CC BY
0
UDC 65.01
COMPARATIVE ANALYSIS OF PERSONNEL MANAGEMENT SYSTEMS
IN RUSSIAN AND FOREIGEN COMPANIES
*
Cui Mengyuan Scientific supervisor - I. A. Misineva, Yu. A. Anikina
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation *E-mail: 825658119@qq.com
In the context of economic globalization, the trend of world economic integration is intensifying. The new competitive environment, personnel management and development is currently the most important part of corporate strategic management.
Keywords: personnel management, comparative study, Russia, China.
СРАВНИТЕЛЬНЫЙ АНАЛИЗ СИСТЕМ УПРАВЛЕНИЯ ПЕРСОНАЛОМ
В РОССИЙСКИХ И ЗАРУБЕЖНЫХ КОМПАНИЯХ
*
Цуй Мэнюань
Научный руководитель - И. А. Мисинева, Ю. А. Аникина
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева Российская Федерация, 660037, г. Красноярск, просп. им. газеты «Красноярский рабочий», 31
*E-mail: 825658119@qq.com
В условиях экономической глобализации усиливается тенденция мировой экономической интеграции. Новая конкурентная среда, управление персоналом и развитие в настоящее время является наиболее важной частью корпоративного стратегического управления.
Ключевые слова: управление персоналом, сравнительное исследование, Россия, Китай.
Personnel management under the guidance of Economics and people-oriented thought, effectively operates the relevant human resources inside and outside the organization through recruitment, selection, training, compensation and other management forms to meet the needs of current and future development of the Organization To ensure the realization of organizational goals and maximize the development of members. According to statistics, the industrial structure of Russia in 2019 is 4,4% of the primary industry, 37,6% of the secondary industry and 58% of the tertiary industry. Compared with China, the proportion of tertiary industry in Russia is more than half, which is higher than that in China [1]. A large number of companies mainly focus on financial services, information technology, foreign trade and life services (fig. 1). Similar to China's reform and opening up, Russia has experienced economic transition and corporate privatization after the
Актуальные проблемы авиации и космонавтики - 2020. Том 3
collapse of the Soviet union. Since the transition, the changes in the economic structure of Russia have been obviously binary. The three industries have been adjusted to a certain extent, but the heavy and light structure has become more and more popular. The industrial structure is still in the capital-intensive stage formed in the industrialization period. In general, Russian companies are better developed and more rational in personnel management. But under pressure from western sanctions in 2015 and the fall in the price of crude oil, the economy is moving further into a recessionary cycle. Russia's GDP is forecast to fall by 3% while the consumer price index (CPI) rises by 0,4%, which will lead to extremely high social unemployment and difficulties in personnel management [2].
Comparison of the proportion of the proportion of three industries in Russia and China
Russian and Chinese companies have similar socialist development history and transformation process of market economy. It is also very close in geographical location, which leads to many similarities between Chinese and Russian companies. The personnel management modules of Chinese and Russian companies are similar. The human resource structure of Chinese and Russian companies is basically similar. It can be divided into six parts: human resource planning, recruitment and allocation, training and development, performance management, compensation and welfare management, and labor relationship management. Each of these links is closely related, human resources is a whole system of engineering, is an organic whole, the work of each link must be in place. The loss of any one part can lead to an imbalance [3]. To be specific, Chinese and Russian companies have adopted a variety of methods such as written examination, interview, scenario simulation, psychological test and labor skill test to comprehensively investigate the recruitment target, ensure the quality of the recruited personnel and control the recruitment cost on the basis of adhering to the principle of equal employment. Both Chinese and Russian companies strive to establish a comprehensive way of inspection and evaluation, and use a set of systematic institutional norms, procedures and methods to evaluate the ability, attitude and performance of the organization members in their daily work on the basis of facts. Assessment methods generally have annual assessment, peacetime assessment, special assessment and so on. Match the level of compensation and benefits through different performance.
There are also many differences between Chinese and Russian companies in personnel
management, which are embodied in the differences in the compensation systems of Chinese and Russian companies. Salary system is an important part of enterprise personnel management system. Compensation system refers to the composition of compensation, that is, a person's work compensation by which several parts. Generally speaking, the salary of employees includes the following major parts: basic salary, bonus, allowance, and welfare. At present, China's overall household income level has surpassed that of Russia, and Russia's economic macro situation continues to decline due to the depreciation of rouble and the decline of oil prices, and the household income level has further declined. However, the social security level of Russian society is still higher than that of China [4]. The minimum living allowance is more than 2,000 roubles higher than in China, and higher than in Shanghai, which has the highest level of subsistence allowance in both urban and rural areas. According to the gini coefficient of Russia and China, the gap between the rich and the poor in Russia is smaller than that in China, which is 4,7% in China and 4,2% in Russia [5]. Therefore, at the macro level, under the same premise, Chinese companies need to pay higher salaries to employees than Russian companies to retain talents and ensure their competitiveness. At the same time, in labor-intensive positions with low educational requirements, Chinese companies can no longer obtain a large number of labor with low wages, thus reducing production costs.
References
1. An Maolin. Research on human resource management strategy of small and medium-sized companies in China // Harbin: Harbin Engineering University, 2005. P. 23-24.
2. Liu Changwei. Research on human resource management and its operating mechanism under enterprise information // Chongqing: Chongqing University, 2005. P. 24-30.
3. Zhao Shuming. The differences of human resource management among Chinese, American and European companies and the application of human resource management in Chinese companies // Beijing: Management Science Press, 2012. P. 80-87.
4. Dawn. Review and prospect of the new development of human resource management theory research //Beijing: Foreign economics and management, 2011. P. 8-10.
5. Meng Quan. Employment relationship: The foundation of human resource management // Beijing: Human resource development in China, 2011. P. 85-95.
© Cui Mngyuan, 2020
