical levels. The functions of payroll management in Japanese companies are centralized and transferred to the personnel management department. Heads of departments do not deal with these issues and usually do not know how much their subordinates receive. The employee's income includes: monthly remuneration; seasonal surcharges (bonuses); severance pay. The number and amount of monthly additional payments as a permanent part of the remuneration in different companies are not the same. The variable part of wages mainly includes overtime pay.
social development	The system of social development plays an important role in Japanese companies. A significant part of companies' personnel costs is realized in the form of social expenditures (housing, medical care and leisure activities). This activity of Japanese companies is focused on strengthening the attachment of its employees, on their emotional and spiritual integration. Colorful ceremonies of official admission to the company of recruits are held annually

USAThe work on human resource management in the USA is provided with a large number of theoretical studies, training programs, and consulting support.The American and Japanese models of personnel management are usually considered as being at different poles, primarily in terms of focusing on individualism (USA) and collectivism (Japan).For the current stage of development of the sphere of human resource management American companies tend to:

• expansion of the content, forms and methods of work with the personnel of the company;
• deepening specialization in various functions of personnel management;
• growth of professionalism of HRMS employees;
• increased spending on HRMS activities;
• activation of the use of information technologies.

Ultimately, the following features of the sphere of human resource management in American companies.

Areas of work	In modern personnel management systems, special importance is attached to the systematic training of managers for senior positions, especially careful selection of applicants for these positions. Some corporations have singled out headquarters services in their organizational structure, which ensure, on a strictly individual basis, the study of issues related to the planning of training, promotion, and replacement of top-level managerial personnel. All the main technological and methodological innovations in personnel management have emerged from the practice of managing the management personnel of American companies.
Human Resources Policy	American managers are traditionally focused on individual values ​​and results. All managerial activities in American companies are based on the mechanism of individual responsibility, the evaluation of individual results, the development of quantitative expressions of goals, which are of a short-term nature. Management decisions, as a rule, are made by specific persons and are responsible for their implementation. In many American corporations, the focus is on the individualistic values ​​of the American - the desire to become richer, smarter, more important than everyone else. Human resource management fuels the ambitions of employees, and the main emphasis is on the development of informal competition between creators new products, new forms of service, etc.
Attitude towards staff	The features of the management system in American firms are as follows: • Personnel is considered as the main source of efficiency improvement in companies' activities; • employees are given a certain autonomy in decision-making; • when selecting a special role is played by such criteria as education, practical work experience, psychological compatibility, ability to work in a team; • focus on narrow specialization of managers, engineers, scientists
Role of HRM	In the United States, human resources firms are relatively large divisions. As a rule, the second person of the company is the vice president for personnel. Some VPs personify certain increasingly important HR functions: VP of Talent Management, VP of Knowledge Management, and so on. Not a single strategic decision is made without the consent of the heads of personnel services. The personnel department takes an active part in shaping the organizational culture of the company
Staff training	In American companies, a large role is given to the training and retraining of personnel. Internal and external training programs are widespread, distance and electronic forms of education are becoming increasingly important. Large and innovation-oriented companies create corporate universities. One of the trends in the development of corporate universities is the provision of opportunities for external specialists to study at them and the acquisition by corporate universities of the status of income centers
Labour Organization	In American firms, there is a focus on the narrow specialization of managers, as well as engineers and scientists. American specialists tend to be professionals in a narrow area of ​​expertise, and therefore their promotion in the management hierarchy occurs mainly vertically, which means that the financier will make a career only in this area. This limits the possibility of promotion through the levels of management, which leads to the turnover of managerial personnel, their transition from one company to another.
Selection	In American firms, when hiring, potential candidates are tested to identify professional training. Typically, each firm develops its own selection criteria and the procedure for hiring employees. After hiring, there is an induction procedure where the employee is introduced to his duties in accordance with instructions limited to his narrow specialization, and is not introduced to the activities of the company as a whole and its organized culture. Due to the recognition of the large role of individual competencies, headhunting and development are becoming increasingly important. innovative methods search and selection of the required personnel
Dismissal	The dismissal of personnel, including managers, in American firms, as a rule, is accompanied by a long series of evaluative and educational methods, except in extreme situations (theft, fraud, obvious disorderly conduct). Evaluation of the work of each employee is carried out once or twice a year. The results of the evaluation are discussed by the employees and their boss and signed by both parties. They contain a list of shortcomings in work and ways to eliminate them, and, if necessary, a warning about dismissal or that further tenure depends on improving work.
Salary	In the United States, the wage system provides for the following: • Workers receive time wages, which is associated with a high level of mechanization of labor, where output is practically independent of the worker; • the minimum wage is regulated by law; • when determining the average level of payment, companies make sure that it is not lower than that of other firms in a given geographical area; • the amount of earnings depends on the qualifications of the worker and the cost of living in the area; • salary increases are usually given annually for all employees whose performance is assessed positively. Certification of employees is carried out annually. Evaluation of the work is given by the head on the basis of information provided directly by the head; • The wages of engineering and technical workers and management are not disclosed. They are established on the basis of an individual agreement between the administration and the relevant employee. Bonuses are usually paid only to the top management of the firm. In most American firms, wage systems are inflexible, do not have a sufficient motivational effect, and provide little incentive to increase productivity. Wages themselves can only grow and almost never decrease. The main types of additional wages in the United States include: • bonuses to managerial personnel; • compensation payments upon retirement; • special bonuses for managers regardless of their success; • at a constant value of the base salary, bonuses depending on the amount of profit; • additional payments for advanced training and work experience; • payment without hourly rates; • sale of company shares to employees

Europe (Germany)HR services occupy one of the leading positions in the management apparatus of public organizations and private firms in Europe. plays an important role in modern European companies focus on high social standards when working with personnel.

HRM functions	Their activities are aimed at performing the following functions: • providing all areas of production with the necessary workers; • development of measures to stimulate the activities of employees, focusing them on highly productive and efficient work; • ensuring continuous training and advanced training of all employees. Human resources departments of German companies perform the following functions: • labor policy management; • staffing planning; • selection and placement of personnel; • personnel management; • payroll calculation; • management of rationalization and inventive activities; • organization of training and advanced training of personnel; • training of trainees; • medical care; • catering; • labor protection; • solving legal problems
HRMS structure	In the general structure of the service, the division that provides the recruitment of senior staff stands out. It is directly subordinate to one of the secretaries of state in ministries and departments or to the president of a private firm. In large German firms, work on general personnel management is carried out by special services, the number of which depends on the number of employees: for 130-150 employees - one employee. Recently, there has been a trend towards an increase in the number of personnel management services at enterprises.
Selection	When selecting specialists for leadership positions, German organizations are guided by the rule of choosing them from among their own ranks. But sometimes, in order to exclude nepotism, leaders are selected from outside. One of the main factors in the selection of leaders is the ability to work with people and understand them.
Staff costs	In Germany, great attention is paid to the planning of human resource costs, which involves taking into account quantitative and qualitative situational factors. Staff costs are divided into basic and additional. • The main expenses include wages. • Additional investments in personnel include a whole range of expenses covering the entire social sphere (housing, benefits, medical care, etc.) and personnel management issues (staff selection, evaluation, professional development, etc.)
Staff development	In European organizations, the training and development of staff plays an exceptional role. Moreover, the goals of training are not only to increase the level of competencies and qualifications, but also to increase the level of loyalty and involvement of personnel. Companies cooperate with universities and various specialized firms in the development of individual training programs for a specific customer firm. An important role in the methodology of personnel training is played by the competence-based approach and curricula developed within the framework of this approach at the undergraduate and graduate levels.
Employee certification	Evaluation in different companies is carried out on a number of different indicators. Certification is carried out, as a rule, once a year. An important role in the evaluation of personnel is played by the self-esteem of the employee. In most cases, the manager and the employee come to a common agreement in the assessments. In case of disagreement with the assessment received, the employee turns to a higher manager. There is an additional possibility of contacting the works council. Evaluation results not disclosed
Salary	One of the main features of staff motivation in Western European countries is the spread of partnerships between employers and workers. This is manifested in the active participation of personnel in property, profits and decision-making, which is due to the specific nature of the property. Thus, in the countries of Western Europe, production cooperatives are more widely developed, which can be considered as self-governing structures, as well as state-owned enterprises, where employees participate in the operational management of production. An example of the formation of partnerships in the UK is the functioning of advisory committees of workers and advisory associations for the development of social plans at enterprises.
Staff motivation	The key factor determining the interest and activity of European workers is the high level of social protection, benefits and compensation. The main directions of motivation and protection of the rights of employees are enshrined in law in the relevant acts and regulations (on minimum wages, vacation days, compensation for road transport costs, social insurance, working conditions, etc.). The management of firms, institutions and organizations has the right to deviate from them only in the direction of increasing benefits and compensation. In companies in the Netherlands, provisions to strengthen work motivation, are developed by the council of chairmen of divisions (where they exist) and trade unions. The Human Resources Department has the right to submit its proposals for improving the personnel motivation system. When proving the effectiveness of the measures recommended by him, the proposals are accepted and implemented in practice

Video lecture "Foreign experience in personnel management of the organization":

To improve the Russian experience in the field of personnel management, it is necessary to study foreign standards of HR practices, as well as its dissemination and implementation in domestic practice.

China experience

China is the largest developing country and the largest (not quite open) market in the world. In 2001, China joined the WTO, which indicates that the country is gradually opening up industries such as telecommunications, finance, insurance, wholesale and retail trade, high technology to the world market, thereby improving the political and market environment for its economic development. .

However, there is a big difference between Chinese and foreign advanced enterprises, not only in the field of technology and capital, but also in the field of human resource management.

The Chinese government is pursuing preferential policies for Chinese students who study and work abroad to set up high-tech companies in their homeland. In recent years, in particular, 1,200 companies have been opened in Beijing's Zhongguancun Tech Park by people who have returned from abroad, and 2,000 companies have opened in Shanghai Tech Park. Today, Chinese companies are inviting qualified, proactive and managerially experienced professionals and leaders from different cities in China, as well as from foreign countries, to be recruited into top-level management teams. Such specialists have the nickname "airborne assault".

For example, in 1998, the Chinese firm Huawei, established in 1992 and manufacturing telecommunications equipment, recruited 4,000 students, masters, and doctors. The firm currently employs 9,000 people aged 22 to 30. Therefore, the firm is in some ways very similar to a university: most of the employees are single, very active and inquisitive young people who volunteer until the night (even for free) and in their free time study at their firm's advanced training courses.

The personnel management service of enterprises pays great attention to the training and professional specialization of employees. Training, as a rule, includes four programs:

• - training;
• – training of management skills;
• - training in organizational culture and norms of behavior;
• - customer training.

Based on the results of professional retraining, employees receive a diploma or certificate certifying their qualifications and the right to conduct professional activities in a particular area. Today in China in the IT industry, certification is popular for compliance with state standards for computer technology and certificates issued by Cisco, Oracle, Microsoft corporations.

The labor incentive system in various Chinese companies involves a whole range of measures. The salary usually consists of three parts:

• - basic salary: its amount depends on the level of education, work experience or simply on the contract with the staff;
• - payment related to the results of the assessment and certification of the work of personnel;
• - bonuses depending on the company's profits for the current year.

In addition to the first part (basic salary), the other two parts are closely related to the results of the work of employees, so the system for evaluating and attesting work is the core of this incentive system. Typically, 30-70% of the total wage on average falls on these two parts.

In fast-growing companies, promotion opportunities and career planning are effective incentives for staff. Some companies have personal equity participations (ESOPs). The senior and middle managers own shares or a deferred share right. Employees call it "golden handcuffs".

Many companies have also felt that salaries are not enough to incentivize labor to retain qualified employees, because there are always other companies that pay higher wages. Since the amounts received in the form of compensations do not have to pay tax, compensations become more valuable income. Medical insurance, transport and telecommunications costs (telephone, mobile phone, Internet, etc.), allowance for buying your own apartment, financial assistance for education or retraining, etc. are typical compensations in advanced Chinese companies. However, social protection and compensation are carried out within the framework of the law, and the growth of real incomes of workers from these programs depends on the economic strength of enterprises.

In the traditional culture of China, collectivism is stronger than individualism, the family and the team of the enterprise are valued higher than the individual. Therefore, the cooperation and diligence of Chinese workers are valued more than innovation. In this way, enterprises gradually establish strict norms for organizational behavior of employees, while at the same time allowing them to make mistakes at work, encouraging innovative ideas and granting broad powers in work.

For example, Huawei encourages employees to change jobs to enrich their professional knowledge and skills and improve their competitiveness. The organization recognizes the strengths and abilities of employees and will create ideal working conditions to develop their reserve abilities. The system of wages based on abilities and skills reinforces this incentive. Ordinary employees are promoted under the influence of objective reasons and personal success, winning in competition, and the movement of top and middle managers is forced, and they change jobs about once every 3–5 years. The firm believes that vertical and horizontal promotions create opportunities and conditions for the development of personnel. The fact is that these movements effectively prevent the abuse of power by leaders.

As a rule, in companies, assessment and certification of personnel are carried out annually, and in some companies, simplified assessment procedures are also used every six months. Strict control and assessment of the strengths and weaknesses of the activities of employees make it possible to provide them with the necessary assistance in retraining to correct their shortcomings. If two or three times, according to the results of the assessment, the employee occupies the last place in the labor collective, then the company dismisses him.

In China, there are a number of topical problems in the theory and practice of personnel management:

• - shortage of qualified specialists. For example, in Beijing, IT companies lack 20,000 programmers. The market for professional managers in the country is still emerging and underdeveloped;
• - staff turnover in high-tech companies is much higher than in other enterprises;
• - motivation for the work of managers and management of their behavior are especially relevant in state-owned enterprises;
• - creating a reserve of managerial personnel and increasing the efficiency of the management team in companies, as well as creating harmonious and long-term relationships between employers and professional managers;
• - the facts of violation of labor legislation and the problem of its improvement is acute. For example, employees are hired and fired in violation of the law, working hours are extended without additional pay, etc.

These are the most pressing problems of personnel management in modern China.

Introduction

The relevance of research. Modern conditions of activity of industrial enterprises require the creation of an effective system of personnel management of the enterprise, the development of its personnel potential.

In this situation, there is a need for a theoretical rethinking of personnel processes, the development of a methodology for the formation of strategies and tactics effective use personnel of industrial enterprises, contributing to the rise and development of domestic industry, ensuring their competitiveness both in domestic and world markets.

The insufficiently high level of professional training of part of the personnel of industrial enterprises makes it difficult for them to adapt to modern requirements which makes the theoretical development of socio-economic mechanisms for the training and reproduction of highly qualified workers of industrial enterprises with a high level of general and specialized education particularly significant and relevant.

It should be noted that at present, a particularly acute problem facing industrial enterprises is the creation of personnel management services that meet the requirements of modern management, their own effective systems for training, retraining and advanced training of personnel, including industrial workers, since the system created in the Soviet At times, the system of their professional training was practically eliminated.

At the same time, in existing scientific research, insufficient attention is paid to the problems of forming an effective personnel management system for industrial enterprises and preserving their human resources, concepts, practices and prospects for its development, creating their own effective training system, retraining and advanced training of employees of enterprises, a search and selection system leading cadres.

There is practically no methodology for developing and creating an effective system for managing the professional and qualification development of the personnel potential of industrial enterprises. The quantity and quality of available publications does not correspond to the severity and relevance of solving the relevant problems.

The problem of personnel management of industrial enterprises is one of the most important problems of modern management, is relevant and requires systematic consideration.

object research is foreign experience in personnel management.

Subject studies are the processes of personnel management of the enterprise in a market system of economic relations.

The purpose of this thesis is to study foreign experience in enterprise personnel management and its application in Russian conditions.

Specifying the goal, it should be noted that in the course of writing the work the following tasks should be solved:

familiarization with the theoretical part of personnel management;

review of personnel management systems in some foreign countries;

· Assessment of the state of the personnel management system at OAO NefAZ, as an example of the application of foreign experience in personnel management in modern Russian conditions.

The information base of the study is a set of special and scientific literature, laws and regulations, statistical data; economic research on the topic; reference and periodical literature; monographs on analysis and accounting.

Chapter 1. Enterprise personnel management system

1.1 Personnel management: concept and approaches

An enterprise (organization, firm), being an integral production and economic system, can nevertheless be represented as a set of its constituent elements (subsystems), naturally interconnected (interacting) with each other. The number of such subsystems can be different and depends on the concept laid down during the decomposition. So, some authors single out technical, administrative (managerial) and human, or personal-cultural subsystems as subsystems. Others in the management of production (enterprise) distinguish two parts: management of activities and management of people. Activity management consists of planning activities, setting production targets, creating a system for measuring the work performed, and monitoring the implementation of tasks. People management includes ensuring cooperation between all members of the workforce, personnel policy, training, informing, motivating employees and other important components of the work of a leader as a manager. You can find in the literature and other options for structuring the production and economic system. However, attention is drawn to the fact that almost always the personnel component stands out as component control system, which is not accidental. The most important area of ​​activity of any enterprise (organization, firm) has been and remains labor supply: attraction of labor force, its necessary training, creation of conditions for rational use.

The production system, its material and personal components are influenced by many factors. Technique and technology are changing, which determine the requirements for the labor force, the direction of its special training, the level of qualification, etc. The composition of the labor force changes under the influence of both objective and subjective factors (for example, there is a change in the composition of employees under the influence of staff turnover, a natural and continuous process of qualification growth, motivational assumptions in relation to work change, etc.). There is a need for constant managerial influence on the structure of jobs, on the number and composition of employees.

A specific type of management activity, the object of which is a team of workers - personnel, is called personnel management (personnel).

In recent years, other concepts have been widely used in scientific literature and practice: labor management, labor management, personnel management, human resource management, human factor management, personnel policy, personnel work, etc., one way or another related to human labor activity, management of his behavior in production.

The translated literature, with its different terminology, characteristic of various schools of management, also contributes to great discord. The most common terms are:

Personnel administration - personnel management (recruitment, control, placement, training, use of the enterprise's human resources), relations between administrative staff and subordinates; "human relations" in industry;

Personnel management - personnel management (including selection, training, working conditions, payment, safety issues); labor Relations; relationship between administration and individual workers;

Personnel relations - personnel management, etc. As often happens, when trying to define and reveal the content of a particular concept, the authors focus on the most important, in their opinion, side, tasks, forms of manifestation, etc. So, speaking about the management of labor resources, they mean the part of the population belonging to this category, which is subject to systematic influence and regulation by society at the stage of formation, distribution and use in the territorial context.

The concept of "personnel management (personnel)" is close in meaning to the concept of "human resource management". In both cases, the object of managerial influence is the same, the difference is in the specific approach to the employee, to his workforce as a resource.

In the technocratic approach, management decisions are primarily subordinated to the interests of production (maximization of output, implementation of the plan, etc.): the number and composition of employees are determined based on the technology used, the technological and operational division of labor, the given rhythm of production, intra-production labor cooperation, etc. d. Thus, personnel management is, as it were, absorbed by the production management process and is reduced to the selection of personnel with appropriate professional and qualification characteristics and their placement based on the tasks of organizing production and labor.

The humanistic approach to personnel management implies the creation of such working conditions and such content that would reduce the degree of alienation of the employee from his work activity and from other employees. Therefore, according to this concept, the functioning of production, and most importantly, its effectiveness (efficiency) largely depends not only on the compliance of the number and professional and qualification composition of the workforce with the requirements of technology and technology, but also on the level of motivation of workers, the degree of consideration of their interests and etc., which requires more attention to taking into account the interests of the employee as a person: increasing the content of work, improving working conditions, realizing a person’s personal aspirations, his ideas about the place of work among life goals, etc.

With this approach, "personnel management" is interpreted more broadly. Management decisions go beyond purely economic provisions and are based on the provisions of sociology, physiology and psychology of work.

The development of the concept of personnel management followed the path of overcoming the technocratic approach to a person as a machine, connecting his motivational resources, socio-psychological factors for increasing labor productivity and production efficiency, and taking into account the interests of the employee as a person.

Human resource management adopted the fundamental principles of the theory scientific management such as using scientific analysis to determine how to accomplish tasks, selecting workers best suited for the job, providing appropriate training for workers, systematic and correct use of financial incentives, etc.

A particularly great contribution was made by the school of "human relations", the formation of which is associated with the theory of motivation by E. Mayo. The principles of people management developed by her proclaimed taking into account the desires and expectations of people, interpersonal relationships. The combination of the rationality of the organization with the satisfaction of the employee with their activities was also emphasized by later schools of scientific management.

These requirements are embodied in the behavioral concept of management, focused on the use of various methods of motivation: management by goals, enrichment of labor, participation of employees in management (participatory management).

The widespread practice of working with personnel, focused on the consumption of labor in conditions of stable employment, as well as rigid organizational structures, is being replaced by new management models that include:

Creation of conditions for the expansion of knowledge, advanced training, continuous self-improvement;

The use of "packages" of motivational programs when expanding the powers of employees in making business decisions;

Formation of new moral values ​​shared by all the staff of the company;

Flexible and adaptive use of "human resources", increasing the creative and organizational activity of the staff, the formation of a humanized organizational culture.

Thus, the new ideology of personnel management is largely based on employee motivation. The attitude of an employee to work is formed under the influence of aspirations, life goals, the possibility of self-expression and self-realization, the content of work. Hence, the main factors of motivation to work are:

Recognition in work;

Achievements in work;

Responsibility and independence;

Opportunity for professional advancement;

Opportunity for personal development.

Job security, working conditions, the level of pay, the nature of interpersonal relations in the team of workers, etc. are of great importance. Therefore, fundamentally new approaches to personnel management are largely associated with the concept of the quality of working life.

1.2 Essence and tasks of management

It is clear that production management is carried out through a person: through people, certain adjustments are made to the technical, technological and organizational aspects of the production process. But the workers themselves are the object of management. This concerns, first of all, the quantity and quality of the labor force, the formation of labor potential, its development and use, the motivation of labor behavior, labor and personal relations, etc.

And in order to reveal the content of this specific type of managerial activity, let us first clarify what is the object and subject of management. The object of management is an individual employee, as well as a certain combination of them, acting as a labor collective. The totality of employees can include both the entire personnel of an enterprise (organization, firm), which are subject to general management decisions, and the personnel of a structural unit (department, shop) or production cell (team).

A distinctive feature of a group of workers as an object of management is a certain interconnection of the activities of workers due to common goals, which characterizes them as a team.

The subjects of personnel management are a group of specialists performing the relevant functions as employees personnel service, as well as managers of all levels who perform the function of management in relation to their subordinates.

Determining the need for personnel, taking into account the development strategy of the enterprise, the volume of production of products and services;

Formation of the numerical and qualitative composition of personnel (acquisition system, placement);

Personnel policy (relationship with the external and internal labor market, release, redistribution and retraining of personnel);

The system of general and professional training of personnel;

Adaptation of employees at the enterprise;

Remuneration and stimulation of labor, a system of material and moral interest; - performance evaluation and certification of personnel, its orientation towards encouraging and promoting employees based on the results of work and the value of the employee for the enterprise; - personnel development system (training and retraining, increasing flexibility in use in production, ensuring professional and qualification growth through the planning of a working (labor) career - interpersonal relations between employees, between employees, administration and public organizations;

The activities of the multifunctional personnel service as a body responsible for providing the enterprise with labor and for reliable social protection of the employee.

The goals of personnel management of an enterprise (organization) are: - increasing the competitiveness of an 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 achievement of the set goals requires the solution of such tasks as:

Ensuring the needs of the enterprise in the labor force in the required volumes and the required qualifications;

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

Consolidation of an employee at the enterprise, the formation of a stable team as a condition for the payback 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, the possibility of professional qualification and promotion, etc.; - harmonization 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 depend 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.

1.3 Methodology of personnel management

Management in the cybernetic understanding is, as is known, a purposeful influence on the system and its elements in order to preserve the structure and state of the system or transfer it to another state in accordance with the purpose of the functioning and development of this system.

The goals of regulation in general are to ensure, maintain and prevent certain consequences, depending on the specific nature of the manifestations on the part of the control object.

The labor collective is a kind of "Personnel" system, consisting constructively of elements that are interconnected. It has its own internal structure, since employees differ in their functions, categories, professions and many other characteristics: demographic (gender, age), economic (experience, training, motivation), socio-psychological (discipline, ability to interact), etc. The system itself seems to be quite complex, since it is characterized by many links between elements both horizontally (between employees) and vertically (between structural divisions, management bodies, etc.).

The personnel management is based on determining the development trajectory of the "Personnel" system and regulating its behavior in dynamics in accordance with the development of the external environment, internal contradictions, and the tasks of the enterprise (organization, firm) as a production and economic system.

With regard to the personnel of an enterprise, management means the development and implementation of managerial influence on the totality of characteristics of the labor potential of an employee and a team in order to bring them into line with both the current tasks of the enterprise’s functioning and its development strategy, the need to fully use the opportunities associated with the role of the human factor in modern production. Therefore, management decisions are aimed not only at individual employees as elements of the "Personnel" system, but also at maintaining production relationships between them, at the very structure of the system, its proportions, at the behavior of the system as a whole, its development.

The state of the "Personnel" system is determined both by its own goals and by the goals of production. The labor force employed at the enterprise must correspond to the material factor of production (the applied equipment, technology, the organization of production and labor caused by them). So, on the one hand, there are jobs with their requirements for workers in terms of qualifications, training, personal qualities, on the other hand, there are workers with different qualities, training, qualifications. Personnel management involves the impact on both parties in order to ensure the required compliance. This is a difficult task, as both the requirements for employees and the personnel of the enterprise are changing.

Management goes in the following directions:

Change in the number of employees and forms of employment;

Changing the structure of personnel;

Changing staff motivation, etc.

For this, various methods related to the technology of working with personnel are used: selection, hiring, requirements for hiring, training and promotion, evaluation and remuneration, etc.

The stable operation of the system, its reliability largely depends on the promptness of the response to emerging violations ("failures") in the system. Assessing the state of the system, changing it under the influence of any managerial decision made, requires precisely taking into account these connections, anticipating negative responses at different levels. And since it is difficult to quickly provide such a response, it is necessary to focus on management methods that ensure or encourage its self-organization. At the same time, one should also take into account such a feature of the Kadry system: a reaction to a situation arising under the influence of internal and external factors, often there is no immediate, even promptly taken measures can affect only through certain time(time lag).

The control mechanism is a system of controls, means and methods aimed at meeting the needs of the enterprise in the labor force of the required quantity, quality and by a certain time. Goals of management are achieved by implementing certain principles and methods.

The principles interpreted in management theory as stable rules for the conscious activity of people in the process of management are due to the action of objective laws. Methods act as ways to implement principles.

Principles in general form are the starting points of theory, doctrine, science. In the course of the accumulation of empirical information about the expedient activities of people, its study of analysis and generalization, there was a selection of all that positive that formed the basis of the principles and rules of behavior, action, labor, management, and the creation of conditions that ensure the effective activity of individuals and labor collectives.Principles, which form the basis of effective personnel management are quite diverse. They are multilevel in nature (general, private, special, individual) and apply to different areas of activity (labor management across the whole society, industry, enterprise, individual employee). Among the general principles as personnel management tools, the following stand out: scientific, planned, comprehensive (systemic), continuity, normativity, economy, interest, responsibility, etc.

Private principles include compliance of management functions with production goals; individualization of work with personnel (individualization of recruitment, taking into account the wishes of a particular employee, individualization in case of release, promotion, payment according to the results of work, etc.); democratization of work with personnel (taking into account the collective opinion of employees when making the most important personnel decisions, competitive filling of vacant positions, democracy in management methods and leadership style, etc.); informatization of personnel work, ensuring its level sufficient for making informed decisions; selection of personnel for the primary production team, taking into account psychological compatibility, etc.

The situation is similar with the methods used in personnel management. Among them are general, widely used in the management of other objects (production, the national economy as a whole): administrative, economic, social - and a large number of specific, private methods. So, administrative methods, which are characterized by a direct centralized influence of the subject on the object of management, include: organizational and stabilizing (laws, charters, rules, instructions, regulations, etc.), administrative (orders, orders), disciplinary (establishment and implementation of forms of responsibility ).

Economic methods are a whole system of motives and incentives that encourage all workers to work fruitfully for the common good. Social methods are associated with social relations, with moral, psychological impact. With their help, civil and patriotic feelings are activated, people's value orientations are regulated through motivation, norms of behavior, the creation of a socio-psychological climate, moral stimulation, social planning and social policy at the enterprise (organization).

Personnel management should be based on the principles of a systematic approach and program-targeted management.

Building personnel management on the principles of a systematic approach and analysis means covering the entire personnel of the enterprise, linking specific decisions within the subsystem, taking into account their impact on the entire system as a whole, analyzing and making decisions regarding personnel, taking into account the external and internal environment, the entirety of relationships.

The need for a comprehensive, program-targeted approach in nature is due to the fact that certain types of activities within the framework of personnel management are carried out not on their own, but in conjunction with management goals.

In personnel management as a process, several private processes are distinguished:

* planning - determination of management goals, means of achieving them, modeling and forecasting of the management object;

* organization - recruitment work: career guidance, professional selection, recruitment, recruitment, job placement, vocational training, improvement of labor organization, improvement of working conditions, etc.;

* regulation - inter-departmental, inter-professional and qualification movement of the labor force, changes in the number of personnel, wage levels, etc.;

* control - control of the number, rationality of use, compliance with the position held, execution of personnel orders, etc.; * accounting - obtaining information about changes in the composition of personnel, maintaining state and internal reporting on personnel, etc.

1.4 Control technology

In order to effectively manage, it is necessary to know the mechanism of functioning of the process under study, the whole system of factors that cause it to change, as well as the means of influencing these factors. Therefore, we can talk about a certain mechanism for the functioning of the personnel management system and the use of various tools to influence the employee, i.e. e. about a certain technology for working with personnel.

In its most general form, technology is the techniques, skills, or services used to make certain changes in any material. Sociologist Charles Perrow writes off technology as a means of transforming raw materials—whether people, information, or physical materials—into the desired products and services. Lewis Davies gives a broader concept of technology: "Technology is the combination of skilled skills, equipment, infrastructure, tools and, accordingly, the technical knowledge necessary to effect the desired transformations in material, information or people." Management influences on the object of management - the personnel of the enterprise - can be directed directly to the employee or to their totality as a production cell, as well as to factors of internal and external environment in which the labor process takes place. In the latter case, we can talk about an indirect impact on the control object.

There are several types of technologies:

Multi-link, which refers to a series of interrelated tasks performed sequentially;

Intermediary - as the provision of services by some groups of people to others in solving specific problems;

Individual - with a specification of techniques, skills and services in relation to an individual employee.

An example of the implementation of multi-link technologies in personnel management is the adoption of managerial decisions at each stage of an employee’s working life at an enterprise (hiring, training, adaptation, direct labor activity, etc.) with their inherent specifics, corresponding tasks and methods of managerial influence. Intermediary technologies are used in the course of interaction between the personnel service and the heads of structural divisions of the enterprise on the implementation of personnel policy, selection of personnel, their assessment, etc.

Individual technologies are largely focused on managing people's behavior in the course of labor activity and are based on the use of methods of labor motivation, social psychology and, above all, methods of regulating interpersonal relations, etc.

In personnel management, it is important to know what goals can be achieved with the help of certain means of influence, how and through what it is carried out. The arsenal of means used here (methods, methods of working with personnel, expressed in various organizational forms) is quite diverse: - personnel planning;

Change management;

Optimization of the number and structure of personnel, regulation of labor movements; - development of rules for the admission, placement and dismissal of employees; - structuring of work, their new layout, the formation of a new content of labor, job duties;

Personnel cost management as a means of influencing the development of the employee's labor potential;

Organization of labor as a means of creating an environment conducive to the maximum return of the performer in the process of work;

Workload management, optimization of the working time structure;

Evaluation and control of activities;

The policy of remuneration for work, its high results; the provision of social services as a means of motivation, stabilization of the team; - tariff agreements between the administration and the team; - socio-psychological methods (methods for eliminating conflict situations, ensuring interaction, etc.);

Formation of corporate culture, etc.

Chapter 2. The main directions of application of foreign experience in modern Russian conditions

2.1 Japan

Japanese companies are not only economic units, but also, to a large extent, social organizations. Each company has its own corporate philosophy, which emphasizes such concepts as sincerity, harmony, cooperation, contribution to the improvement of society. The main factors that determine the prestige of a company in Japan are its legal status, controlled market share, stock exchange membership and corporate philosophy. These indicators are more significant than the share price or the level of profitability. The prestige of the company determines its access to external financial sources, the possibility of attracting HR with high potential.

From the prestige of the company for which the Japanese work, his recognition in society largely depends. In the public mind, working life is equivalent to personal life, individual survival and development of a person depend on the survival and development of the enterprise where he works. Under these conditions, the worker identifies himself with his firm and is ready to share its fate.

Organizational principles of a Japanese company:

Market orientation.

Continuous innovation.

Attention is not to individual functions, but to their relationship.

The Japanese management style is based on persuasion rather than coercion of employees. The boss does not distinguish himself from the mass of subordinates, his task is not to manage the work that others do, but to promote the interaction of employees, provide them with the necessary support and assistance, and form harmonious relationships. As a rule, in Japanese firms there are no detailed job descriptions, and the provisions on structural divisions are of a general nature. An employee sent to work receives only a certificate of appointment, informing that from such and such a date he is appointed to such and such a department for such and such a tariff category, without specifying specific duties, areas of responsibility or term of work. Having entered the subdivision, the employee masters labor operations and the peculiarities of interpersonal relations in the team with the support of work colleagues and the immediate supervisor. The organization of the workplace and production facilities contributes in every possible way to collective work. One of the major managerial differences between American and Japanese companies is the different nature of their time orientation. Japanese companies pay more attention to their long-term development.

There are also significant differences in the operation of the control mechanism. Control in Japanese companies is distinguished by its concentration in the hands of ordinary workers and "process orientation". Inside the company there is an exchange of information, frequent contacts and decision-making based on the principle of consensus.

In the use and development of human resources, Japanese companies prefer their employees to be "generalists", i.e. had a wide experience and knowledge that corresponded to the goals and interests of this particular company, while in the USA companies are looking for specialists whose knowledge and experience can be used in any other company in this type of work.

Among the main features that have a direct impact on the mobilization of HR in Japan are: lifetime employment, pay according to length of service, company trade unions, intra-company labor market, intra-company on-the-job training, rotation of the system of collective contracting and collective decision-making, intra-company social provision, systems of joint consultations of workers and entrepreneurs, quality control circles. Some researchers do not consider all these structures exclusively Japanese, recognizing their presence to one degree or another in other developed countries, but everyone agrees that it was in large Japanese companies that they received their most complete and effective development.

The system of lifetime employment, or, another name for it - long-term job security, is widespread in Japan. According to experts, it covers about 35% of employees, but in large companies - up to 50% and more. The system involves hiring an employee immediately after graduation from an educational institution and informal, i.e. legally unformed, retaining his place in the company until mandatory retirement. If the situation on the market is favorable for the company, the “pension ceiling” may be raised, but employees of retirement age will be transferred to lower salaries. According to the psychology of lifetime employment, an employee does not move from one organization to another. The organization takes care of him throughout his life and cannot easily break the alliance with the worker. If the employee himself leaves the company or is fired, this seriously affects his future career.

Japanese companies carefully select and complete their HR, and managers spend a lot of time informally assessing the work of a subordinate. Typically, an employee in a Japanese company receives a new appointment in two or three years and knows that the quality of his performance of his duties will determine the nature of his next appointment.

An important role in the management of HR in Japan is played by company trade unions, which are created on the basis of the enterprise and unite permanent workers. They include both "white" and "blue collar" leaders, elected exclusively from among themselves. A permanent employee remains a member of the trade union and is protected by it during the entire period of work in the company. For this reason, Japanese unions are often referred to as the "Second Personnel Department", the company's HR department. Collective bargaining becomes not a bargaining between management and a union, but a coordination or consultation on decision-making between two human resources departments of the same company.

An essential aspect of the formation of a company's HR is the practice of in-house vocational training. Each company prepares HR for itself, and strives for its employee not to be a narrow specialist working in any company, but to diversify and multifunctionally meet exactly its goals and objectives.

The rotation process in Japanese companies is also highly functional because the very organization of the production process and management at enterprises is in the nature of a production contract with "dispersed responsibility" for the work performed.

Among the important features of the organization of work, stimulating and mobilizing the active participation of workers in the affairs of their enterprises, are also called permanent systems of joint consultations, in which managers and workers regularly exchange information about their affairs and plans. They operate in 70% of large firms in Japan and have played an important role in the relatively quick and quiet restructuring of Japanese companies in the introduction of robots and computer technology.

An additional source of mobilization of human resources is the fact that Japanese companies take upon themselves, in the words of W. Outi, "holistic care" for their employees. A significant part of their spending on the HR is realized in the form of spending on social needs (housing, medical care and leisure activities). This activity of Japanese companies is focused on strengthening the attachment of its employees, on their emotional and spiritual integration. Colorful ceremonies of official admission to the company of recruits are held annually. The training program for those hired by the company sometimes lasts for several years and includes not only extensive professional training, but also the study of the history, goals, and principles of the company. Sometimes companies use religious training methods. In order to strengthen group solidarity, new employees can be accommodated for a while in the company's hostel.

A characteristic feature of Japanese government is the use of a bureaucratic system. Its features relating to respect for the very status of a leader, collectivism, rationalization, impersonality and justice are well in line with the traditional cultural characteristics of the Far Eastern region.

The main features of labor management in Japanese enterprises are as follows:

Flexibility in the distribution of work and rotation of workers;

Mobility and long-term learning of HR;

The use of mechanisms that interest employees in the results of their work;

Flexible organization of the system of material incentives;

Strict discipline in the workplace;

Orientation to the development of the Czech Republic.

These features are associated with the principle of long-term employment, supported by the mutual trust of employees and management, as well as their desire to maintain harmonious relations.

In Japanese companies, there are two departments, which in terms of their functions and structure do not have exact analogues in Western organizations. One of them is the so-called department of general affairs (“somu bu”)”, which deals with legal issues, internal relations, relations with shareholders, government agencies, trade associations and related companies, documentation, and often procurement. The other is Human Resources, Human Resources, HR, often an offshoot of somu-bu and split off from it when the company reaches a certain size.

In the largest corporations, the manager who heads the HR area is a member of the board and has the position of director of HR; in his submission are the head and employees of the Department of Management of the Chechen Republic. Often there is a combination in one person of the functions of a director for the HR (ie, a person protecting the interests of shareholders, whose candidacy is approved by the general meeting of shareholders) and the head of the HR management department (ie, an employee). This special status is taken into account when remuneration and is especially significant in the process of collective bargaining, when this person, as it were, represents both sides.

The main document regulating labor relations in the company is the intra-company regulation on employment. All firms with 10 or more employees are required to register their internal regulations with the local labor standards office. The employment clause acts like an employment contract. It determines working conditions, its payment, requirements for permanent employees; kept in the personnel department.

In firms where there is a trade union, another basic document is the collective labor agreement. In its content and practical significance, it is similar to the provision on employment. What distinguishes it is that it defines the status of the trade union organization and its members in the company.

HR planning, closely linked to corporate planning, is still a rarity in Japan. In accordance with modern business conditions, it is considered quite sufficient to comply with the following rules:

Once hired, he should not be fired, except in extraordinary circumstances;

Upon reaching the age limit, the employee must retire or be transferred to a temporary job. Typically, Japanese companies carefully monitor only one long-term indicator - a balanced age structure of HR. There are two reasons for this:

1. Financial. Each year, a certain number of workers who have reached the age limit and receive the highest salary must retire. This significantly reduces payroll costs as they are replaced by graduates who are the least paid in the company.

2. Organizational and structural. Maintaining a certain age structure facilitates promotion.

Budget. Being in constant contact with other departments and knowing their annual needs, the HR department makes workforce projections throughout the company for the next budget year. Estimated labor costs are forecast. Finally, the HR department has its own budgetary requirements, of which recruitment, training, and social spending are the most expensive. Over the past ten years, the department's annual budget, excluding salaries and statutory social expenses, has been about 4% of the annual payroll budget.

Recruitment, training of personnel, their promotion, disciplinary action and dismissal, resolving issues related to remuneration and working conditions, social benefits and labor relations are the prerogative of the HR management department (heads of departments can make their proposals, they are consulted before a decision is made ).

Overtime. In Japanese companies, overtime is viewed positively. First, it is more economical than recruiting additional labor to meet fluctuating demand. Secondly, it brings additional income to employees. Overtime is not considered here as a manifestation of the incompetence of production managers or improper planning of the use of labor. With the consent of the representatives of the employees (or the trade union), overtime may be appointed at any time and for any period. As a result, in many companies, about 10-15% of the monthly salary of ordinary workers is overtime. However, at present, young workers tend to avoid overtime, as for them free time is often more important than additional earnings.

Social issues. In addition to statutory social benefits (sickness, unemployment and industrial accident insurance) and old-age pensions, there are many other social programs in Japanese companies. Housing and hostels, leisure and entertainment opportunities, cultural programs, housing construction loans, subsidies for meals and shopping in poi companies - all these programs are centrally implemented by the HR department. In addition, the range of problems he solves includes the issues of benefits paid, for example, in case of territorial transfer of a company employee. The Department of Human Resources Management organizes the issues of accommodation of the employee in the new place. Funerals of employees and their family members are also organized and paid for by the Department of Human Resources Management.

recruitment issues. The ideal for a Japanese company is to recruit a permanent workforce of graduates who would remain in the company until reaching the age limit.

The main requirements for candidates are accuracy, conscientiousness and goodwill.

In a Japanese company, it is commonly believed that specialization, division of labor, and emphasis on individual initiative can hurt the efficiency of the company as a whole. Therefore, it is group work and cooperation that are most often encouraged, with an emphasis on the interests of the entire corporation. The recruitment of workers is focused on meeting the general interests of the company, and not on the performance of a specific job in a specific place. New employees are recruited by the company, not by an individual manager. At best, the company invites new employees, designating a wide range of employment: production, sales, clerical work, etc. Even when work becomes unnecessary, employees are not fired. The company provides them with retraining and transfers to other places. School graduates with no work experience are recruited every year, and the company gradually brings them to the appropriate level of qualification and assimilation of the corporate culture. Thus, the age structure of the workforce is preserved, which is an important indicator of organizational dynamism and the ability for technical innovation. Companies in Japan always report the average age of employees in their annual financial statements.

In Japan, the following enlarged job scale has been adopted:

Specialist of the third category (university graduate);

Specialist of the second category (ordinary worker);

Specialist of the first category (ordinary worker);

Ordinary managerial candidate

Manager of the third category (leading administrator or engineer);

Manager of the second category (deputy head of department, head of department, deputy head of department);

Manager of the first category (deputy head of department and chief engineer);

Head of department, director.

The wage system in Japan is based on the following basic principles:

The amount of remuneration is determined primarily by social rather than economic factors;

Individual income is set taking into account how much other employees of the company receive;

The system is consistent with the principle of long-term employment.

A characteristic trend in the organization of wages in Japan in the post-war period can be considered a decrease in differences in the structure and amount of earnings of various categories of personnel, in particular, workers and managers. The most important principle of remuneration is "fairness", i.e. application of a single payment procedure at all hierarchical levels. The functions of payroll management in Japanese companies are centralized and transferred to the department of HR management. Heads of departments do not deal with these issues and usually do not know how much their subordinates receive.

Both sides of the employment relationship consider wages in the long term. An entrepreneur who hires a graduate of an educational institution expects that he will work in this company for at least 30 years and receive about 200 million yen from it during his working life. In turn, a young man who has come to work in a firm hopes for a stable increase in earnings. The starting salary is quite low and depends on the level of education, its size is determined by the labor market (differences in the level of starting wages between enterprises are insignificant). Further growth depends on factors operating within the firm. In this sense, it can be said that in Japan there is no "average" wage for industry or for a particular profession. The employee's income includes: monthly remuneration; seasonal surcharges (bonuses); severance pay.

The monthly remuneration consists of fixed and variable parts. Its constant part is a fixed amount, the size of which is reviewed annually by the administration itself or as a result of negotiations with the trade union. It consists of the basic salary and monthly supplements. In firms that use the system of tariff-qualification categories, there are tables for each enlarged block of work, for example, for the sector of production, sales, for office work, etc., but the differences between them are insignificant. Every year, a permanent employee receives an increase in the qualification category if he did not have disciplinary sanctions and cases of a long absence from the workplace. Regardless of the annual intra-company salary increase, tariff tables are revised almost every year as a result of negotiations between the administration and the trade unions.

The number and amount of monthly surcharges, as a permanent part of the remuneration, are not the same in different companies. Benefits fall into four main categories:

1. Surcharges for work. Their main varieties: for specific professional skills; for absence from work.

2. Bonuses for working conditions. These include: premiums for heavy and hazardous work, as well as for shift work or remote work. Additional payments in this category are assigned only to workers.

3. Surcharges for the level of responsibility. Many companies pay extra only for the level of responsibility (official bonus). In most firms, a fixed amount is set for such payments, in others there is a fork.

4. Cost-of-living related co-payments.

The variable part of wages includes mainly remuneration for overtime work.

To ensure scientific and technological development A Japanese company employs the following elements of in-house HR management practices:

1. In large companies, the system of selection and placement of personnel has been clearly worked out. By rigidly tying permanent employees to the firm, HR management services are able to effectively solve a wide range of HR management problems. A specific moment is the separation of recruitment procedures from the placement of personnel. When entering a permanent job, new employees do not know in advance where exactly they will work.

2. Intra-company transfers of personnel to other jobs and positions (rotation) are systematically carried out. This ensures the mobility of the HR within the company, the exchange of best practices and the establishment of interpersonal communications. Some companies (Mitsubishi, Matsushita, Sony) set individual career rules for promotions (e.g. change jobs at least three times in 14 years) and guidelines for the total number of "rotated" staff (5 % during a year).

3. Developed system of training and advanced training of personnel. In particular, systems of self-training at the workplace and mentoring are purposefully activated.

4. Well-established systems of material and moral incentives.

A necessary condition for effective work is the establishment of a clear coordination of all parts of the organization and the strengthening of production and labor discipline. “Before meeting the challenges of increasing productivity and quality, it is necessary to ensure the continuity and stability of the production process,” notes one Japanese executive.

The high level of labor and production discipline at Japanese enterprises has made it possible to successfully introduce progressive organizational technologies:

"Just-in-time deliveries." Deliveries of parts, materials through inter-shop and inter-factory channels, including subcontractors, are carried out according to the developed maps with an accuracy of "up to a minute". All this requires a high degree of coordination of the actions of various services, the use of modern transport, technical, and information means. As a result, interoperational backlogs and stocks at the main assembly sites are minimized, and the responsibility of all services for a clear rhythm of work is increased.

Kanban system. Developed in the early 70s at Toyota Jidosha as an organizational mechanism for intra-factory deliveries of parts and materials in containers with special application cards, in which customers indicated the number of required parts and the exact delivery time. In an improved form, the kanban system at the enterprises of Honda Jidosha, Kawasaki, Nissan, Yamaha and a number of others was successfully integrated into flexible production. The complex mechanism of "kanban" requires both a high level of automation, the use of computers and robotics, and a rigid production discipline, good interaction and coordination of the efforts of the company's personnel.

The experience of modern Japanese enterprises shows that technical and organizational innovations give companies the desired effect only when they are coordinated with labor management issues. Measures for the technical reconstruction of existing enterprises, the rapid updating of technology, the introduction of flexible production systems, the formation of information processing centers, computerization and robotization should be directly linked to the change in HR management mechanisms.

An important component of the HR management mechanism in Japanese firms is an extensive system of social development. This is well illustrated by the example of Toyota Jidosha, whose social development system has as initial parameters:

The age level of employees is from 18 to 75 years;

The life cycle of a worker, taking into account family life: single or single - marriage - building a family - maturity - preparing for old age - enjoying life in old age;

Dominant interests at different stages: leisure and self-development - marriage and the birth of children - building a house - raising and educating children - preparing for old age - marrying children;

The accepted practice in Japan does not welcome the sharp differences in the speed of promotion at a young age. The differences start at the level of the head of the department. The advantage of this system is that it makes it possible even for those who make a mistake to count on successful promotion. And since we have many capable people, there is also time to choose the most worthy.

2.2 US

The work of human resource management in the United States relies on a broad research base, advisory assistance, and a developed management infrastructure.

The modern approach used in the most effective American corporations is characterized by a significant expansion of the content, forms and methods of working with the company's personnel; the growth of the professional level of specialists in human resource management services; an increase in the share of funds spent by these services, in total costs production; using the latest information technology. These changes in HR management apply in the United States to work with managers and specialists (in relation to ordinary performers, the functions of human resource management services have changed very little in most corporations). Almost all the main innovations in this functional area of ​​management activity were intended to work with highly paid categories of personnel and either did not apply to other categories of personnel at all, or what was done later and to a more limited extent.

Traditionally, in the United States, personnel services represent the interests of entrepreneurs in relations with workers organized in trade unions. The work is concentrated in the divisions for labor relations, whose duties include - negotiating with trade unions; ensure the requirements stipulated by the labor contract; organize the recruitment of workers. With this, the functions of personnel services in relation to production personnel are exhausted (plus the registration of personal files, registration and execution of decisions of line managers on personnel matters). In general, in American corporations, two genders have formed autonomous human resource management systems. Their distinction reflects the legal differences between the two categories of personnel that exist in US labor law; but is ultimately determined by more general socio-economic factors.

The systems of work with managerial personnel of the highest level of the organizational hierarchy, as well as the middle level, have the most complex and diverse character. In modern personnel management systems, special importance is attached to the systematic training of managers for senior positions, especially careful selection of applicants for these positions. Some corporations have singled out headquarters services in their organizational structure, which ensure, on a strictly individual basis, the study of issues related to the planning of training, promotion, and replacement of top-level managerial personnel. So in General Electric, since 1974, there has been a division that was removed from the subordination of the vice president for personnel and reports directly to the chairman of the board of directors, which works only with top managers (500-600 people; the total number of managers and specialists of the company exceeds 100 thousand people). Human). With this category of personnel, as well as with representatives of the group of applicants from the lower echelon of management, the most careful study replacement schemes, individual career development plans, selection and control over the implementation of training and education programs. Every year, replacement schemes are reviewed in detail by the three top executives of the firm - the chairman of the board of directors, vice chairman and vice president of human resources.

Leading corporations better and more effectively use the psychology of the worker, inducing in him the "feeling of the winner" dear to every American. They respect their traditions and on their basis form the main values ​​of the organization. In American corporations they say; "We want to think of ourselves as winners. Exemplary companies have to prove that there is no reason why we can't create systems that continuously confirm this idea."

In leading American corporations, the main emphasis is on the development of informal competition between the creators of new products and new forms of service. Therefore, various methods and means of excitation of the company's personnel of competitive activity are used.

The development of technical and technological structures, the formation of new production systems impose increased requirements on management methods. This primarily applies to the lower and middle levels of management. In the work of the leaders of these managerial units, the most important are not production, but personnel issues. Shortcomings in this direction, multiplied by the accelerated growth rates of labor productivity, inevitably lead to a decrease in the economic performance of the enterprise and loss of competitiveness.

The following conclusions regarding trends in the development of human resource management practices are based on the results of a study commissioned by the US Government Human Resources Commission:

1. The development of engineering and technology is one of the main factors causing a constant reduction in employment in the sphere of production. Currently, the growing integration of industrial and information systems is of particular importance. It causes structural shifts, the movement of personnel from production departments to information services. As a result, a further increase in the number of managerial cadres, highly skilled general workers, engineers and technicians, and scientists is expected. With a general reduction in the need for industry in personnel, there is a significant increase in the requirements for their qualifications.

Undoubtedly, each production unit will cost less and less workers, increasing the role of each of them. The task of the manager in these conditions is to ensure the high interest of employees in the results of labor.

2. The enterprise of the future is characterized by a high level of staff mobility. Some researchers believe that within a few years the collective of a modern enterprise will consist of a permanent core of competent, highly skilled, highly paid workers and a changing temporary workforce, the number of which is dictated by fluctuating production volumes. This will inevitably affect the terms of reference of the lower-level manager, who will have fewer permanent employees under his command, but there will be a need to manage temporary staff, regulate the relationship between permanent and temporary employees. Finally, you will need to constantly calculate the real need for labor.

3. Until now, there is a widespread opinion among managers that automation leads to a loss of skills of the organization's employees. However, experience shows that only those automated workshops and factories turned out to be profitable, where the administration sought to improve the level of personnel qualification, and accordingly formed production tasks.

4. Requirements for the qualifications of grassroots managers are changing. According to some researchers, the scope of their duties will gradually be reduced, even the integration of the roles of grassroots manager and engineer is possible. The duties of a new type of specialist will include, first of all, ensuring the smooth operation of the equipment.

5. Until recently, the training and development of personnel at American enterprises was supervised by the human resource management service. But the individual responsibility of the performers increases, along with it, the interest of managers in raising the level of competence of employees increases. Managers are increasingly taking on the role of trainers preparing staff for the coming changes in production.

According to the prevailing ideas in American industry, the development of measures to increase the level of labor productivity is the responsibility of management. In the new conditions, ensuring the growth of the organization's efficiency will become a constant concern for each employee; issues of improving labor methods and increasing its efficiency at each workplace will become of paramount importance. Many companies, realizing this, are already developing long-term plans for staff training and development.

6. Changes in the nature of work and management are also creating new trends in wages. The object of stimulation is the level of qualification, experience and skill, and not the volume of output. Practice, however, shows that such payment systems are complex, need to be carefully developed and are still ineffective.

7. At the enterprises of the future, the organizational structure will not be formed around functional units, but on the basis of management decisions. The technological cycle in automated production proceeds from the presence of a common source of information for all production links.

8. The development of modern production systems is a long process, characterized by the gradual introduction of new technology, the expansion and change of the product range, its constant improvement, frequent replacement of materials and increasing quality requirements. The process of restructuring management will be no less lengthy and complex. Attempts to mechanistically transfer new management methods to existing structures, as a rule, do not bring success.

2.3 FRG

The HR management services occupy one of the leading positions in the administrative apparatus of state organizations and private firms. Their activities are aimed at performing the following functions:

Providing all areas of production with the necessary workers;

Development of measures to stimulate the activities of employees; their focus on highly productive and efficient work;

Ensuring continuous training and advanced training of all employees.

The structure of the HR management services is determined by the implementation of the above functions. In the general structure of the service, the division that provides the recruitment of senior staff stands out. It is directly subordinate to one of the secretaries of state in ministries and departments or to the president of a private firm.

There is a fairly high number of specialists from departments dealing with HR issues in state organizations compared to private ones. So, if with a total staff of 16 thousand people. 30 employees are engaged in personnel work at the Rhinebrown company, while 35 specialists work in the Ministry of Economics and Technology of the Federal Republic of Germany, in whose apparatus there are only 1650 people, in the service for managing the CR.

In large German firms, work on general personnel management is carried out by special services, the number of which depends on the number of employees: for 130-150 employees - one employee. In the vast majority of firms, HR departments are not only involved in personnel matters: they are also entrusted with some economic functions, such as payroll. Recently, there has been a tendency towards an increase in the number of personnel management services at enterprises.

Work in the field of HR management depends on the situation of its implementation. The factors of this situation are such variables as government regulation, market conditions, technology, relations with trade unions, the goals and strategies of the organization, its structure, the management principles used, the characteristics of the personnel involved, etc. It is unacceptable to carry out abstract activities for the management of HR.

Thus, the following management principles have been developed at the Reinbrown company:

The need to provide employees with independence in those areas where they have experience and knowledge;

Common problems and tasks can only be solved collectively;

The manager should not only expect work from employees, but also help them work in accordance with their capabilities;

The knowledge and abilities of employees must correspond to the tasks assigned to them;

The manager must take into account the expectations and needs of employees who want to be informed, get approval and meet their needs;

Evaluations of an employee should be fair, reflect his strengths and weaknesses, and clarify his abilities.

Such principles require that special attention be paid to working with the management of the organization, because it is they who bear the main burden of implementing these principles. This entails the definition as one of the main goals in the work of the service: the selection at each level of leaders who could fulfill their duties completely independently and with full responsibility.

To ensure the effective work of employees, the manager must:

Timely and regularly inform employees about everything that is directly or indirectly related to their work or to them personally;

Inform employees in which areas they need to improve their skills;

Contribute to the growth of professional qualifications of employees.

When selecting specialists for leadership positions, German organizations are guided by the rule of choosing them from among their own ranks. But sometimes, in order to exclude nepotism, leaders are selected from outside. One of the main factors in the selection of leaders is the ability to work with people and understand them.

Despite the specifics of HR management, which always exists in each particular company, in all large organizations in Germany there are approximately the same systems for working with personnel and systems for remunerating workers and management personnel.

Personnel management is considered one of the main functions of the organization's management, which, as a rule, is supervised by one of the members of the board or the chairman of the board himself.

In Germany, great attention is paid to the planning of human resource costs, which involves taking into account quantitative and qualitative situational factors.

Staff costs are divided into basic and additional. The main cost is wages. Additional investments in the CR include a whole range of expenditures covering the entire social sphere (housing, benefits, medical care, etc.) and personnel management issues (staff selection, evaluation, advanced training, etc.).

The most important condition for the implementation of the tasks of human resource planning in the industry of Germany is the effective work of the human resource management service.

Staff training. Worthy of attention is the importance attached in the FRG to questions of personnel training. Thus, in 1988, the Mannesmann concern spent 127 million marks (about 20,000 marks per trainee) on personnel training. 335 people are involved in training issues in the concern.

In the Thyssen concern, the rotation of executives by company is carried out, but on condition that wages remain stable. This is done to improve qualifications, improve contact between managers and create conditions that instill in each employee a sense of the group's unity.

Certification of workers. Evaluation in the concern "Shleman-Zimar" is carried out by the direct supervisor according to 8 indicators for the past year. In the evaluation sheets containing questions relating to the qualifications of the employee and his attitude to work, the manager makes an assessment, after which this assessment is discussed in a personal conversation with the employee. In most cases, the manager and the employee come to a common agreement in the assessments. In case of disagreement with the assessment received, the employee turns to a higher manager. There is an additional possibility of contacting the works council.

Evaluation sheets for all years of work in the concern are kept in the personal file of each employee and their content is a secret.

Salary. The wages of production personnel are based on unified tariff agreements that determine payment according to the tariff and various types of additional payments, taking into account specific working conditions, the duration of vacation, allowances for the tariff, terms for terminating contracts, working hours (duration of the working week, shifts, work on Saturdays and Sunday days). Deviations in the tariff agreement from the requirements of the Law "On Tariff Agreements" are only possible for the better.

The rate agreements also stipulate that an employee is not allowed to disclose his or her wages to any other person in the organization.

Chapter 3

Open Joint Stock Company "Neftekamsk Automobile Plant" (abbreviated as JSC "NefAZ") was registered by the Decree of the Head of the Administration of Neftekamsk for No. 915 of 24.06.99. JSC "NefAZ" is a part of JSC "KamAZ".

The personnel management system includes a number of stages: formation, use, stabilization and management itself (Fig. 1).

PERSONNEL MANAGEMENT

Rice. 1 - Stages of the personnel management system

The rational use of the personnel of the enterprise is an indispensable condition that ensures the continuity of the production process and the successful implementation of production plans. For the purposes of analysis, all personnel should be divided into industrial and non-industrial personnel. Industrial and production personnel (PPP) include persons engaged in labor operations related to the main activity of the enterprise, and non-industrial personnel include employees of cultural institutions, Catering, medicine, etc., owned by the enterprise.

PPP workers are divided into workers and employees. As part of the employees, managers, specialists and other employees (clerical accounting, etc. personnel) are singled out. Workers are divided into main and auxiliary.

A crucial stage in the analysis of the use of an enterprise by personnel is the study of the movement of labor. The analysis is carried out in dynamics over a number of years based on the following indicators: staff turnover, labor productivity, wages.

Worker turnover plays an important role in the activity of the enterprise. Permanent personnel who have been working at the enterprise for a long time improve their qualifications, master related professions, quickly navigate in any atypical environment, create a certain business atmosphere in the team and therefore actively influence the level of labor productivity. To study the causes of staff turnover, it is necessary to conduct periodic sociological research and observations in order to study the ongoing changes in the qualitative composition of workers, managers and specialists, i.e., in qualifications, work experience, specialty, education, age, etc. The dismissal of workers with a reduction in production volume is not taken into account when calculating staff turnover indicators.

Worker movement analysis

Indicators	2004	2005	2006	Deviations
				2005 to 2004	2006 to 2005
1. Average number of employees, pers.	8800	9200	9600	+400	+400
2. Number of dismissed, total Incl. on own will for violation of labor discipline for other reasons
3. Number of hired employees, pers.	260	220	130	-40	-90
4. The number of employees who worked the whole year, pers.	8660	9120	9550	+460	+430
5. Turnover ratio on disposal, (p.2/p.1)	0,016	0,020	0,007	-	-
6. Receipt turnover ratio, (p.3/p.1)	0,030	0,024	0,013	-	-
7. Constant composition coefficient, (p.4/p.1)	0,984	0,991	0,995	-	-

An analysis of the movement of workers showed that average headcount employees in 2006 increased by 400 people compared to 2005. The number of voluntary dismissals in 2006 compared with 2005 decreased by 110 people. The number of admissions in 2006 was 90 fewer than in 2005. The number of employees who worked the whole year in 2006 increased by 430 people compared to 2005.

The increase in the need for labor resources is explained by the fact that the output plan has increased.

Labor productivity- this is an indicator characterizing the level of costs of living labor for the production of a unit of output. It can also be defined as the amount of output produced per PPP worker or one worker per unit. I time (year, quarter, month, day, hour). This indicator needs to be given special attention, since the level of many other indicators depends on it - the volume of manufactured products, the level of its cost, wage fund consumption, etc.

When analyzing labor productivity, it is necessary to establish the degree of fulfillment of the plan and the dynamics of growth, the reasons for changing the level of labor productivity. Such reasons may be a change in the volume of production and the number of PPPs, the use of mechanization and automation tools, the presence or elimination of intra-shift and all-day downtime, the state of labor rationing, etc.

The general indicator of labor productivity (production per worker or one worker) largely depends on the material intensity of individual types of products, the volume of cooperative deliveries, and the structure of products. A more objective assessment of labor productivity is given by the indicator calculated on net output, i.e. by production volume minus material costs and depreciation of fixed assets.

A higher growth rate of labor productivity, calculated by the volume of products in wholesale prices, compared with the growth rate of labor productivity, calculated by net products, indicates a change in the structure and range of products in the reporting period compared to the previous period and the direction of increasing output from more high material consumption.

Comparison of the level of labor productivity of the reporting year with the previous year allows us to assess the dynamics of labor productivity for the year. Labor productivity is calculated per PPP worker and per worker. The presence of these two indicators allows us to analyze the shifts in the structure of the enterprise's personnel. The higher rate of productivity growth per PPP worker compared to the rate of growth in labor productivity per worker indicates an increase specific gravity workers in the total number of PPPs and a decrease in the proportion of employees. Growth in the proportion of employees, incl. managers and specialists is justified only if this results in an increase in the productivity of all PPP personnel due to a higher organization of production, labor and management. For example, mechanization and especially automation of the production process, etc.

Analysis of the level of remuneration

Indicators	2004	2005 year	2006	Deviations, thousand rubles
				2005 to 2004	2006 to 2005
1. Revenue from sales of products, thousand rubles.	2643174	3297067	4647990	+653893	+1350923
2. Average annual number of employees, pers.	8800	9200	9600	+400	+400
3. Average annual wages per 1 employee, rub.	8650	9118	9847	+468	+729
4. Productivity of labor, thousand rubles, (p. 1 / p. 2)	300,36	358,38	484,16	+58,02	+125,78
5. Labor productivity index	X	1,19	1,35	-	-
6. Wage index	X	1,05	1,08	-	-

Labor productivity index:

2006 484.16/358.38=1.35

2005 358.38/300.36=1.19

Pay index:

2006 9847/9118=1.08

2005 9118/8650=1.05

Level Analysis wages showed that the proceeds from sales in 2006 increased by 1,350,923 thousand rubles. compared to 2005. The average annual number of employees in 2006 increased by 460 people compared to 2005, and the average annual wage per employee increased by 729 rubles. As you can see, labor productivity increased by 125.78 thousand rubles. It can be concluded that in connection with the increase in staff and the increase in wages, the interest of workers in increasing productivity has increased.

The completeness of the use of labor resources can be assessed by the number of days and hours worked by one employee for the analyzed period of time, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers, for each production unit and for the enterprise as a whole.

Use of the labor resources of the enterprise

Indicators	2004	2005 year	2006	Deviations, thousand rubles
				2005 to 2004	2006 to 2005
1. Average annual number of employees, pers.	8800	9200	9600	+400	+400
2. Worked days by 1 worker per year, days.	260	252	260	-8	+8
3. Hours worked by one worker per year, h.	1705	1769	1936	231	167
4. Average working day, hours, (p. 3/p. 2)	6,6	7,02	7,45	+0,42	+0,43

As the above data show, despite the fact that the average annual number of employees in 2006 increased by 400 people compared to 2005, the number of days worked by the 1st worker also increased by 8 days. We see that the number of hours worked by one employee in 2006 increased by 167 hours compared to 2005. And the average working day increased by 0.43 hours.

It can be concluded that in 2006, the labor resources at JSC NefAZ are used in full (possibly due to the reduction of sick leave, absenteeism, additional holidays with the permission of the administration).

Analysis of the use of labor resources, the growth of labor productivity must be considered in close connection with wages. With the growth of labor productivity, real prerequisites for increasing its payment are being created. At the same time, funds for payment must be used in such a way that the growth rate of labor productivity outstrips the growth rate of wages. Only under this condition are real opportunities created for increasing the rate of expanded production.

Wages are part of the national income of the country, distributed in accordance with the quantity and quality of labor expended. The growth of real incomes and the level of material well-being of workers depend on wages. The enterprise is obliged to use wages as the most important means of stimulating the growth of its productivity, accelerating scientific and technological progress, improving product quality, increasing production efficiency and strengthening discipline. To do this, the enterprise itself determines the forms and systems of remuneration of employees, avoiding equalization; introduces various additional payments (for combining professions, increasing the volume of work performed, etc.). At the same time, additional payments can be paid without any restrictions, but at the expense and within the savings of the wage fund of the laid-off workers. Funds for wages must be used in such a way that the rate of growth in labor productivity outstrips the rate of growth in wages. Only under such conditions are opportunities created for increasing the rate of expanded reproduction.

Important in the analysis of the use of the wage fund is the study of data on the average earnings of workers, its change, as well as the factors that determine its level.

The average annual number of employees in 2006 increased compared to 2005 by 400 people. Moreover, the number of RSiS (managers, specialists and employees) from 2004 to 2006 increased by 128 people, and the number of workers also increased by 672 people. In 2006, the indicators of marketable output increased by 1,350,923 thousand rubles. compared to 2005. The average monthly salary of RS&S increased by 87 thousand rubles. since 2005.

Labor and payroll

Indicators	2004		2005 year		2006		Deviations, thousand rubles
							2005 to 2004		2006 to 2005
1. Commodity products, thousand rubles.	2643174		3297067		4647990		+653893		+1350923
2. Average annual number of employees, people: total Incl. RSiS
3. Average monthly salary, total, thousand rubles: total Incl. RSiS
4. Payroll, thousand rubles Total Incl. RSiS

Based on the table, we can conclude that the increase in the average annual wages of employees is mainly caused by an increase in hours worked, an increase in the average working day and an increase in the volume of marketable products.

In conditions market economy one of the decisive factors in the efficiency and competitiveness of an organization is to ensure High Quality personnel potential.

The goal of the personnel and social policy of OJSC NefAZ is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel in its development in accordance with the needs of the organization, the requirements of the current legislation, and the state of the labor market.

Personnel and social policy is one of the highest priorities in the activities of OJSC NefAZ.

The personnel policy is aimed, first of all, at the formation of a workable team capable of efficiently and promptly solving the tasks facing the Company. To achieve this goal, OJSC NefAZ systematically carries out work aimed at improving the professional level of employees, improving the selection and placement of personnel, developing opportunities for rapid professional growth of initiative and creatively thinking employees.

The work with the personnel of JSC NefAZ is based on integrated system personnel management: creation of conditions for conscientious productive work of employees, improvement of material and moral incentives, training of qualified personnel, the possibility of their professional growth.

The number of personnel currently available in OAO NefAZ satisfies the need for production in labor resources for the production of the volume of products planned for 2007.

The average age of workers at the plant is 35 years (in 2005 - 36 years). At OAO NefAZ, systematic training and hiring of young workers and specialists was carried out, the personnel structure is shown in Figure 2.

The main tasks of the Company in terms of work with personnel are:

1. conducting an active personnel policy based on the creation of an effective system of personnel management and social processes;

2. providing conditions for the initiative and creative activity of employees, taking into account their individual features and professional skills;

3. development of a system of material, social and moral motivation of personnel, closely linking the economic activity of the Company with the contribution of each employee;

4. creation of a permanent system of training, advanced training and retraining of personnel;

5. conducting medical, psychological, professional and adaptive diagnostics of the Company's personnel in order to ensure the reliability and safety of the life of employees.

Rice. 2 - Structure of personnel by age

The most important requirement of JSC "NefAZ" for employees, both young and qualified, is to be able to constantly update and expand their knowledge.

Dynamics of personnel training for the last four years 2003-2006. at OAO NefAZ is presented in the diagrams. The baseline indicator for 100% is the plan of 2003. In connection with the development of new products - urban and suburban buses, as well as with the receipt of a certificate for the quality system, since 2004, the need for personnel training has increased.

Personnel training

	Name	2003		2004		2005		2006
		plan	fact	plan	fact	plan	fact	plan	fact
1	Training and retraining of workers	50	52	50	62	50	61	100	221
2	Professional development of workers, including:	470	549	470	616	490	569	695	1109
- production and economic courses	65	84	65	106	65	79	80	141
- training of workers of the second profession	70	94	70	96	70	81	100	255
- targeted courses	300	319	300	370	320	371	480	660
- school of advanced labor methods	20	34	20	26	20	21	20	22
- courses for foremen	15	18	15	18	15	17	15	31
3	Advanced training of managers and specialists	150	179	150	167	180	188	450	552
As a percentage of 2003

One of the leading priorities of the Company is its development as a self-learning modern business organization, therefore, conditions for professional development and career development employees.

The priority areas are: the transition to innovative learning; development of the training system and improvement of training methods for the Company's employees; formation of a school of mentoring.

When forming the "Policy of OJSC "NefAZ" in the field of quality, the factor that the efficiency of the enterprise consists of the efficiency of using all resources, including each employee, is also taken into account. The optimal solution to the issues of selection, placement and evaluation of personnel is a criterion and guarantee of the competitiveness and sustainability of NefAZ OJSC in the market, an indicator of the quality of management organization, the most important success factor in the competitive struggle today.

The generalized procedure for assessing personnel is the certification of employees, carried out in accordance with the developed Regulations.

The main purpose of certification is not performance control, but the identification of reserves and motivation to increase the level of employee return.

Personnel certification is considered as a combination of several assessments:

· evaluation of production activities, results of labor;

· assessment of labor discipline;

· regular evaluation.

The certification process can be divided into four main stages.

1. Preparatory stage: preparation of an order for certification, approval of the certification commission, preparation and reproduction of documentation, informing the workforce about the timing and features of certification.

2. Formation of the composition of the attestation commission and its approval: general director (chairman); head of the personnel department (deputy chairman); head of the department where the certification takes place (member); legal adviser (member); and it is necessary to invite a social psychologist.

3. The main stage: organizing the work of the attestation commission for the divisions of the enterprise, assessing the individual contributions of employees, filling out the "Attestation" questionnaires, computer processing of the results.

4. The final stage: summing up the results of certification, making personal decisions about the promotion of employees, sending them to study, moving or dismissing employees who have not passed certification.

The results of regular assessment and certification of an employee are used for various purposes, primarily:

· to enhance the stimulating role of pay pile;

· positive impact on employee motivation;

· vocational training planning;

· professional development and career planning;

· formation of a reserve of leading personnel;

· in the selection of personnel;

· when deciding on a reward.

The constant need of the enterprise to increase labor productivity, for this, first of all, a high-quality workforce is needed. So the most important factor effective work of the enterprise is the continuous retraining of personnel. There is a direct relationship between the qualifications of an employee and the efficiency of his work: the higher his category, the higher his productivity. Skilled workers take significantly less time to perform the same job than less skilled workers. More qualified workers master new equipment, technology, methods of labor organization faster and more efficiently. Thanks to their higher educational and professional training, such workers get the opportunity to technologically "see" much more than their immediate duties in the production process. This is what largely determines a higher degree of job satisfaction.

Personnel training is the process of acquiring theoretical knowledge and practical skills by employees in the amount of the required qualification characteristics of the initial level of qualification.

Personnel retraining means the training of qualified employees in order to change their professional profile in order to achieve the conformity of personnel qualifications with the requirements.

Staff development is a process of improving theoretical knowledge and practical skills in order to improve professional excellence workers, the development of advanced techniques and technology, labor orientation, production and management.

OJSC NefAZ practices a continuous system of professional training for employees, and the number of training levels depends on the complexity of the profession and specialty. Such continuous training is necessary because in the world economy there are more than 400,000 types of activities united in 48,000 professions, and this circumstance requires continuous improvement of the training system.

Retraining of personnel in many cases was of a formal nature, since workers were often sent to improve their skills because, according to the plan, it was necessary to attend courses once every 5 years.

Training of personnel within the enterprise is due to the following reasons:

1) insufficient development of the network of stationary educational institutions;

2) relatively short training periods, which allows the enterprise to make up for the lack of workers without tangible costs;

3) the possibility of using for training workers modern equipment available at the enterprise and not available in a stationary educational institution.

There are three forms of training workers at the enterprise: individual, group and course.

With an individual form, each student is assigned a highly qualified worker or master, who conducts his training.

The group form applies to large enterprises. This group receives theoretical knowledge either by independent study or with the help of engineers from the industrial training department. For this purpose, special classrooms are being created.

The course form is also used in large enterprises and training takes place in 2 stages:

· in training groups on a training and production base specially created for this;

· at workplaces in existing workshops.

Professional development of workers can be carried out:

· at production and technical courses;

· in schools for the study of advanced labor methods;

· in targeted courses.

Professional development of managers and specialists is carried out:

· in institutes for advanced training;

· at the faculties of advanced training at universities.

The training time of managers and specialists is counted by them in the total length of service, during this time they are paid average earnings and other remuneration. Any form of training, retraining and advanced training must be based on some motivating factors and only in this case will it be effective.

The constant need of the enterprise to increase labor productivity, to increase theoretical knowledge makes it necessary to systematically train personnel and improve their skills. There is a direct relationship between the qualification of an employee and the efficiency of his work.

Education:

Employees are trained to acquire an initial level of qualification. Most of the time these are private lessons. Everyone new employee The plant has a mentor who teaches him theoretically and practically. In addition, the foreman once every 2 months conducts classes with a team to improve the skills of workers.

In August 2006, the automobile plant opened a new painting line. For the effective use of this equipment and its maintenance, six employees of the enterprise were sent to three-month courses. After the courses, six of them were upgraded.

Timely and high-quality training, retraining and advanced training of personnel is the most important factor in the efficient operation of the automobile plant.

Great importance is attached to the training of management personnel at the plant. Its goal is to develop the skills and abilities that employees need to effectively fulfill their job responsibilities and goals. Successful leadership development requires careful analysis and planning.

At the automobile plant, management training planning was carried out by evaluating the performance of each of the managers. In accordance with this, courses of lectures on a city scale are planned for the masters.

Here, the masters improve their qualification level, the ability to work with people, get acquainted with new technology entered at the factory. For more efficient work at the enterprise in order to improve the skills required to achieve the tasks and goals of the plant, a seminar was held at the republican level for the engineering staff of the enterprise. In June 2007 advanced training courses for plant engineers are planned.

Over the past 2 years, the company has carried out personnel transfers several times. Basically, lower-level managers moved from shop to shop for a period of three months to one year. This was due to the purpose of familiarizing managers with many aspects of the activity. Such knowledge is needed for more successful work and for the preparation of transfer to higher positions.

Planned and systematic work to improve the professional level is also carried out with senior managers. All engineers and technicians regularly take courses in Ufa and Naberezhnye-Chelny. Based on this, we can conclude that the management personnel of the enterprise systematically, systematically and continuously improve their knowledge, skills and abilities.

But the company also faces some challenges. Basically, these are financial problems: not always the plant can pay for courses, business trips or classes at seminars. Most often, this depends not so much on the enterprise as on external factors that affect profits and costs.

The main emphasis in the personnel incentive system is on material incentives. In accordance with the Labor Code of the Russian Federation, the plant independently establishes the type, wage systems, tariff rates and official salaries, as well as forms of material incentives. The main rules for remuneration and bonuses are fixed by the Regulations on the Remuneration of Employees of OAO NefAZ approved by the order of the General Director. All newly hired employees without fail familiarize themselves with this Regulation.

The plant pursues a policy of guaranteeing the stability of the remuneration system: it ensures the minimum wage guaranteed by law, employees are notified of the introduction of new and changes in the established conditions of remuneration no later than 2 months in advance.

The company uses wages as the most important means of stimulating conscientious work. The individual earnings of the plant employees are determined by their personal labor contribution, the quality of labor, the results of the production and economic activities of the plant and are not limited to a maximum amount.

The work of employees is paid according to the rates approved at the enterprise, piece rates, and those who are hired under a labor agreement or a civil law contract - on the terms stipulated by these agreements.

The work of employees of OJSC NefAZ is paid and stimulated according to the wage system approved by the General Director in agreement with the trade union committee. The salary of each employee is determined based on the qualifications of the worker and employee, the complexity of the work performed, the time worked, working conditions, the final, as a rule, the collective results of work and the personal contribution of the employee. The salary of an employee who has fulfilled his labor obligations cannot be lower than the subsistence minimum. Individual wages are not limited to maximum amounts.

Employees are paid on the basis of tariff rates and salaries.

Official salaries of managers, specialists and employees are set by the General Director, in accordance with the position, qualifications of the employee and are drawn up by the payroll group in the form of a staffing table.

The tariff part of wages is calculated according to the category assigned to the employee (salary) and hours worked. The attribution of the work performed to certain tariff categories and the assignment of qualification categories to workers is carried out according to the approved tariffs for work agreed with the trade union committee of the JSC.

For work in workplaces with special working conditions (hard work, work with harmful working conditions, article 82 of the Labor Code of the Russian Federation), payment is established in accordance with the in due course Workplace attestation card and canceled when working conditions improve. The additional payment is made in the amount of the percentage established in the Workplace Attestation Card from the established hourly wage rate of the worker for the time actually worked.

Remuneration of labor in case of deviation from normal working conditions on weekends, holidays, overtime, night, evening work is taken into account due to a corresponding increase in additionally paid working hours.

Additionally counted:

1. for work on holidays and weekends - 2 hours, for each hour worked on holidays or weekends;

2. for overtime:

- for the first two hours worked overtime - 1.5 hours for each hour;

- for subsequent hours worked overtime - 2 hours for each hour;

The organization of the above works is carried out only with the consent of the employee.

For work in the evening and at night, a fixed payment is made, in the amount of:

· for work in the evening, a coefficient of 1.2 is applied to the hourly wage rate of the employee for the hours worked in the evening;

· for work at night, a coefficient of 1.4 is applied to the hourly wage rate of an employee for hours worked at night.

The wage fund for the main workers is determined on the basis of the established labor intensity of manufacturing products and the average category of work.

In addition to the main wage fund, the amount of payments in accordance with the Labor Code (for work at night, in the evening, for work with special working conditions), additional payments for combining work and monthly bonuses are accrued.

The form of remuneration for the main workers is piecework (individual, collective). The wages of the main workers in the piece-rate form of remuneration are calculated on the basis of piece-work orders (collective and individual), certified by the site foreman and the controller of the Quality Control Department.

To strengthen the material interest of workers in fulfilling the established tasks, increasing production efficiency, the wage system provides for stimulating advanced training, increasing the volume and quality of products (works); stimulation of special areas of economic activity, additional material incentives for employees have been introduced.

The wages of workers, both basic and auxiliary, consist of the main (permanent) part of wages and an additional part of wages.

The constant part of the remuneration is determined by the wages that are included in the staffing table of each unit - at hourly rates that characterize the complexity of the work (different skill levels of the employee).

Additional wages (variable part) are made in the amount of 100% of the piecework earnings of the main production worker per month, provided:

· fulfillment of the volume of production in the shop in t.rub. - 20 %;

· fulfillment of the average indicator of delivery of products from the first presentation for a month by 100% - 65%;

· fulfillment of the indicator for cleanliness and culture of production for the site, the team at the workplace - 15%;

· implementation of the average rate of delivery of products from the first presentation for the month by 90% - 20%. The specific size is determined according to the calculation scale;

· fulfillment of the average indicator of delivery of products from the first presentation for a month by 85% or less is not charged;

· the calculation of additional wages according to the average indicator of the delivery of products from the first presentation is made differentially;

Information on the fulfillment of indicators in terms of production volume (in t. Rub.) for the workshop is presented to the head of the IED, agreed with the head of the PDO and approved by the production director;

· information on the cleanliness and culture of production for the site, the team is provided with the BTC of the workshop, coordination with the head of the workshop and approved for quality - deputy general director;

· information on the delivery of products from the first presentation on average per month is provided by the head of the BTK shop, coordination with the head of the shop and approved for quality - deputy general director.

Additional wages for the main production workers are made within the established normative wage fund for the workshop.

For workers with piecework wages, wages for the entire billing period are calculated on the basis of data from primary documents for recording production, additional pay sheets and other documents.

Among the methods of socio-psychological stimulation used at the enterprise, one should also mention the optimization of the organization of the workplace, the creation of rest rooms, the organization of general industrial holidays, etc.

Thus, the personnel management of the enterprise is carried out using a combination of administrative, economic and socio-psychological methods of management. The basis of the personnel incentive system is laid by using organizational and technical methods that optimize the construction of a labor efficiency management system. The socio-psychological methods used by JSC "NefAZ" effectively provide spiritual stimulation, creating a favorable psychological climate in the team and a sense of belonging to the organization. The stable amount of staff remuneration established at the enterprise prevents an increase in staff turnover and reduces the cost of finding new labor resources. In terms of use economic methods incentives, the enterprise has reserves to improve the management process by improving the system of material incentives for personnel through the use of new forms of remuneration, in particular such management methods as the participation of employees in the profits of the organization, the participation of employees in management.

Formulas for calculating wages, main and auxiliary workers

Type of salary	Time wage		piece wages
	Employees	workers
Basic salary	ZP \u003d (O / T to * To) * K.	ZP \u003d (C * To) * K.	ZP \u003d (Pk * En) * K; Pk \u003d Chtr * N.
Additional salary	ZP \u003d [(O / Tk * To) * P] * K; 2. Work on a day off: ZP \u003d [(O / Tk * TV) * 2] * K; ZP \u003d [(O / Tk * Ts) * 1.5 (2.0)] * K; 4. Work in the evening: ZP \u003d [(O / Tk * Twech) * 1.2)] * K; 5. Work at night: ZP \u003d [(O / Tk * Tn) * 1.4] * K.	1. Salary including bonus: ZP \u003d [(C * To) + Pr] * K; 2. Work on a day off: ZP \u003d [(C * TV) * 2] * K; 3. Overtime work: ZP \u003d [(C * Tc) * 1.5 (2.0)] * K; 4. Work in the evening: ZP \u003d [(C * Twech) * 1.2] * K; 5. Work at night: ZP \u003d [(C * Tn) * 1.4] * K. 6. Work in harmful conditions: ZP \u003d [(C * To) * Vr] * K.	1. Salary including bonus: ZP \u003d [(Rk * En) + Pr] * K; 2. Work on a day off: ZP \u003d [(Rk * Epv) * 2] * K; 3. Overtime work: ZP \u003d [(C * Tc) * 1.5 (2.0)] * K; 4. Work in the evening: ZP \u003d [(C * Twech) * 1.2] * K; 5. Work at night: ZP \u003d [(C * Tn) * 1.4] * K; 6. Work in harmful conditions: ZP \u003d [(C * To) * Vr] * K.
Where ZP - wages per month, (rub.); O - the salary of the employee, (rub.); P - engineer's bonus as a percentage of salary, varies depending on the volume of product sales per month, (%); Tk - the number of working days (hours) according to the schedule in this month, (days, hours); That - the number of days (hours) worked in this month, (days, hours); TV - the number of hours worked on weekends this month, (hours); Тс - the number of hours worked overtime this month, (hours); Tvech - the number of hours worked in the evening this month, (hours); Tn - the number of night hours worked in this month, (hours); K - regional coefficient (1.15); C - hourly wage rate of a worker according to the assigned category, (rubles); Pr - the bonus of workers distributed by the balance commission, (rub.); Вр - percentage of additional payments for harmfulness, (%); Pk - price per unit of manufactured products, (rub.); Ep - the number of products manufactured by the workers per month, (pcs.); Chtr - hourly tariff rate of work, depending on the category of work, (rub); H - the norm of time for the manufacture of a unit of production, (hours); Epv - the number of manufactured products by workers on a day off, (rub.).

Calculation of wages of employees, main and auxiliary workers

Types of wages	Payment types	employee	Auxiliary worker	Main worker
Basic salary	Piecework	-	-	Pk \u003d 7.46 * 0.84 \u003d 6.27 rubles. ZP \u003d (6.27 * 150) * 1.15 \u003d 1081.6 rubles.
	time-based	ZP \u003d (2000 / 21 * 20) * 1.15 \u003d 2190.5 rubles.	ZP \u003d (6.38 * 168) * 1.15 \u003d 1232.6 rubles.	-
	Salary including bonus.	ZP \u003d [(2000 / 21 * 20) * 1.5] * 1.15 \u003d 3285.7 rubles.	ZP \u003d [(6.38 * 168) + 400] * 1.15 \u003d 1577.6 rubles	ZP \u003d [(6.27 * 150) + 400] * 1.15 \u003d 1541.6 rubles.
Additional salary	1. Work on a day off:	ZP \u003d [(2000 / 168 * 8) * 2] * 1.15 \u003d 219.0 rubles.	ZP \u003d [(6.38 * 18) * 2] * 1.15 \u003d 264.1 rubles.	ZP \u003d [(6.27 * 20) * 2] * 1.15 \u003d 288.4 rubles.
	2. Overtime work:	ZP \u003d [(2000 / 168 * 2) * 1.5] * 1.15 \u003d 41.0 rubles.	ZP \u003d [(6.38 * 2) * 1.5] * 1.15 \u003d 22.0 rubles.	ZP \u003d (6.97 * 2) * 1.5] * 1.15 \u003d 23.9 rubles.
	3. Work in the evening:	ZP \u003d [(2000 / 168 * 6) * 1.2] * 1.15 \u003d 98.6 rubles.	ZP \u003d [(6.38 * 6) * 1.2] * 1.15 \u003d 52.8 rubles.	ZP \u003d (6.97 * 6) * 1.2] * 1.15 \u003d 57.7 rubles.
4. Work at night:	ZP \u003d [(2000 / 168 * 2) * 1.4] * 1.15 \u003d 38.3 rubles.	ZP \u003d [(6.38 * 2) * 1.4] * 1.15 \u003d 20.5 rubles.	ZP \u003d (6.97 * 2) * 1.4] * 1.15 \u003d 22.4 rubles.
5. Work in harmful conditions	-	RFP \u003d [(6.38 * 168) * 15%] * 1.15 \u003d 161.9 rubles.	RFP \u003d (6.97 * 168) * 15%] * 1.15 \u003d 202.0 rubles.
Total:	396,9	521,3	594,4
Total accrued wages		3682,6	2098,9	2136,0

According to internal analysis carried out by employees of the Human Resources Department of NefAZ OJSC, it was revealed that the main reasons for the dismissal of specialists are:

1. low wages;

2. dissatisfaction with the team (sometimes with the leader);

3. not a stable position of the worker at the plant;

4. lack of perspective.

In order for the employee to gain a foothold in the workplace, we suggest that managers pay attention to some of the nuances of this issue.

First, the economic aspect.

One of the main ways to secure a specialist in the workplace is financial incentives:

1. Cash.

First of all, this is wages - compensation for the labor contribution of workers to the plant's activities. It is necessary to correctly evaluate the work of a specialist and express it from a financial point of view, without causing damage to either the organization or the employee himself.

However, if someone is not satisfied with their financial situation, this does not mean that the manager should raise his salary. This problem can be solved by lump-sum payments in the form of bonuses, compensations, as an incentive for the work performed. The material incentive fund, formed at the expense of the profit of the enterprise, will, first of all, make it possible to qualitatively change the direction of material incentives. This applies to both RSiS and workers. To create a FMP, it is necessary to solve the following questions:

1. Education FMP;

2. Distribution of FMP by directions of use;

4. Determining the size and scale of bonuses.

The size of the FMP created at the enterprise depends mainly on the results of the enterprise. This dependence is the basis for creating an effective material interest of the team in increasing the efficiency of production. In the practice of enterprises, FMP is formed on the basis of fund-forming standards. At the same time, two methods for the formation of FMP are distinguished:

1. For the rate of production growth;

2. From the mass of profits.

In the first case, two fund-forming standards are taken into account - one is the growth of profit (sales of products), the other is for the level of profitability:

Mo \u003d F * (KP + Kr * R),

where Mo is a material incentive fund, formed subject to the fulfillment of the profit and profitability plan;

Ф - salary fund of all personnel;

KP - the standard for the formation of FMP for each percentage of profit growth;

Кр is the standard for the formation of FMP for each percentage increase in the level of profitability;

R - profitability.

In the second case, one fund-forming standard is established - for the level of profit:

Mo \u003d Pr * Km,

where P is the profit of the enterprise;

Km - the standard for the formation of FMP from the mass of profit.

It should be emphasized that the unreasonable size of the FMF can lead to a suboptimal combination economic interests enterprises (for example, to a decrease in investment activity). It is proposed to set the standards for fund-forming indicators in such a way that the maximum size of the FMP is at the level of 10% of the wage fund. Now this ratio is 5.4%.

The development of provisions on bonuses for employees from the FMP is preceded by the distribution of the FMP by areas and categories of employees. This allows creating the interest of employees of all categories in achieving the highest performance in all indicators. It is proposed to spend the FMP in the following areas:

1. One-time incentive for employees who distinguished themselves in the performance of particularly important production tasks;

2. Remuneration based on the results of work for the year;

After the FMP is defined and divided into directions, it should be divided into two parts within each direction: into the bonus fund for workers and the bonus fund for engineers and employees.

It is also possible to improve the position of a specialist by providing him with vouchers, free treatment, free food, through payment of transport costs, and referrals for training at the expense of the plant.

These incentive methods that are solution-oriented economic problems specialist, are aimed at the most complete realization of the existing labor potential of the employee, affecting his personal interests.

Secondly, the psychological aspect.

The way a person feels internally in the workplace. A competent leader must convey to everyone his need and importance in the affairs of the plant. JSC "NefAZ" works not only thanks to the main workshops, but also by the forces of other auxiliary and service units. Each specialist, performing his duties, contributes to the development of the plant, and every employee should know this.

For a comfortable psychological state, it is necessary to use non-material incentives, which implies the actions of the manager to encourage or punish the employee, as well as the use of incentive methods that are not related to the direct expenditure of funds.

Leader actions can be:

· personal example;

· individual and public praise;

· support in difficult situations and approval for temporary setbacks;

Confidential discussion with the employee of violations and deviations from the desired results, which ends with the fixing of agreements;

· public awarding of those who distinguished themselves with certificates of honor, valuable gifts;

Improving the organization and working conditions (for example: through improving the material equipment of the workplace, choosing an acceptable mode of work for a specialist);

· enrollment in the reserve of leading personnel;

· career advancement.

Thirdly, the social aspect.

An important factor affecting the stability of an employee is his social position in the team. With social lack of demand, a specialist will naturally look for a more comfortable environment, a more loyal leader.

To meet the social needs of workers in the process of collective labor, it is necessary to:

1. give them a job that would allow them to communicate in the process of work;

2. hold periodic meetings with subordinates;

3. to inform about the innovations and affairs of JSC "NefA3";

4. try not to destroy the emerging informal groups, if they do not cause real damage to the plant or individual;

5. know each of your subordinates personally.

To meet the employee's needs for recognition (self-respect and respect from others), you can:

1. offer more meaningful work;

2. highly appreciate and encourage the results of his work;

3. oblige with additional rights and powers;

4. provide training and retraining that increases the level of his competence.

The manager should pay special attention to negative relationships in the team. In this case, it is necessary either to eradicate hostile relations by smoothing out conflict situations and preventing them, or to transfer the specialist to another job, thereby changing the workforce.

Here are the main aspects that a manager should pay attention to in order to secure a specialist in the workplace. However, it is possible to achieve a positive result only by considering all the nuances in a complex, comparing the interests of the employee with the interests of NefAZ OJSC.

In practice, such a payment will be accepted as:

· By the first of September, 3,000 rubles will be issued for each child in the family.

Many workers who worked for quite a long time and quit due to dissatisfaction with their wages, having learned about the upcoming payments, preferred to return to the plant, which had a very good effect on the quality of products, i.e., the amount of defects decreased.

If we assume that further, after meeting certain needs of employees, people with experience and skills will return to the extent possible, then there will be no reasons for dismissal, the enterprise specialist will gain a foothold in the workplace.

Career incentives today are increasingly attracting the attention of managers of serious firms. It allows you to use the internal potential of employees, combining a whole range of measures to stimulate effective work and develop the professional potential of employees. Before proceeding to the design of the career management system of OAO NefAZ, we will consider the foundations for managing the career development of personnel developed in personnel management.

Career (from French with ariera) - "successful advancement in a particular area (public, service, scientific, professional) activity." Career is the result of a conscious position and behavior of a person in the field of work, associated with official or professional growth. A career - the trajectory of his movement - a person builds himself, in accordance with the characteristics of intra- and extra-organizational reality and, most importantly, with his own goals, desires and attitudes. There are several fundamental trajectories of a person within a profession or organization that will lead to different types of career:

· Professional career - the growth of knowledge, skills and abilities. A professional career can go along the line of specialization (deepening in one line of movement chosen at the beginning of the professional path) or transprofessionalization (mastery of other areas of human experience, rather associated with the expansion of tools and areas of activity).

· Intra-organizational career - associated with the trajectory of a person in the organization. She can go along the line:

vertical career - job growth;

horizontal career - promotion within the organization, for example, work in different departments of the same level of hierarchy;

centripetal career - advancement to the core of the organization, the control center, ever deeper involvement in decision-making processes.

When meeting with a new employee, the HR manager must take into account the stage of the career that he is currently going through. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation.

The career stage (as a point on the time axis) is not always associated with the stage of professional development. A person who is at the stage of advancement in another profession may not yet be a high professional. Therefore, it is important to separate the career stage - the time period of personality development and the professional development phases - periods of mastering activities.

It is obvious that in order to maintain the internal incentives of an employee, it is necessary to organize certain types of movements and career movements. An important condition for the purposeful development of the internal potential of an employee and the effective use of his potential is career planning.

A comprehensive career management system should include interrelated goals, functions, technologies, principles, structure and personnel of career management. The goals of the career process management system should follow from the general goals of the personnel management system, but at the same time have the specifics of this area of ​​activity of the organization in the field of human resource management. The objectives of the career process management system of JSC NefAZ may include:

Formation, development and rational use of the professional potential of each manager and the organization as a whole;

· ensuring the continuity of professional experience and culture of the organization;

· achieving mutual understanding between the organization and the manager on the issues of its development and promotion;

creation of favorable conditions for the development and promotion of personnel within the organizational space, etc.

The main functions of the career process management system of JSC NefAZ, in accordance with the goals, will be:

study of problems related to identifying the needs for managerial personnel, their development and promotion; movement forecasting at key leadership positions;

planning of professional development (study, internships, etc.), procedures for assessing and positioning (promotion, rotation) of managers, as well as the career process for the enterprise as a whole, including the development of an organizational space in accordance with the goals and capabilities of the enterprise, needs and personnel abilities (at the same time, the development should not be limited only to organizational design, but actively include the formalization of other career vectors - the construction of a qualification grid, a status ladder);

organization of learning processes (including the basics of career self-management), assessment, adaptation and professional orientation, competitions for filling manager vacancies;

· activation of career aspirations of managers, creation of favorable conditions for career self-management: self-marketing (self-presentation, self-promotion), self-management;

regulation of the course of career processes, prevention and prevention of crisis phenomena, deviations from the norm, including the emergence of careerism;

· coordination and coordination of actions of various parts of the career management system;

· monitoring the performance of functions, evaluating the effectiveness of career process management based on a specific system of indicators.

The effectiveness of the implementation of the functions of the career process management system of NefAZ OJSC can be achieved through their integration, combination into various technologies, among which, along with such universal personnel technologies as goal management, training, adaptation management and career guidance, specific career: work with a reserve for promotion, individual psychological counseling on career issues, modeling career paths.

An enterprise's offering of career development opportunities to employees can take the form of simple training programs and more detailed advisory services to improve future career plans. These programs, with a rational approach, do not require large expenditures, although they can have a significant motivating effect.

The program being created for promotion opportunities at OJSC NefAZ should include the following services:

1) give a wide range of information about vacancies and the qualifications that are needed to fill them;

2) indicate the system under which qualified employees may apply for these places;

3) help employees set career goals;

4) Encourage meaningful dialogue between employees and their supervisors about career goals.

The overall goal of career development programs is to match the needs and goals of the employee with current or future advancement opportunities available in the enterprise.

A prerequisite for the effective functioning and stimulating effect of the career management system is the formation of a good communication system in the enterprise. OJSC "NefAZ" can use public systematic information about vacancies in the company. Effective practice of this kind requires more than a simple bulletin board notice. When organizing information about vacancies, the following conditions must be met:

employees are informed not only about vacancies, but also about actual movements and promotions;

· information is given at least five to six weeks before the announcement of recruitment from outside;

· the election rules are open and binding on all;

· selection standards and instructions are formulated clearly and precisely;

· everyone has the opportunity to try their hand:

· employees who applied for but did not receive a job writing informed of the reasons for the refusal.

The proposed activities are able to lay the foundation for the functioning of the career management system at the enterprise. In the future, on the basis of studying the needs and interests of employees, to further develop the career system of the enterprise and the methods of stimulation used. In general, it must be said that the career counseling system can provide considerable assistance to the management of the enterprise in terms of understanding the motivation system of its employees and adjusting the motivation methods and systems used.

Thus, a well-defined effort to develop an enterprise career management system can help employees identify their own promotional needs, provide information about suitable career opportunities within the enterprise, and match the employee's needs and goals with those of the organization. The formation of such a system can reduce the obsolescence of human resources, which are so costly to the enterprise.

The management structure of OAO NefAZ is very complex. This is primarily due to the huge range of manufactured products. It clearly shows that the ratio is quite rational, if we consider it in general terms, it turns out that there are 5 workers and employees per manager, but, of course, this analysis is relative, since in practice one manager may have 5 subordinates, and another has 15.

Conclusion

In the course of the work, the following conclusions were made on the first chapter:

1) The personnel of the enterprise becomes the main object of management, which is primarily due to the processes taking place in society to protect the interests of workers, as well as the increasing role of the human factor in the production process.

2) Human resource management is essential for all organizations - large and small, commercial and non-commercial, industrial and those operating in the service sector. At the same time, personnel management is a rather complicated process, which is impossible without appropriate knowledge of the methods, principles, styles of personnel management and without the development of an appropriate management concept.

3) The personnel management system includes: personnel planning; staff development; personnel management strategy; education; wages, financial incentives.

4) The implementation of the goals and objectives of managing the personnel potential of the enterprise is carried out through the personnel policy. Under personnel policy refers to a set of fundamental principles that are implemented by the personnel department of an enterprise. Personnel service - a set of specialized structures, units, together with the officials employed by them, designed to manage personnel within the framework of the chosen personnel policy. The appointment of the personnel service is not only in the implementation and development strategies of personnel, but also the use of labor laws, the implementation of social programs. Effective work personnel service is the first step to success in managing the personnel potential at the enterprise, and the adoption of the Concept of the state personnel policy of the Republic of Belarus for 2001-2005. will provide an appropriate level of knowledge and conditions for its improvement.

As a result of the analysis according to the second chapter, the following conclusions can be drawn: by studying the theoretical foundations and experience of personnel management abroad, we can achieve real success in our economy based on effective personnel management and its continuous improvement.

Based on the third chapter of the work, the following suggestions can be made:

1) JSC NefAZ, being a large enterprise, has good personnel and has real chances for sales growth, cost reduction and, accordingly, an increase in profits and profitability.

2) The steady increase in production efficiency and the quality of work, the increased influence of scientific and technological progress on the pace of industrial development require a continuous increase in the level of education and business skills of personnel. In this regard, it is becoming increasingly important professional education workers of OAO NefAZ.

3) Assessing the effectiveness of personnel management at OAO NefAZ, it can be noted that it is at a high level, which is largely due to both the high level of remuneration and the availability of appropriate personnel (HR manager) who deal with issues of evaluating performance personnel and develop specific measures to improve productivity and quality of work.

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Appendix 1

Features of human resource management

Personnel management

Human resource management

Vertical management of subordinates, "cadres" - a separate function The centralized personnel function, which is performed by the "personnel department"; specialists plan, motivate, etc. Staff is managed by line managers. Personnel planning is a consequence of the production plan and a reaction to it, the connection is one-way. The goal is to ensure that the right people are in the right place at the right time, and that the unnecessary people are released. Employees are treated like a "factor of production", they are "arranged" like pieces in chess. Personnel policy is aimed at reaching a compromise between economic and social partners.

Horizontal management and care of all resources, emphasis on team building The decentralized personnel function is implemented in line management. The latter is responsible for managing all the resources of the unit and for achieving goals. HR specialists provide support to line management. Human resource planning is fully integrated into corporate planning; communication is two-way. The goal is to combine available human resources, qualifications and potentials with the strategy and goals of the company. Employees are treated like objects corporate strategy and investment, a competitive advantage factor. Human resource management aims to develop a coherent, strong corporate culture and balance the current needs of an integrated organization with the surrounding business environment.

Appendix 2

The most important stages in the development of personnel management

Stages of company development	The main characteristics of the company	Main characteristics of personnel management
I The origin of the company	The company is just established, entrepreneurial and owner-managed	Personal record keeping, payroll, hiring and firing; UE is often not formal, vague; all work is done by hand
II Functional Growth	There is a technical specialization; divisions, product lines and market grow; organizational structure is formalized	Search the right workers to support growth; training for specific positions; the head of the personnel department appears; the processing of data on salaries and some other data is automated. Corporate culture is not yet part of UE
III Controlled Growth	rational administration; professionalizing the management of scarce resources; buying other companies Diversifying production; increased competition for resources and control over investment	Personnel manager with a higher status; greater automation of personnel information, including qualification profiles; growth of professionalism; the personnel function is gradually integrated into the surrounding business environment, is better aware of it; PM becomes more focused on business outcomes
IV Functional Integration	Diversification, decentralization, the structure of the organization is built around products and profit centers, project and matrix management; more emphasis on integration; the organizational structure is flatter and more horizontal	PM is focused on the integration of various functions (training, remuneration, hiring and firing, communication, etc.); expanding cooperation with other managers; long-term planning; interdisciplinary projects; emphasis on performance, efficiency, flexibility; widely used information technology in planning, analysis and evaluation; development of integration qualifications; external fluctuations in the business environment are known and integrated into change management. PM practice worked out
V Strategic Integration	Collaboration, group culture; cross-functional horizontal integration; greater adaptability to frequent changes; strategic planning; the structure is built around profit centers served by local and functional managers and their teams	PM is built around the company's strategy and is an integral part of it; systematic analysis of the external environment and assessment of its possible impact; an active role in making managerial decisions; long-term personnel development planning; focus on efficiency, HRM is the responsibility of the company president or his first deputy

Annex 3

Evaluation of the results of the enterprise

Evaluation of results

__________________ ________________________

(name) (assessment period)

___________________________________________________

(type of activity) (field)

Criteria	Result
	Best	A great	Good	Normal	Bad
	5	4	3	2	1
1. Quality of work
Using the result Compliance with regulations and instructions Communication with the means of production Order in the workplace professional excellence Professional knowledge
2. Scope of work
Time spent working without marriage Excerpt Endurance Deadlines
3. Behavior in the workplace
Cost awareness Reliability Cooperation Initiative, rationalization proposals Possibility of use in other workplaces Willingness to take responsibility
4. Leadership (for leaders)
Planning, operational management, delegation of authority Surveillance and control Success of the event, employee motivation Information Assistance to employees Assessment differentiation Cooperation on an equal footing

Note: Only those criteria that are important for a given workplace should be taken into account. The overall score for the four groups of criteria should not be the arithmetic mean of the individual criteria.