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7MODERN APPROACHES TO THE USE OF PERSONNEL IN THE QUALITY MANAGEMENT SYSTEM OF THE ENTERPRISE
Abstract
The relevance of the research problem due to the fact that the company's employees participate in all its processes, and thus, the effectiveness of the personnel management depends on the efficiency of the enterprise as a whole. The article is devoted to justification of the role of personnel in the quality management system of the enterprise. The theoretical approach was the lead in the study of this problem. The article substantiates the role of staff in the quality management system of the enterprise consists in the fact that the staff and its quality is of great importance to companies because of employee participation in all processes and stages of production. The article can be useful for teachers, postgraduates, students and also those interested in this problem.
Keywords
staff, quality, system of quality management approaches
AUTHOR
Ilonna V. Golubkova
Assistant of a Lecturer Chair economics and management Penza State Technological University. 1a / 11, Baidukova passage / st. Gagarin, Penza,
440039, Russia E-mail: ilonna1990@mail.ru
1. Introduction
1.1. The urgency of the problem
The relevance of the research problem due to the fact that the company's employees participate in all its processes, and thus, the effectiveness of the personnel management depends on the efficiency of the enterprise as a whole.
1.2. The essence of the staff
In the quality management system is Central to the staff. As rightly observes L. V. Latypova, market conditions in the modern world is very volatile, but one concept remains relevant at all times (Latypova, 2015). In this regard, leading enterprises pay great attention to the formation of the staff of the appropriate way of thinking in the field of quality.
A study of modern approaches to the use of personnel in the quality management system of the enterprise, it is advisable to start with a consideration of the essence of the category "staff".
So, A. Y. Kibanov defines staff as "the staff of the organization, involving all employees and working owners and co-owners"(Kibanov, 2005).
15 Modern European Researches No 3 / 2017
A. P. Egorshin notes that staff include all employees (employees) performing work or management of the operation and involved the processing of objects of labor with the use of tools (Egorshin, 2008).
T. V. Yarkina considers this concept as "the totality of the employees included in the payroll of the enterprise" (Yarkina).
The dictionary defines a staff as "staff or employees of institutions, enterprises, are a group of professional or official signs" (Ozhegov, Shvedova, 1997).
In the law dictionary, this concept is regarded as "the team of workers or a body of persons, carrying out labour functions based on the employment contract (contract)". This definition is widely used in the legislation of the Russian Federation.
N. Sveshnikov treats the staff as "the aggregate of individuals comprising the firm as a legal person in relations governed by a contract of employment" (Sveshnikov, 2003).
Thus, in the article under the staff is a set of all employees of enterprises operating on the basis of an employment contract.
1.3. Status of a problem
Modern personnel management is a system of ideas and methods of effective building and managing businesses.
In the writings of T. Y. Bazarov, P. G., Bogachenko, L. S. Vereshagina, V. R. Vesnina, O. S. Vikhansky, B. M. Genkin, V. I. Dolgikh, V. A. Dyatlov, A. P. Egorshina, P. V. Zhuravlev, R. P. Kolosova, M. I. MAGURA, F. B. Mihailova, E. Morgunova, T. V. Nikonova, G. G. Nasonova, V. P. Pugachev, S. D. Reznik, S. I. Samygin, V. A. Spivak, E. E. Starobin, V. V. Travin, C. B. Shekshnia, etc. are analyzed practice of personnel management in modern enterprises, its impact on quality, labor efficiency and production.
Experience of personnel management in foreign enterprises is considered in the works of M. albert, G. S. Becker, F. Herzberg, G. Dessler, John. Ivancevich, J. McClelland, D. McGregor, A. Maslow, M. H. Meskon, F. Hedouri, R. Marra, V. Ouchi, R. Smith, G. Schmidt, R. Ehrenberg and others. Noted, the authors examined the theoretical and practical problems of personnel management in industrial enterprises.
1.4. The hypothesis of the study
The hypothesis of the study is based on the assumption that effective use of staff contributes to the quality of products and the company's management.
2. Materials and Methods
2.1. Objectives of the study
During the research the following tasks were solved: 1) identification and systematization of methodological approaches to human resource management; 2) study the feasibility of applying the competency approach to human resource management; 3) substantiation of the role of personnel in the quality management system of the enterprise.
16 Modern European Researches No 3 / 2017 2.2. Theoretical methods
To verify the hypothesis were used theoretical methods: analysis of foreign and domestic literature on the research problem, the study and generalization of innovative experience, analysis, and synthesis.
3. Results
3.1. Methodological approaches to human resource management
Based on the analysis of scientific literature on problems of personnel management in enterprises, the article revealed and systematized methodological approaches to human resource management (figure 1).
FIGURE 1. SYSTEMATIZATION OF METHODOLOGICAL APPROACHES TO HUMAN RESOURCE MANAGEMENT
The development of methodological approaches to human resource management was attended by leading scientists in the field of management - R. Waterman, T. Peters, I.], P. Drucker, M. Hilb, F. Haze and other American and European scientists. In Russia, a great contribution to the development of new management concepts introduced by such scholars as T. U. Bazarov, A. A. Bachurin, V. N. Verkhoglazov, V.] I. Gurkov, Gutgarts R. D., S. P. DIRIN, I. B. Durakova, A. P. Egorshin, N. N. Ermoshkin, A. J. Kibanov, O. Kozlov, A. I. Kochetkov, V. Maslov, E. B. Morgunova, T. I. Ovchinnikova, E. I. Pugachev, A. Radygin, V. Tokarev, N. Trenev, S. A. Shapiro, and S. V. Shekshnia, E. V. Shubenkova.
Scientists have identified three major scientific approaches - economic, organic and humanistic. The fundamental difference between them, as noted by T. Y. Bazarov and V. Maslov, is to assess the role of humans in organizations and in understanding the nature of the organization (Bazarov, Eremina, 1998; Maslov, 2002).
Thus, the economic approach considers the staff as object of management, and the main interest is its function - the work measured by expenses of working hours and
17 Modern European Researches No 3 / 2017 wages; the organization has a mechanism: its function shall be carried out algorithmically, efficiently, reliably, and predictably.
The organic approach involves a special interest in staff, expanding the notion of personnel management, bringing it beyond the traditional functions of the organization work and income staff. HR function from a purely control gradually began to develop and spread in search and selection of employees, planning their career growth, an assessment of the competence of our employees and managerial staff, improving their qualifications.
The humanistic approach assumes the concept of management of personal and image of the organization as a cultural phenomenon. If the economic and organic approaches relied on the structural side of the organization, the humanist was based on the creation of organizational reality and showed how the development of the strategy of the organization may become an active creation and transformation of the surrounding reality.
The essence of this concept is to move away from technocratic thinking, that is, from traditional installations to achieve success in business activity, primarily due to the rational organization of labor, decrease in costs for staff, development of measures of specialization of workers. The main innovation is the declared transition to personnel management aimed at the future, that is a statement of priorities for strategic management.
These features necessitate changing the overall concept of personnel management. The expectation of consideration of personnel as the main object of interest of the management.
3.2. Approaches to human resource management
Is the study of A. P. Egorshina "Personnel Management", as well as a number of works edited by A. Y. Kibanov, which reveals the essence and provides key definitions many of the terms describing the management of personnel.
So, A. P. Egorshin the concept of personnel management is in the form of a system consisting of seven interrelated subsystems:
- the concept of personnel management;
- personnel policy;
- staff recruitment;
- evaluation of personnel;
- placement of personnel;
- adaptation of personnel;
- staff training.
In this system, the concept of personnel management is "the labor market, the classification of staff categories and the relationship of the subsystems" (Egorshin, 2008).
According to A. Y. Kibanov, personnel management system, the formation of the purposes, functions, organizational structure, personnel management, vertical and horizontal functional interrelations of heads and experts in the process of substantiation, elaboration, adoption and implementation of managerial decisions" (Kibanov, 2005).
A. J. Kibanov writes that the HR management system that implements the functions of personnel management. It includes different subsystems of the General
18 Modern European Researches No 3 / 2017 linear guidance and a number of functional subsystems, specializing in the implementation of uniform features, such as: General line management, planning and marketing staff, accounting personnel, labour relations management, ensuring the normal working conditions, management development, personnel management, personnel motivation, management of social development, development of organizational structure of management and legal support.
A similar view is held by I. A. Hovhannisyan, in his opinion, the system of personnel management 9 presents the functional subsystems with the corresponding complex of tasks: working conditions, labour relations, registration and accounting of personnel, planning, personnel marketing, personnel development, analysis, and development of incentives, legal services, social infrastructure development, development of organizational structure of management (Oganesyan, 2000).
According to some authors, human resources management is a set of techniques, methods, technologies of organization of work with personnel. In the personnel management system from the position of this approach included the following elements of human resource management: human resources planning, determining the need for hiring, recruitment, selection, employment, adaptation, training, career, evaluation, motivation, labor regulation (The system of personnel management in organizations).
Another approach to the definition of personnel management is the performance of personnel management from an organizational point of view (for example, T. Y. Bazarov). The author suggests that personnel management is a set of organizational structures performing the functions of personnel management. This includes managers, personnel service, that is all somehow implementing the functions of personnel management. In this case, provide: personnel, normative-methodological; record keeping; organizational; information; material and technical support of the personnel management system (Bazarov, 2011).
The behavioral approach the focus of leaders is people. No matter how carefully thought out the structure of the enterprise, effective functioning of his will be determined primarily by the people working at the plant, their knowledge, skills and abilities and their motivation to work. Management personnel must create the necessary conditions for the realization of their creative abilities, to accumulate their knowledge and develop their skills in the process of functioning of enterprise, which is the goal of the behavioral approach to the development of competencies of managerial staff. The behavioral approach takes into account the following characteristics of management personnel (Shevnina, 2006):
- independence in the choice of life goals and ways to achieve them;
- the ability to advance the awareness of reality, abstraction, forecasting and modeling;
- axiological and emotional relation to reality, mediating all external influences;
- dependence and inseparability from other people;
- emotion that defines the human activity along with intelligence;
- learning, as the ability to purposefully develop.
Based on the foregoing, it should be noted that a behavioural approach is in the form of Autonomous systems functioning on the basis of the interaction of private and common social and psycho-physical laws, and private goal setting. The drawbacks of this approach are primarily behavioral approach focuses on the actions of subordinates in the team, of the organization; the study of organizational relations; the formation of spiritual and moral values in the team, and the development of competencies of managerial staff (knowledge, skills, abilities) related to the secondary objectives.
The resource-based approach is a new paradigm of corporate strategy that emerged as helping companies to achieve greater competitiveness in a constantly changing globalized business environment of the XXI century. This approach considers the managerial competence of staff (knowledge, skills, abilities) as a source of company competitive advantages (Grant, 2008). The relationship between workforce competencies as a strategic resource and the strategy can be identified at different levels.
Under this approach there are two fundamental methods that allow the management to fully realize the potential of staff within the tasks they undertake. The first method consists in establishing a link between the strategic management of staff and process of strategic management. The second method is designed as a strategy in human resources, aimed at maintaining corporate strategies (Analoui, Karami, 2005).
Strategic approach to human resource management presented by S. V. Shekshnia and N. N. Ermoshkina in the book "Strategic human resources management in the Internet era" (Shekshnia, Ermoshkin, 2002).
The authors note that the HR strategy - a plan that uses the external and the internal environment opportunities to consolidate and maintain the competitiveness of the company by its employees, based on the overall strategy of the organization, where the opportunities of the internal environment refers to the use of internal resources of the organization. Accounting for this nuance is particularly important when we talk about the recruitment process. Further cascading of the strategy to manage staff levels, leading to the selection of strategies for staff recruitment, training and development of employees, development systems, compensation and benefits, etc.
Currently, the staff is one of the most important components of successful activity of enterprise, because employees depends on its competitiveness, stability and efficiency of functioning in a constantly changing environment.
Recently special popularity the competence approach to personnel management. In this regard, the competency approach to human resource management is of particular interest due to the fact that the competence of the staff directly affects the productivity, quality of products and quality of management of the enterprise.
The development of this approach has been associated primarily with research by D. McClelland, who in 1959 introduced the concept of "variable competence" to describe qualities of the employee. He was involved in identifying the behavior necessary for the effective performance of the work, with the aim of which was formed a test predicting the success of a particular work.
This approach differed greatly from the then existing approaches. If early psychologists conducted many studies for the formation of a task necessary for the efficient performance of work, developed tests to measure the skills of employees and evaluated, the D. McClelland used the opposite approach. He studied the process of man's work and tried to determine what caused the effective implementation of this work (personal characteristics of the employee, his skills, behavior). As a result of the competencies required for effective work was formed in 1976, and in 1989, the competence-based approach for use in business schools in the United States.
Among the Russian scientists who stood at the origins of formation of the competence approach, it is necessary to call such scientists as V. R. Vesnin, A. I. Galagan, V. P. Galenko, B. M. Genkin, A. I. Dobrynin, A. P. Egorshin, V. Yu. Zabrodin, M. I. MAGURA, A. K. Markova E.B. Morgunov, S. K. Mordovin, T. V. Nikonova, A. L. Sventsitsky, V. I. Sigov, A. L., Sloboda, D. S. Chernenko, S. V. Shekshnia.
Staff development in the context of the competence approach are investigated in the works in the field of sociology and psychology of management professionals such as Z. A. Avdoshina, A. B. Ambalov, A. A. Derkach, M. I. Margiev, O. V. Ustinov, V. I. Patrushev, S. N. Kavokin, S. I. Grigoriev and others (Chulanova, 2014).
According to some scientists (A. G. Asmolov, D. A. Belukhin, C. B., Kulnevich, etc.), the formation and development of competences of personnel is carried out not only in the course of self-realization of their own capabilities and professional activities, but also in the formation of other professional values, motivational orientations, and quality characteristics.
Thus, the consideration of competencies from the standpoint of humanistic approach allowed to investigate staff as a subject of professional relations.
Process approach allow to consider the competence of staff in terms of identifying the factors that have a significant impact on his career. In addition, will allow to justify the sequence and content of steps associated with the formation and development of management systems, staff competencies, promote personal growth and achieve organizational effectiveness.
Competency approach in personnel management of the enterprise is a tool that allows you to solve the problem of maintaining and developing the level of activity of the enterprise in a constantly changing environment.
When applying the competence-based approach requires an understanding of what workforce competencies are Central to effective performance and how relevant are these competencies in the future. With the development of the enterprise and the economy in General, personnel requirements should also be specified and to evolve.
Competence approach allows to take into account as economic effect evaluation of staff (increased financial performance of the company) and psychological (simulation of specific work behavior, increased customer satisfaction the results of the labor leadership and from the staff).
This approach can be used in different processes of human resource management such as recruitment, assessment, and certification of personnel, formation of personnel reserve, formation of corporate culture.
However, the approach can be difficulties related to the resistance of the staff, because of the perception of it as imposing new systems and regulations, restrictions. This problem can be solved with explanations to employees of the benefits of implementing a competence approach for each individual employee and the enterprise as a whole.
The essence of the competence approach is the development and implementation of competency models personnel, the use of this model in the evaluation, selection, training and career growth. If the model was compiled correctly it becomes a fairly effective way to regulate behavior of workers, contributing to the growth of labor productivity and increase profitability.
S. Widett defines a competency model as a set of key competencies needed by the employee to successfully achieve the organization's strategic goals, with specific indicators of their development in professional activities (Widett, Hollyford, 2008).
21 Modern European Researches No 3 / 2017 There are three types of competency models (figure 2).
FIGURE 2. TYPES OF COMPETENCY MODELS
Vysochina M. V., N. In.Svyatokho and Z. O. Osmanov identifies a number of features and advantages of the competence approach:
- the man regarded as a person with unique knowledge, values, behaviour, needs and motives, which ensure the effective implementation of specific work;
- ability to develop professional and behavioral requirements depending on an employee's position;
- addresses personal performance of each employee;
- ability theoretical and methodological justification of the results of operations of not only staff but also businesses, industries, sectors and the economy as a whole;
- ability to maintain vertical and horizontal mobility of staff through career development and rotation;
- consideration of the interests of the personnel management system, business and modern education system;
- enhances the effectiveness of activities, the formation of competitive advantages and competitiveness of the enterprise as a whole;
- the success of this approach depends on the level involved in the development of model of competences of specialists (Vysochina, Svyatokho, Osmanov).
For the effective application of the competency model it is necessary to establish its compliance with the set goals and objectives. The competency model should at least be consistent with the quality standards presented in table 1 (Kibanov, Mitrofanov, Konovalov, Chulanov, 2014).
TABLE 1. THE QUALITY STANDARDS MODELS OF COMPETENCE (MC)
Product name quality standard The content of the quality standard
The clarity and ease of understanding MC must not be multivalued. MC should be simple to understand and use. MC needs to have a clear structural logic.
Relevancy and the matching degree In MC this staff of the organization should be clearly defined indicators of employees behavior in accordance with the requirements. These requirements are aimed at ensuring the quality of works. The use of MC means the employees understand its usefulness and appropriateness to achieve the goals of the organization.
Monitoring and evaluation possible changes The probability of change is taken into account in the MC through the description of the standards of conduct that reflect the algorithm of implementation of the workforce in the near future or in the longer term. To ensure the adequacy of MC should consider the possibility of changes in the external environment, introduction of new techniques and technologies, potential image, the predicted leaders to communicate to employees the meaning of decisions.
The presence of elements different from others, for example, behavior indicators, intersecting In MC should be observed that the rules that will avoid the imposition of various competencies: competences should be independent from each other. - competencies and behavior indicators should be included only in one model fragment. - competence can not be included simultaneously in several clusters. indicator behavior should belong to the same competence. indicator behavior should belong to the same level of competence. indicator behavior should characterize only measurable/observable manifestation of competence.
A unified approach to all involved in the process of applying MC MC, including high standards of fair in relation to everyone for whom it is used.
E. Rudavina believes that the basis of the competence model contains the characteristics of the best performers. These characteristics are collected in clusters according to the criterion of semantic community competence. In each cluster on average contains 3 to 12, competence. Competence can be represented in the form of a set of related behavioral indicators and to characterize narrative description of the standards of behaviour seen in the actions of the employee who has a specific competence (Rudavina 2008).
When using competencies without levels, the competency model has a simplified form. This competence covers the types of works with ordinary standards of conduct. In the competence model reflects a single list of indicators of all competencies related to all types of work in the organization.
The effect of using competency model in HR management depends on the level of organizational development of the ability to use tools appropriate to the specifics of its activities.
In addition, it should be noted that the success of the application of the competency model may be provided by the expertise of specialists and managers at all levels in the field of personnel management. Well-built and scientifically sound model of competencies can be the basis for optimizing the structure of personnel management, a tool for the strategic management of the organization and contribute to increasing coherence among its staff (Mitrofanova, 2010).
Thus, in the dissertation study, personnel management understand the development of knowledge, skills and abilities of staff in accordance with the level of
23 Modern European Researches No 3 / 2017 management and an appropriate strategy of functioning and development of industrial enterprises with the aim of improving product quality, manufacturing and business processes.
Investigation of the role of staff in improving the quality of production was reflected in the works of J. Adler, A. V. Gocheva, P. Kalita, V. Lapidus, N. D.Elenkoval, Y. Kabakov, D. K., Shevchenko, V. N. Bass, F. Taylor, A. Fayol, G. Emerson, E. Mayo, A. Maslow, F. Herzberg, E. W. Deming, D. M. Jurena, F. B. Crosby, George.Rabbit, P. Berghe and many others.
The first awareness of the importance of personnel quality management system has been in the 60-70 ies of XX century.
So, V. N.Bass notes that "the introduction of modern quality systems is not possible without broad and active participation of all personnel involved in the quality assurance for each and every employee" (Bass, 2003).
As noted by O. V. Aristov, almost any employee of the enterprise to some extent affects the quality of the products created by the company. This approach is reflected in the progressive concept of quality management — concept of total quality management (TQM), the development of which a large contribution was made by such scientists as D. Juran, W. E. Deming, A. Feigenbaum, K. Ishikawa (Aristov, 2006).
A number of researchers (Y. Adler, A. B. Gliches, P. Kalita, V. Lapidus, N. D.Ilenkova, Y. Kabakov, D. K. Shevchenko) come to the conclusion that the success of any enterprise increasingly depends on production and financial resources, and its human potential and management efficiency (Sidneva, 2013).
The dependence of the efficiency of the enterprise activity from the motivation of staff was stressed by such researchers as F. Taylor, A. Fayolle, G. Emerson, E. Mayo, A. Maslow, F. Herzberg. Motivation of labour resources with the aim of improving the quality includes different methods such as wage increases and bonuses, shares of the company among employees, assignment of honorary titles, career growth, providing more interesting work, possibility of education and scientific activities (Sidneva, 2013).
A number of researchers (W. E. Deming, J. M. Juran, F. B. Crosby, George. Rabbit, P. Bergh) offering recommendations for improving quality, among other celebrated and regulations concerning personnel of the enterprise (Modern concepts and models of quality management).
N. And. Osipenko, I. V. Trifanov, L. I. Oborin note that the staff plays a huge role in the achievement of organizational goals and solving problems in the field of quality. The company's employees constitute an important resource because they are dependent on the effective operation of the quality management system. In General, under quality, according to these researchers, should be understood not only quality products, but also the quality of work of all employees.
It is therefore essential to motivate staff for quality work and constant improvement of the quality management system. However, the methods of coercion in this case give poor results. Much more effective to motivate staff good wages, as well as avoiding discharge to the staff of the fear of losing their jobs. This is because in case there are serious sanctions for errors in the work, the employee will seek to conceal them, which will undoubtedly affect the quality.
To increase the effectiveness of the quality management system contributes to the elimination of barriers between the individual structures in a vertical (between the managers and employees) and horizontal (between private entities and their employees)
24 Modern European Researches No 3 / 2017 directions. For a better understanding of the work requirements necessary to bring to the organisation's philosophy of quality of the enterprise, to coordinate the short-term requirements with long-term orientation. You should refuse to perform meaningless work, strive to create a creative atmosphere and conditions of cooperation (Osipenko, Trifanov, Oborin, 2009).
Another important task is the training of employees, which helps to reveal the potential of each employee.
According to V. E. Shvets mandatory training is necessary in three cases: when enrolling a person in the enterprise; in the appointment to a new position or change of the functions; after verification, in case of ignorance of certain skills (Shvets, 2001).
You need to create an efficient training program and an atmosphere of self-improvement for each employee. To train employees is more profitable than to change them (Vladimirtsev, Martsinkovsky, Shekhanov, 2003).
Additionally, the quality assurance plays an important role and motivation of staff. As noted by I. Condo, even professionally designed quality management system will not function if the staff no motivation.
Is the study of Petoskey E. A. and B. N. Kvashnin, who consider a model for the quality management of products based on the formation of competence of personnel of the enterprise, which consists of four interconnected basic units, is presented in figure 3.
1. Determination of the influence of staff competence to the quality of the enterprise
2. The requirements for the competence of personnel and building competence models
3. Certification of competence of personnel of the enterprise, the definition of mismatch of the required and actual level of competence of employees
4. The formation and development of competencies of staff through training
FIGURE 3. THE GENERAL STRUCTURE OF THE MODEL OF QUALITY MANAGEMENT BASED ON FORMATION FACTOR OF COMPETENCE
The model contains a mechanism for continuous management of competency of enterprise personnel, allowing to monitor changes of indicators of quality of production on this factor. To create such models, according to E. A. Platoshkin and B. N. Kvashnin ensure systematic and organized development of staff, improving the quality of his work, and, consequently, improving product quality (Platoshkin, Kvashnin, 2015).
In this thesis, based on the analysis of modern concepts of quality management, identified the main emphasis on personnel management (table 2).
TABLE 2. THE MAIN FOCUS ON PERSONNEL MANAGEMENT
The concept of quality management Emphasis on personnel management
ISO Each employee is entrusted with a particular job must be competent, have the necessary education, training, skills and experience to perform the work. Based on this requirement, there are a number of other interrelated requirements. To implement the requirements of the ISO standard can be brought not only HR staff or service personnel responsible for personnel management, but also the heads of all units of the organization and also employees (Personnel management in the QMS).
Kaizen Motivation of staff, staff will be given the opportunity to Express themselves with senior management. Respectively is feedback - people understand that leadership is interested in them and goes with them on contact (Vaschenko).
6 Sigma The result of the work of the organization is the work of staff. To achieve high quality, each employee must be interested in working and interested in achieving high results. Employee engagement leads to increased customer satisfaction (Six Sigma).
20 keys Stimulation of employees to implement improvements, the work team for the implementation of improvements, time management and discipline.
Lean manufacturing The rate for employees gives maximum results. The system of motivation of employees in lean manufacturing production stimulates the actions of employees, aimed at the continuous movement of values in the stream, to the exclusion of all possible losses (Lean manufacturing and staff).
Benchmarking Rotation of staff within the company, creation and implementation of competency models, creation of Assessment Center for assessment against the relevant competencies (Benchmarking: a cookbook for training and staff development).
In all the considered concepts of quality management staff, plays a pretty important place, on his bet as the most important factor affecting the quality. It is also noted the importance of qualitative characteristics of staff, such as competence, qualification, experience, and interest and motivation.
T. A. Salimov, and Yu. R. Enaleeva propose a hierarchy of employee engagement of the organization in the continuous improvement process (Salimova, Enaleev, 2005) (figure 4).
FIGURE 4. HIERARCHY OF EMPLOYEE ENGAGEMENT OF THE ORGANIZATION IN THE CONTINUOUS IMPROVEMENT PROCESS
The staff is considered in the quality management system as one of the key types of resources. From the effective work of the staff depends on the efficiency, well-being and the health of the enterprise as a whole. This is because employees of the organization participate in all its processes, and thus, the effectiveness of the personnel management depends on the efficiency of the enterprise.
Model the use of personnel in the quality management system of the enterprise is presented in figure 5.
FIGURE 5. MODEL THE USE OF PERSONNEL IN THE QUALITY MANAGEMENT SYSTEM
OF THE ENTERPRISE
Product quality as a result of activity of the enterprise is determined by the quality of production and business processes. The effectiveness of these processes depends on the quality of resources, technology, management, and of course staff. Qualified and experienced staff ensures high quality of company products at all stages of its life cycle. The quality of all these parameters determines the quality of the activities of the enterprise as a whole.
4. Discussions
In the result of the study made the following conclusions: 1) identified and systematized methodological approaches to the management of scientific, traditional and contemporary; 2) the expediency of the competency approach to human resource management due to the fact that the competence of the staff directly affects the productivity, quality of products and quality of management of the enterprise; 3) the competency model aligned with the quality standards.
5. Conclusion
Thus, the study of modern approaches to the use of personnel in the quality management system has enabled the company to make the following conclusions about the role of staff in the quality management system of the enterprise, which lies in the fact that the staff and its quality is of great importance to companies because of employee participation in all processes and stages of production.
28 Modern European Researches No 3 / 2017 6. Recommendations
The article can be useful for teachers, postgraduates, students and also those interested in this problem.
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