Foreign experience in the implementation of modern methods of personnel management. Foreign experience of personnel management in the organization All about the personnel of the enterprise foreign experience
When organizing personnel management, a certain mechanism is used, which is determined by certain economic and social factors. Let's present this overview in the form of a certain diagram (Fig. 9).
Figure 9. Personnel Management Framework Japan.
Solely thanks to the management system that first appeared in Japan from the 40s to the 60s of the 20th century, its economic structure has become the most perfect in the whole world. Per Lately Japanese developments in the field of management were popularized and became the basis of modern management as a separate science of organizational management.
The management science that developed in Japan at that time differed significantly from modern management standards. Separate characteristic components of the Japanese labor organization system were lifelong employment, quality control, groupism and group decision-making.
It is worth noting that the Japanese system is based on material equality, together with the use of all methods and levers of influence on the psychological and moral basis of thinking, since failure to fulfill duties is equated with shame and disgrace in collective relations. Financial and tax system tries to work for the material equality of all members of society in order to avoid hierarchy, thereby increasing the flexibility and diligence of the employees of the enterprise. It is this fact that is the basis of a pronounced groupism in the management process.
The main component of the management organization is highly qualified specialists who make up the elite of management activities, thanks to their skills obtained as a result of prestigious training and connections (elitism).
It is worth noting that in Japan there are very high prices for acquiring knowledge, therefore successful, educated and wealthy people are chosen as a guide (in the person of a manager). However, it is worth noting that recently in the Japanese management system, the practice of selection for leadership positions people who have successfully proved themselves and proved that they are professionals in their field. These people can be elected from among those who do not have a completed prestigious education. This practice has led to the expansion of social opportunities for citizens.
There are 4 features that characterize the Japanese management model:
1. Activity with familiarization of all functional services, affairs and departments of the company.
2. The desire to achieve the highest possible level of professionalism in the chosen field of self-realization, which is formed on the basis of the principles of folk pedagogy, proclaiming that (perseverance and intensive work leads to success).
3. Energetic encouragement of the initiative, because without this development production activities impossible.
4. The last characteristic feature is the discussion among managers, in which similar views and contradictions are revealed in matters of organizing work and increasing production efficiency.
The Japanese management style is based on persuasion rather than coercion of workers. The boss does not distinguish himself from the mass of subordinates, his task is not to manage the work that others do, but to promote the interaction of employees, provide them with the necessary support and assistance, and form harmonious relationships. As a rule, in Japanese firms there are no detailed job descriptions, and the provisions on structural divisions are of a general nature. An employee sent to work receives only a certificate of appointment, informing that from such and such a date he is appointed to such and such a department for such and such a tariff category, without specifying specific duties, areas of responsibility or term of work. Having entered the subdivision, the employee masters labor operations and the peculiarities of interpersonal relations in the team with the support of work colleagues and the immediate supervisor. The organization of the workplace and industrial premises contributes in every possible way to collective labor. One of the major managerial differences between American and Japanese companies is the different nature of their time orientation. Japanese companies pay more attention to their long-term development.
At the moment, indicators of control actions are quite clearly distinguished, in which the actions of the employees of the enterprise are process-oriented. In carrying out these activities, decision-making, information exchange and pure contacts based on the principles of consensus are revealed. .
The main features of labor management in Japanese enterprises are as follows:
* flexibility in the distribution of work and rotation of workers;
* mobility and long-term education of the HR;
* the use of mechanisms that interest employees in the results of their work;
* flexible organization of the system of material incentives;
* strict discipline in the workplace;
* Orientation towards the development of the Czech Republic.
These features are associated with the principle of long-term employment, supported by the mutual trust of employees and management, as well as their desire to maintain harmonious relations.
In the United States of America, there is a special management system, which is characterized by a developed management infrastructure, a broad research base, and advisory assistance.
For the current period of time in the United States, there is a peculiar form of HR management, which is focused on working with managers and specialists. This form of management implies changes in personnel management methods; an increase in the share of funds spent on total costs production by these services; the growth of professional experience of specialists and services in the total production costs, as well as the use of the latest information technology. It is necessary to clarify that these methods were intended exclusively for working with highly paid structural units, and in relation to specialists of the middle or small class, these changes were applied either partially or were not taken into account at all.
Human resources in the United States primarily represent the interests of employers in relation to staff and workers organized in trade unions. Based on this agreement, the work is focused on negotiations with trade unions; recruitment organizations work force and ensuring a number of requirements under the terms of the contract.
HR management services occupy one of the leading positions in the management apparatus government organizations and private firms. Their activities are aimed at performing the following functions:
Development of measures to stimulate the activities of employees; their focus on highly productive and efficient work;
Providing all areas of production with the necessary workers;
Ensuring continuous training and advanced training of all employees.
The structure of the HR management services is determined by the implementation of the above functions. In the general structure of the service, the division that provides the recruitment of senior staff stands out. It is directly subordinate to one of the secretaries of state in ministries and departments or to the president of a private firm.
Analyzing organizational activities in the field of personnel management in Germany, it can be noted that at the moment excessive attention is paid to the total number of expenses for planning and paying HR.
The personnel management service of an organization in Germany directly carries out work on the payment of funds earned by employees and controls the activities of employees of the organization.
The remuneration of labor is concluded and regulated on the basis of a single tariff agreement, which is formed taking into account holidays, duration labor activity taking into account specific working conditions, paid sick leave, tariff allowances and conditions for terminating contracts, shift schedules (in particular, when going to work on weekends). The regulation of these indicators is reflected in the law "On Tariff Agreements".
In Germany, special attention is paid to the methods of selecting employees for managerial positions. According to the criteria of organizations, managers are selected from among their employees who have shown a high level of professionalism, but in some cases, in order to exclude family, managers are selected from outside. The main selection criterion is the ability to work with people, reduce the level of conflicts in the organization, as well as the ability to understand people and understand them.
At the moment, the frame management scheme can be displayed as follows (Figure 10.).
According to this scheme, it can be seen that the process of personnel management of an organization is distributed into whole line complexly structured functions, while each employee of the organization performs his direct professional duties.
Figure 10. Scheme of personnel management.
Introduction ................................................ ................................................. ........ 3
1. Opportunities to use foreign experience in personnel management in Russian practice........................................................................................................... 4
2. Characteristics of the American model ............................................... ........... 7
3. Japanese experience in personnel management............................................... ....... 15
4. Peculiarities of personnel management in the countries of Western Europe.......... 22
4.1. Traditional and innovative approaches in the Western European model of management.................................................................. ................................................. ........................... 22
4.2. Non-financial rewards .............................................................. .............. thirty
Conclusion................................................. ................................................. .. 34
Bibliography:............................................... ......................................... 36
The understanding that management is a special aspect of the functioning of an organization was first realized in the United States. And this means that management itself is largely an American phenomenon, reflecting the peculiarities of the American picture of the world.
American management is characterized by a rigid organization of management. For him, the desire to formalize managerial relations is most characteristic.
For American management is very characteristic of the idea of personal responsibility of the employee. The effectiveness of the work of a particular leader is determined on the basis of whether he was able to personally achieve the goals that were set for him.
European management differs from American to a small extent. The fact is that Europe and the USA are quite close cultures, and therefore the exchange of achievements between them proceeds with less difficulty.
In Europe, as in the United States, small and medium enterprises play a very important role in the economy. This also determines some features of European management. For small firms, the need to survive is more urgent, so a faster response is needed to any, even the smallest change in the situation, to which it is necessary to adapt.
One of the significant differences between European management and American management is that in Europe, even within the framework of large concerns and companies, subsidiaries retain a significant degree of independence. This autonomy can apply to both production and financial decisions, as well as innovation. The problems of managing relatively small enterprises in Europe are more relevant than in the United States.
Japanese management is influenced by the original culture of Japan and the fact that it entered the world market only after the Second World War. Japan adopted from Europe and the USA positive aspects experience, primarily focus on new technologies and psychological methods management. In Japan, work experience is more highly valued than education, so leaders in Japan are trained directly on the job. If in Europe and the USA they first give theoretical knowledge, which is then consolidated by practice, then in Japan they provide practice, which only then turns into knowledge.
The Japanese are very attentive to the connections between people, as well as to the personal characteristics of employees, they tend to select a position for a person, and not a person for a position. The Japanese avoid individualism in their actions, they are not inclined to impose personal responsibility, they practically do not control the effectiveness of the actions of an individual worker; much more important for them is collective (group) responsibility. Another feature of the Japanese management is that the executives pay special attention to technological innovations. From this point of view, Japan surpasses all countries in the world.
The benefit of the Japanese experience for Russian management lies primarily in connection with the soft integration of the best that has been developed in the business culture in Europe and the USA. The profession of "manager" is one of the most popular and, more importantly, one of the most sought after.
The science of management in Russia is in its infancy. Significant differences relate to culture - the values and principles that underlie our society. Consumer behavior is also specific. A rich tradition created by the statesmen and entrepreneurs of past centuries is yet to be integrated into our understanding of management.
2. Characteristics of the American model
The study of the American model of management is of known interest. It was in the United States that the science and practice of management was first formed. The American model is used in corporations in the UK, USA, Australia, New Zealand, Canada and some other countries. It is characterized by the presence of individual shareholders and an ever-increasing number of independent, i.e. not related to the corporation shareholders (they are called "outside" shareholders or "outsiders"), as well as a well-defined legislative framework that defines the rights and obligations of three key participants: managers, directors and shareholders.
American management absorbed the foundations of the classical school founded by Henri Fayol. Americans Luther Gyulik and Lindal Urvik did a lot to popularize the main provisions of the classical school. The classical school had a significant influence on the formation of all other areas in American management theory.
The American model of governance was born at the turn of the 19th and 20th centuries, when the United States experienced an economic boom. Huge natural resources attracted the advanced minds of that time; the level of development of engineering and technology came into sharp conflict with the system of production relations that had developed at that time. Classical capitalism was passing into its highest, monopolistic stage. It was during this period that the objective prerequisites for the emergence of "scientific management" in the United States and the activities of its leader, Frederick Winslow Taylor, were formed.
It is not at all accidental that the center of development of the theory and practice of management at the beginning of the 20th century moved from England to America. The activities of the founders of "scientific management" reflected the characteristic trends of the era of classical capitalism - free market economy, individual entrepreneurship, the dominance of medium and small enterprises. The organization of labor and management in such a "local economy" did not require the systematic application of science, and science itself was not yet dominant. public institution, the main productive force of the industry. Such was the state of affairs in England in the era of Arkwright, Smith, Bolton, and Owen. Thus, we can conclude that it was the English, or rather the Anglo-Saxon model that formed the basis of the American school of management.
A different situation developed at the end of the 19th - beginning of the 20th century in the United States, which, in terms of the technical level of production, became one of the world leaders. A few facts help to understand why America turned out to be the birthplace of modern government. Even at the beginning of the 20th century, the United States was practically the only country where a person could overcome the difficulties associated with his origin, nationality, demonstrating personal competence. The main factor in the development of management science here was not medium and small, but big business - large and super-large corporations, such as Midvale Steel and Bethlehem Steel, for example, each of which employed several thousand people. In America, wrote Peter Drucker, “large corporations are a minority, but such a minority that sets the typical structure of society, the behavior of people, their way of life. Big business is the basis of any industrialized society. It finances and brings to life also great science. Even trade unions and government administration bodies are nothing but a social response to the phenomenon of big business. It was the non-intervention of the state that allowed entrepreneurs who were successful at the very beginning of their business development to become monopolists.
Noting the differences in the development of the industry of continental Europe and North America, some experts point out that the Americans began with the mechanization of the entire complex of operations, while the Europeans tended to mechanize individual operations, such as weaving or spinning.
In England, technical thought developed within the framework of academic science. So to speak, on a state basis, and then, after some time, it reached practice. The Americans borrowed the best technical ideas of the Europeans in finished form and immediately translated them into specific technical models. The North American approach was more flexible and quick, the introduction of technology was less entangled in bureaucratic networks. The centers of technological progress in Europe were most often government agencies and universities, and in the US, businesses. Leading firms had well-equipped laboratories involved in the practical implementation of technological advances. These are the historical prerequisites for the emergence of the American school of management.
In the American school of management, it is generally accepted that the success of a company depends primarily on internal factors. Particular attention is paid to the rational organization of production, the constant growth of labor productivity, and the efficient use of resources. While external factors fade into the background.
The rationalization of production is expressed in a high degree of specialization of individual employees and structural units of the company and a strict delimitation of their duties. The advantages of specialization are that it allows you to reduce the amount of training of workers, increase the level professional skill at each specialized workplace, separate from production tasks those that do not require skilled labor and can be performed by unskilled workers receiving lower wages, and also increases the capacity of specialized equipment.
Decisions are most often made individually, while the level of responsibility in the management pyramid is one or two steps higher than the level of managers with formal power. This means that the management is responsible for the activities of their subordinates.
The American firm operates in an egalitarian social environment. Accordingly, workers here are more mobile, easily change jobs in search of individual benefits. It is worth noting that the spirit of "sacrifice" (altruism) is rare among Americans: even in actions aimed at the benefit of society, in fact, personal gain is easily detected. Often the company encourages competition between employees (one of the ways to stimulate), which is why Americans are pronounced individualists and sometimes it is very difficult for them to work in a team.
The American management model is characterized by a hierarchical management model.
In the traditional model of a hierarchical organization, first of all, there is a distinction between the process of making business strategic decisions and operational decisions. The basis of strategic management is a systematic and situational analysis of the external (macro-environment and competitors) and internal (research and development, personnel and their potential, finance, organizational culture, etc.) environment.
The most important component of the planned work of the corporation is strategic planning, which arose in the conditions of market saturation and a slowdown in the growth of a number of corporations. Strategic planning creates the basis for making effective management decisions.
To reduce the resistance of workers to organizational changes taking place in corporations, programs are being developed to improve the “quality of working life”, with the help of which employees of a corporation are involved in developing a strategy for its development, discussing issues of rationalizing production, and solving various external and internal problems.
The first relates to the business decisions of the firm, which determine the main directions of its functioning. After the development of the latter, the company makes operational decisions to adapt its activities to various unforeseen circumstances (equipment breakdown, marriage, etc.) and to changes in the market situation.
Currently, four main forms of involving workers in management have become widespread in the United States: participation of workers in the management of labor and product quality at the shop level; creation of workers' councils (joint committees) of workers and managers; development of profit sharing systems; attracting workers' representatives to the boards of directors of corporations.
In the American economy, the state does not play a significant role as the owner of the means of production and the overall entrepreneur. The share of the public sector in GDP is about 4%, and together with the enterprises of local authorities - about 13% of GDP. It employs about 14-15% of the workforce. The state owns a significant part of the property - almost 25% of the territory, a network of federal roads and many other infrastructure enterprises.
The state plays a decisive role in the reproduction of the labor force, environmental protection, and the development of the scientific sphere. It carries out nationwide regulation through monetary and budgetary policy, the federal contract system. In general, the state performs socially significant functions that may or may not bring quick income or are not optimal for private economic entities.
Behaviors:
Businessmen act in a straightforward manner;
They resort to an onslaught, an order in the process of agreeing on a decision in negotiations;
They do not make long digressions, but immediately go to the very essence of the issue, pragmatically classifying them, solving issues one by one.
The main goal is a comprehensive agreement. One of the most important conditions is compliance with all laws, regulations, regulations, and not the benefit and agreement between partners. The American negotiating delegation must include an authorized representative who has the right to make decisions, and a lawyer. American managers do not welcome if their colleagues (partners) are interrupted during discussions or leave before a decision is made to discuss their decision.
At present, four main forms of involving workers in management have become widespread in the United States:
Participation of workers in the management of labor and product quality at the shop level;
Creation of workers' councils (joint committees) of workers and managers;
Development of profit sharing systems;
Inviting workers' representatives to corporate boards of directors.
Attracting workers to participate in the highest corporate governance bodies - boards of directors - is extremely rare in practice.
To reduce the resistance of workers to organizational changes taking place in corporations, programs are being developed to improve the "quality of working life", with the help of which employees of a corporation are involved in developing a strategy for its development, discussing issues of rationalizing production, and solving various external and internal problems.
The main features of management in an American company:
Functionality, which means clearly assigned job responsibilities for the employee. Principle: focus on what you do most successfully; It doesn't matter who you are, what matters is what you can do as a specialist.
The task of the manager is to reveal the creative potential of the employee. Encouragement of new ideas.
Mandatory retraining and continuous training.
Goal management. The division of any problem, where the solution is associated with a set of heterogeneous knowledge. A clear algorithm for achieving.
Implementation of opposing trends: a rigid functional approach (for example, a conveyor system) and a large number of leaders and creative personalities, decentralization and centralization, rigidity in defending one's interests and flexibility in implementation.
Career growth occurs strictly within the framework of professional specialization.
Developed corporate culture.
Management is considered a strong competitive advantage.
The restructuring of personnel work began with managers and highly paid specialists. From the standpoint of the concept of "human resources" investment in this staff is most justified.
The competence and personal "interest in the firm" of top-level managers most radically affect the overall performance of the corporation. Therefore, personnel work, including the system of remuneration, social insurance and various benefits, is focused on securing the top management of the company. Whereas the neglect of work with ordinary performers contributed to the high turnover of this staff due to premature physical or moral (obsolescence of professional skills) wear and tear, poor quality of working life. A sharply differentiated approach to working with personnel persisted in the 70s and 80s, although a number of firms were forced to transfer new methods of work to a wider contingent of personnel.
Attention is drawn, firstly, to the dependence of monetary estimates on the nature of the position itself (for example, the corresponding estimates for middle managers were 3 times higher than for programmers). Secondly, in relative terms, for most professions and positions, large differences were revealed in the “individual value” of the employee for the company. Deviations in both directions range from 40 to 70% of the official salary. The difference in value to the firm of the best managers compared to the average was determined to be $30,000.
Very few types of work in the study by Schmidt and others turned out to be insensitive to the individual efforts and qualifications of individual performers. These are positions with particularly strict labor regulations and strict turnover. Among them, for example, the positions of cashiers in the accounting services of corporations.
3. Japanese experience in personnel management
There is no general management theory suitable for all times and peoples - there are only general management principles that give rise to Japanese, American, French or German management systems with their own unique features, since they take into account certain national values, features of national psychology, mentality, etc. d. The Japanese management system is recognized as the most effective in the world and the main reason for its success is the ability to work with people.
In recent years, interest in Japanese forms and methods of management has been growing all over the world, since the rapid successful development of the economy of this country has allowed it to take a leading position in the world. Japan is the world's largest manufacturer of passenger cars; dominates the production of almost all categories of mass semiconductor microcircuits; recognized as the most competitive country in the world; occupies a leading position in ensuring literacy, social policy, quality of life. These and other successes are largely due to the high level of management, the founders of which were Matsushita, Kurata, Ishizaka, Honda, Morita, Ibuka and others.
The Japanese system of government developed partly under the influence of local traditions, partly as a result of the American occupation after the Second World War, and partly as a reaction to the need to combat poverty and devastation after the war.
The process of formation of Japanese management was influenced by American management ideas. Thus, the most important idea of Japanese management that an employee should work all his life in one firm is of American origin, but in Japan this idea has a huge effect.
Japanese management constantly uses the most useful management concepts of Western countries, their methods and techniques, adapting them to their national characteristics, thereby preserving and strengthening their values and contributing to the establishment of a special style of thinking and methods inherent only to Japanese managers.
The Japanese management model is based on the philosophy "We are all one family", so the most important task of Japanese managers is to establish normal relations with employees, to form an understanding that workers and managers are one family. Companies that have managed to do this have been the most successful. Worker Surveys Worldwide well-known company Sony Corporation showed that 75-85% of respondents consider themselves to be one "team" whose strengthened joint actions will benefit all its members.
The Japanese call the organization "uchi", which means "home, family", and are convinced that you can change your worldview, get divorced, change your last name and first name - you can't just change the company.
Practice shows that employees who work together for a long time create an atmosphere of self-motivation and self-stimulation. At the same time, management is mainly advisory in nature - in these conditions one should not define too clearly the terms of reference of each, because everyone is ready to do what is necessary.
In any team there is a clear and understandable goal that unites the staff of the company into a team of like-minded people who are tuned to solve the central task, achieve the goal to which everything is subordinate.
Every Japanese employee identifies very closely with the firm in which he works, and is convinced of his own importance and indispensability to his company. It is no coincidence that for the Japanese the word “profession” is identified with work, but practically means the organization (company) where they work: a Japanese worker, in response to a question about his occupation, names the company where he works.
The Japanese system of management seeks to reinforce the identification of the worker with the firm, bringing it to the point of sacrificing in the name of the interests of the firm: employees of Japanese companies rarely take a day of rest or a day off, unconditionally work overtime, do not use fully paid leave, believing that otherwise they will demonstrate insufficient loyalty to the company.
Bound by various obligations in relation to the firm and taking into account various material incentives, an employee cannot leave the company without losing the main part of the privileges, or reduce the intensity of work for fear of being bypassed by others, transferred to a less prestigious job, etc.
As a result, there is almost no employee turnover in Japanese firms and, judging by the statistics, there are only 25 days of absenteeism per 1000 workers in the automotive industry (in the US - 343 days, i.e. 14 times more).
By constantly suggesting to each employee that his personal well-being depends on the results of the company's activities, using material and spiritual incentives, including considerable payments to employees for social purposes, Japanese management achieves high labor intensity and productivity.
To understand Japanese management, it is important to consider the behavior of Japanese people in a group. In Japan, there is the concept of "weights", i.e. "duty of honor", which requires the individual to comply with the appropriate rules of conduct determined by his role in the group. These rules change as the individual moves from one group to another (family, school, university, microgroups of the organization in which he works).
An individual can fulfill the “duty of honor” only by taking his own, strictly defined place (which corresponds to the Confucian principle “to each his own place”) and showing loyalty to the group, i.e. subordinating their behavior to social goals. Accordingly, the behavior of the individual is evaluated not by abstract criteria of good and evil, but by his contribution to group activity, his usefulness to the group.
Group traditions have left their mark on the behavior of the Japanese in the group and outside it. Their behavior outside the group is characterized by isolation and unwillingness to contact, but in their group, in an environment of established relationships and connections, the Japanese are ready to help anyone. According to polls, 70% of Japanese consider themselves obliged to take a close part in the affairs of friends (in the USA - 45% of residents, in England - 36%, in Germany - 31%, in France - 12%, and in Russia - 6%).
The main principle of the group is "keep your head down", ie. be like the rest. The group itself can recognize someone's priority, but the employee should not make an effort to do so. The growth of labor indicators is necessary, but if someone from the group has achieved better results, this is considered an achievement of the group.
An important component of Japanese management is the system of life (or long-term) employment and seniority. Job promotion in Japan primarily depends on age and seniority, and then all other qualities are taken into account. An employee who transfers to another company loses his seniority and starts all over again. Workers who change jobs are discriminated against in terms of wages, benefits, pensions; they are treated as second class people.
An important method of strengthening the bonds of employees with management and the firm as a whole is to encourage intensive communication with each other, which is expressed in various forms. For example, every day, except for Saturday and Sunday, all staff starts the day with physical exercises and singing the anthem of their company. After that, all employees of the company, regardless of their position, recite the commandments posted on the walls and devoted mainly to hard and conscientious work, obedience, diligence, modesty, and gratitude.
Japanese firms annually celebrate "Company Foundation Day", which provides an opportunity for company management to put into practice the idea of "community of interests" between entrepreneurs and employees.
The norm of activity for a Japanese manager is daily presence at the production site, constant communication with people, solving all emerging problems on the spot, systematic conversations with workers and specialists about ways to further improve production, increase management efficiency. All complaints from employees, as a rule, are followed by an immediate response from management.
The shop foremen give tasks to the workers every morning, read out the summary of yesterday's work and inquire about the well-being of the workers, knowing that if the worker is sick or worried about something, he will not be able to work well.
Managers in Japan, even the director of the plant, are not provided with a separate office - together with their colleagues, they are placed in one large open room without partitions, equipped with simple and most necessary furniture. This should remind employees that they are working together to make the company successful.
There are no privileges depending on the rank or class, including the privileges of using separate canteens. The managers of the Sony Corporation are dressed in the same blue jackets without distinction as the rest of the workers; during a recession in production, they are primarily reduced wages. All this has a huge economic and moral effect, since the workers feel their connection with the managers and the corporation.
Japanese management also uses a certain procedure for hiring, promoting and training employees. When hiring graduates of secondary schools and universities, the creation of working dynasties is encouraged, i.e. employment of children and close relatives of personnel workers. It is widely practiced to hire on the recommendation of someone from the staff of the firm, who is responsible for his recommendation. Statistics show that the number of people hired on the recommendation in companies is approximately 45%.
The order of rotation in Japanese firms is also peculiar. Unlike the United States, where a person can work as a foreman all his life if it satisfies him and the company, in Japan they believe that a long stay of an employee in one position leads to a loss of his interest in work, a decrease in the level of responsibility. Therefore, labor rotation is the norm and is often combined with promotion.
The frequency of rotation depends on a number of circumstances (age, length of service, specialty, etc.) and can vary from 4 to 7 years. As a result, each employee acquires 5-6 specialties and becomes a generalist. In many cases, this solves the problem of interchangeability.
Japanese management is also characterized by the peculiarities of the form, size and content of remuneration. Wages are determined primarily by indicators of seniority and results of work. Large Japanese corporations provide employees with many additional benefits: allowances for family support, payment for travel to the place of work, medical care, social insurance and other social benefits. The salaries of the management personnel of companies are rarely more than 7-8 times higher than the salary of a student who has just entered the enterprise.
Japanese companies use a whole system of non-material (moral) incentives for good employees: promotion; issuance of premiums, valuable gifts; issuance of copyright certificates; holding special meetings at which the high-quality work of the employee is noted; providing incentives for the purchase of shares of the enterprise; paid trips to the customer's enterprises (including to other countries); publication of special articles in an intra-company publication (press); organization of out-of-town trips for employees with families at the expense of the company; organization of joint lunches of employees with the management of the company; specially designated parking spaces, etc.
The specifics of Japanese management, which takes into account the psychology of people and their social status, and which made it possible to achieve unusual success in industry, contributed to the improvement of traditional methods of personnel management in other countries with developed economies.
4. Features of personnel management in Western Europe
4.1. traditional and innovative approaches in the Western European management model
Recently, the motivation of managers with the help of a variable or variable part of remuneration has been increasingly developed both in theory and in practice. This is interconnected with a number of reasons and circumstances prevailing in the global economy, the economy of countries, and the economy of enterprises.
Without any doubt, the accumulated rich experience in remuneration in the production sector has contributed to the theory and practice of motivating managers. The main difficulty in direct transfer of existing systems is the difficulty in measuring managerial work. A clear orientation in the company's strategy to the value of the business in some way resolved the dilemma of calculating the result of management actions. The value of a business (meaning the market value) is easily identifiable and comparable at the moment, but difficult to predict. In order to avoid mistakes (incurring unnecessary costs or underestimating labor), company owners often focus on a more clearly defined indicator or create a certain framework for the “value game”.
Traditional approach consists in establishing a certain level of monetary remuneration depending on the qualifications, position, duties of the manager (static indicators), and not on the performance of tasks over time. This approach prevails in enterprises with state structure property and enterprises in which the owner is both the head and the manager of the enterprise.
In the first case, the introduction of an additional incentive mechanism in the form of a variable salary is impossible due to the rigid and inflexible state apparatus and, in the main, non-commercial goals that are set for leaders.
In the second case, when the owner is also the manager of the enterprise, one of the problems corporate governance, or manager-owner relationship.
The salary is set depending on the following parameters:
Qualifications
experience in the relevant position;
Responsibility for subordinates
spheres of competence in managing the property of an enterprise and more.
The problem of additional incentives is solved with the help of various kinds of privileges that are not combined into a common system (use of official vehicles, official mobile phone, social infrastructure of the enterprise, etc.).
The main task performance- or result-oriented approach - to give additional motivation to the leader to achieve results. In this case, the result can be measured both quantitatively and qualitatively (Fig. 1).
Rice. 1. Hierarchy of performance based reward systems
By "behavior" is meant the reward for certain steps, properties that contribute to the achievement of the result. For example, training sales managers to advance their qualifications will undoubtedly increase their level of customer communication skills. With the task of increasing the level of sales, this is a certain step towards achieving the result.
As a rule, as a quantitative measurable result, indicators are used that are influenced by the manager. This is a dependence on the growth of sales volume to production volume for given parameters (time interval, number of employees).
The quality parameter is not financial indicator state of the enterprise and an indispensable condition for the successful outcome of the enterprise. This is the satisfaction of the customers of the enterprise or the satisfaction of the employees of the enterprise.
It is important to note that the manager has a direct influence on the “behavior”, and here everything is in his hands. The final result may be affected by third-party or external effects: market conditions, enterprise suppliers, government actions.
The most promoted and at the same time criticized today is the approach based on the value of the business (enterprise).
In some companies, the application of this method led to the flourishing of the enterprise, the implementation of the strategy, in other companies - to corporate scandals and bankruptcies. Table 1 depicts management incentive options focused on increasing company value.
Table 1
Incentives focused on increasing business value
|
Value driven incentive systems |
||
|
Systems of internal indicators characterizing the cost |
Share price (Capitalization of the company) |
|
|
Bonus systems based on: |
Net participation: |
Virtual participation: |
|
|
|
It enjoys increasing influence due to the success of Japanese enterprises around the world. However, since the Japanese model is largely tied to Japanese culture, which has its own unique distinctive features, not all elements, approaches and practices in the field of personnel management can be successfully extended to other countries. In any case, the American and Japanese models are usually considered as being at different poles, primarily from the point of view of orientation towards individualism (USA) and collectivism (Japan). In turn, the European model also has important distinguishing features. JapanJapanese companies are not just profit-oriented organizations. Since lifetime employment is widespread in Japan, organizations in their relations with employees go much further than standard labor relations.It is in connection with this that each Japanese company has its own corporate philosophy, which focuses on such concepts as sincerity, harmony, cooperation, contribution to the improvement of society.Can be distinguished the following features of personnel management.
Organizational principles • total focus on meeting the needs of the client, both external and internal; • focus on continuous generation and implementation of innovations; • focus on continuous improvement of activities; • attention not to individual functions, but to their relationship Management style The boss does not distinguish himself from the mass of subordinates, his task is not to manage the work that others do, but to promote the interaction of employees, provide them with the necessary support and assistance, and form harmonious relationships. In Japanese firms, there are no detailed job descriptions, and the regulations on structural divisions are general in nature. Control Japanese organizations generally focus their employees on self-control and self-organization. The source of control is efficiency within technological and business processes. Inside the company there is an exchange of information, frequent contacts and decision-making based on the principle of consensus. Employee Development From the point of view of the requirements for the development of competencies, Japanese companies orient their employees towards mastering an extremely wide range of qualifications and competencies. Much attention is paid to familiarizing newcomers with the functioning of the entire organization as a whole by moving them around different positions in various company structures. An essential aspect of the formation of company employees is the practice of in-house vocational training. The cost of employee training in Japanese companies is on average 3-4 times higher than in the United States. HRM policy We can highlight the following policy regarding human resource management in Japanese companies: • lifetime employment; • remuneration in accordance with length of service; • company unions; • intra-company labor market; • in-company industrial training; • rotation of the system of collective contracting and collective decision-making; • intra-company social security; • systems of joint consultations of workers and entrepreneurs; • circles of quality control Recruitment Japanese companies carefully select and staff their staff, and managers spend a lot of time informally assessing the work of a subordinate. Typically, an employee in a Japanese company receives a new appointment in two or three years and knows that the quality of his performance of his duties will determine the nature of his next appointment. Staff adaptation The training program for those hired by the company sometimes lasts for several years and includes not only extensive professional training, but also the study of the history, goals, and principles of the company. Sometimes companies use religious training methods. In order to strengthen group solidarity, new employees can be accommodated for a while in the hostel of the company Labour Organization The organization of labor is characterized by an orientation towards the main cultural norms of Japan: respect for the very status of a leader, collectivism, rationalization, impersonality and justice, which are expressed in the bureaucracy of Japanese organizations. The following features of the Japanese labor organization can be distinguished: • flexibility in the distribution of work and rotation of workers; • mobility and long-term training of personnel; • use of mechanisms that interest employees in the results of their work; • flexible organization of the system of material incentives; • strict discipline in the workplace; • focus on staff development Documentation The main governing document labor Relations in a Japanese company, this is an intra-company employment statement. All firms with more than 10 employees are required to register their internal regulations at your local labor standards office. The employment clause acts like an employment contract. It determines working conditions, its payment, requirements for permanent employees; kept in the personnel department. In firms where there is a trade union, another basic document is the collective labor contract. In its content and practical significance, it is similar to the provision on employment. What distinguishes it is that it defines the status of the trade union organization and its members in the company Planning Personnel planning is not common in Japan. Instead, the following rules are implemented: • once hired should not be fired, except in exceptional cases; • upon reaching the age limit, the employee must retire or be transferred to a temporary job. An important indicator in planning the number of employees is a balanced age structure of the staff. This is due to the following considerations: • Each year, a certain number of workers who have reached the age limit and receive the highest salary must retire. This significantly reduces the cost of wages, as they are replaced by graduates of educational institutions, who receive the least in the company; • maintaining a certain age structure facilitates promotion Job scale In Japan, the following job scale is adopted: • specialist of the third category (university graduate); • specialist of the second category (ordinary worker); • specialist of the first category (ordinary worker); • an ordinary candidate for a managerial position; • manager of the third category (leading administrator or engineer); • manager of the second category (deputy head of department, head of department, deputy head of department); • manager of the first category (deputy head of department and Chief Engineer); • head of department, director Salary The wage system in Japanese companies is based on the following principles: • the amount of remuneration is determined by social rather than economic factors; • individual income is set taking into account how much other employees of the company receive; • The system is consistent with the principle of long-term employment. In Japanese companies, salaries are set in accordance with the principles of fairness, i.e. a single payment procedure is applied at all hierarchical levels. Control functions salary in Japanese companies, they are centralized and transferred to the department of personnel management. Heads of departments do not deal with these issues and usually do not know how much their subordinates receive. The employee's income includes: monthly remuneration; seasonal surcharges (bonuses); severance pay. The number and amount of monthly additional payments as a permanent part of the remuneration in different companies are not the same. variable part wages includes mainly overtime pay social development The system of social development plays an important role in Japanese companies. A significant part of companies' personnel costs is realized in the form of social expenditures (housing, medical care and leisure activities). This activity of Japanese companies is focused on strengthening the attachment of its employees, on their emotional and spiritual integration. Colorful ceremonies of official admission to the company of recruits are held annually
- expansion of the content, forms and methods of work with the personnel of the company;
- deepening specialization in various functions of personnel management;
- growth of professionalism of HRMS employees;
- increased spending on HRMS activities;
- increased use information technologies.
Areas of work |
In modern personnel management systems, special importance is attached to the systematic training of managers for senior positions, especially careful selection of applicants for these positions. Some corporations have singled out headquarters services in their organizational structure, which ensure, on a strictly individual basis, the study of issues related to the planning of training, promotion, and replacement of top-level managerial personnel. All the main technological and methodological innovations in personnel management have emerged from the practice of managing the management personnel of American companies. |
Human Resources Policy |
American managers are traditionally focused on individual values and results. All managerial activity in American companies it is based on the mechanism of individual responsibility, the evaluation of individual results, the development of quantitative expressions of goals, which are of a short-term nature. Management decisions, as a rule, are made by specific persons and are responsible for their implementation. In many American corporations, the focus is on the individualistic values of the American - the desire to become richer, smarter, more important than everyone else. Personnel management fuels the ambitions of employees, and the main emphasis is on the development of informal competition between the creators of new products, new forms of service, etc. |
Attitude towards staff |
The features of the management system in American firms are as follows: • Personnel is considered as the main source of efficiency improvement in companies' activities; • employees are given a certain autonomy in decision-making; • when selecting a special role is played by such criteria as education, practical work experience, psychological compatibility, ability to work in a team; • focus on narrow specialization of managers, engineers, scientists |
Role of HRM |
In the United States, human resources firms are relatively large divisions. As a rule, the second person of the company is the vice president for personnel. Some VPs personify certain increasingly important HR functions: VP of Talent Management, VP of Knowledge Management, and so on. Not a single strategic decision is made without the consent of the heads of personnel services. The personnel department takes an active part in the formation organizational culture firms |
Staff training |
In American companies, a large role is given to the training and retraining of personnel. Widespread internal and external learning programs, remote and electronic forms learning. Large and innovation-oriented companies create corporate universities. One of the trends in the development of corporate universities is the provision of opportunities for external specialists to study at them and the acquisition by corporate universities of the status of income centers |
Labour Organization |
In American firms, there is a focus on the narrow specialization of managers, as well as engineers and scientists. American specialists tend to be professionals in a narrow area of expertise, and therefore their promotion in the management hierarchy occurs mainly vertically, which means that the financier will make a career only in this area. This limits the possibility of promotion through the levels of management, which leads to the turnover of managerial personnel, their transition from one company to another. |
Selection |
In American firms, when hiring, potential candidates are tested to identify professional training. Typically, each firm develops its own selection criteria and the procedure for hiring employees. After hiring, there is an induction procedure where the employee is introduced to his duties in accordance with instructions limited to his narrow specialization, and is not introduced to the activities of the company as a whole and its organized culture. Due to the recognition of the great role of individual competencies, headhunting and the development of innovative methods for searching and selecting the required personnel are becoming increasingly important. |
Dismissal |
The dismissal of personnel, including managers, in American firms, as a rule, is accompanied by a long series of evaluative and educational methods, except in extreme situations (theft, fraud, obvious disorderly conduct). Evaluation of the work of each employee is carried out once or twice a year. The results of the evaluation are discussed by the employees and their boss and signed by both parties. They contain a list of shortcomings in work and ways to eliminate them, and, if necessary, a warning about dismissal or that further tenure depends on improving work. |
Salary |
In the United States, the wage system provides for the following: • Workers receive time wages, which is associated with a high level of mechanization of labor, where output is practically independent of the worker; • the minimum wage is regulated by law; • when determining the average level of payment, companies make sure that it is not lower than that of other firms in a given geographical area; • the amount of earnings depends on the qualifications of the worker and the cost of living in the area; • salary increases are usually given annually for all employees whose performance is assessed positively. Certification of employees is carried out annually. Evaluation of the work is given by the head on the basis of information provided directly by the head; • The wages of engineering and technical workers and management are not disclosed. They are established based on individual agreement between management and the respective employee. Bonuses are usually paid only to the top management of the firm. In most American firms, wage systems are inflexible, do not have a sufficient motivational effect, and provide little incentive to increase productivity. Wages themselves can only grow and almost never decrease. The main types of additional wages in the United States include: • bonuses to managerial personnel; compensation payments upon retirement; • special bonuses for managers regardless of their success; • at a constant value of the base salary, bonuses depending on the amount of profit; • additional payments for advanced training and work experience; • payment without hourly rates; • sale of company shares to employees |
HRM functions |
Their activities are aimed at performing the following functions: • providing all areas of production with the necessary workers; • development of measures to stimulate the activities of employees, focusing them on highly productive and efficient work; • ensuring continuous training and advanced training of all employees. Human resources departments of German companies perform the following functions: • labor policy management; • planning staffing; • selection and placement of personnel; • personnel management; • payroll calculation; • management of rationalization and inventive activities; • organization of training and advanced training of personnel; • training of trainees; • medical care; • catering; • labor protection; • solving legal problems |
HRMS structure |
In the general structure of the service, the division that provides the recruitment of senior staff stands out. It is directly subordinate to one of the secretaries of state in ministries and departments or to the president of a private firm. In large German companies, work on general management personnel is carried out by special services, the number of which depends on the number of employees: for 130-150 employees - one employee. Recently, there has been a trend towards an increase in the number of personnel management services at enterprises. |
Selection |
When selecting specialists for leadership positions, German organizations are guided by the rule of choosing them from among their own ranks. But sometimes, in order to exclude nepotism, leaders are selected from outside. One of the main factors in the selection of leaders is the ability to work with people and understand them. |
Staff costs |
In Germany, great attention is paid to the planning of human resource costs, which involves taking into account quantitative and qualitative situational factors. Staff costs are divided into basic and additional. • The main expenses include wages. • Additional investment in personnel includes a range of costs covering the entire social sphere(housing, benefits, medical care, etc.) and questions personnel management(personnel selection, assessment, advanced training, etc.) |
Staff development |
In European organizations, the training and development of staff plays an exceptional role. Moreover, the goals of training are declared not only to increase the level of competencies and qualifications, but also to increase the level of loyalty and involvement of personnel. Companies interact with universities and various specialized firms in the development of individual training programs for a specific customer firm. An important role in the methodology of personnel training is played by the competence-based approach and curricula developed within the framework of this approach at the undergraduate and graduate levels. |
Employee certification |
Evaluation in different companies is carried out on a number of different indicators. Certification is carried out, as a rule, once a year. An important role in the evaluation of personnel is played by the self-esteem of the employee. In most cases, the manager and the employee come to a common agreement in the assessments. In case of disagreement with the assessment received, the employee turns to a higher manager. Exists additional opportunity appeals to the works council. Evaluation results not disclosed |
Salary |
One of the main features of staff motivation in Western European countries is the spread of partnerships between employers and workers. This is manifested in the active participation of personnel in property, profits and decision-making, which is due to the specific nature of the property. Thus, in the countries of Western Europe, production cooperatives are more widely developed, which can be considered as self-governing structures, as well as state enterprises where workers participate in operational management production. An example of the formation of partnerships in the UK is the operation of advisory committees of workers and advisory associations for the development of social plans at enterprises. |
Staff motivation |
The key point that determines the interest and activity of European workers is the high level of social protection, benefits and compensation. The main directions of motivation and protection of the rights of employees are enshrined in law in the relevant acts and regulations (on minimum wages, vacation days, compensation for road transport costs, social insurance, working conditions, etc.). The management of firms, institutions and organizations has the right to deviate from them only in the direction of increasing benefits and compensation. In companies in the Netherlands, provisions that enhance work motivation are developed by the board of chairmen of departments (where they exist) and trade unions. The Human Resources Department has the right to submit its proposals for improving the personnel motivation system. When proving the effectiveness of the measures recommended by him, the proposals are accepted and implemented in practice |
Consider the features of control systems in different countries. Let's start with comparative analysis control systems in the US and Japan, because they are leaders in this field.
In the USA, there have been several main directions in the personnel management system:
- - development of the employee's personality in order to effectively use his labor potential. This is carried out by providing opportunities to improve skills, develop abilities, increase knowledge, show independence, increase the diversity of work;
- - change in the main forms of labor motivation, which in modern conditions are an inseparable combination of moral and economic forms stimulation;
- - development of industrial democracy. The essence of the development of industrial democracy is in the transition from rigid authoritarian forms of ore management to flexible collective forms, expanding the rights of participation of an ordinary worker in management, giving him the opportunity to widely express his opinion and participate in condemning production problems. For example, the formation of autonomous brigades. The management of the company delegates to the brigade a number of functions of planning, control, remuneration, the right to independently choose a foreman.
All members of the team jointly plan the methods of work, establish its rhythm, carry out the division of labor on the basis of the interchangeability of performers, and control the quality of products. Team members themselves perform functions that were previously performed by auxiliary workers:
- - development of new forms of compensation for work;
- - ensuring job security;
- - ensuring labor safety;
- - improvement of sanitary and hygienic working conditions;
- - Purposeful change in attitude to work.
In order to increase the content of labor and eliminate monotony, many American companies are reorganizing production, the main goal of which is to get away from the ultimate division of operations, from reducing the labor of an employee to several repetitive operations that make him an appendage of the machine, and turn to expanding its functions, increasing the measure of responsibility, using creativity of the worker.
If previously the employee adapted to the technical means. At present, attempts are being made to adapt the technique to the abilities of the worker.
Modern American firms use analytical systems wages, a feature of which is a differential assessment in points of the complexity of the work performed, taking into account the qualifications of the performer, physical effort, ore conditions, etc. raw materials, productivity growth, reaches 1/3 of wages.
In addition to financial incentives, other types of incentives are used. For example, British companies practice valuable gifts and tourist trips, as well as different kinds gratitude, titles, symbolic awards. At the same time, a whole ritual of rewarding or explaining gratitude has been developed.
In this regard, the creation of management systems, to the greatest extent possible to reveal the creative initiative at all hierarchical levels of firms, has become main goal American management. Appeal to the person in the framework of the development of modern management made it necessary to pay special attention to the selection of personnel, because the achievement of the company's goals is entirely in his hands. Understanding that the qualifications of workers and their desire to work is becoming the main productive force and the driving force behind production, led to the reorientation of the management strategy of the largest firms towards labor motivation, gaining more knowledge, skills, work skills, and entrepreneurial spirit of the staff. Much attention in American companies is paid to training and advanced training of personnel.
In European countries, great attention is also paid to staff development, but unlike American management, where the leaders in this area are large companies, the best prerequisites for advanced training are available in small and medium-sized organizations. The emphasis is mainly on self-education, and not on seminars and courses in external educational institutions.
In France, the “Challenge+” training program is being applied, which aims to develop and create new innovative organizations in the country. The program is supported by the state.
In Japan, great attention is paid to staff training. good manners, since Japanese management is based on respect for colleagues and on the awareness of the unity and integrity of all personnel in the organization.
Authorized personnel services began to play a special role in the use of labor potential. In terms of their functions, the level of professional competence of employees, technical equipment, and methods of work, they have long outgrown from offices for storing personnel documentation into solid personnel departments.
The outlined directions of changes that have taken place in the personnel management system of American companies are also true in many respects for Japanese companies. However, despite the presence of similar processes, personnel management is the most characteristic area of activity in which Japanese companies clearly demonstrate the qualitative difference between their practical experience from American.
In Japanese companies, the personnel department plays an important role, because it is entrusted with the function of selection and placement of personnel. Whereas in American companies, the interview is conducted by the manager to whom the candidate is hired.
Japanese managers attach great importance to a fair attitude towards the employee, because in a number of cases, managers, guided by good intentions, take measures that are fair in relation to some employees and unfair in relation to others. Therefore, the ability to listen to the problems of a subordinate, to delve into them and solve the problem is valued in managers. In contrast, American managers, when solving such problems, use formulaic techniques.
One of the key management problems in American companies is to overcome the isolation of departments in which there is a tendency to obsess over their tasks and underestimate the importance of contacts with other departments. As a result, overall efficiency is reduced.
The Japanese management system is not aimed at obtaining profits in the near future, but at ensuring stable long-term development of the company for many years to come.
One of the directions for improving the management of the human factor is the concept of "reengineering" (the founders of this concept, Mike Hammer and Jame Chample). The authors believe that in the modern era, organizations need to be created by combining individual operations and production functions into integral processes that will no longer be shared between different structural departments. Accordingly, the provision of each such process (from its entry into the organization to its exit) will be carried out by one employee or group. At the same time, all team members must be able not only to perform the entire cycle of operations, but also completely interchangeable. Because of this, the firm must train employees who are holistically oriented. manufacturing process. Whereas the traditional management system was based on a developed system of division of labor, i.e. the production process is divided into separate operations performed by different members of the organization.
Reengineering is aimed at rapid and fundamental changes, decisive rejection of everything that is ineffective. Whereas the former systems are focused on gradual and small changes, on individual improvements and amendments.
One of critical issues modern management is to build and improve the organization's personnel management system. With all the variety of approaches to solving this problem, it is impossible to determine the universal methods and techniques of construction, since each organization has its own individual characteristics.
Thus, administrative methods are a way of implementing managerial influences on personnel and are based on power, discipline and penalties. They are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, a person's desire to work in a particular organization, etc. These methods of influence are distinguished by the direct nature of the impact: any regulatory or administrative act is subject to mandatory execution.
Organizational and administrative methods have a direct impact on the managed object through orders, instructions, operational instructions given in writing or orally, control over their implementation, a system of administrative support tools. labor discipline etc. They are designed to ensure organizational clarity and labor discipline. These methods are regulated by legal acts of labor and economic legislation, social regulation.
The need for administrative methods comes from the fact that any person, coming to the organization, assumes certain duties and responsibilities for quality performance relevant work and, to a certain extent, responsibility for the results of the organization as a whole. Administrative methods are divided into organizational, administrative and disciplinary.
Organizational and administrative methods are distinguished from others by the clear targeting of directives, the obligation to comply with orders and instructions: their failure to comply is regarded as a direct violation of executive discipline and entails certain penalties. These are predominantly coercive methods that retain their force until labor becomes the first necessity of life.
One of the main tasks modern system management is to create the most favorable conditions for the implementation of the capabilities of the managed system, which appear through the use of different methods of control, expanding the rights and responsibilities of different subjects of self-government.
From correct compilation job description largely depends on the effectiveness of the functioning of the organization. Moreover, the features of the policy in the field of the economy of a particular country, management, organization or corporation leave their mark on the formation of the structure normative documents including job descriptions. For example, in the American transnational corporation ZM (Minnesota, Mining and Manufacturing Company) job description is prepared by the immediate supervisor and the employee himself and is further approved by the certification committee. Such a document is used to evaluate an employee; determining the level of remuneration; decision-making during promotions, etc.
The description of the position of the head goes on five main blocks:
- 1) position (title);
- 2) functional relationships;
- 3) organizational relationships;
- 4) qualification;
- 5) specific forms of responsibility.
In the United States, a two-part job description is used: the first part (“Job Description”) includes the name of the position, its place in the job hierarchy, short description work; the second part (“Job Specification”) has a large gradation, contains requirements for the characteristics of the employee that are necessary to perform work in the position, including education, professional experience, personal qualities, as well as health requirements.
In Germany, in the selection of leading personnel of primary and middle levels of management government agencies before the announcement of the competition for replacement vacant position the personnel service, together with the management of structural divisions, prepares a form for the position. It defines the requirements for the applicant, which follow from the functional duties of the position. As an example, the form “Requirements for Applicants for a Position” used in the Bonn Magistrate can be cited.
The use of this form greatly facilitates the selection of candidates for the position and the introduction of employees into the organization.
In industrial developed countries when preparing job descriptions, job descriptions, considerable attention is paid to specifying the requirements for qualifications and professionally significant personal qualities.
In the job descriptions of the CIS countries, the Soviet tradition is preserved: job duties are scrupulously worked out. Undoubtedly, carefully designed instructions are a positive factor in managerial practice. But traditional job descriptions also have serious drawbacks. Firstly, this is the lack of requirements for the personal qualities of employees and, secondly, the inflexibility of documents. As a result - frequent revision of instructions, making changes to them, the emergence of conflict situations on this basis. Therefore, managers seek to overcome the shortcomings of traditional instructions by introducing model documents appropriate adjustments.
Conclusion: human resource management is the mobilization of employees through the active work of line and functional managers. HR management largely develops simultaneously with global civilization. The democratization movement in Europe has done away with the thesis that creating a favorable working climate will automatically lead to the best results. Various forms of employee participation in labor organization processes (for example, quality circles, workshops, employee councils at the enterprise) have become widespread. The human factor, as well as its skillful use in production, are becoming a strategic factor in the effective functioning of an enterprise in today's complex and unstable market conditions.
The personnel management service in modern conditions is of particular importance: it allows you to summarize and implement a whole range of issues of adaptation of the individual to external conditions, accounting personal factor in building the personnel management system of the organization.
One of the fundamental factors in adapting an organization to modern conditions is the formation of a flexible and mobile personnel management service, which is aimed primarily at optimizing work with personnel through the introduction of new innovative technologies.
Under the administrative-command system in the Russian Federation, the personnel department performed work related to the maintenance of documents, the analysis of conflicts, the presence in courts, the payment of wages, i.e. their functions were supportive, and all major personnel decisions were made by senior management. Personnel specialists were called welfare secretaries in England, public secretaries in the USA and France. Their main functions were to organize schools and hospitals, control working conditions, resist attempts to form trade unions, mediate between the administration and workers.
Currently, in many countries there is a process of reassessment of the place and importance of the personnel management service in the enterprise. The management of enterprises in the Russian Federation is also forced to change their views on the role and importance of the personnel management service in the market.
Due to the increased importance of work, the former personnel services are being transformed in Western firms into personnel or human resources services with broad powers and they become " calling card» organizations. New features bring the personnel service on a par with other leading divisions of the enterprise.
At present, the most popular employee management models used in foreign countries are the American and Japanese models of personnel management.
Human Resources in the United States most of all pay attention to the personal values of each applicant and the results that can be obtained from his activities. The whole mechanism is based on individual indicators, individual responsibility, as well as the setting of specific short-term goals, carried out in quantitative terms. The American model of personnel management provides for the following working conditions for personnel: a decrease in the number of obligations performed by central departments and a decrease in the number of employees in administrative services; extended list of job descriptions for a large number of professions; unfixed wages (depending on the work performed); creation of "through" teams within the enterprise, which allows you to move specialists from one department to another or to vacate positions if necessary.
The Japanese model of personnel management has opposite signs. HR managers pay attention to the most potential employee, carefully studying all its negative and positive aspects, and only after that the selection of the appropriate position for the applicant is carried out.
The Japanese model of personnel management has the following features: the most important are the personal and professional qualities of the candidate, his education; the prospect of long-term work in the host organization; compliance of payment for the performed duties with the period of activity, with age, education and labor efficiency; each member of the team can take part in trade unions located within the company. One of the main features of Japanese personnel management is the lifetime employment system. Japanese companies cooperate with higher educational institutions that train specialists in the fields they need. The candidate for the position must work for a year as an intern and after a year the employee becomes a permanent employee and if he leaves for own will, then starts his career over again, which solves the problem of staff turnover.
However, the disadvantage of the Japanese personnel management system is the communication of management with subordinates, the encouragement of various formal and informal connections, and at the same time, workers may not have much respect for the administration, which often leads to announcements by Japanese workers of rallies. At large Japanese enterprises, personnel departments are headed by vice presidents, who occupy second places in the management hierarchy. Mostly young energetic people under the age of 40, who have flexible progressive thinking, a broad outlook on things, are hired for these positions, and not a single serious decision is made without their participation. The personnel management service establishes contacts with trade unions, which helps to identify and prevent possible conflicts in the enterprise, which puts the personnel service on a par with other leading divisions of the enterprise.
Currently, the personnel service in all countries, as well as in Russia, is considered as a serious professional service, since the implementation of the functions and tasks of this service requires appropriate special knowledge, skills and abilities, i.e. specialization of departments within the personnel management service is necessary. HR managers should have the right to participate in the implementation of the policy of using and developing personnel in the enterprise, in the analysis of human problems, to anticipate future needs for new jobs and the elimination of some old jobs, to study new trends in society as a result of economic, political and social processes.
The professional tasks of the head of the personnel management service are recognized: personnel development, staffing planning, personnel selection and adaptation, organization of remuneration, placement and training of personnel, advising heads of departments on personnel matters. The competence of the personnel management service includes monitoring the professional training and professional qualities of employees, which can be identified and controlled in various ways: attestation, passing qualification exams, and characteristics given by the immediate supervisor of the employee. Identification of non-compliance by the personnel management service professional level of an employee to the requirements imposed on him by the enterprise, means the need for additional professional training or transfer to another position, and possibly dismissal. The problem of vocational training or retraining of employees of an enterprise is quite complex not only from an organizational point of view, but also from an economic one. The enterprise represented by the personnel management service constantly solves the problem of optimizing the costs of additional training of employees, without reducing the quality of training. Recently, the methods and forms of work of personnel management services at enterprises are undergoing significant transformations, primarily associated with the widespread introduction of information technology. In modern conditions, in our opinion, the most priority areas of work of personnel management services are the following tasks: ensuring that the level of qualifications meets the requirements of the modern economy, where basic skills and knowledge require continuous updating; controlling rising labor costs; determining the policy of multinational corporations in the field of combining the hiring of cheap labor foreign countries and the population of their own countries; expansion of the norms governing labor and organizational relations, from compliance with labor legislation to moral and ethical standards (for example, in the field of discrimination issues, healthy lifestyle life, etc.); development of methods to support employees working on a virtual basis using telecommunications at home and not visiting the office.
The practice of modern management shows the inefficiency of formulaic solutions to complex socio-economic problems. Real economic growth is associated with the introduction of methods that ensure the implementation of new approaches to human resource management based on the integration of the interests of entrepreneurs and staff. Exactly innovative approaches to people management, contributing to the growth of labor productivity and the realization of the creative potential of personnel, determine the prospects for the development of appropriate management methods. Indicators for assessing the effectiveness of the activities of the personnel management service characterize the quality, completeness, reliability and timeliness of the performance of functional duties, taking into account the results of the organization's work. They are considered as a single basis for assessing the effectiveness of personnel. The effectiveness of the personnel management service in an organization depends on: its structuring and specification of the functions of each structural unit; interconnected work of structural divisions within the service of organic communication of the work of the personnel service with the work of the technical and economic service of the enterprise; staffing services.
Bibliography
1. Kilyakova D.A. How to organize the work of the personnel service. // Handbook of personnel management. - 2014. - No. 8. - S. 80.
2. Lagina V.A., Shakirova V.A. Organization of work with personnel and its improvement. – M.: VNIIEgazprom, 2016. – 276 p.
3. Uspenskaya E. A. Personnel service. HR Handbook. - M.: "Delo". 2013.
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