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East European Scientific Journal #2(87), 2023
ЭКОНОМИЧЕСКИЕ НАУКИ
УДК 33.338.984.658.3
Abuzyarova Zh.
Master of Economic Sciences, Atyrau University named after Khalel Dosmukhamedov
Atyrau, Kazakhstan ORCID 0000-0002-2067-6046
IMPROVING THE PERSONNEL MANAGEMENT SYSTEM
Абузьярова Ж.
магистр экономических наук, Атырауский университет им. X Досмухамедова
Атырау, Казахстан ORCID 0000-0002-2067-6046
СОВЕРШЕНСТВОВАНИЕ СИСТЕМЫ УПРАВЛЕНИЯ ПЕРСОНАЛОМ
DOI: 10.31618/ESSA.2782-1994.2023.1.87.326
Abstract. This article describes the theoretical analysis of the concepts of "personnel", "personnel management" and "personnel management system", determining the role of the personnel management system in the management of the organization, as well as evaluating the effectiveness of the personnel management system. The company's management, which prioritizes its staff, its interests and well-being, competently developing the company's personnel management system, can certainly achieve great success. The fundamental thing is that the system should be clearly designed, organized, based on specific goals and principles, meet the interests of the company's management and staff, and should be aimed at achieving common strategic goals.
Аннотация. В данной статье описывается теоретический анализ понятий «персонал», «управление персоналом» и «система управления персоналом», определение роли системы управления персоналом в управлении организацией, а также оценка эффективности системы управления персоналом. Руководство компании, ставящее во главу угла свой персонал, его интересы и благосостояние, грамотно разрабатывая систему управления персоналом компании, непременно может добиться больших успехов. Основополагающем является то, что система должна быть четко разработана, организована, базироваться на конкретных целях и принципах, отвечать интересам руководства и персонала компании, и должна быть направлена на достижение общих стратегических целей.
Keywords: personnel, organization, personnel management, human resources management, personnel management system, evaluation of the effectiveness of the personnel management system, operational level, tactical level.
Ключевые слова: персонал, организация, управление персоналом, управление человеческими ресурсами, система управления персоналом, оценка эффективности системы управления персоналом, оперативный уровень, тактический уровень.
Introduction
In the modern world, the human resources of an organization are considered by employers as the main and most effective. The success of an organization's development, whether it is a small private enterprise or a large corporation, depends directly on the efficiency of its employees. Highly qualified and competent staff, in case of satisfaction with the conditions of their work, demonstrates high labor productivity. Therefore, a well-organized personnel management system in an organization is the key to effective competitive activity and a way to achieve goals.
When competing enterprises have similar techniques and methods of organizing production, sales, advertising, similar technical and technological equipment of activities, then the main difference and advantage of the company may be its personnel and personnel management system. This determines the relevance of this article.
One of the activities of the organization is the creation of a high-quality personnel efficiency management system. Unlike other resources of the enterprise, human resources require attention and special treatment. Employees, both when applying for a job and when performing it, can refuse the conditions offered to them, demand changes in working conditions and modifications that are unacceptable from their point of view, the acquisition of other professions and specialties, and can also resign from the enterprise at their own request. As a result, certain approaches are required to human resources, both to attract and retain them for a long time.
In modern conditions, the management of human resources of an organization is a necessary and integral part of the management system. However, in the practice of organizations, there are not enough measures to improve human resource management, namely, personnel services that work directly with each
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employee. In many enterprises, personnel management services, as a rule, have a low professional level, weak organizational status, insufficient competence.
The lack of proper qualifications does not allow human resources departments to be professional, methodological, informational, coordinating centers of personnel work. They are structurally separated from the departments of the organization of labor and wages, departments of labor protection and safety, legal departments and other departments that perform the functions of personnel management of the organization. Social research and service services are being created in organizations to solve social problems.
In the modern world, there are many approaches to the definition of the concept of "personnel management". Conventionally , these approaches can be divided into four categories:
- a process approach that considers personnel management as a process;
- an activity-based approach, where personnel management is considered as an activity;
- a systematic approach in which personnel management is presented as a system;
- socio-psychological, which focuses on the socio-psychological aspects of personnel management.
The personnel management process includes a number of important functions necessary for the effective operation of the enterprise. Personnel management is aimed at increasing the ability of the enterprise to adapt to the constantly changing external environment [1].
Personnel management has adopted the fundamental principles of the theory of scientific management, such as the use of scientific analysis to determine how to perform tasks, the selection of employees who are best suited to perform the work, ensuring appropriate training of employees, systematic and correct use of financial incentives, and more.
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 provide:
- creation of conditions for the expansion of knowledge, professional development, continuous self-improvement;
- the use of "packages" of motivational programs when expanding the powers of employees in making economic 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 staff, the formation of a humanized organizational culture.
Personnel management, or personnel management, is understood as a system of activities, primarily managerial, both individual managers and the entire management apparatus. The company is looking for an abstract workforce, but deals with specific people. This gives rise to two areas of personnel management functions:
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- leadership of people (leadership);
- calculation and analytical work with digital material (calculation of personnel needs, determination of its cost and condition analysis, staffing), development of personnel requirements.
The concept of personnel management is used in various ways, aspects and at several levels. At the enterprise level as a system, it includes the development of a subsystem of regulated relations. At the level of production processes, we are talking about the direct management of employees. At the level of products as a materialized workforce, which was involved in a certain placement of personnel, personnel management is reduced to evaluating its effectiveness. Personnel management has three levels or dimensions: operational, tactical and strategic. They are caused by the different scales of tasks and the time of their execution.
The operational level covers the immediate area of personnel business activity and the corresponding sphere of influence of personnel management. All functions of personnel management are presented here, starting from the analysis of employee data and ending with the calculation of their cost, as well as personnel management.
The tactical level emphasizes the affiliation of work with personnel to the general processes of personnel management.
The strategic level includes two most important orientations of production personnel management: on relationships and on information. It is designed to increase readiness for competition, support business strategy, and provide forecasting of segments of the foreign labor market.
By improving the personnel management system, you can achieve:
- improving the competitiveness of the enterprise in market conditions;
- improving the efficiency of production and labor, in particular, achieving maximum profit;
- ensuring high social efficiency of the functioning of the collective.
Successful fulfillment of the set goals requires solving such tasks as:
- ensuring the company's need for labor in the required volumes and required qualifications;
- achievement of a reasonable correlation between the organizational and technical structure of production potential and the structure of labor potential;
- full and effective use of the potential of the employee and the production team as a whole;
- providing conditions for high-performance work, a high level of its organization, motivation, self-discipline, developing the employee's habits of interaction and cooperation;
- securing an employee at the enterprise, forming a stable team as a condition for the payback of funds spent on labor (recruitment, staff development);
- ensuring the realization of the desires, needs and interests of employees in relation to the content of work, working conditions, type of employment, the
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possibility of professional qualification and job promotion, etc.;
- coordination of production and social tasks (balancing the interests of the enterprise and the interests of employees, economic and social efficiency);
- improving the efficiency of personnel management, achieving management goals while reducing labor costs.
The effectiveness of personnel management, the most complete realization of the goals set, largely depend on the choice of options for building the personnel management system of the enterprise itself, knowledge of the mechanism of its functioning, the choice of the most optimal technologies and methods of working with people [2].
Every organization that seeks to bypass its competitors must constantly look for ways to improve the efficiency of its activities, while rationally using all types of resources. Since it was previously proved that highly competent personnel is one of the most important resources of the enterprise, special attention should be paid to improving the personnel management system.
To evaluate the effectiveness of the personnel management system in an organization, it is necessary to take into account a number of parameters based on the collection of statistical data for a certain period. In Kazakhstan, such statistics collection has its own peculiarities.
Firstly, most companies lack experience in drawing up a clear picture of personnel management activities.
Secondly, the high competition in the Kazakh market forces enterprises to ignore the analysis of the effectiveness of management activities, focusing on other aspects of their activities - production, sales, advertising, etc.
Another difficulty for the analysis is related to the difficulty of calculations due to the high level of inflation. Statistical calculations have to be carried out taking into account the inflation coefficients and the dynamics of market changes, which is a difficult task.
Thus, the work on the evaluation of the personnel management process can be organized in various directions. The absence of a generally accepted methodology for evaluating the effectiveness of the personnel management system is the basis for further search for optimal methods, technologies and evaluation tools. Nevertheless, the evaluation of the effectiveness of personnel management can act as a lever for the growth of the effectiveness of the management process and the efficiency of the entire enterprise. In addition to the main goal, it can reveal a number of related problems, such as non-conformity of production, safety requirements, and as a result, low efficiency of employees, or too high costs, which could be avoided with proper management [3].
Personnel management is a complex concept that covers a wide range of issues: from the development of the concept of personnel management and employee motivation to organizational and practical approaches
to the formation of a mechanism for its implementation in a particular organization.
Modern concepts of personnel management are based on the recognition of the increasing role of the employee's personality, on the knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization.
The establishment of market relations was accompanied by a departure from the principles of hierarchical management, a rigid system of administrative influence, the creation of a new organizational culture, the emergence of specific value attitudes. In Western companies, personnel policy has always been in the field of view of their management and today it remains one of the management priorities. The main goal of the personnel management system is to create effective motivations, provide the company with high-quality personnel, their productive use, professional and social development.
In order to effectively manage the personnel of an organization, a company must have a clear goal and a well-thought-out strategy for its development. Leading foreign firms pay great attention to strategic planning. Depending on the selected goals , the following are developed:
1. strategy - an action program that determines the development of the organization:
expansion of the production of basic products and its further promotion to already developed markets;
developing new products and selling them in the same markets;
search for new sales markets; diversification of production and sales activities and so on
2. appropriate management model.
Personnel controlling is a modern concept of personnel management. It includes:
firstly, the development of a hypothesis for achieving economic and social efficiency of labor management;
secondly, the coordination of various measures of the personnel policy of the enterprise with the policy, for example, in the field of technical modernization;
thirdly, the preparation of information for making informed decisions.
Rotation, or a planned shift for a workplace employee, avoids the monotony of work.
Career planning of an employee is a pre—planned development of a particular employee during his work at the enterprise, including determining the sequence of positions held by him according to the staffing table.
Evaluation of the work of employees is used both for organizational impact on them and for material remuneration.
The management of employees in labor management is carried out by influencing the target settings and behavior in order to activate the employee's work, including in unplanned situations.
In the process of labor management, attention is paid to
- hierarchy of subordination of personnel;
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- centralization and decentralization of management are envisaged;
- the competence of departments, services and each employee is determined.
Methods of personnel management , depending on the adopted strategy , can be conditionally grouped as follows:
- administrative, focused on certain motives of human behavior - awareness of the need for labor activity and labor discipline, a sense of duty, work culture, and the like, directly affecting the staff with the help of norms, orders, regulatory acts subject to mandatory execution;
- economic, indirectly influencing, based on material incentives for collectives and individual employees;
- socio-psychological, based on the use of "formal factors of motivation - interests, needs of the individual, group, collective.
The success of human resource management directly depends on the skill level of the personnel employed in the service. Domestic practice shows that the level of education, professional training and competence of personnel officers at state-owned enterprises are not high enough, the age composition is unfavorable, the level of remuneration is low. The transition to joint-stock and private ownership has led to an improvement in the quality of personnel management services, rejuvenation of the personnel structure, an increase in the level of education, professionalism, respectively, the perception of new ideas, methods of working with personnel has changed, interest in the results of work has increased [4].
Today, an entrepreneur is theoretically able to perceive the idea that any problem of an enterprise is a problem of human resource management. Nevertheless, in practice it turns out that personnel management at enterprises is carried out by different departments, that each individual employee is essentially a "nobody's man". No one personally thinks about using the potential of each"individual human resource, its cost, return and condition. Meanwhile, this resource, due to its specificity, can be the most expensive, both in terms of losses and in terms of acquisitions. Today, if the problem of human resource management is included in the structure of the "company strategy" as a comprehensive planning document, then somewhere in the last paragraphs. As a
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result, the state of affairs is often such that the interests of an ordinary employee are little identified with the interests of the company. The qualitative manifestation of oneself in work, the disclosure of a rich potential becomes unprofitable, simply unnecessary to anyone, and dangerous for someone. That is, the human resource can be used according to the principle of a "golden hammer hammering nails".
Conclusion
Summing up, we can say that the task of the personnel service and the top management of any organization is to form such a personnel management system so that it contributes as much as possible to improving the efficiency of the organization.
The main thing is that this system should be clearly developed and organized, based on specific goals and principles, meet the interests of both management and the staff themselves, and should be directed. to achieve the company's overall strategic goals.
The personnel management system is one of the main subsystems of the management system of the entire organization. Consequently, its creation, research and continuous improvement, taking into account the changing external and internal environment of the organization, becomes a necessary reality for personnel management specialists and managers of the enterprise.
References
1. Armstrong, M. Human Resource Management Practice / M. Armstrong, S. Taylor. - 14th edition - St. Petersburg: Peter, Progress Book, 2018
2. Bazarov, T. Y. Psychology of personnel management: textbook and workshop for universities / T. Y. Bazarov. - Moscow: Yurayt Publishing House, 2020
3. Gasanova, A.A. Personnel management in the organization management system / A.A. Gasanova // Innovative science. - 2019
4. Gorina, M. S. Personnel management of the enterprise and methods of evaluating its effectiveness / M.S. Gorina // Modern Economy Success. - 2019. -No. 3.
5. Pugachev, V. P. Personnel management of the organization: textbook and workshop for academic undergraduate / V. P. Pugachev. - 2nd edition, revised and supplemented - Moscow: Yurayt Publishing House, 2019
