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DOI 10.46320/2077-7639-2024-2-123-34-38
Взаимосвязь между деятельностью по управлению человеческими ресурсами и эффективностью деятельности компании
Чжуан Шукай, Федюнин А.С.
Управление человеческими ресурсами представляет собой новую область человеческого опыта, которая трансформирует принятую традиционную модель управления персоналом, модернизируя связи между управлением человеческими ресурсами и успешностью компании. Объект исследования - национальная экономика. Предмет исследования - человеческие ресурсы. Цель исследования - раскрыть взаимосвязь между деятельностью по управлению человеческими ресурсами и эффективностью деятельности компании. Стратегическое управление человеческими ресурсами представляет собой процесс более тесной интеграции человеческих ресурсов и человеческого поведения со стратегическими и операционными целями компании с целью достижения конкурентного преимущества в трансформировавшейся среде хозяйствования. Взаимосвязь между стратегией управления человеческими ресурсами и производительностью компании опосредована через результаты, такие как поведение, отношения и навыки персонала, а также контролируется бизнес-стратегиями и организационным контекстом, когда управление человеческими ресурсами способствует эффективности организации через обучение, управление вознаграждениями и другие меры, что приводит к улучшению лояльности сотрудников и обслуживания клиентов.
ДЛЯ ЦИТИРОВАНИЯ ГОСТ 7.1-2003
Чжуан Шукай, Федюнин А.С. Взаимосвязь между деятельностью по управлению человеческими ресурсами и эффективностью деятельности компании // Дискуссия. - 2024. - Вып. 123. - С. 34-38.
КЛЮЧЕВЫЕ СЛОВА
Eправление человеческими ресурсами, бизнес-стратегии, позиционирование, управление, навыки, знание, обучение
JEL:
DOI 10.46320/2077-7639-2024-2-123-34-38
The relationship between
human resource management activities
and firm performance
Zhuang Shukai, Fedyunin A.S.
Human resource management is a new field of human experience that transforms the accepted traditional model of human resource management, modernizing the links between human resource management and firm success. The object of the study is the national economy. The subject of the study is human resources. The purpose of the study is to reveal the relationship between human resource management activities and company performance. Strategic human resource management is a process of closer integration of human resources and human behavior with strategic and operational goals of the company in order to achieve competitive advantage in the transformed business environment. The relationship between human resource management strategy and company performance is mediated through outcomes such as employee behavior, attitudes and skills, and controlled by business strategies and organizational context where human resource management contributes to organizational performance through training, reward management and other measures, resulting in improved employee loyalty and customer service.
FOR CITATION APA
Zhuang Shukai, Fedyunin AS. The relationship between human resource management activities and firm performance. Diskussiya [Discussion], 123, 34-38.
KEYWORDS
Human resource management, business strategies, positioning, management, skills, knowledge, training.
JEL:
INTRODUCTION
Human resource management (HRM) research is a significant area of human experience that, unlike other management functions implemented and conducted by human resources departments, is difficult to classify by its direct impact on employee productivity, unlike the management of managers at the operational level and traditional management functions of HR specialists. A fairly large number of studies have been devoted to identifying the relationship between human resource management and the success of an organization, leading to unambiguous conclusions
about the relationship between the effectiveness of a company's activities and human resource management as a new form of organization management [ i ], [ 2 ]. Significant steps have been taken in the last decade to understand this relationship, although significant gaps remain in understanding the causal relationships between various indicators and HRM management and company performance. Many models have been developed to study the impact of human resource management on organizational performance, but a unified understanding and additional research are needed for a comprehensive understanding. There is an opinion
that despite the volume of theories being developed and the number of empirical studies demonstrating the relationship between human resource management strategies, team characteristics and company results, further research is required to better understand this dynamics [3]. Although there is an obvious positive relationship between human resource management and company performance, more evidence is needed to verify this relationship.
THE MAIN PART
High productivity and efficient work as a type of human activity can be defined through a number of key characteristics of the company's operational activities: achievement of organizational goals, innovations in the field of service quality and customer satisfaction, focus on customers and continuous improvement of interaction, consideration of the workflow as a source of added value, clear correspondences between training, development and organizational goals of the company, support of educational processes at the organizational and individual levels, using autonomous workgroups as a collaboration tool.
Many researchers and specialists in the field of human resource management seek to describe and explain the relationship between human resource management and the goals of an organization. The Harvard model characterizes human resource management as a system combining corporate goals, public needs, and human resource activities: "Using the Harvard HRM model, Beer, Boseley, and Brewster (2015) combine these goals into a multidimensional efficiency construct. Effectiveness is considered not only as the effectiveness of the organization (reflecting, for example, financial and productivity indicators), but also as the creation of employee well-being (reflected in satisfied and healthy employees) and the well-being of society (for example, the impact of the organization on society)" [4, p. 484]. The term "business strategy" refers to a strategy that an organization uses, scaling the pool of interests that it owns, as well as financial indicators such as ROI, ROS, ROIC and others that are used to measure the effectiveness of the company. Organizational effectiveness and individual results are closely linked because in the long run one cannot be achieved without the other, and positioning one against the other will not provide the desired result. Management strategies in the field of human resources should be developed in accordance with the needs of the organization or business, which emphasizes the key importance of business - strategies for the way things are done: "Based on the existing literature on dynamic management capabilities, I argue that the CEO of a company is one of the organizational
resources that can help explain (1) conditions that may affect the ability and motivation of middle managers to consistently implement HRM policies, and (2) when the employee-based resources that result from the HRM system are more likely to lead to a competitive advantage. The dynamic managerial capabilities of managers are considered key to understanding how companies are able to effectively acquire, develop, expand, recombine and deploy organizational resources to improve the efficiency of the company" [5, p. 3]. The definition of an organizational strategy or business strategy is to find ways to position the goals of a business or organization to make optimal use of planning and maximize future capital and human resources. It is especially important for HRM to understand how best to use human assets to achieve business goals and gain a competitive advantage from the organization's human resources.
Strategic human resource management is the process of integrating human resources and human behavior more closely with a company's strategic and operational goals in order to achieve a competitive advantage. Human resource management policies and practices aim to form new employment relationships and promote integration, including the complex process of selecting and planning resources in advance, according to prospective needs, engagement and dedication to the company, performance management, remuneration, training and development. The effective implementation of such strategies leads to the improvement of the organization's work and the creation of human capital through the development of rare, unique internal human resources. Taking into account the resource approach, the human resource management policy directly affects the professional qualities of employees, including skills, attitudes and behavior, which subsequently affects the efficiency of the company.
The first stage of integration into the organization is represented by the processes of recruitment and selection of human resources, which are the basic elements in human resource management. High-quality recruitment and selection are of key importance, since well-developed strategies, procedures and practices contribute to the effective operation of the company, while an inefficient selection and recruitment process can negatively affect the overall productivity of the company and the quality of the final products of goods (services). Human resource management is widely used in companies with a decentralized management structure. In such a management model, management defines targets, and then delegates tasks to achieve these goals to several performers. The central princi-
ple is the availability of clear work stages and control methods with a set time frame, where the results of tasks are compared with pre-determined planned performance indicators of the company.
Performance management is a strategic and integrated approach to ensuring sustainable growth of the company through increasing employee productivity and developing their abilities as team members and professional performers within the scope of available competencies. The established goal for the effective use of human resources is a strong incentive that encourages employees to move towards achieving it and exceeding planned performance indicators. Quantitative indicators, such as sales volume or the number of new customers, which easily become targets, are of particular importance. Effective control of results is achieved through:
— Understanding the work of the organization for subsequent planning and setting targets;
— High motivation of the staff to complete tasks with realistic goals;
— The impact of the evaluation of the results on the definition of further tasks.
The concept of "remuneration" has many interpretations and is related to the contribution that employees bring to the company and receive in return. Remuneration systems play an important role in the company's HR policy, taking into account both the tangible and intangible values of the staff, influencing their motivation and satisfaction with their work. The motivation control model includes an analysis of the potential of each employee, taking into account personal motives and interests, therefore, an individual approach contributes to creating a comfortable working atmosphere, optimizing interaction between management and subordinates, as well as the successful use of motivation to increase production efficiency. It is important to develop employees' personal interest in completing work tasks, which contributes to a more responsible attitude towards their work duties and job descriptions.
Training and development - processes are aimed at providing employees with the necessary skills and knowledge to achieve maximum productivity, therefore organizational training is a planned process aimed at developing employees with the necessary knowledge and skills to perform their duties productively, contributing to the achievement of the company's goals and objectives, which increases the efficiency and effectiveness of activities.
After the introduction of systematically structured HRM policies and practices, it is expected to achieve high results in various areas, including
motivation, satisfaction, cooperation with management and colleagues, commitment to company goals, staff retention, professional development and much more, which is an inexhaustible list of basic indicators of effective human resource management.
Companies include a variety of structures depending on the type of operating activity and each level of the management hierarchy is essential to ensure the effective operation of the company, regardless of the field of activity, any organization has certain key features:
— The presence of certain goals;
— Availability of a variety of resources;
— The influence of external factors;
— Application of labor differentiation;
— Hierarchical management structure;
— The presence of the management staff at all levels of the hierarchy;
— Compliance with the norms and rules of relationships regulated by job descriptions and the articles of association of the company.
In the context of these features, special attention is paid to the resources that the company uses to achieve its goals, in operating activities related to the production of goods and the provision of services, it is almost always required:
— Human resources;
— Production capital (equipment, machines, mechanisms, structures);
— Financial resources;
— Raw materials and supplies;
— Production technologies;
— Information base.
Almost all resources, with the exception of human resources, are not capable of creating value by themselves, since effective production and provision of services is possible through human participation, and resources that do not have direct human intervention benefit only through active human participation. The activities of any organization largely depend on the human factor, which requires organization and sys-tematization, and human resource management is a key aspect of management in many companies, that is, the main goal is to maximize the use of human resources and increase the efficiency of their use.
CONCLUSION
Quite a lot of research reveals the relationship between human resource management (HRM) policy and company performance, HRM strategy is closely and directly related to the efficiency of the entire production system. When studying the impact of HRM on the company's productivity, it is important to take into account that HRM and the company's business
goals are interrelated and the HRM strategy must be consistent with accepted business strategies. The relationship between HRM strategy and company performance is mediated through outcomes such as employee behavior, attitudes, and skills, and is also
controlled by business strategies and organizational context, where HRM contributes to organizational effectiveness through training, reward management, and other measures, resulting in improved employee loyalty and customer service.
Список литературы
1. Michie J., Sheehan-Quinn M. Labour market flexibility, human resource management and corporate performance // British journal of management. - 2001. - Т. 12. - № 4. -С. 287-306.
2. Anwar G., Abdullah N. N. The impact of Human resource management practice on Organizational performance // International journal of Engineering, Business and Management (IJEBM). - 2021. - Т. S.
3. Ahmed T. et al. Impact of employees engagement and knowledge sharing on organizational performance: Study of HR challenges
in COVID-19 pandemic // Human Systems Management. -2020. - T. 39. - № 4. - C. 589-601.
4. Boselie P., Van Harten J., Veld M. A human resource management review on public management and public administration research: stop right there™ before we go any further™ // Public Management Review. - 2021. - T. 23. - № 4. - C. 483-500.
5. Boselie P., Van Harten J., Veld M. A human resource management review on public management and public administration research: stop right there™ before we go any further™ // Public Management Review. - 2021. - T. 23. - № 4. - C. 483-500.
References
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3. Ahmed T. et al. Impact of employee engagement and knowledge sharing on organisational performance: A study of HR chal-
lenges in COVID-19 pandemic // Human Systems Management. -2020. - Vol. 39. - № 4. - Pp. 589-601.
Bosely P., Van Harten J., Veld M. A review of human resource management in public management and public administration research: stop there.... before we go any further.... // Public Management Review. - 2021. - Vol. 23. - № 4. - Pp. 483-500. 5. Bosely P., Van Harten J., Veld M. A review of human resource management in public management and public administration studies: stop there.... before we go any further.... // Public Management Review. - 2021. - Vol. 23. - № 4. - Pp. 483-500.
1. Michie J., Sheehan-Quinn M. Labour market flexibility, human resource management and corporate performance // British Journal of Management. - 2001. - Vol. 12. - № 4. - 4 Pp. 287-306.
2. Anwar G., Abdullah N. N. Impact of human resource manage-
Информация об авторах
Чжуан Шукай, магистрант экономического факультета (Международный бизнес-менеджмент) Московского государственного университета имени М.В. Ломоносова (г. Москва, Российская Федерация).
Федюнин А.С., кандидат экономических наук, доцент кафедры мировой экономики и мировых финансов Финансового университета при Правительстве РФ (г. Москва, Российская Федерация).
Information about the authors
Zhuang Shukai, Graduate Student of the Faculty of Economics (International Business Management) Lomonosov Moscow State University (Moscow, Russian Federation).
Fedyunin A.S., Ph.D. in Economics, Associate Professor of the Department of World Economy and World Finance Financial University under the Government of the Russian Federation (Moscow, Russian Federation).
© Чжуан Шукай, Федюнин А.С., 2024. © Zhuang Shukai, Fedyunin A.S., 2024.
