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Consider the main elements of the personnel management system. These include:

Personnel planning - a set of measures aimed at assessing current resources, predicting their reduction, assessing the future need for resources, including executives, assessing the reserve of personnel and ways to quickly replace specialists;

Engagement of personnel - a set of measures that ensure the involvement of the required specialists at a given time. These measures include the search, recruitment, selection, hiring and initial development of personnel;

Personnel development - includes training and retraining of personnel, relocation, assessment and promotion of personnel, training of reserves of specialists and managers;

Motivation and incentives for personnel - includes remuneration, additional incentive payments and a system of labor motivation;

Personnel accounting is a set of measures to ensure personnel work in accordance with the requirements of regulatory authorities and the needs of the organization itself.

The presence of these components allows us to say that the basic elements of personnel management are functioning in the organization. So, in most Russian enterprises, one can note the presence of such of the listed components as personnel accounting, which is mandatory in the activities of any organization and is quite well regulated by external bodies; it is also a system for involving personnel in solving common problems.

The narrowest areas in the field of personnel management, and therefore the least developed, are the development of personnel, their motivation, as well as resource planning, which, as a rule, is not carried out at all in Russian conditions. Therefore, the improvement of the personnel management system must begin with these areas.

In the course of production and economic activity, complex and multilateral relationships are formed between the elements of the personnel management system. The relevance of the problem of interaction between the elements of the personnel management system lies in the fact that through such interaction the internal management of the enterprise is carried out, the role of the manager and its influence on the results of the production and economic activities of the enterprise are determined.

The interaction between the elements of the personnel management system must be considered as an exchange of information (knowledge, ideas, messages), material objects (money, documents, other property of the organization), movements and as a form. Such interaction is associated with mutual understanding between the elements of the personnel management system, awareness, fixation and performance of their functions by these elements, as well as the manager's awareness of the problems that arise in working with people.

As a complex subject of study, the interaction between the elements of the personnel management system has the following content: interacting parties; levels; items; types; causes and consequences; flow conditions and development factors; the impact of change on other people and the feedback from those people.

Thus, the organization of interaction between the elements of the personnel management system is an urgent and difficult task in modern conditions. The complexity is due to the many features of the classification of this interaction, the impact on the results of the work of the participants in this interaction and the work of the enterprise.

Forming and considering the classification of interaction between the elements of the personnel management system, the main types of which are organizational, motivational, educational, it can be noted that motivational interaction is an important type of such interaction. It occupies one of the central places, as it determines the behavior of managers and their subordinates, proceeds from the inevitability of changing the management structure, changing the content and ensuring managerial work, and raising the expectations of managers.

FEDERAL AGENCY FOR EDUCATION

State educational institution of higher professional education

Siberian State Aerospace University

named after academician M.F. Reshetnev

Department of NKPU

TEST

By discipline:"Personnel Management"

On the topic: The main elements of the organization's personnel management system.

Performed:st.gr. MZU 81

Nikonova I.V.

Checked: Kazakova A.N.

Krasnoyarsk 2010

Introduction 3 pages

Elements of the control system pp. 4-8

Personnel management system pp. 9-11

Principles of personnel management pp. 12-13

Personnel management methods pp. 14-22

Features and disadvantages of management methods 23 pages.

Conclusion page 24

References 25 pages.

Introduction

The relevance of this topic is that a large number of enterprises work with an outdated personnel management system, which objectively gives rise to the need for transformations that require new knowledge and skills from employees.

In this regard, the study of the problem of the personnel management system is not only relevant, but also necessary.

The topic of my test work is "The main elements of the organization's personnel management system." In the main part of my work, I revealed the elements of management, methods, principles of personnel management of the organization, as well as the features and disadvantages of management methods.

Elements of the control system

Any organization is a complex social system consisting of two elements - manager and managed. Being a subsystem of the organization as a whole, the control element itself is at the same time a very complex formation, which we will call the control system.

It is characterized by a certain configuration of the structure, the degree of centralization or decentralization, formalization and regulation, stability or variability, openness or closeness (susceptibility or immunity to external influences).

Structurally, the management system consists of the managing and managed subsystems (the boundaries between them are very conditional), in unity forming the subject of management, as well as the mechanism of their interaction, which includes a set of powers, principles, methods, rules, norms, procedures that regulate the procedure for implementing management actions for relation to the control object. The system approach requires considering the subject and object of management as a whole and in relationship with the external environment.

Under the control subsystem of the management system, one can understand that part of it that develops, adopts and broadcasts management decisions, ensures their implementation, and under the managed subsystem, one that perceives and implements them in practice. Under conditions of management hierarchy, most of its links, depending on the specific situation, may belong either to the controlling or to the controlled subsystem.

At the head of the control subsystem is its director (the central link), personifying the control actions. It can be individual (head) or collective (board of directors of a joint-stock company).

The composition of the control subsystem also includes the mechanisms of its influence on the controlled one - planning, control, stimulation, coordination, etc.

The controlled subsystem includes elements of the control object that perceive the control action and transform the behavior of the object in accordance with it, as well as the mechanism of interaction of these elements (personal interests, goals of employees, their relationships, etc.).

Usually the control subsystem is smaller in scale than the control one and its complexity is lower; but it is more active, dynamic. The controlled subsystem, on the contrary, has a large inertia, which usually requires considerable energy to overcome. This system refracts management decisions in accordance with its specifics, which largely determines the effectiveness of their implementation.

If management is of an official nature, then its subject is organizationally and legally formalized in the form of a position or a set of positions that form a management unit (administrative apparatus). Otherwise, the subject may be an individual, or a group of people who are not formally associated with certain positions. The main thing here is that the subject of control generates decisions that regulate the functioning of the control object.

From the subject of management, it is necessary to distinguish the subjects of managerial activity - living people in whom managerial relations are personified - managers and employees of the apparatus.

In order for the interaction between the control and managed subsystems to be effective a number of conditions must be met.

First, they must match each other. If there is no such correspondence, it will be difficult for them to “join”, they will not be able to understand each other in the process of work, and, consequently, to realize their potential. It is easy to imagine, for example, such a case when a person, in himself smart and capable, becomes a leader in an area of ​​activity that he has a bad idea of. It is clear that the decisions made by him will be incomprehensible to his subordinates, and the latter will not be able to work with the necessary dedication.

Moreover, the control and managed subsystems must be compatible with each other so that their interaction does not give rise to negative consequences that could lead to the inability to perform their tasks. So, if the leader and the subordinate are not psychologically compatible, then sooner or later conflicts will begin between them, which will have the most negative impact on the results of work.

Secondly, within the framework of unity, the controlling and controlled subsystems must have relative independence. The central control link is not able to foresee all the necessary actions in specific situations due to the remoteness from the place of events, ignorance of the details, the interests of the object and its possible psychological reactions, especially in unforeseen circumstances. Therefore, the decisions made at the top cannot be optimal.

Thirdly, the controlling and controlled subsystems must carry out two-way interaction between themselves, based on the principles of feedback, reacting in a certain way to management information received from the other side. Such a reaction serves as a guideline for adjusting subsequent actions that ensure the adaptation of the subject and object of control not only to a change in the external situation, but also to the new state of each other.

Fourth, both the controlling and controlled subsystems should be interested in clear interaction; one - in the return of the commands necessary in a given situation, the other - in their timely and accurate execution. The ability of the subject to control is due to the readiness of the object to follow incoming commands.

A similar situation arises when the personal goals of the participants in the management process coincide and at the same time correspond to the goals of the management object. Therefore, the possibility of achieving their goals should be directly dependent on the degree of achievement of the goals of the management object arising from its needs.

The listed factors should ensure the controllability of the object, characterized by the degree of control that the control subsystem exercises in relation to it through the controlled one.

Controllability is manifested as a reaction of a subordinate, controlled object of a subject or a control system as a whole to a control action. It can take the form of fulfilling the relevant requirements, inaction, opposition, formal actions, that is, it is characterized by a readiness to fulfill the requirements of leadership and cooperation. Manageability depends on such circumstances as the knowledge and experience of the staff, the compliance of the type of management with the conditions of the internal and external situation, the sufficiency of the manager's powers, and the socio-psychological climate.

Within the control system, there are a variety of connections between its control and managed subsystems: direct and indirect; main and secondary; internal and surface; permanent and temporary; regular and random. Through these connections, the operation of the control mechanism is carried out, which is understood as a set of means and methods of influencing the controlled object in order to activate it, as well as the motives of the behavior of the personnel as its most important element (interests, values, attitudes, aspirations).

The control mechanism must correspond to the goals and objectives of the object, the real conditions of its operation, provide for reliable, balanced with each other methods of influencing the object, and have room for improvement.

The management system must be effective, which implies: efficiency and reliability, quality of decisions made; minimizing the associated time costs; savings in general costs and expenses for the maintenance of the management apparatus, improvement of the technical and economic indicators of the main activity and working conditions, the share of management employees in the entire staff of the organization.

The effectiveness of the functioning of the management system can be improved with the help of more reliable feedback, timeliness and completeness of information, taking into account the socio-psychological qualities of participants, and ensuring the optimal size of units.

Personnel management system

Personnel management is a multifaceted and extremely complex process, which is characterized by its specific features and patterns. Personnel management is characterized by consistency and completeness based on a comprehensive solution of problems, their reconstruction. The system approach provides for taking into account the relationship between the individual aspects of the problem to achieve the final goals, determining ways to solve them, creating an appropriate control mechanism that provides integrated planning and organization of the system.
A management system is an ordered set of interrelated elements that differ in functional goals, act autonomously, but are aimed at achieving a common goal.

The system organizationally assigns certain functions to structural units, employees, and also regulates the flow of information in the management system.

The human resource management system is constantly evolving and improving. At each stage of the development of society, it must be brought in accordance with the requirements of the development of productive forces, making adjustments to its individual elements.

Personnel management is provided by the interaction of the managing and managed systems.

The management system (subject) is a set of governing bodies and managerial employees with a certain scope of their activities, competence and specifics of performing functions. It can change under the influence of organizing and disorganizing factors. The management system is represented by line managers who develop a set of economic and organizational measures to recreate and use personnel.

A managed system (object) is a system of socio-economic relations regarding the process of recreation and use of personnel.
Personnel management is a complex system, the elements of which are directions, stages, principles, types and forms of personnel work. The main directions are the recruitment and retention of personnel, its professional training and development, the assessment of the activities of each employee in terms of achieving the goals of the organization, which makes it possible to correct his behavior.

With all the variety of organizations that exist in modern society and the types of activities they are engaged in, working with human resources solve the same tasks, regardless of their specifics.

First, each organization attracts the right number of employees. Selection methods depend on the nature and conditions of the organization.

Secondly, everyone, without exception, conducts training for their employees to explain the task and bring their skills and abilities in line with the requirements of the task.

Thirdly, organizations evaluate the performance of each employee. The forms of evaluation are varied, as are the types of organizations.

And finally, each organization rewards its employees to one degree or another, that is, it compensates for the time, energy, and intelligence that they spend to achieve their goals.

These functions exist in any organization, but they can be expressed in different forms and in different degrees of development.

Therefore, in order to develop successfully, an organization must manage the recruitment, training, evaluation, remuneration of personnel, that is, create, improve methods, procedures, programs for organizing these processes. In totality and unity, methods, procedures, programs constitute a personnel management system.

The main elements of the management system are people who simultaneously act as the object and subject of management. The ability of human resources to simultaneously act as both an object and a subject of management is the main specific feature of management.
Consequently, the socio-economic system is a unity of the control and managed systems, and the control mechanism is a set of relations, forms and methods of influencing the formation, distribution and use of labor resources in the state.

The personnel management system in an organization consists of a complex of interconnected subsystems (elements).

A subsystem is a part of the system separated by functional elements or organizational features, each of which performs, defines tasks, works autonomously, but is aimed at solving a common goal.
The system of subsystems has a multistage structure, with a large number of activities.

Traditionally, subsystems are distinguished that correspond to the main functions of human resource management.

Principles of personnel management

Personnel management is based on the following principles:

Science, democratic centralism, planning, unity of orders;

Combination of individual and collective approaches, centralization and decentralization, linear, functional and targeted management;

Control over the implementation of decisions.

Personnel management is a complex and integral component of the organization's management. It is difficult because people by their nature differ from other resources and require special approaches and management methods. The specificity of human resources is expressed in the fact that, firstly, people are endowed with intelligence, their reaction to management is emotional, thoughtful, and not mechanical, which means that the process of relationships is two-way; secondly, people are constantly improving and developing; thirdly, relationships are based on a long-term basis, since a person's working life can last for 30-50 years; and lastly, people come to the organization consciously, with certain goals and motives.

Human resource management should focus on the following positions:

Man is a source of income;

All activities of the organization are aimed at achieving economic results and making a profit;

Successful work is possible only if the organization is provided with a highly professional staff, the company is valuable for its people.

According to many foreign economists, the main thing in working with human resources is:

Using the individual abilities of employees in accordance with the strategic goals of the organization, first of all, to master new equipment and technologies;

Integration of desires, needs and motives of employees with the interests of the company. The essence of human resource management is to ensure the achievement of the goals of the organization through the acquisition of its production personnel with the appropriate competence. Personnel management are plans that use the opportunities of the external environment to strengthen and maintain the competitiveness of the organization with the help of its employees. People management is the backbone of an organization's management.

Personnel management methods

Methods of personnel management (PMP) - ways of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization. Science and practice have developed three groups of PMN: administrative, economic and socio-psychological

Multivariate study of proposals for the formation of a personnel management system and the choice of the most rational option for specific production conditions.

The simpler the personnel management system, the better it works. Of course, this excludes the simplification of the personnel management system to the detriment of production.

The development of measures for the formation of a personnel management system should be based on the achievements of science in the field of management, taking into account changes in the laws of development of social production in market conditions.

In any vertical sections of the personnel management system, hierarchical interaction should be ensured between management links (structural divisions or departments, managers), the fundamental characteristic of which is the asymmetric transfer of information "down" (disaggregation, detailing) and "up" (aggregation) through the management system.

In any horizontal and vertical sections of the personnel management system, rational autonomy of structural units or individual managers should be ensured.

The interactions between the hierarchical links along the vertical, as well as between the relatively autonomous links of the personnel management system horizontally, should be generally consistent with the main goals of the organization and synchronized in time.

To ensure the sustainable functioning of the personnel management system, it is necessary to provide for special “local regulators” that, in case of deviation from the organization’s set goal, put one or another employee or department at a disadvantage and encourage them to regulate the personnel management system.

Personnel management, both vertically and horizontally, can be carried out through various channels: administrative, economic, legal, etc.

The personnel management system should have a conceptual unity, contain a single accessible terminology, the activities of all departments and managers should be based on common “supporting structures” (stages, phases, functions) for personnel management processes that are different in economic content.

The personnel management system should provide maximum convenience for the creative processes of substantiation, development, adoption and implementation.

Administrative methods are based on power, discipline and punishment and are known in history as "whip methods". Economic methods are based on the correct use of economic laws and are known as "carrot methods" by the methods of influence. Socio-psychological methods come from motivation and moral influence on people and are known as "methods of persuasion".

Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, the desire of a person to work in a particular organization, and the culture of work activity. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of government, as well as acts and orders of higher authorities. Economic and socio-psychological methods are indirect in nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.

Administrative Methods management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence. Organizational Impact is aimed at organizing the production and management process and includes organizational regulation, organizational regulation and organizational and methodological instruction.

Organizational regulation determines what a management employee should do, and is represented by regulations on structural divisions that establish tasks, functions, rights, duties and responsibilities of divisions and services of the organization and their leaders. On the basis of the provisions, the staffing table of this unit is compiled, its daily activities are organized. The application of the provisions allows you to evaluate the results of the activities of the structural unit, make decisions on the moral and material incentives for its employees.

Organizational regulation provides for a large number of standards, including: quality and technical standards (technical conditions, standards, etc.); technological (route and technological maps, etc.); maintenance and repair (for example, preventive maintenance standards); labor standards (categories, rates, bonus scales); financial and credit (the amount of working capital, repayment of bank loans); profitability standards and relationships with the budget (deductions to the budget); material supply and transport standards (rates of consumption of materials, rates of downtime of wagons under loading and unloading, etc.); organizational and managerial standards (internal regulations, procedures for hiring, dismissal, transfer, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the rationing of information, since its flow, volumes are constantly increasing. Under the conditions of functioning of an automated control system, arrays of norms and standards are organized on information carriers of a computer in an information-computing center (ICC).

Organizational and methodological instruction is carried out in the form of various instructions and instructions in force in the organization. In the acts of organizational and methodological instruction, recommendations are given for the use of certain modern management tools, and the richest experience that employees of the management apparatus have is taken into account. The acts of organizational and methodological instruction include: job descriptions that establish the rights and functional duties of managerial personnel; guidelines (recommendations) describing the implementation of work packages that are interconnected and have a common purpose; methodological instructions that determine the procedure, methods and forms of work for the implementation of a separate technical and economic task; work instructions that define the sequence of actions that make up the management process. They indicate the order of actions for the implementation of operational management processes.

The acts of organizational regulation and organizational and methodological instruction are normative. They are issued by the head of the organization, and in cases stipulated by the current legislation - jointly or in agreement with the relevant public organizations and are binding on the units, services, officials and employees to whom they are addressed.

Regulatory influence expressed in the form of an order, order or instruction, which are legal acts of a non-normative nature. They are issued to ensure compliance, enforcement and enforcement of applicable laws and other regulations, as well as to give legal force to management decisions. Orders are issued by the line manager of the organization.

Orders and instructions are issued by the head of the production unit, division, service of the organization, the head of the functional unit. An order is a written or oral requirement of a leader to solve a specific problem or perform a specific task. An order is a written or oral requirement for subordinates to resolve certain issues related to the task.

The administrative impact more often than the organizational one requires control and verification of execution, which must be clearly organized. To this end, it establishes a unified procedure for accounting, registration and control over the implementation of orders, orders and instructions.

Economic Methods- these are elements of the economic mechanism by which the progressive development of the organization is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.

With the help of planning, the program of the organization's activities is determined. Once approved, the plans go to line managers to guide their implementation. Each division receives long-term and current plans for a certain range of indicators. It is necessary to apply a clear system of material incentives for finding reserves to reduce the cost of production and real results in this direction. Of great importance in the system of material incentives is the effective organization of wages in accordance with the quantity and quality of labor.

Under the conditions of a market system of management and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is increasing. They become the most important condition for creating an integral, efficient and flexible system for managing the economy of an organization that acts on the market as an equal partner of other organizations in social cooperation of labor. The economic development plan is the main form of ensuring a balance between the market demand for a product, the necessary resources and the production of products and services. The state order is transformed into a portfolio of orders of the organization, taking into account supply and demand, in which the state order no longer has a dominant value.

To achieve the goals set, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.

Socio-psychological methods management are based on the use of the social management mechanism (the system of relationships in the team, social needs, etc.). The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management. Socio-psychological methods are based on the use of laws of sociology and psychology. The object of their influence are groups of people and individuals. According to the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that directly affect the personality of a particular person. Such a division is rather arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychology. However, the effective management of human resources, consisting of a set of highly developed personalities, requires knowledge of both sociological and psychological methods.

sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team.

The setting of social goals and criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results are ensured by social planning.

Sociological research methods, being scientific tools in working with personnel, provide the necessary data for the selection, evaluation, placement and training of personnel and allow you to reasonably make personnel decisions. Questioning allows you to collect the necessary information through a mass survey of people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then - in the course of a dialogue with the interlocutor - obtaining the necessary information. An interview - an ideal version of a conversation with a leader, politician or statesman - requires a high qualification of the interviewer and considerable time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when a matrix of preferred contacts between people is built on the basis of a survey of employees, which also shows informal leaders in the team. The method of observation allows you to identify the qualities of employees, which are sometimes found only in an informal setting or extreme life situations (accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are solved in an informal conversation.

Psychological methods play an important role in working with personnel, as they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, images and behavior, in order to direct the inner potential of a person to solve specific problems of the organization.

Psychological planning is a new direction in working with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of the comprehensive development of the individual, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists. The most important results of psychological planning include: the formation of units ("teams") based on the psychological compliance of employees; comfortable psychological climate in the team: the formation of personal motivation of people based on the philosophy of the organization; minimization of psychological conflicts (scandals, resentment, stress, irritation); development of a service career based on the psychological orientation of employees; the growth of the intellectual abilities of the members of the team and the level of their education; formation of a corporate culture based on the norms of behavior and images of ideal employees.

Personnel management methods can also be classified on the basis of belonging to management functions (rationing, organization, planning, coordination, regulation, motivation, incentives, control, analysis, accounting). A more detailed classification of personnel management methods on the basis of belonging to a specific personnel management function allows you to line them up in the technological chain of the entire cycle of work with personnel. On this basis, methods are distinguished: recruitment, selection and admission of personnel; business assessment of personnel; socialization, career guidance and labor adaptation of personnel; motivation of labor activity of personnel; organization of the personnel training system; conflict and stress management, personnel safety management, personnel work organization, business career management and professional promotion of personnel; release persona

Features and disadvantages of management methods

The features and disadvantages of traditional methods of personnel management include the following:

The wide variety of existing approaches in personnel management has led to the fact that there is neither a single universally recognized concept nor a common professional ideology of this management discipline.

Personnel work has traditionally been on the periphery of the attention of corporate leaders. The main role of HR specialists was that they acted as advisors to management and were not directly responsible for the development and implementation of the organization's strategy. And financial and production considerations, as a rule, have always prevailed over the proposals of personnel workers, which are at odds with the overall strategy of the corporation.

HR specialists were inherent in the role of defenders of the interests of ordinary workers, which, according to their fellow managers, hindered the achievement of the goals of the organization.

Personnel management was interpreted as an activity that does not require special training

The lack of specialized professional training and relevant professional qualifications reduced the authority of cadre workers in the eyes of superiors and line managers.

Against the backdrop of radical changes in corporate management over the past 15 - 20 years, personnel management is experiencing a real flourishing.

Conclusion

Having completed this work, I learned a lot of useful information for myself, which will be useful in the future in my profession.

For myself, I realized that a well-selected workforce of the company should represent a team of like-minded people and partners who are able to understand and implement the plans of the management. The innovative nature of the activity of a modern company, the priority of service quality issues change the requirements for the employee, increase the importance of a creative attitude to work and high professionalism. This has already led to significant changes in the principles, methods and socio-psychological issues of personnel management.

Social control system designed to ensure the efficient operation of the technical system. It is created in close relationship with it and is not transferred to the disposal of production management units. The social system includes: selection and promotion of personnel; ensuring the distribution of responsibility in the course of decision-making; an effective system of remuneration and bonuses; solving the problem of status.

Bibliography

Bazarov T.Yu. Personnel Management. - M.: UNITI, 2007. - 219 p.

Gorfinkel V.Ya. Entrepreneurship. - M.: UNITI - DANA, 2008. - 735 p.

http:// www.persona-nova.ru

Tsypkin Yu.A. Personnel Management. - M.: UNITI-DANA, 2001. - 437 p.

Personnel management is a set of principles, methods and means of purposeful influence on personnel, ensuring the maximum use of the intellectual and physical abilities of employees in the performance of labor functions to achieve the goals of the organization.

Personnel management - development and implementation of decisions on the state and development of personnel. In connection with the ongoing economic reforms in Russia, there has been a sharp revival of the entire personnel management system at enterprises of any form of ownership. The marketing service, as the most important link in the enterprise, needs to improve and develop the personnel management mechanism. A modern marketer must know the theoretical foundations of personnel management, based on the laws and categories of a market economy, and successfully apply them in practice.

At the same time, the activities of personnel management of the marketing service should be considered as activities to ensure the functioning of the marketing system along with the organization of marketing, controlling, monitoring, and auditing. Further, it should be noted that personnel management of the marketing service has much in common with personnel management in the enterprise as a whole.

Staff- this is the personnel of the organization, including all employees, as well as working owners and co-owners. Main signs of personnel are:

• the presence of his labor relationship with the employer, drawn up by an employment contract;
• possession of certain qualitative characteristics (profession, specialty, qualification, competence, etc.), the presence of which determines the employee's activity in a particular position or workplace;
• target orientation of personnel activities, i.e. creation of conditions for the employee to achieve the goals of the enterprise.

Providing a single and comprehensive impact on the personnel of the enterprise as a whole, personnel management performs the following functions:

• integrates into the overall enterprise management system, linking it with strategic settings and corporate culture, as well as planning research, production, marketing, quality improvement, etc.;
• includes an extensive system of permanent and program measures for the regulation of employment, job planning, organization of selection, placement and training of personnel, forecasting the content of work, etc.;
• involves careful consideration of the qualities and professional characteristics of employees, as well as an assessment of their activities;
• centralizes labor management in the hands of one of the managers of the enterprise, and also takes measures to improve the mechanism of personnel work.

The construction of a personnel management system is based on certain principles that are implemented in interaction: complexity, efficiency, scientific character, specialization, rhythm, etc.

Personnel management methods are divided into three groups:

• administrative (formation of the personnel management structure, recruitment and selection of personnel, etc.);
• economic (material incentives and the establishment of material subsidies, the establishment of economic norms and standards, etc.);
• socio-psychological (social-psychological analysis of the employees of the team, moral stimulation of the staff, etc.).

With their help, methods of influencing teams and individual workers are developed to carry out their activities.

The main elements of the personnel management system are:
1) the personnel policy of an enterprise as a system of theoretical views, requirements, principles that determine the main directions of work with personnel, as well as the methods of this work, which allow creating a highly productive cohesive team;
2) personnel planning of employees as a solution to the problem of determining the needs of an enterprise for personnel of the required number and quality;
3) recruitment and selection of personnel as a process of recruitment and selection of personnel, consisting of several stages:

• search for candidates to fill vacancies;
• detailing the requirements for a candidate to fill a vacancy;
• selection;
• recruitment;

4) adaptation of new employees as familiarization of a new employee with the enterprise, its policies, working conditions, labor protection, safety, etc. By orientation, adaptation can be professional, psychophysiological and socio-psychological;
5) professional training and development of personnel, including several types of professional training and development of personnel in the enterprise:

• on the job in specialized institutions;
• with a break from production in specialized institutions;
• at work;
• self-education;

6) assessment of employees in the form of traditional certification. The purpose of appraisal is to periodically evaluate and critically review the potential capabilities of personnel;
7) management of personnel behavior, understanding that the behavior of personnel is a form of interaction of an individual with the surrounding production environment. An important element of managing the behavior of employees is the ability to manage conflicts in the enterprise;
8) personnel office work in the form of a number of works united by the concept of office work.

Introduction

The transformational processes taking place in Russia could not but affect the sphere of labor. Modern entrepreneurs are required to find and use new forms, techniques, methods and levers for managing economic activities, including activities for managing the main productive force - employees. Management is an organizing factor in the process of non-independent labor, it systematizes the use of living labor, building the employee and the employer into such relationships in which the employee is the object of influence, and the employer is the subject.

The new owners build managerial relations with employees based on their ideas about power, about the forms and methods of influencing the staff, which gives rise to problems in labor relations that require serious study.

The effective functioning of the organization's personnel management system is impossible without proper personnel and documentation support. Because of this, a contradiction arises between the need for organizations (including trade ones) to have an effective system of personnel and documentation support for personnel processes, and, on the other hand, the lack of effective tools for introducing elements of personnel support of the personnel management system.

Object of study: personnel and documentation support of the personnel management system.

Subject of research: personnel documentation support of the personnel management system of LLC "Jinsoman".

The purpose of the work: based on the analysis, to develop proposals for improving the personnel and documentation support of the personnel management system.

To achieve this goal, it is necessary to solve a number of tasks:

Consider the theoretical aspects of personnel and documentation support of the personnel management system

Analyze the personnel documentation support of the personnel management system of Jinsoman LLC

Develop a project to improve the personnel documentation support of the personnel management system.

The work of many authors is devoted to the problem of personnel management. These include the works of A.Ya, Kibanov, V.M. Maslova, Batyaev A.A., A.P. Egorshin, V.V. Kafidov, L.R. Kotova, M.I. Magura, V.A. Spivak, V.M. Maslova, L.M. Korolev and others.

Zelenkov M.Yu. in these works, the general issues of personnel and documentation support of the personnel management system are consecrated. A number of publications in periodicals are devoted to the issues of personnel documentation, which is an important point both in personnel management (in decision-making) and for reporting to supervisory authorities; articles by A. Podvezko, A.I. Suverneva, V.P. Yuschin, V. Avdeev, K. Fokin, O.A. Rogov and others.

The publications of Askarov V.V. are devoted to the issues of staffing the personnel management system. G. Uskova, L. Papkova, V. Polovinko, Yu.Yu. Lysenko and others.

However, the problem of personnel and documentation support of the personnel management system remains open for enterprises and organizations.

Theoretical aspects of personnel documentation support of the personnel management system

The concept and main elements of the personnel management system

In order to consider the concept and main elements of the personnel management system, it is necessary to define such concepts as "staff", "personnel management", "personnel management system"

The personnel management system is part of the labor resources management system.

Under labor resources understand the part of the population with the necessary physical and intellectual qualities, abilities and knowledge to work in any area of ​​labor application.

Labor resources represent the able-bodied population of working age, employed in various areas of socially useful labor and in studies with a break from work, including men aged 16-59 and women aged 16-54, with the exception of non-working disabled labor and war I and II groups and persons receiving old-age pensions on preferential terms (men aged 50-59 years and women aged 50-54 years).

Unlike personnel, personnel is a broader concept. Personnel is the entire personnel of an institution, enterprise, organization or part of this composition, which is a group according to professional or other characteristics (for example, service personnel).

Personnel are called permanent and temporary workers, representatives of skilled and unskilled labor.

Personnel management is the field of activity of the management staff of the organization, managers and specialists of the departments of the personnel management system, aimed at improving the efficiency of the organization by increasing the efficiency of working with its employees by psychological, legal, economic and other methods.

Personnel management will include:

In the formation of a personnel management system;

in HR planning;

In carrying out personnel marketing;

In determining the personnel potential and the organization's needs for personnel.

According to Kibanov A.Ya “Personnel management is a system of interrelated organizational, economic and social measures to create conditions for the normal functioning, development and effective use of the potential of the workforce at the organization level”.

In addition, according to Kibanov A.Ya., personnel management of an organization is a purposeful activity of the management staff of an organization, managers and specialists of departments of the personnel management system, including the development of the concept and strategy of personnel policy, principles and methods of personnel management of the organization. Personnel management consists in the formation of a personnel management system; planning personnel work, developing an operational plan for working with personnel; personnel marketing.

According to Korotkov V.A. "Personnel management is a purposeful activity of the management team of an organization, as well as managers and specialists of departments of the personnel management system, which includes the development of the concept and strategy of personnel policy and personnel management methods."

The complexity and versatility of the tasks of personnel management suggests a plurality of aspects in the approach to this important problem. Authors – Zhuravlev P.V., Odegov Yu.G. and others highlight the following aspects of personnel management:

1) technical and technological aspect, which reflects the level of development of a particular production, the features of the use of equipment and technology in it, production conditions, etc.;

2) the organizational and economic aspect concerns issues related to headcount planning, composition of employees, moral and material incentives, use of working time, etc.;

3) the legal aspect, which includes issues of compliance with current legislation in working with personnel;

4) socio-psychological aspect, reflecting the issues of socio-psychological support for personnel management, the introduction of various social and psychological procedures in practical work;

5) the pedagogical aspect associated with the solution of issues of staff education and mentoring.

From the standpoint of the managerial approach, scientific knowledge about personnel management is part of the knowledge about managing an organization as an economic entity, therefore, personnel management can be considered as one of the functional subsystems of management. But since within the framework of this subsystem there is its own subject of managerial influence, its specific principles, functions, methods, procedures, etc., then personnel management as an object of study is an independent system. Its allocation as an independent component of the management system has become relevant in the last 50 years of management practice.

The personnel management system, that is, a systematic and conscious association of people acting to achieve certain goals, includes the subject of management and the object of management.

The personnel management system (personnel management system) is formed objectively, since the personnel is an integral resource of any organization. In relation to this control object, directed actions are performed, which are determined by the economic situation. As long as the organization has reserves of other resources used to achieve its goals, little attention is paid to the personnel management system, but as soon as problems arise, a management crisis is brewing, the subjects reconsider their attitude towards it.

For this study, it is proposed to understand the personnel management system as a complex of components (goals of personnel management, principles, functions, methods, personnel management technologies, objects, subjects, resource provision, etc.) for the coordination of human activities aimed at improving the efficiency of the organization and achieving it. goals.

The purpose of the personnel management system is to expand the reproduction of the labor potential of the organization. All special functions of the system under consideration are aimed at attracting, using, developing and retaining personnel, which is the bearer of the total abilities and properties of an employee to achieve certain results of his production activities under given conditions, solving new problems arising as a result of changes in production, i.e. carrier of labor potential.

We can note the changes associated with its impact on the state of the organization's management system:

Firstly, the organization of special functions of personnel management and their unification under a single management made it possible to circulate specialized information about personnel faster, which allows management subjects to respond promptly and adequately to changes in the external and internal environment, to make objective and effective management decisions.

Secondly, the allocation and generalization of resources for personnel management, which were previously distributed in areas depending on the actualization of individual production or socio-economic issues (for example, changing the wage system, compliance with labor protection and safety requirements), allow you to think through tactical and strategic aspects of budgeting activities for personnel management. This is done taking into account system connections and the degree of influence of some functions on others, and allows eliminating the struggle of personnel management subjects for resources.

Thirdly, system management leads to the emergence of cooperative links between management entities of different hierarchical levels, contributing to the “self-reinforcing” of the personnel management system.

Fourthly, to ensure systemic personnel management in organizations, unified personnel management services are formed, which leads to the specialization of this unit, the establishment of coordination links with units representing the interests of other management subsystems.

Fifthly, the creation of a personnel management system made it possible to include employees and enhance their participation in the management of such functions as personnel development, career management, labor stimulation, adaptation, etc. They not only act as an object to which the impact is directed, but also as a subject interested in his position in the organization, in the prospects for its development. Employees and their groups got the opportunity to participate in the distribution of organization resources for personnel management activities, as well as in satisfying their reasonable interests in the development, improvement of labor organization, enrichment of its content and other social and labor needs.

Sixthly, the creation and functioning of the personnel management system lead to the fact that specialized subjects begin to study the effectiveness of managing this system, and it is possible to take into account not only the internal reserves of its development, but external conditions in relation to the organization.

Seventh, system personnel management allows you to create specific products (methods, technologies, mechanisms) that can be transferred to other organizations in the form of best practices and innovative developments.

Eighth, the personnel management system is capable of self-development based on the generalization of the experience of working with the personnel of the organization, to the development of new knowledge in the form of methods, technologies, concepts that can later be applied in the event of similar situations or new ideas about the prospects for the development of personnel management.

Thus, the formation of a personnel management system in the organization's management gives an additional effect, which is manifested in increasing the productivity and productivity of employees, in increasing the organization's ability to use innovations in personnel management, in achieving the efficiency of the system, its inclusion in the organization's management system on terms of cooperation with other subsystems.

This once again proves that the system under consideration is an integral part of the management system and has a significant impact on the success of the organization. Therefore, the performance of the main management functions (planning, organization, coordination, control) in relation to this system is a logical condition for its directed functioning and development.

The place of the personnel management system in the organization's management structure is determined by the characteristics of the management object - personnel, and from the standpoint of the managerial approach, personnel management is one of the functional areas of management (Fig. 1.1). Depending on what place is given to the personnel management system in the activities of the organization, the philosophy of its inclusion in internal company processes depends. If it is considered as a secondary subsystem, then it is assigned the role of serving other organizational subsystems in terms of providing processes with the right people at the right time and in the right quantity.

Figure 1.1 - The place of the personnel management system in the organization's management system

If the system is considered as an active component of the organization's management, then its priority development is assumed, which determines the future state and success of the organization as a whole.

Developing the ideas of Polovinko V.S. and conducting a study of the personnel management system at the level of processes objectively occurring in the organization, it is possible to clarify its role in the functioning and development of the organization's management system. First of all, one should agree with the opinion of many researchers (Slesinger G.E., Dyatlova S.A., Kapustina E.I., Komissarova T.A., Magura M.I., Maslova E.V., Mausova N.K. ., Yang S. and others) about the change in the role of the personnel management system in the organization's management system over the past half century, about increasing its importance and strength of influence on the success of organizations. So, for example, S. Yang believes that "an organization's management system is a set of groups of interacting people in the functional areas of its activities." The role of these groups consists in the perception of certain problems of the organization (inputs) and the subsequent implementation of a set of actions (processes), as a result of which decisions (outputs) are implemented that increase the income (result) of the activities of the entire organization or optimize some function of all inputs and outputs of the organization. It follows from the foregoing that any purposeful processes in the management and managed subsystems of management are carried out by people - employees of the organization, since only they, with a high level of competence, can make final decisions about the use of resources, the performance of work and evaluate the results obtained.

The development of personnel management in the practice of Western companies (Scandia, Shell, General Electric, Pioneer Petroleum, etc.) has achieved more significant results. This can be judged by the socio-economic indicators of their activities and the active use in practice of the provisions of such scientific theories as “human capital management”, “knowledge management”, which can be considered an “add-on” to the classical systemic personnel management. Russian organizations will be able to move to the implementation of more complex and modern concepts of personnel management in their activities only if a stable basis is formed, which, in the author's opinion, is the personnel management system. Its meaningful creation and development will make it possible to take into account objective trends in the activities of managing employees of an organization, to influence them in a developing market economy.

It is important to clarify some features of the management of the personnel management system. It should be noted that the understanding of the need to manage this object does not arise immediately among the subjects of management. Often, when creating an organization and expanding a business, personnel are actively involved in the work, and if the circumstances of the functioning of the organization are favorable, then personnel management is built on the basis of individual corrective decisions in this management subsystem. The system itself is formed chaotically on the basis of the principles of self-government and self-development. But as soon as the organization begins to experience difficulties in functioning and development, there is a management crisis, the subjects need to influence this component of the organization. This impact becomes conscious, so we can talk about unconscious and conscious personnel management. Unconscious personnel management is characterized by such conditions as unsystematic decision-making regarding the organization's personnel and the transition to directed system management (scientifically formed system). System personnel management is determined by the states of development and reorganization of the system. Let us give a brief description of the states of development of the personnel management system (Table 1), since in the future, when presenting the conceptual foundations of controlling the personnel management system, it is important to take into account the possibilities of its implementation in relation to the system under consideration.

Table 1.1 - Stages of development of the personnel management system

It seems appropriate to supplement the understanding of the evolutionary aspects of the development of the personnel management system with a study of its basic dynamic states, which determine the possible directions of development - progress, isogress and regress. According to V.I. Razumov, the basic states of an object are a low-differentiated, competitive state, growth and decline. The change of states determines the direction of the system development.

Any development process is based on a "zero" state, which corresponds to a low-differentiated manifestation of characteristics and processes in the object of study. For the personnel management system, this state is described as the initial level of system development, while the following is observed:

Lack of clear management objectives;

Lack of resources for the formation of meaningful functions of personnel management (such as labor organization, personnel assessment, motivation and stimulation of labor, planning, selection and adaptation of personnel, development and labor transfers, team building and release);

The absence of a single center coordinating the development of the system.

From this state, the system can move in three main directions: towards the development of system complexity (progress), without changing the system complexity (isogress) and decline with the loss of development goals and increased competition from the external environment (regression).

An analysis of the literature showed that in describing the elements of the personnel management system, two understandings of the personnel management system in the broad and narrow sense can also be distinguished: as a system of “rules and norms”, “a set of specific rules, wishes and restrictions (often unconscious) in the relationship between people and the organization ".

In particular, when studying the constituent elements of the personnel management system, A.P. Egorshin in his textbook highlights such points as: types of power in society, leadership style, conceptual personnel documents, principles of working with personnel. This approach is based on the fact that the personnel management system is the basis of all personnel work and is conceptual in nature, which indicates a “broad” view of personnel policy. Some authors identify personnel policy and personnel strategy, highlighting as elements: goals, principles of work with personnel.

The elements of the personnel management system are, like any other system: the subject of management, the object of management, the external environment and the links between the elements of the management system, as well as factors of the internal environment of the personnel management system. Their relationship is shown in Figure 1.2.

Figure 1.2 - The main elements of the personnel management system

The subject of control is a set of system elements that exercise control as a target impact on the control object, the control apparatus that organizes the work of performers. Its activity is to determine what actions, in what order, by whom and in what time frame should be performed, how they should be performed. The subject of management controls and evaluates the results of the actions of the performers. The control object is a set of performers that ensure the achievement of the goal.

The subject of control, using the control action, directs, corrects the actions of the control object, receiving information about the results of the work of performers through feedback. Controlling influence can arise only if management relations are established between the subject of management and the object of management, that is, interaction and subordination relations are established, power, rights and responsibilities are distributed, which allow one to develop management commands, and others to execute these commands.

Personnel at the same time can act as both an object and a subject of management. The employees of the enterprise act as an object because they are part of the production process. Therefore, planning, formation, redistribution and rational use of human resources in production are the main content of personnel management and from this point of view are considered similar to the management of material and material elements of production. Arkada Center specialists distinguish three levels of the personnel management system: superior, functional and inferior. At these levels, the subjects of management have an impact on the object of management. We will present them in more detail in Table 1.2.

Table 1.2 - Levels of the personnel management system

It is important to note that depending on the type of organization, its type of activity and size, management levels can be “blurred”, that is, top management carries out both strategic and operational personnel management.

Kibanov A.Ya. indicates that the personnel management system "... includes a subsystem of line management, as well as a number of functional subsystems specializing in the performance of homogeneous functions ...".

Some authors propose to include elements of personnel work in the personnel management system: personnel planning, determining the need for hiring, recruitment, selection, hiring, adaptation, training, career, assessment, motivation, labor rationing.

Note that conditionally the elements of the personnel management system can be divided into three interrelated blocks (table 1.3).

Table 1.3 - The main blocks of the personnel management system

Different personnel technologies may belong to different blocks (for example, adaptation may correspond to the technologies for the formation and rational use of personnel).

According to Kibanov A.Ya., the personnel management system of an organization is a system in which the functions of personnel management are implemented. It includes various subsystems of the general linear management and a number of functional subsystems specializing in the performance of homogeneous functions (table 1.4).

Table 1.4 - Functions and subsystems of personnel management as elements of the personnel management system

Continuation of table 1.4

In some cases, the personnel management system is defined as a set of organizational structures that perform the functions of personnel management. This includes managers, the personnel management service, that is, everyone who implements the functions of personnel management.

Thus, the organization's personnel management system is an integral part of the overall organization management system, and in modern conditions, the achievement of the main goals of the organization's functioning in the economic space depends on its successful construction and performance.

The personnel management system includes the entire procedure for working with personnel - from determining the basic idea of ​​interaction between the administration and the workforce to the release of employees, as well as a set of subsystems that provide it (information, organizational, personnel, legal).

From the article you will learn what elements the organization's personnel management system consists of, what its essence is and who are the subjects of the management system.

The material addresses the following questions:

• What is the essence of the personnel management system;
• What are the main subjects of personnel management;
• The main elements that the organization's personnel management system includes.

What is the essence of the personnel management system

The essence of personnel management- a category that describes the process of achieving compliance of the actions of the subject of management with the requirements of the object of management, compliance of management activities with the objective laws of its functioning and development.

Management (management) - the impact of one person or a group of persons (managers) on other people in order to induce actions that correspond to the achievement of the goals set, while managers assume responsibility for the effectiveness of the impact.

Scheme "Ring" control

Composition of personnel management

Personnel management consists of three aspects:

• the institutional aspect – “who” governs “whom”;
• functional aspect - “how” management takes place and “how” it affects those people (staff) subjected to management;
• instrumental aspect - "what" is controlled.

What are the main subjects of personnel management

The general view of personnel management is a certain type of interaction between two objects, while one of them will be in the position of the subject of management, and the position of the object of management is defined for the other.

What is characteristic of this interaction:

From the side of the subject of control, a certain message follows in the form of control commands directed to the control object. These commands contain information about what actions the control object must perform; As the control commands are received, the control object begins to act in accordance with them and taking into account the current situation.

A manager's understanding of his general competence is the main component of his role in personnel management. It is clear that the general competence of a manager cannot be simply a set of particular competences of employees. But these competencies are closely intertwined. At the same time, the manager needs to possess the total amount of knowledge from particular competencies. This knowledge will help him in solving operational and strategic tasks. He must also know the basics of the interdependence of particular competencies, their importance in business processes, key resource constraints and the risks associated with them.

What elements of the personnel management system can be distinguished

- these are the objects of management, its subjects, structure, methods and procedures of management.

Personnel management as a system implies the presence of a number of elements that are inextricably linked and are in constant interaction. These include:

• the presence of the subject and object of management;
• implementation of control action and feedback;
• purposefulness of management;
• informational nature of the management process;
• amplifying control ability.

In this system personnel management elements perform certain functions. The object of management of the system is the personnel (a person - a group of people - the entire staff) of the enterprise. This means that any enterprise is individual: even having similar structures and goals, but the people involved in their implementation are far from the same.

What are the main subjects of the personnel management system

Subjects of personnel management- These are managers or specialists of the personnel management service who are engaged in the development and implementation of solutions. They are a link or part of the control system that affects the source control object. The management process can be carried out by a manager personally in the singular, a group of managers collectively or a meeting of shareholders collectively. Depending on the method of management, the subjects of management will also differ.

In the personnel management system, the subject of management organizes the activities of the object of management - personnel. By the nature of participation in the management process composition of personnel management can be divided into three levels: the highest level, the middle (functional) level and the lower level (see table).

The content of the activities of the subjects of personnel management

Effective personnel management can be ensured only as a result of the joint functioning of subjects of all levels of organization management .