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13СИСТЕМЫ ОЦЕНИВАНИЯ КАЧЕСТВА ДЕЯТЕЛЬНОСТИ И МОТИВАЦИИ ПЕРСОНАЛА СУБЪЕКТОВ ХОЗЯЙСТВОВАНИЯ
Арсеньев Ю.Н.
Доктор техн. наук, проф., Российская академия народного хозяйства и государственной службы
(РАНХиГС) при Президенте РФ, Тульский филиал
Разумовская Т.И.
Кандидат соц. наук, доцент, директор Тульского филиала РАНХиГС
Разумовская Е.А.
РАНХиГС, Институт бизнеса и делового администрирования, Москва
SYSTEMS OF ESTIMATION OF QUALITY OF ACTIVITY AND MOTIVATION OF PERSONNEL OF BUSINESS ENTITIES
Arsenyev Y.N.
Doctor of Technical Science, professor, Russian Presidential Academy of National Economy and the Public Administration (RANEPA), Tula branch
Razumovskaya T.I. RANEPA, director, Tula branch Razumovskaya E.A.
RANEPA, master student Institute of Business Studies, Russia, Moscow
АННОТАЦИЯ
Исследуются вопросы стимулирования высшего руководства субъектов хозяйствования на эффективное использование человеческого капитала. Приводятся практические рекомендации по их реализации. ABSTRACT
The issues of stimulating the top management of business entities to use human capital effectively are studied. Practical recommendations for their implementation are provided.
Ключевые слова: стимулирование, высшее руководство, субъект хозяйствования, эффективность, человеческий капитал, практика применения.
Keywords: stimulation, top management, business entities, efficiency, human capital, recommendations for
use.
One of the important aspects of the state personnel policy is the stimulation and motivation of top management, management of large companies and entrepreneurs involved in the development of HC, and the development of practical recommendations for these purposes [1-6].
Under the link "comprehensive staff assessment", the Google search engine provides over 1 million links, which confirms the desire of the CX to fully use the main resource - human (HP) and intellectual (IP) potential. In a comprehensive assessment, different organizations apply assessment technology, test complexes, business games, training, consultations, computer programs. Managing industrial personnel, it is important to take into account not the criteria of universality, ease of execution, but ensuring reliability, safety, quality and efficiency of technological processes.
Systems of integrated assessment of a set of qualities of HR should:
- take into account any human qualities that affect the quality of the technological processes;
- provide an independent selection of factors, criteria, indicators relating to the assessment of quality of work in specific positions, workplaces;
- evaluate all groups of workers in BE, excluding unskilled personnel performing routine functions, the
periodicity of the evaluation being determined by the management requirements;
- flexibility and adaptability of the applied programs under the terms of any BE based on new information technologies with remote access, convenient service, high reliability and confidentiality of information.
There is a well-known methodology for selecting key performance indicators (KPI) with decomposition of strategic objectives of BE by structure levels up to the level of employees [1-6]. The objective of BE is usually profit, which is inherent in the sphere of trade, and not in the industry, in which the financial state of BE when moving along hierarchical structure levels is uncorrelated with the functions of its employees.
The top manager, manager and specialist require tact, consistency, harmony of influences that impel him to maintain high professionalism, aspiration for self-improvement, self-discipline, preservation of physical and psychological health. Applying information systems in a comprehensive assessment of the actions of the personnel of industrial enterprises, it is important not to forget about their main goal - to maintain reliable, high-quality and efficient activity of any employee in his workplace.
Since the availability of the employee's personal potential is inadequate for its practical implementation,
the best test of assessment is his intellectual activity, physical labor, concrete work, and the most universal assessment tool is the participation of his colleagues in this process. The error in forecasting the evaluation of the successful activity of the individuals being evaluated on the basis of testing is up to 30-35% [1]. One of the known systems is the system of rating and expert appraisal of managers and specialists "Persona", applied in more than 60 large enterprises of nuclear and electric power industry. It is developed on the basis of precise statistical methods that allow to minimize the patterns of divergence and influence of various subjective qualities of experts (striving for maximum accuracy, negligence, indifference to others' opinions, etc.).
Analysis of the activity of industrial-production personnel (IPP) of BE includes a set of tasks:
- training and staff development;
- certification of workplaces on the adequacy of working conditions;
- increase of motivation of employees;
- the introduction of grading of positions, jobs, employees of equal value for BE;
- nomination of a personnel reserve for executive positions;
- psychological support of activities;
- support for management decisions on personnel matters;
- selection, licensing and certification of personnel;
- ensuring reliable and high-quality activity;
- clarification of training programs, skills development, training scenarios, content monitoring courses and assignments for retraining;
- quality management and personnel audit.
The solution of the above tasks, taking into account their specifics, makes it possible to note the following requirements
1. In personnel work it is important to be able to distinguish the dignity of the individual, to delicately represent her shortcomings as a reserve for improvement and upbringing, to help in developing individual development programs, planning a business career, etc. All this should be the main thing in the content of the evaluation, and not the sorting of employees on the basis of the "fit-unfit" principle. Formulating the qualities of the employees being evaluated, it is necessary to clearly identify "good - bad". In the characteristics of the employee it is necessary to clearly reflect the specific behavior in the process of activity, the presence of such human qualities as honesty, conscientiousness, the ability to communicate with colleagues, respect for the environment, conscientiousness, etc.
2. Attestation is introduced to promote employees in the position occupied, to demote if it does not meet the requirements or to be dismissed for gross violations of standard situations or production conditions. With an authoritarian style of management, attestation is usually an instrument, if not relief, then at least pressure on unwanted persons, and not necessarily bad workers, but on those who are not accustomed to unquestioningly perform unprofessional commands of superiors. Quite often these are smart educated people who are serious competitors for the leadership itself.
3. Correctly organized and conducted pre-evaluation helps to protect a worthy candidate, to detect the obvious bias of top management. Multiple negative assessment of the behavior of negligent workers is weightier than the conclusion of the certification commission. Often managers, wishing to keep their post, include in the list of personnel reserve non-competitive candidates, obviously inferior to them in terms of business, professional and personal qualities. Therefore, the evaluation system allows:
- identify workers who have a lower or no full rate of professional development;
- to reflect the weighty arguments for the protection of worthy, but objectionable employees, to take into account when choosing candidates a lot of parameters - from professionalism to the level of health, mental stability, attitudes towards people, etc.
4. The laws of civilized society usually do not imply universal equalization of wages, rules of thinking and behavior of people, but equality of their opportunities and fair remuneration, taking into account the social usefulness of labor. At the same time, the evaluation procedure is the key in the development of staff motivation, their desire to achieve better and more in work.
Analysis of the specifics of activities at individual workplaces, the development of norms and standards of labor in enterprises are conducted by the departments of labor and wages, and the certification of workplaces by the labor protection services. The assessment should be based on activity models expressed in the language of occupations, including indicators of efficiency, reliability, the physiological price of labor at each workplace, the adequacy of procedures for assessing the utility, profitability and value of jobs.
5. Any personnel decision on changing the status, working conditions and rotation of employees should be preceded by an assessment that will confirm or deny the fairness and objectivity of the proposed solution. The establishment of this order often causes resistance of a number of authoritarian leaders, that is why the management of the personnel service should be persistent, otherwise the evaluation system becomes a cut-down instrument for preparing attestations.
6. Along with the developed algorithms and tests of interviews with applicants-beginners, which allow estimating the approximate intellectual potential of candidates for a position, it is advisable to conduct a computer self-assessment of candidates. With strict organization of procedures, warning employees that the results of their self-assessment are compared with their actual achievements, the evaluation is usually quite accurate.
Through the assessment of the rating of employees by its size, one can judge the relative reliability and effectiveness of each employee's activity. If we use weighted estimates of indicators that affect the reliability and effectiveness of the activity, then the rating value correlates with the probability of failure-free operation, which is especially important in assessing personnel working in potentially hazardous and harmful industries.
7. On the basis of the assessment of apprenticeship programs, professional development, training scenarios, supervisory courses, etc., it is possible to find out what kind and to what extent educational sessions are necessary to correct the shortcomings and mistakes in the activities of each employee, groups of specialists of the departments and subdivisions of BE. The assessment of training is directly related to the licensing and certification procedures in a number of industries - aviation, transport, medicine, education, etc. The management of the quality of personnel activities provides for all attributes and technology of quality:
- process control;
- ensuring their reliability and safety;
- the use of formal criteria for evaluating the effectiveness of labor;
- use of methods of expert evaluation, mathematical statistics, diagnostics, information and computer testing and diagnostic programs, etc.
8. The system of integrated assessment is a convenient objective tool for analyzing the staff potential
of BE, which ensures the maintenance of a single personnel policy based on agreed measures and criteria. Evaluation of activity is at the crossroads of many industrial and economic objectives and functions, contributing to their objective support, rationale and agreement.
9. Each enterprise, organization, institution usually uses its own technology of employee assessment, based on expert data, computer control of knowledge, any other methods that increase the reliability and effectiveness of staff. In [1, 2] ratings are called key indicators of efficiency and reliability (KIER). They are measured on a 100-point scale. When evaluating on the basis of KIER, the highest priority is given to the tasks of management, labor safety (safety, radiation and nuclear safety), technical and economic efficiency. Their recruitment for top management, management, specialists and ordinary staff is different (see table). Necessary and universal indicators for all categories of staff are: the rating level of somatic (physical) health degree of psychological predisposition to the employee's performance of the respective functions Р2.
Indicators of the KIER for assessing the performance of staff
Рг Evaluated KIER Weight Vi Result Share Рi
1 Expert evaluation rating 3-5
2 Rating of knowledge assessment using control courses 1
3 Labor protection (LP), safety and industrial safety (IS) 1 The grossest mistakes of the decision-maker Explicit violations Cases of non-compliance Satisfactory There are remarks Insignificant Good condition [0; 11] [11; 21] [21; 31] [31; 41] [41; 51] [51; 71] [71; 100]
4 The state of production and labor discipline 1
5 Compliance with corporate rules and policies OJSC 1
6 Presentation of the established reporting documents 1
7 Ensuring the implementation of plans, tasks, programs 1
8 Ensuring the uninterrupted operation of equipment 1 Frequent failures of the fault of the decision maker Most failures A small part of the failures Cope with failures Reliable operation of machines [0; 11] [11; 21] [21; 31] [41; 51] [51; 71]
9 Compliance with safe operation requirements 1
10 Quality and timeliness of equipment repair 1
11 Avoidance of unreasonable losses and material damage 1
12 Ensuring environmental safety 1
13 Compliance with internal regulations 1
14 Compliance with the rules of LP, safety, IP 1
15 Execution of planned tasks in a timely manner 1
16 Timely delivery of the certification of workplaces 1
17 Quality products manufacturing 1
18 Technological support of production
19 Psychological compliance with the requirements of the activity Low level Below the average Average level Above average High level [0; 26] [26; 46] [46; 61] [61; 71] [71; 100]
20 Health status Extremely low level Low, reserves are small Low, there are reserves Below average No fears Above average High, adequate [0; 11] [16; 26] [26; 41] [41; 51] [51; 66] [66; 71] [71; 100]
21 Based on the results of emergency response training
22 Based on the results of studies on simulators
Aggregating ratings conducted by the multiplicative criterion (to approximately equal-ratings of Pi and P2 we have Р = Pi*P2). It differs from their arithmetic mean by 20-30% and differs significantly with a significant difference in the ratings of Pi.
The overall rating for multiplicative aggregation is
[1]:
m
P = ^ vPviPv2*Pmvm, i=1
where Vi - are weights reflecting the relative im-
m
portance of individual ratings, and ^ Vi = 1.
i=1
Regardless of the weighting coefficients Vi, selected by special methods, each of the parameters considered acts as a kind of "switch", ensuring a decline in the rating Pi to zero and recognizing it as unusable, which does not meet the modern requirements of professional activity. The ultimate goal of the approach is to stimulate the growth of professionalism, exacting responsible attitude to discipline, safety and healthy lifestyle.
Weight parameters Vi are selected by degree [1]:
- the relative importance of the corresponding property and its impact on the success of the activities in a particular workplace;
- ensure the reliability of employees.
Introduced KIER can be considered as types of
portrait signs with increased weight and special procedures for estimating on an interval scale. The selection of the KIER for specific categories of personnel and groups of evaluated individuals is made by the managers of the BE, taking into account the list of actually performed tasks and functions, the degree of their implementation at each workplace. For appraised persons, in addition to expert evaluation and knowledge control, another 3-5 additional parameters are assigned. KIER, slightly varying in time from worker to worker and does not affect their relative success should not be included.
If KIER have numerical evaluation, they are transferred to the received measurement scale [0; 100] units. If KIER qualitative, it is recommended:
- limit peer review rating should be considered 90 units;
- At a rating value in the range above the middle of the scale (50 units) in a small interval, the final rating will change insignificantly, which allows choosing the average value of this interval. If the value of Pi rating is in the range [0-11], then we can take the value:
- Pi = 0 (rating is zero, regardless of the other private ratings); this is adequate to say: « an employee could prevent a gross violation and mitigate its consequences, but did not do so»;
- Pi = 5 (there are mitigating circumstances without changing the quality of the situation); overall rating at best can be 30 units;
- Pi = 10 (there are mitigating circumstances in the context of the adoption of unsustainable and consistent measures); the fact of a gross violation must be noted in the characteristics of the applicant, the final rating does not exceed 40-45 units.
When assessing a candidate from a reserve claiming for top positions, his health rating may be low (Pi = 10). Then, even with high other private ratings, the final score will not exceed 45 units (the decision is verbally formulated "the applicant conditionally meets the requirements of the activity in the position held").
In potentially dangerous and harmful industries, the personnel assessment system should have a separate status in connection with:
- the high closeness of the connection of evaluation procedures with the tasks of technological management, quality management and labor safety, the presence of a multitude of participants in the assessment process and the application of results;
- new technology of organization and interaction of evaluated, containing customizable access rules, algorithms for analyzing and processing heterogeneous data with independent qualified support thereof;
- the presence of an independent input of the data taken into account and the functional output of the final
evaluations in making personnel decisions in the entire administrative hierarchy.
Complex assessment and rapid analysis of the qualities of employees can be an effective tool for their education. The beginning of work of graduates, as young specialists, from starting positions serves as a means of motivation in their further career growth.
Business games at Mosenergo based on the "Persona" system were guided by the level of competence of the management, including:
- initiative, responsibility, influence on the environment;
- degree of confidence, ability to collect and analyze information;
- search for alternatives in decision-making;
- work in the management team and with subordinate staff;
- communication levels, communications, presentations, motivation;
- organization skills, coordination, planning, diagnosis, and monitoring activities.
The personnel of the Smolensk City Repair and Maintenance Service was assessed on the basis of an extended information base. Control courses were held there, 260 tests were developed by specialists of the chief designer department, who acted as experts in the certification of personnel.
In general, the "Persona" system has shown its suitability in the management of personnel in potentially hazardous industries, as well as in the non-profit
BE. It can be used in other spheres of the national economy.
References
1. Arsenyev Y.N., Davydova T.Y. Innovations, investments, intellect: potential, capital, models. M. -Tula, Publishing House of Tula State University, 2013.
2. Arsenyev Y.N., Davydova T.Y. Modeling of intellectual and industrial potential and capital of economic entities: theory, methodology, practice. M. -Tula, Publishing House of Tula State University, 2013. 400 p.
3. Arsenyev Y.N., Davydova T.Y., Zhdanova N.I. Management competencies in vocational education. M. - Tula, Publishing House of Tula State University, 2013. 200 p.
4. Arsenyev Y.N., Davydova T.Y. Education, knowledge economy and training. M. - Tula: Publishing house of TulGU, 2011. 311 p.
5. Arsenyev Y.N., Davydova T.Y. Management and business education in the training of competent professionals. M.-Tula: Publishing House of TulGU, 2012.
6. Arsenyev Y.N., Davydova T.Y., Prokhorov S.Y. Quality management and innovation in economics and vocational education: trends, methods, algorithms, programs. M. - Tula: Publishing House of TulGU, 2012. 370 p.
РАННИЕ ТЕОРИИ ЭКОНОМИЧЕСКОГО РОСТА: ОТ МЕРКАНТИЛИЗМА ДО КЛАССИЧЕСКОЙ ШКОЛЫ
Гаджиев Ю.А.
Канд.экон.наук, с.н.с, зав. лабораторией, Институт социально-экономических и энергетических проблем Севера Коми научного центра УрО РАН,
г. Сыктывкар
EARLY THEORIES OF ECONOMIC GROWTH: FROM MERCANTILISM to THE CLASSICAL SCHOOL
Gadzhiev J.A.
PhD in economics, senior researcher, head of the laboratory, Institute of Socio-Economic and Power Problems of the North, Komi Scientific Center, Ural branch.
Russian Academy of Sciences, Syktyvkar
АННОТАЦИЯ
В статье рассмотрены и систематизированы ранние теории экономического роста, отмечены их особенности, важность использованных идей для раскрытия содержания и факторов многих современных теорий и моделей экономического роста. Определены содержание, признаки и основные факторы роста экономики в трудах представителей меркантилизма, теории производства и капитала и физиократов, которые стояли у истоков современных теорий экономического роста. Выявлены сильные и слабые стороны рассмотренных теорий с позиций развития теории роста экономики.
ABSTRACT
The article reviews and systematizes early theories of economic growth, notes their features and importance of the ideas used to expand the content and factors of many modern theories and models of economic growth. The main factors and characteristics of economic growth in mercantilism, theory of production and capital and physi-ocratie are highlighted. The strengths and weaknesses of the reviewed theories are identified with regard to development of the theory of economic growth.
