CC BY
23FACTORS FOR FORMING PERSONNEL POLICY AND STRATEGY IN THE
HIGHER EDUCATION SYSTEM
Shavkat Kodirovich Muxtorov
PhD Student of Bukhara State University
ABSTRACT
This article provides guidelines for improving the quality of staff in higher education, strategies for effective organization of their activities.
Keywords: personnel policy, personnel strategy, average cost.
It is not right to look at the personnel policy of the university only from the economic point of view. Today, due to the complexity of assessing the role of personnel policy in society, it is necessary to create indicators to determine it. It is today's demand that professors and teachers impart innovative targeted knowledge and continuously improve their skills, as well as interactively use modern teaching methods. However, to ensure the effectiveness of this activity requires the formation of a new modern teaching staff, and the fulfillment of this task will be ensured through the implementation of personnel policy in higher education.
The movement of personnel takes place spontaneously, depending on how events unfold. The leadership of the university is sometimes irresponsible or unable to influence the process. There are often disagreements and conflicts in the community. As a result, staff turnover will be even higher. This form of personnel policy is often transient, and the management tries to control the situation, to stop the negative consequences for the university. However, positive results cannot be achieved due to the lack of a well-thought-out strategy and clearly defined goals, as well as the lack of a promising personnel policy. Therefore, it is necessary to determine in advance the prospects for personnel changes. If the team does not trust the leadership, it can be divided into different groups with different professional and social interests. One of the most effective forms of personnel policy is a policy based on a clear strategy and analysis results. Team values are a key factor in achieving the goal, so management should pay special attention to the proper selection and motivation of personnel when forming a team. Theoretical analysis of the use of both open and closed forms in the formation of personnel strategy in higher education. The open approach is more in line with Western management culture. It envisages the recruitment of personnel on a competitive basis, as far as possible, the involvement of highly qualified personnel from outside the system of higher education. The advantages of this personnel strategy are its competitiveness, the need for high professionalism, innovation, and transparency. The disadvantages are the strong competition, instability and contradictions.
The closed method of personnel policy in the formation of personnel strategy is based on the development of the internal human resources of the organization itself. This method is more in line with the Eastern culture of management and human resources. In addition, it is specific to communities that require a higher level of science. The advantages of this method are based on the disclosure of the potential of each employee in the team, the full use of their potential, a high level of social protection, the success of the team depends on the contribution of each member. The disadvantage is that resources are limited and can only be replenished when management is changed. In the case of comparative analysis of open and closed methods of personnel policy by scientists, the recruitment process is based on high competition in the open labor market, while the closed method is based on the lack of highly qualified personnel and the lack of new specialists with quality knowledge. In the open method, the introduction of innovative ideas proposed by new professionals on the issue of staff adaptation is characterized by the ability to quickly join the competitive relationship, and in the closed method, according to the lessons of teachers, the effective start of work tasks characterized by cohesiveness. Staff training and development is also carried out in open research centers outside the institution.
When it comes to moving up the career ladder, it is sometimes difficult to grow in an open way, to be promoted, because this method is dominated by outsourcing. In the closed method, the promotion of employees to higher positions is at the expense of their institution and their careers are planned. Personnel in the institution are moved up the career ladder. Incentives and motivations focus more on external stimuli in the open method, while in the closed method they take into account social goals, community stability and security. Thus, open and closed methods of implementing personnel policy have their own advantages and disadvantages. In the development of strategic directions of staff development in higher education institutions, special attention should be paid to the establishment of professional conditions for staff, the creation of a system of staff training, the formation of human resources, the creation of an effective system of incentives and organizational culture [1-30]. Setting these goals is often seen as a strategic priority in HR policy. In the development and implementation of personnel policy, it is necessary to take into account a number of risks that may occur in the process of change in higher education and to analyze the negative consequences of conflicts, to develop a comprehensive approach to senior staff management strategy.
At the same time, the management knowledge and skills of most management staff are insufficient, and the process of ensuring the number of employees with the necessary skills to carry out work within the framework of personnel policy and human capital management. It is necessary to form the required material and financial support. At the same time, in order to reduce the level of risk, middle and senior managers need to develop the necessary management skills, develop a transparent mechanism for
dismissal, the logic and validity of the new personnel policy and the process of all employees in higher education. It is important to ensure that they are fully informed of the changes. These are key factors in shaping personnel policy.
The state and society ensure that the system of continuous education and training is open to all and flexible to life changes. Implementation by the Republic of Uzbekistan of agreements and conventions in the field of human rights, education, children's rights, taking into account the world best practices in the field of training are relevant to all aspects of the system of continuing education and training.
Determining a global ranking determines how hard nations try to create global competition. The ranking of universities around the world shows that they recognize knowledge as a key force in ensuring economic growth and global competitiveness. In this sense, it is important to obtain the status of a world-class university (JAMKU). JAMKU, in general, has several distinctive features. In particular, the leadership of scientific research, the composition of highly qualified scientists, public and private funding of research, the composition of talented students.
It is not right to look at the personnel policy of the university only from the economic point of view. Today, due to the complexity of assessing the role of personnel policy in society, it is necessary to create indicators to determine it. It is today's demand that professors and teachers impart innovative targeted knowledge and continuously improve their skills, as well as interactively use modern teaching methods. However, in order to ensure the effectiveness of this activity, it is necessary to form the teaching staff on a new modern basis, and the fulfillment of this task will be ensured through the implementation of personnel policy in higher education.
Personnel policy strategy of a modern educational institution is a long-term, comprehensive plan for the implementation of systematic educational activities and effective organization of the organization based on a comprehensive study of all laws, internal and external conditions, personnel policy, goals and objectives. activities aimed at ensuring the conduct of business. According to the above analysis, the laws of higher education in relation to the development of society, the conceptual framework, analysis of external and internal conditions, forecasting alternatives and trends, technologies, methods, organizational forms that ensure the achievement of goals. Includes learning. In some cases, the strategy of the educational institution is described as a program of activities that determines the development of the organization and management of program implementation, as well as in the form of a set of tasks that include specific indicators of results for each stage of development. is one of the factors determining the strategy.
Theoretically, two aspects of the economic efficiency of higher education can be distinguished: These are: internal and external aspects, the internal aspect, the resources of the higher education sector in general, and the resources available by each
higher education institution in particular. means to consider economic problems that reflect rational use. Include in the main indicators of internal economic efficiency, the cost of training a student, the content of higher education and the academic level of professors and teachers, the quality of professional training, the level of material and technical base, the professional staff, etc. possible. An in-depth analysis of these indicators is required to assess the effectiveness of higher education institutions. Each of these indicators needs a different approach. We will focus on some of these indicators, including the cost of training a student, which is one of the problems facing the higher education system in many countries today. the rapid growth in the number of students outweighs the opportunity to increase financial resources.
This is because the amount of tuition and fees paid by the students does not cover the fixed costs. This is stated in the following analysis of the Ministry of Higher and Secondary Special Education. "Today, the average cost of training a student is 10.5 million soums, while the average cost of the contract is 8.7 million soums." Today, the negative gap between these indicators has widened, as salaries, benefits and stipends have increased by an average of 10% in the country, as well as 10 times the amount of payments and contracts to support students in a pandemic. interest deductions have been made, all of which are widening the negative balance between the amount of actual payment-contract funds. These cases are one of the factors that seriously affect the effectiveness of higher education institutions. Because of this imbalance, there are problems in covering the identified, planned costs, but these shortfalls are covered by the earned (super) contract payment.
In our opinion, this is a measure to overcome the temporary situation, but in the world experience, such cases are considered and evaluated as an indicator that has a serious negative impact on the ranking and performance of the university.
These factors are important in the analysis of the effectiveness of higher education institutions, in assessing the potential of the staff they are developing. The aspect of the issue we are studying is a direct indicator of economic efficiency, but the effectiveness of higher education can be assessed through a direct study of efficiency and the quality of education. Let's look at the state of budgeting per student in some selected universities.
Indicators of the use of the procedure for normative planning and financing of higher education institutions at the expense of the budget on the basis of the cost of training one student in 2018-2020 in some higher education institutions (in thousands of soums)
The name of
the Years
university
2018 year 2019 year 2020 year
Budget funds at the expense of who reads students contingents Budget funds Budget funds at the expense of who reads students contingents Budget funds Budget funds at the expense of who reads students continge nts Budget funds
Bukhara State Medical Institute 43 1 018 148 114 3 072 401 221 5 687 902
Bukhara Institute of Engineering Technology 190 9 100 067 313 32 714 610 408 35 655 710
Bukhara State University 710 12 662 428 720 17 380 892 720 21 828 990
Total: 943 22 780 643 1147 53 167 903 1349 63 172 602
The table also shows that the rate per 1.0 students in higher education varies, including the Bukhara State Medical Institute in 2018 amounted to 23,678.0 thousand soums. At the Bukhara Institute of Engineering and Technology this figure was 47,895.0 thousand soums, and at Bukhara State University - 74,485.0 thousand soums. In 2019-2020, the variation in the amount per student is still maintained, which suggests that the allocation of budget funds was taken separately based on the specifics of higher education institutions. However, such diversity in the analysis of university performance indicators requires a number of specific approaches. Based on the requirements for higher education in the country, the analysis of these indicators will allow to assess the economic efficiency, as well as the rankings of local and international universities.
REFERENCES
1. Хамидов О.Х., Кагоров о.С. (2021). Олий таълим муассасалари битирувчилари бандлигини ракамли технологиялар асосида мониторинг килиш истикболлари. Development issues of innovative economy in the agricultural sector, 539-543 бетлар.
2. Каххоров О.С. (2019). Оценка эффективности подготовки конкурентоспособных кадров в системе высшего образования. Экономика и предпринимательство. №2, С. 890-897.
3. Каххоров О.С. (2017). Основные подходы оценки эффективности управления в образовательных учреждениях. Путь науки, №2, С. 124-127.
4. Каххоров О.С. (2017). Современные тенденции в подготовке кадров-экономистов в системе образования Узбекистана. Современные тенденции в науке и образовании. С. 126-128.
5. Каххоров О.С. (2017). Формирование резерва современных руководящих кадров в системе образования. Наука и Мир, 2:2, С.28-31.
6. Kahhorov O.S. (2017). Improving methodological base of evaluation of management effectiveness in educational institutions. Экономика и предпринимательство. №1, С. 1017-1019.
7. Каххоров О.С. (2017). Подходы и способы оценки эффективности управления образовательных учреждений. Экономика и предпринимательство. №1, С. 10371041.
8. Каххоров О.С. (2016). Зарубежный опыт по созданию механизмов поддержки исследовательских работ в системе подготовки кадров. Наука и образование: проблемы и тенденции развития. №1, С. 97-102.
9. Kakhkhorov O.S. (2017). The main approaches to management effectiveness evaluation in educational institutions. The Way of Science. № 2 (36). P. 127.
10. Kakhkhorov O.S. (2017). Forming the reserve of the modern managerial personnel within the educational system. Science and world. № 2 (42). Vol. II. P. 31.
11. Qahhorov O.S., Norov A.E. (2020). Concept and components of innovativecommercialization infrastructure. Scientific reports of Bukhara State University: Vol. 4 : Iss. 2 , P. 285-292.
12. Kahhorov O.S. (2020). Higher education management features based on innovation. Scientific Reports of Bukhara State University: vol. 4, iss. 1, p. 301-310.
13. Kakhkhorov O.S. (2020). The theoretical basis of strategic management of higher education system. Scientific reports of Bukhara State University. 3:4, P. 290-302.
14. Khamidov O.Kh., Kakhkhorov O.S. (2020). The specific areas of strategic management of higher educational institutions. Scientific reports of Bukhara State University. Vol. 3 : Iss. 4, P. 280-289.
15. Khamraev Z.M, Kakhkhorov O.S. (2020). Analysis of the processes of development of foreign trade in Uzbekistan. Scientific Reports of Bukhara State University. Vol. 3 : Iss. 2, P. 235-245.
16. Kahhorov O.S. (2017). Multistage system on evaluating the effectiveness of management in secondary vocational education. The Fourteenth International Conference on Economic Sciences. P. 71-76.
17. Khamidov O.K., Kahhorov O.S. (2020). Prospects of monitoring graduates' employment in digital technologies. Scientific reports of Bukhara State University. 4:5, P. 268-273.
18. Sobirov B.B., Khamidov O., Pardaev O.M., Ramos-Ramos S., Soliev M.B., Negmatov B.M. (2015). The role of social media, user generated platforms and crowd sourcing in the development of tourism destinations Journal of Hospitality Management and Tourism. Vol. 6 (4), pp. 30-38.
19. Rakhimov O.K., Khamidov O., Cuesta Garcia T.S. (2019). Improvement and Modernization of Agricultural Irrigation. Uzbekistan Case Study. European Journal of Agriculture & Food Science. Vol. 2, No. 4.
20. Khamidov O. (2017). New Stage of Tourisim Development in Uzbekistan: Actual Problems and Perspectives. World Scientific News. 86:3, pp. 134-149.
21. Khudoykulov K., Khamidov O. (2015). Testing Capital Assert Pricing Model (CAPM) on the Emerging Markets of the Europe. Spanish Journal of Rural Development. Vol. VI (3), pp. 1-8.
22. Augustinova A., Stanco L., Damasek L., Kolmacka T., Khamidov O., Shaydullaev Sh. (2017). Archaeological Survey in the Oases of Maydon and Goz in the Piedmont of the Kugitang Mountains (South Uzbekistan) - Preliminary report for season 2017. Studia Hercynia. No. 2, pp. 139-159.
23. Stanco L., Shaydullaev Sh., Khamidov O., Augustinova A., Damasek L., Bek T., Kmosek M. (2017). In the footsteps of Euthydemus. Preliminary report for Archaeological Survey in the Baysun District (South Uzbekistan), Season 2018. Studia Hercynia. No. 1, pp. 141-72.
24. Inoyatova S.A., Khamidov O.Kh. (2018). ICT in Uzbekistan Tourism: Analysis of Online Customer Reviews. Scientific Conference "Problems and Prospects of Tourism Development for the Population in Need of Social Protection". Pp. 1-8.
25. Sayfutdinov Sh., Khamidov O., Sobirov B. (2015). Implementation of up-to-date experience of the world in the tourism sector of Uzbekistan, with the current innovative technologies and adjustable suggestions: case of Uzbekistan. Academicia: An International Multidisciplinary Research Journal. 5:8, pp. 84-107.
26. Stanco L., Shaydullaev Sh., Bendezu-Sarmiento J., Lhuillier J., Kysela J., Shaydullaev A., Khamidov O., Havlik J., Tlusta J. (2016). Preliminary Report on the Excavations at Burgut Kurgan in 2015. Studia Hercynia, XX (2), pp.86-111.
SCIENTIFIC PROGRESS VOLUME 2 I ISSUE 3 I 2021
ISSN: 2181-1601
27. Khamidov O.Kh., Rakhimov J.J. (2021). Implementing economic clustering in Uzbekistan's tourism industry. Middle European Scientific Bulletin. 12, pp. 113-119.
28. Khamidov O.Kh., Yoqubjonova H.Y. (2020). The objective need for the development of ecoturism in the Fergana economic territory. 4:2, pp. 276-280.
29. Inoyatova S., Khamidov O., Nigmonov A. (2018). Evalution of Online Hotel Booking Services in Uzbekistan. International conference on Eurasian economies, pp. 20-28.
30. Khamidov O.Kh., Rakhimov K.R. (2019). The scientist, who has made Bukhara the "Dome of Islam". Scientific reports of Bukhara State University 3:2, pp. 168-176.
