In the entire set of enterprise resources, labor resources occupy a special place. At the level of an individual enterprise, instead of the term “labor resources,” the term “personnel” or “personnel” is more often used. Personnel, in a broad sense, is the main productive force of society. A lot depends on personnel policy, first of all, how rationally the workforce is used and the efficiency of the enterprise.

Personnel at the enterprise are classified into workers, specialists, managers, employees, students, junior service personnel and fire guards. Priority should be given to managers. Research and practice have established that the efficiency of an enterprise depends 70-80% on the head of the enterprise. With the transition to market relations, they gained greater independence in the field of remuneration. During this period, enterprises began to more often use time-based bonus and non-tariff wage systems, as well as contract wages.

Personnel and wages - these concepts are closely related. Each enterprise must develop a labor and wage plan. The purpose of which is to find reserves for improving the workforce and, on this basis, increasing labor productivity. At the same time, the plan must be developed so that the growth rate of labor productivity outstrips the growth rate of wages.

A number of organizational, technical and socio-economic measures can be proposed to improve the use of labor resources and the wage fund.

I will briefly describe the main directions of action.

The main emphasis is on using the experience of unified tariffs for workers and engineering personnel. The introduction of a unified wage scale will make it possible to standardize the system of workers and official salaries, bringing them into line with qualifications, the complexity of the functions performed and work experience.

A course towards the widespread introduction of a piecework wage system in workplaces, in order to interest performers in increasing production volumes.

It should also be noted that the contract system of remuneration (mainly for executives) has been widely introduced.

Accounting for labor and its payment should be organized in such a way as to help increase labor productivity, improve labor organization, increase wages, standardize labor, make full use of working time, strengthen labor discipline, and improve product quality.

Based on the results of a technical and economic analysis of the enterprise’s activities, the following can also be proposed:

Firstly, a set of efforts aimed at reducing the duration of equipment downtime should be based not only on updating the equipment fleet, but also on improving the qualifications and optimizing the work of repairmen, in order to improve the quality of equipment repairs. And additionally, the introduction of a material interest in reducing the duration of equipment downtime for everyone on whom it depends.

Secondly, a change in the situation characterized by an increase in the number of shifts actually worked by industrial production personnel. Namely, the introduction of more modern time-saving technologies in order to increase labor productivity.

Introduction of strict control over working time recording.

Further promotion of the piecework wage system, in order to compensate workers for losses from a decrease in the amount of actually worked time caused by the implementation of the above-mentioned measures.

Thirdly, it is necessary to stabilize the personnel of the enterprise. To do this, it is necessary to implement a number of measures in the social sphere.

From the analysis of labor indicators, we can conclude that the labor productivity plan has not been fulfilled. The reasons for this were a decrease in average annual output per worker and a decrease in the share of workers in the total number of employees.

In general, summarizing the above, we can conclude that the work of the enterprise deserves a positive assessment in our difficult times. The company’s staff also works well, despite the difficulties. The company has solid production potential and reserves for growth.

CONCLUSION

The literature, covering the last 7 years, has quite fully covered the issues of the theory of reproduction and use of labor and labor resources. The proposals given on this topic are aimed at finding rational ways to use labor resources.

In market relations between the processes of production and the use of labor resources, labor, and personnel of an enterprise, there is the same balance as between supply and demand, costs and results, enterprise income and the standard of living of workers. Any activity of the enterprise’s personnel must fully comply with the existing mechanism of market labor relations in modern production and ensure high growth in labor productivity.

In all economic systems, the main productive force is the person, the personnel of the organization. With his labor he creates material and spiritual values. The higher the human capital in any organization or firm, the better it performs. People and personnel serve at the enterprise as both economic resources and the main factors of production. Without the interaction of people, workers, there is no production, no consumption, no market.

LIST OF REFERENCES USED

1. Organization management: Textbook/Ed. A.G. Porshneva, Z.P. Rumyantseva, N.A. Solomatina. – M.: Infa-M, 1998

2. Abryutina M.S., Grachev A.V. Analysis of the financial and economic activities of the enterprise. M.: Business and Service, 1998

3. Ermolovich L.L. Analysis of the financial and economic activities of the enterprise. Mn.: BSEU, 2001

4. Savitskaya G.V. Analysis of the economic activity of the enterprise. Mn.: New knowledge, 2001

5. Travin V.V., Dyatlov V.A. Fundamentals of personnel management. M.: 1995

6. Shekshlya S.V. Personnel management of a modern organization. M.: 1996

7. Gershaft M. Remuneration, employment and social protection.//Russian Economic Journal. 1992, no. 3

8. Novitsky A.G. Population and labor resources. Directory. M.: Mysl, 1991

9. Genkin B.M. Economics and sociology of labor. M.: NORMA-INFRA-M, 1999

10. Analysis of economic activity in industry./Under the general editorship. IN AND. Strazheva. Kyiv: Higher School, 1997

11. Bakanov M.I., Sheremet A.D. Theory of economic analysis: textbook. M.: Finance and Statistics, 1997

12. Romanova L.E. Analysis of economic activity: textbook. Tula: TulGu, 1997

13. Management accounting and analysis as a means of increasing profits.// "Financial newspaper" No. 4, 2000

14. Kolositsina M.G. Labor Economics. M.: “Master”, 1998

15. Zaitsev N.L. Economics of an industrial enterprise. M.: INFRA-M, 1998

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labor activity in the process of production management with a predominant share of mental labor. He is busy processing information using technical controls. The main result of their work activity is the study of management problems, the creation of new information, changing its form or content, the preparation of management decisions, and after the manager selects the most effective option, the implementation and control of the execution of decisions.

Also, other employees are subordinate to the manager, so he must have a certain set of qualities: to be honest, courageous, cheerful, responsible, decisive, very attentive, love and respect people, hardy. The more such qualities a manager has, the higher the work efficiency, and therefore the profit of the enterprise. This is why management managers should be trained.

Question 2

Can this scheme work if individual links are removed from it?

Answer:

No, it cannot, since all these links are interconnected by the common goal of the enterprise - increasing labor productivity based on the maximum possible realization of the potential abilities of employees. All these links are aimed at ensuring that these abilities are fully revealed in the conditions of the enterprise.

Question 3

What ideas for improving human resource management can you offer based on modern Russian specifics?

Answer:

1st idea – constancy of personnel composition.

All employees need some amount of time to become familiar with the main function and learn how to perform it successfully - if, of course, he has the necessary qualities for this.

If at the time when this development should end or before its end, the worker is moved, he is thereby deprived of the opportunity to bring benefit equal to the time spent.

And if such movements are made endlessly, the function will never be performed well, and this affects the state of the enterprise.

The sad consequences of such instability of the composition are especially dangerous for large enterprises, where mastering the whole business usually takes a lot of time. In fact, a new person must spend a lot of time becoming familiar with the state of affairs in a large enterprise to such an extent that he can then be able to adopt a certain program of action, fully rely on himself and inspire confidence in others. And the thought comes that it is better to manage average abilities, but staying in the same place for a long time, than large abilities, but prone to changing places frequently

Carrying out its activities, an enterprise must evaluate the resources available to them, select the highest priority areas for spending resources and analyze the possibilities of attracting resources from outside.

The economic aspect of the choice problem is to find out which option for using limited resources will provide maximum profitability.

After we have analyzed the efficiency of using labor resources and identified growth reserves, we can choose the direction in which resources will be used.

Improvement of labor organization is carried out at enterprises in the following main areas:

Optimization of forms of division and cooperation of labor;

Improving the organization and maintenance of workplaces;

Streamlining best practices;

Changes in the volume and structure of production;

Use of more advanced techniques and technologies.

All these intersectoral areas of improving labor organization are universal for enterprises of any level and form of ownership, for workers of any category. Therefore, it is advisable to hold these events at the Kazan National University. These activities must be carried out in close connection and continuously.

Also, when developing measures, it is necessary to pay attention to internal production reserves. First of all, it is necessary to rationalize the average number of personnel, since overexpenditure indicates its effective use, but at the same time, unnecessary costs arise. Mainly, these are excess wage costs. Therefore, it is necessary to take measures to reduce it.

To further increase labor productivity, it is necessary to increase the following factors:

Degree of mechanization and automation;

Strengthening labor discipline;

Worker qualifications;

Application of progressive methods of labor standardization;

The current bonus system, material and moral incentives for work;

Psychological climate and others.

It is also necessary to increase the working hours of workers and the number of days worked. That is, take measures to implement the working time reserve. It is also necessary to change the personnel structure in order to increase the share of workers in the total number of personnel.

In order to increase the working time reserve and make changes in the personnel structure, it is necessary to reconsider the existing balance of working time at the enterprise and the balance of jobs and the number of employees.

It is the balance of working time that allows you to get an idea of ​​the efficiency of using working time at the enterprise. The basic unit for its compilation is standard hours. The working time balance consists of two parts. The first part reflects labor resources, and the second part shows the use of labor resources.

The balance of jobs and the number of workers is compiled to establish the presence of excess or unoccupied jobs, which affect the ratio of labor and fixed capital and, accordingly, the level of efficiency in the use of these factors of production.

The purpose of using industry and intra-production reserves is a more efficient use of labor resources and, as a consequence, a reduction in labor costs for the production of a unit of product, work, or service.

Factors in the growth of labor productivity are not only changes in material, technical, organizational and socio-economic working conditions, that is, they can act not only as specific measures, but also as the reversal of underlying processes and phenomena. For example, changing the form of ownership, deepening economic accounting, comprehensive restructuring of the enterprise, etc. It is also possible to analyze the relationship between the growth rate of labor productivity and average wages to rationalize them.

The structure and organization of production and labor include such measures to increase the reserves of efficient use of labor resources, such as increasing the level of concentration, specialization and cooperation, reducing the duration of the production cycle, ensuring the rhythm of production and other principles of scientific organization of production; reduction and complete elimination of manufacturing defects; ensuring the principles of scientific organization of labor.

In the system of measures aimed at increasing the efficiency of the enterprise and improving its financial condition, issues of rational management and use of labor resources occupy an important place.

Under the conditions existing in the organization, the implementation of these measures is possible due to an increase in labor productivity, as well as attracting workers from other industries by increasing the attractiveness of jobs.

Labor productivity in an organization can be achieved through the implementation of:

Innovations aimed at reducing labor costs, increasing the degree;

Automation, staff training, as well as creating flexible;

Systems of material and non-material incentives taking into account specific features.

In general, the level of average monthly wages of employees of organizations transporting oil and petroleum products through pipelines remains lower than the level of wages in structures that are the main competitors in the labor market:

For crude oil and natural gas production by 12%;

For petroleum (associated) gas production by 32%.

In this regard, as well as in order to maintain the organization’s supply of qualified personnel, it is necessary to ensure that the wages of employees of the Kazan RNU of the Transneft system correspond to the level of companies operating in the same territories in the oil and gas industries.

The main objectives of the development of the social security system for workers are the provision of housing, the development of a voluntary health insurance system, social payments and benefits, the development of a non-state pension system, the development and support of sports, and the implementation of social projects.

The problem of improving the use of labor resources, selection and placement of personnel has become even more urgent in the conditions of the formation of market relations. The correct placement of workers, the skillful use of their production experience and qualifications make it possible to improve the performance of the enterprise and successfully solve social problems. The interests of the enterprise require full responsibility for the results of its production and economic activities.

In addition, the enterprise is rapidly expanding and updating production, and new technologies are also being introduced that require appropriate skills and knowledge in their use. And therefore there is a need for compulsory vocational training.

According to a study conducted at the Kazan National University, the total number of personnel in 2012 decreased by 7 people compared to 2011. This happened due to the dismissal of workers at their own request, new technologies and the introduction of related work were introduced (for example: an automated pump control system, a reduction in boiler room maintenance staff and their work being carried out by electricians in the repair and maintenance of electrical equipment). And in 2013 there was an increase in the number of personnel compared to 2012 by 11 people. This was due to the hiring of younger staff and the introduction of new services.

The number of specialists, workers and employees has also changed. Specialists increased by 43 people in 2012 compared to 2011. Decreased by 2 people in 2013 due to retirement. The increase was observed due to the introduction of new services for the efficient operation of the enterprise and for the management of new automation systems, as well as the transition from workers to specialists.

In 2012, the number of workers decreased by 47 people compared to 2011, due to the dismissal of workers and the combination of positions. In 2013, the number increased by 13 people due to the hiring of personnel.

For better and more efficient operation of the enterprise, combining positions is the best option. Because the company incurs lower financial costs and labor costs.

Since the enterprise is freed from the staff of workers whom it does not need constantly, the enterprise only needs their work periodically, i.e. service nature of the work.

By replacing the staff of workers performing periodic maintenance work, the company reduces costs:

1. to pay employees;

2. retraining and advanced training;

3. carrying out certification, etc.

If you combine certain positions, you can reduce the cost of remuneration for individual staff, while increasing the salary of an employee working in multiple positions. Costs for training and retraining of personnel are also reduced, and in connection with this, the training of employees performing multi-job work is reduced.

Examples of positions that can be combined.

At each pumping station and LPDS that are part of the Kazan RNU there are automated foam fire extinguishing systems that require periodic maintenance. There is no need to maintain a full staff of workers for maintenance. Therefore, the enterprise only needs a fire brigade chief and fire truck drivers. Drivers of the company can work to combine their main job and work on firefighting vehicles.

If the same work will be performed by the company's drivers who combine positions. Then 20% of the salary of the driver of fire trucks is added to the driver’s salary, according to the salary regulations of SZMN OJSC. Then the company will spend 190,632 rubles on drivers working multiple positions.

Additional payment at the enterprise is carried out in two forms: as a percentage of the salary of a part-time position, and by adding days to the employee’s vacation.

The position of a cable technician is needed by an enterprise only for repair and restoration work of high-voltage cable lines, since the types of this work are not permanent. Therefore, an enterprise can combine the work of a cable technician with the work of an electrician to repair equipment, relay protection and automation. Include the work of a cableman in the job description of an electrician.

Based on the analysis of working time use, the following data was obtained . The available working time has increased in the current period compared to 2011 from 192 to 194 man-days per worker. The available working time has decreased in the current period compared to 2012 from 202 to 194 man-days per worker. The working day decreased by 0.07 hours in 2011 compared to 2013 and by 0.08 in 2010.

The working time balance shows that the average number of exits increased by 5% compared to 2011, and by 3% per worker compared to 2012. The share of time not used for valid reasons (annual leave, study leave, illness, absences permitted by law) in the structure of the nominal working time fund increased by 2.08% in 2013 compared to 2011 and by 6.79 in 2012 mainly due to absences due to illness.

Thus, the main directions for increasing the efficiency of using labor resources are: increasing labor productivity; reduction of lost working time; rational organization of labor and production; material interest of employees; personnel training at the enterprise; social development of the workforce.

To reduce the loss of working time due to absence due to illness, the enterprise has a number of measures:

Payment by the enterprise for holidays in health resorts (80% of the cost of the voucher);

Provision of medical services paid for by the enterprise;

Annual medical examination;

Departure of medical personnel to the enterprise to provide services (massage, acupuncture, etc.)

Thoroughly study (using certificates of incapacity for work) the nature of morbidity in certain groups of workers and develop preventive measures on this basis (for example, improving occupational health and safety, organizing dietary nutrition, etc.) to reduce morbidity.

To improve the skills of employees, it is necessary to conduct training and retraining. For this purpose, the company created special training centers (for example: in Leninogorsk, Tomsk, Perm).

Since one of the forms of advanced training is the development of related professions, the system of advanced training at the Kazan National University should include industrial and technical training, training in second and combined professions, the study of new technologies, equipment, and schools for the study of advanced work methods. Training can be carried out both off-the-job and on-the-job. The most convenient and beneficial for an enterprise is on-the-job training.

If we proceed from the essence of advanced training, when the worker’s rank (or professional skill within the rank) increases in the profession (specialty) that the worker already has, then mastering other professions does not seem to have anything to do with advanced training. But it all depends on what kind of professions they are and for what purpose they are mastered. If a worker masters related professions, i.e. being in close connection with the main one, relating to a complex of interrelated works in which the worker begins to specialize, this can be considered as an increase in his qualifications, universalism, a condition for the use of more rational forms of labor organization when working in his previous profession.

If professions that are far from each other are mastered (second, third, etc.), as a condition for maneuverability in the worker’s employment, as a prerequisite for the intra-production movement of workers, such training is closer to retraining.

It is also worth considering the staff turnover rate, which increased from 0.009 in 2012 to 0.001 compared to 2013 and by 0.004 compared to 2011 to 0.01 in the reporting year.

Also, one of the measures is to optimize the rate of staff turnover, which can significantly reduce the costs of the enterprise’s economic activities and has a positive impact on the effective operation of the enterprise as a whole.

In order to effectively manage the processes of personnel movement, you can conduct a survey of those employees who are going to quit completely or transfer to another place of work at the same enterprise. Analysis of materials obtained as a result of a survey of employees will allow us to draw conclusions regarding the structure of motives influencing staff turnover.

Then, first of all, the management personnel of the enterprise should pay attention to the dissatisfaction of employees with wages, since this motive is the dominant one. In addition to material motives, moral motives for fluidity are possible. They can be solved by introducing moral encouragement:

Gratitude and recognition of the employee’s services to the enterprise;

Use of certificates, letters of gratitude, etc.

Carrying out all these activities in combination will reduce staff turnover, increase the moral and psychological climate in the team and thereby influence the stability of personnel.

CONCLUSION

Labor resources are that part of the population that has the physical development and intellectual (mental) abilities necessary for work. The labor force includes both employed and potential workers.

Labor is a purposeful human activity, during which he modifies and adapts natural objects to satisfy his needs. Along with nature, labor is the source of all wealth. The labor process, considered in general terms, is inherent in all social formations. But this is not only the impact of people on nature.

The focus on human resource management changes the management tasks, functions and structure of the relevant services in the enterprise. Thus, one of the most important functions of personnel management in connection with the increased role of the human factor in modern production is the development of personnel, and not just bringing its number in line with the availability of jobs.

The main thing that constitutes the essence of personnel management is a systematic, systematically organized influence, with the help of interrelated organizational, economic and social measures, on the process of formation, distribution, redistribution of labor at the enterprise level, on creating conditions for the use of the labor qualities of the employee (labor force) in in order to ensure the effective functioning of the enterprise and the comprehensive development of its employees.

The use of labor resources includes: determining the number and composition of workers at the enterprise, analyzing the personnel structure, analyzing the movement of labor, assessing the use of working time, establishing the facts and reasons for its unproductive use, measuring and studying the dynamics of labor productivity, its factor analysis, determining the influence technical and economic factors on labor productivity, identifying reserves for its further increase and more efficient use of labor resources.

The main characteristic of labor processes at an enterprise involves the analysis of indicators to determine the composition and number of personnel, the movement of personnel during the analyzed period of time, the use of working time, labor productivity and labor costs.

The personnel of the enterprise is divided into two groups: industrial-production (IPP) and non-industrial (NPP).

Analysis of the composition of employees at the enterprise allows us to determine the size of the enterprise, its divisions, their status and development potential in the field of growth of professionalism and qualifications.

The personnel policy at the enterprise provides for the long-term growth of workers' qualifications through training, retraining and advanced training, both at the expense of its own potential and through payment for other activities carried out outside the economic entity. To do this, an analysis is carried out of the capacity of the system for training workers in the workplace through apprenticeship, mentoring and courses in the system of technical training of personnel with the assignment of qualification categories.

The analysis of labor resources should begin with a study of their structure and staffing of the organization with the necessary personnel of workers of the relevant specialty and qualifications.

Research has shown that the number of personnel in 2012 decreased by 7 people compared to 2011. This happened due to the dismissal of workers at their own request, new technologies and the introduction of related work were introduced (for example: an automated pump control system, a reduction in boiler room maintenance staff and their work being carried out by electricians in the repair and maintenance of electrical equipment). And in 2013 there was an increase in the number of personnel compared to 2012 by 11 people. This was due to the hiring of younger staff and the introduction of new services.

The Kazan Regional Oil Pipeline Department has a high level of acceptance turnover. In terms of retirement it was 0.004 in the reporting year, and in terms of turnover - 0.01. A comparison with 2011 shows that the turnover rate for admissions increased by 0.003, and for departures decreased by 0.003. The recruitment rate in the reporting period is higher than the previous period - 0.013. This indicates a favorable situation at the enterprise, although in general the staff turnover rate increased from 0.009 in the previous year to 0.01 in the reporting year. The staff retention rate is high - 0.859, which indicates high efficiency in the use of labor.

Galaktika's capabilities for comprehensively solving problems at the Kazan RNU help them not only to effectively keep records of workers at the enterprise, but also to manage the enterprise's employees, control the number of employees in accordance with emerging problems at the enterprise and effectively eliminate them.

Transportation of oil from the place of production to the consumer is one of the main sources of revenue for the Russian budget. At the same time, main oil pipelines are objects of increased danger and have specific operating conditions due to their large length and, as a consequence, distance from the control center.

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Labor is the process of transforming natural resources into material, intellectual and spiritual benefits, carried out and (or) controlled by a person either under coercion (administrative, economic), or through internal motivation, or both.

Labor resources (labor) are the totality of the physical and mental abilities of people used by them in the process of creating economic benefits.

If we consider the management of human (labor) resources at the micro level (of the organization), then labor resources themselves are the asset of a production organization, as a resource that (like other resources) must be effectively used to achieve goals. With this approach, employees are viewed as a source of unused reserves.

All these socio-economic categories are reflected in the concept of labor management.

Human resources are a concept that reflects the main wealth of any society, the prosperity of which is possible by creating conditions for the reproduction, development, and use of this resource, taking into account the interests of each person.

The concept of “human resources” is more capacious than “labor resources” and “personnel”, since it contains a set of sociocultural characteristics and personal and psychological properties of people. The main task in the labor sphere is the more efficient use of labor resources. At the same time, an increase in the volume of working time, its uniform use throughout the year and all-round labor savings must be ensured.

If we consider the management of human (labor) resources at the micro level (of the organization), then labor resources themselves are the asset of a production organization, as a resource that (like other resources) must be effectively used to achieve goals. With this approach, employees are viewed as a source of unused reserves. Most often, human resource management is interpreted as the mobilization of employees through the active work of managers. The following approaches are used for this:

Attitude towards labor as a source of income for the organization;

Creating space for each employee to work so that he can make his personal contribution to the common cause;

Active social policy.

The practical policy of many enterprises in the field of labor resources is based on the theory of human capital, i.e. a person is considered as the most important type of capital of a company, and the costs of remuneration, creation of favorable operating conditions, training and retraining, and advanced training are considered as a special type of investment. According to this theory, differences in wages are determined by unequal investments in human capital across categories of workers. As a result of an increase in such investments, the income of workers increases, and the economic performance of the company improves.

There are potential and actually used labor resources. The latter characterize the real functioning of the labor potential of the working population. Labor resources as an economic category express the economic relations that develop in society at a certain stage of its development

Despite the generally recognized relevance of the issue of labor management and the frequent use of this term in the literature, its very content is interpreted differently.

According to K. Marx, “any directly social or joint labor carried out on a relatively large scale needs management that establishes consistency between individual works and performs general functions arising from the movement of the entire production organism as opposed to its independent organs.”

Essentially, no distinction is made here between production management and labor management, since the latter is considered extremely broadly.

1. Relations between people regarding participation in social work.

2. Development of people and work collectives, expanded reproduction of the workforce.

3. The process of labor as a purposeful activity.

The subsystems of labor management are:

1. Formation, preparation and distribution of labor resources.

2. Labor productivity.

3. Nature of work.

5. Cooperation, division and change of labor.

6. Remuneration for labor according to its quantity, quality, measure of labor

The concept of “labor management” cannot be reduced to the management of labor resources and labor force due to the following fundamental objections:

1. In addition to labor power, the labor process also presupposes the presence of other elements - the subject of labor and the means of labor. In this sense, labor management should be broader than the management of labor and labor resources.

2. The labor process is carried out only by combining labor power with the means of production, and, therefore, the management of labor in this sense of the concepts already discussed above.

Thus, the concepts of “labor management” and “labor resource management” are not identical, although they overlap in terms of the use of labor. Such a limitation of the scope of labor management by labor activity itself is justified both logically and practically, since the effectiveness of the interaction of elements of a simple labor process and the functional dependencies that describe this interaction are not given enough attention in the economic literature. Thus, the category “labor management” receives its own content, different from the previously discussed categories.

A detailed description of the subject of labor management involves the study of the elements of the structure of a simple labor process - the subject of labor, means of labor and labor power, which, when combined, form the labor process itself, the result of which is the creation of value and use value. Labor management, like any complex system, is characterized by the presence of emergent properties, i.e. properties that appear only in the interrelation of elements, while being absent in each individual of them. Therefore, it is necessary, in addition to the elements of the labor process, to identify the connections generated by their interaction. In addition, it is important to take into account external influences on the system (the situation on the regional labor market, legislative acts, etc.), which can lead to significant shifts in the functioning of the system.

Labor management is influenced by a number of factors. Firstly, this is a change in the technical and technological conditions of the labor process, this includes: automation of production, integration of science with production, the formation of deep information connections, the transition from mass production to individualized.

Next are changes in the human factor of production, such as increasing the role of qualified personnel, increasing the general educational level, increasing the cost of labor and the quality of “human resources”, the complication and crisis of labor motivation, and the increasing role of intelligence in work.

Changing economic and socio-political conditions also leave an imprint on labor management. This is expressed in the expansion of the variety of forms of entrepreneurship, in closer contact with consumers, in the internationalization of economic business, in the regulation of labor relations by the state, in the development of forms of cooperation between entrepreneurs.

The development of market relations also influences the development of theoretical thought in the labor management system. A new management paradigm is now emerging. A person is considered as the main resource of an enterprise, which primarily determines the success of the entire enterprise.

Labor potential, i.e. that which is directly related to the quality of performance of labor functions and labor efficiency is formed on the basis of specialized investments in human capital both from the organization and the employee himself. Awareness of the necessary need for highly qualified specialists suggests that the investment nature aimed at improving the labor potential of the organization is determined primarily by the implementation of strategic goals and objectives. Consequently, such labor relations are complementary in nature, reflecting the interdependence of income and losses.

The labor resources of organizations are the object of constant attention from management. The role of labor resources increases significantly in market conditions. The investment nature of production, its high knowledge intensity, and the priority of product quality issues have changed the requirements for employees and increased the importance of a creative attitude to work and high professionalism. This led to significant changes in the principles, methods and socio-psychological issues of personnel management in the enterprise.

The labor resources of enterprises, both in terms of their numbers, structure, and professional and qualification composition, are formed under the influence of technical, technological, organizational, economic, social and demographic factors. The qualitative composition of labor resources is determined by general education, special and scientific training, qualifications of workers, their age composition, work experience, creative attitude to work, etc. Taking into account the influence of each group of factors on the formation of the number and composition of the labor resources of enterprises seems to be very important for improving the mechanism for the formation of these resources.

Since labor resource management is a specific mechanism that allows regulating basic social and labor relations in the process of their formation and use, as well as in a variety of ways for selected goals and tasks to be solved, the most significant, most significant connections and relationships are identified and find proper justification in the underlying its basis is the principles (Table 1.1).

Table 1.1

Principles of labor resource management in the context of sustainable development of a market economy

A person’s ability to work is reflected in the concept of labor power. It is defined as the totality of the physical and spiritual abilities of the human body and personality used in the production of goods and services. A more detailed idea of ​​the capabilities and abilities of the workforce is given by the concept of labor potential as a generalizing characteristic of the personal factor of production.

At the same time, the concepts of labor resources, labor force and labor potential, in essence, are not aimed at studying the individual qualities of a person as a worker and an individual. Therefore, a more natural concept is a working person as an individualized element of labor resources, the owner of the workforce, the owner of labor potential.

Labor management in an enterprise means managing an employee in the labor process. The mechanism of labor management comes down to managing the labor process. The result of labor will be a criterion for the effectiveness of labor management, that is, the product of labor is, first of all, the result of labor management. The criteria for the effectiveness of personnel management can be the growth of labor productivity, production profitability, and the competitiveness of the enterprise. The connection between labor management and the result of labor is direct, and the connection between personnel management and the result of labor is mediated by labor.

Based on the foregoing, it seems possible to define as the goal of labor management the achievement of the most effective use of the labor potential of both the organization as a whole and the individual employee.

Thus, there is a close positive relationship between labor management and personnel management. In order for the labor process to be carried out effectively, qualified personnel and an increase in the labor potential of the organization are necessary. There is, in turn, a positive feedback between achieving the effectiveness of the personnel management system and the development of labor potential. The labor potential of enterprises depends on the economic growth of the organization, since there are more opportunities for investment in human capital in a successful organization.

The subject of relations in the labor management system is the organization's personnel. He enters into relationships regarding standardization, incentives, planning, motivation of work, its evaluation, etc. Only comprehensive management of this system provides the ability to manage the work of the organization’s personnel. It follows that the content of labor management includes the management of subjects and objects - all types of labor relations: economic, legal, technological, etc. Through these types of relationships, the labor behavior of social and professional groups of personnel, personnel of the entire organization and its structural divisions is formed.

Thus, the object is the labor relations of employees in the organization, and the subjects of labor relations are the management and personnel of the organization. The immediate goal of labor management at an enterprise is to manage the labor behavior of personnel, the ultimate goal is to achieve the goals of the organization. Structurally, the labor management system in an organization is represented by a managing (managerial corps of the organization) and managed (staff) subsystems. These managerial relationships develop between them. Consequently, the labor management system in an organization expresses the relationship between the organization's managers and its staff regarding the regulation and functioning of the labor relations system.

Stages of human resources management in an enterprise

The process of human resource management in an enterprise will be effective only if there is a strategy, as well as the relationship between strategy, policy and management system. At the same time, it is important that the goals are set correctly and the human resource management system is built in such a way as to work towards achieving this goal.

The most important means of increasing the efficiency of an enterprise’s functioning is a scientifically based system of personnel selection and labor resource management, which includes the following stages:

Resource Planning: Developing a plan to meet future human resource needs.

Selection: assessing candidates for jobs and selecting the best from the pool created during recruitment.

Recruitment: creating a reserve of potential candidates for all positions.

Determining Salaries and Benefits: Developing salary and benefit structures to attract, recruit, and retain employees.

Career guidance and adaptation: introducing hired workers into the organization and its divisions, developing an understanding among employees of what the organization expects from them and what kind of work in it receives a well-deserved assessment.

Training: Developing a program to teach the job skills required to perform a job effectively.

Assessment of work activity: development of methods for assessing work activity and bringing it to the employee.

Promotion, demotion, transfer, dismissal.

Training of management personnel, management of career advancement.

Fig. 1.1 Stages of human resource management in an enterprise

1) Resource planning

Resource planning is a purposeful, scientifically based activity of an organization aimed at providing jobs at the right time and in the required quantity in accordance with the abilities, inclinations of employees and the requirements.

Workforce planning is a complex task involving a large number of independent variables - new inventions, population changes, resistance to change, consumer demand, government intervention in business, foreign competition and, above all, competition in the domestic market.

HR planning must include feedback because if the plan cannot be implemented, there is often a need to adjust the company's objectives to make them feasible from a human resource perspective.

HR planning goals

HR planning goals should be formulated systematically. This includes the goals of the organization and the goals of its people. When planning goals, it is necessary to take into account legal regulations as well as the underlying principles of the organization's policies. The goals and objectives of personnel planning are schematically presented in Figure 1.2

Rice. 1.2. Goals and objectives of personnel planning of the organization

The stages of the goal planning process are: search for goals, analysis of goals and their ranking, assessment of implementation opportunities, selection and implementation of goals, control and revision (Fig. 1.3).

Rice. 1.3. Human Resource Planning Process

According to the timing, personnel planning is divided into:

Long-term (forecast 3 years or more)

Short-term (no more than 1 year)

Long-term personnel planning

A tool for long-term workforce planning is the human resource plan, which typically involves an attempt to forecast 3-5 years in advance.

The company must assess the demand for labor, the potential supply and the state of the external environment of activity. Through the interaction of all these factors, a human resource plan is drawn up, indicating how many and what kind of workers may be required in the future.

Short-term personnel planning

Short-term workforce planning is typically carried out on the basis of a short-term workforce plan or operational plan, which covers a period of no more than one year and is more common in practice than a human resource plan.

The operational plan for working with personnel is detailed by time (year, quarter, month, decade, working day, shift), object (organization, functional unit, workshop, site, workplace) and structural (need, hiring, adaptation, use, training, retraining and advanced training, business career, personnel costs, release) is indicated by a plan with a detailed study of operational actions, supported by the necessary calculations and justifications.

2) Selection of labor resources

Search and selection of labor resources is one of the key elements of the enterprise management system and should be closely connected with all main areas of work in this area.

High efficiency and technology for searching and selecting personnel for an enterprise (organization) must be ensured by both the correct selected criteria and methods, and well-developed procedures, clear regulations and instructions regulating the work of the personnel service in this area.

However, the successful work of the personnel service in building a personnel search and selection system is possible if this is done by professional workers with the necessary knowledge and practical experience.

It should be noted that in modern conditions there is a tendency to increase the role of analytical functions of personnel services. A characteristic feature in the organization of work with personnel is the desire of personnel services to integrate all aspects of work with human resources, all stages of their life cycle from the moment of selection and hiring to the payment of pension benefits. The tasks of modern personnel services are to implement personnel policies and coordinate labor resource management activities.

At the present stage of enterprise management, the basic principles for building a personnel selection system are as follows:

The search and selection of personnel must be linked to programs implemented in the field of personnel management, designed to ensure the achievement of the enterprise's goals and success in implementing the strategy developed by management;

When searching and selecting, one should take into account both the level of professional competence of candidates and their ability to fit into the cultural and social structure of the enterprise;

HR employees need to take into account not only all the requirements of labor legislation, but also ensure a fair approach to all candidates and applicants for a vacant position.

It should also be noted that the search for personnel to fill vacant positions can be carried out both through the internal resources of the enterprise and external sources; accordingly, the methods used in internal and external selection differ.

Internal sources of attracting personnel make it possible to better use existing personnel as a result of the emergence of additional work, redistribution of tasks or relocation, promotion of employees, etc. External sources of attracting personnel are the hiring of new employees.

The relationship between the breadth of use of internal and external personnel selection should be determined by the personnel policy that has been developed at the enterprise (organization)

At the present stage, an integrated approach to personnel search and selection involves solving the following main tasks:

1) Determination of quantitative and qualitative personnel needs, taking into account the goals and capabilities of the enterprise.

2) Search for possible sources, selection of means and methods used to attract candidates for vacant positions.

3) Development of criteria for selecting candidates most suitable for occupying available vacancies based on: establishing qualification requirements, determining personal and business qualities, for the effective performance of this work and compliance with the requirements of the organization.

4) Development or use of personnel selection methods that allow assessing the degree to which candidates comply with the developed criteria.

5) Providing optimal conditions for the adaptation of new personnel to work at the enterprise.

Selection technology to determine the degree to which candidates meet the requirements can use a whole range of different methods aimed at comprehensively assessing candidates for a vacant position.

In this case, the complex of selection methods used may include,

Pre-selection (analysis of information about the candidate using a standard resume form or based on the results of a preliminary interview);

Collection of information about the candidate;

Personal questionnaires and tests (including tests of professional abilities - qualification testing);

Group selection methods;

Expert assessments;

Problem solving (business games);

Interview (interview).

It should be noted that none of the listed methods provides completely comprehensive information on the basis of which you can make the right decision about hiring a candidate. Only by supplementing the results obtained using one method with data collected using other methods can one expect that the selected employees will best meet the established criteria and will completely satisfy the enterprise (organization).

3) Recruitment of labor resources

Recruitment consists of assembling the necessary pool of candidates for all positions and specialties, from which the organization selects suitable employees.

Recruitment is carried out in accordance with future labor requirements, taking into account the amount of available labor, turnover, layoffs, retirement, etc. Recruitment is carried out through advertisements, or with the participation of employment agencies. Recruitment can also be carried out within the organization through the promotion of its employees up the career ladder (career planning).

Stages of personnel selection:

Identification of vacant positions. The need for personnel is determined in accordance with the strategic plans and goals of the Company. The initial basis for determining personnel needs and personnel selection goals is the organizational structure and staffing schedule.

Personnel selection planning occurs strictly in accordance with the vacancies reflected in the staffing table, on the basis of which a schedule for filling vacancies is drawn up. And their closure, i.e. Direct selection of personnel is carried out in accordance with the Standards for filling vacancies.

Detailing the requirements for a vacant job and for a candidate to occupy it - traditionally, this process is based on the preparation of a job description, i.e. a document describing the main functions of the employee occupying this workplace. However, in order to facilitate the recruitment process, it is advisable to create documents describing the main characteristics that an employee must have to successfully work in a given position - Professional portrait of the position (portraits or profiles of ideal employees).

A professional portrait of a position is a document that is prepared jointly by the head of the department and human resource specialists in order to improve the quality of personnel selection based on the job description, and is a set of:

Qualification characteristics (general education, special education, special skills - knowledge of a foreign language, computer skills, etc.) that an “ideal” employee holding this position should have;

The personal characteristics of a person reflect his ability to perform certain functions, types of behavior and social roles, such as focus on the interests of the client, the ability to work in a group, assertiveness, and originality of thinking.

An equally important document, which is quite widespread in personnel selection practice, is the Application for a vacant position. Particular attention in this document is paid to a detailed description of the personal qualities and competencies of the “ideal” applicant for a certain position

4) Determination of wages and various benefits.

The remuneration offered for his work is important for the employee.

Remuneration is a regularly received remuneration for products produced or services provided or for time worked, including payment for annual vacations, holidays and other unworked time, which is paid in accordance with labor legislation and a collective labor agreement.

Wages (worker's remuneration) is an element of the employee's income, a form of economic realization of the right of ownership to the labor resource that belongs to him. At the same time, for an employer who purchases a labor resource to use it as one of the factors of production, payment of wages to employees is one of the elements of production costs.

In a market economy, wages are influenced by a number of market and non-market factors, resulting in a certain level of wages. Before considering these factors and the nature of their impact on wages, it is necessary to clearly determine which elements can be distinguished in an employee’s earnings and which of them are more or less susceptible to the influence of market conditions.

With the transition to a market, new relations regarding wages arise, and a labor market is formed, which is a resource market. Its subjects are: the employer (individual entrepreneur; an association of entrepreneurs - for example, a joint-stock company; the state), presenting a demand for a certain amount of a labor resource that has certain qualitative characteristics, and employees - the owners of the labor resource, the quantity and professional qualification characteristics of which form the supply in the job market.

In market conditions, wages as a form of labor cost can be defined as the main part of the volume of subsistence that a worker should receive in exchange for his labor. This volume of means of subsistence must be acceptable both for the efficient functioning of production and for ensuring the expanded reproduction of the labor force. It (the volume) should be distributed among employees in accordance with the quantity and quality of labor expended by them, real labor contribution and depend on the final results of the organization.

5) Career guidance and adaptation

Adaptation is the process of active mutual adaptation of the person hired and the organization with the goal of the most effective implementation of the employee’s physical and creative labor potential.

There are several aspects of employee adaptation to a new environment:

Organizational – the employee’s assimilation of the role of his workplace in the overall organizational structure and the features of the enterprise management mechanism;

Psychophysiological – adaptation to physical and psychological stress, physiological working conditions;

Professional – gradually bringing labor indicators to the required level (skills, additional knowledge, etc.);

Socio-psychological – adaptation to a relatively new society, norms of behavior and relationships in a new team.

An indicator of successful adaptation is the high social status of the employee in a given environment, as well as his satisfaction with this environment as a whole (for example, satisfaction with work and its conditions, recognition, acceptable remuneration for work, satisfaction with the organization of work, etc.). Indicators of low adaptation are deviant employee behavior, staff turnover, etc. The adaptation process is extremely important.

In practice, when hiring, a number of methods are used to successfully socialize an employee:

Comprehensive information about the job is provided so that the employee's expectations become more realistic;

A personal interview is conducted with an explanation of what kind of work in this organization is considered effective;

An interview is conducted about the priorities adopted in this organization;

Instructions are provided on safety precautions, workplace organization, effective work practices, etc.

This system also includes the information that the employee receives directly from the team. This information, as a result of which the employee learns the unwritten rules of the organization (who holds the real power, what are the chances of salary growth, promotion, etc.) also needs to be managed. It is known that the norms and values ​​adopted in informal groups must correspond to the official goals and guidelines of the organization, and this is one of the important areas of activity of the personnel management service.

Completion of the adaptation process must coincide with the expiration of the probationary period. By this time, the personnel management service is obliged, having assessed the work of the subject, to draw a conclusion about whether the new employee is suitable for the organization

The human resource development program includes increasing the potential of employees, developing personnel with higher abilities to perform the tasks facing them. This leads to an increase in labor productivity in the organization, and, consequently, to an increase in income. Professional orientation and adaptation of personnel is the first stage in increasing labor efficiency. The adaptation process involves a person's adaptation to the organization, awareness of what is important in this organization. The career guidance process involves learning specific skills to work more effectively in a particular organization.

6) Labor skills training.

Concerned about high labor productivity, the organization must pay attention to improving the competence of its workforce. This stage includes the development of special training programs, training and retraining of workers. Training is carried out when a new employee joins the organization, when promoted, or when the necessary skills are not available to perform the job.

To organize the learning process, specialists use the so-called training model (Fig. 1.4).

Rice. 1.4. Systematic training model

Following the model of systematic training, the training scheme will be expressed as follows: the individual cannot perform the task at the proper level and therefore needs training.

Identification of training needs can be undertaken at various levels. The needs of the organization as a whole must be analyzed by the human resources specialist or training department in accordance with overall production goals and the organization's workforce planning policies. At the same time, the need to train specific groups of workers in all departments is determined after consultation with line managers. This work should also include an analysis of the expected effect of training on the organization's performance of production tasks.

Personnel training ensures that the employee’s professional knowledge and skills correspond to the modern level of production and management

7) Assessment of work activity.

Evaluation of work results determines how effectively duties are performed and the degree of labor efficiency. This stage allows you to identify the most promising employees. Performance evaluation is necessary to implement the following functions: administrative, informational and motivational.

Personnel assessment is carried out to determine the employee’s suitability for a vacant or occupied workplace (position) and is carried out in various ways (assessment of the employee’s potential, assessment of individual contribution or certification as a comprehensive assessment). Currently, there are several systems for assessing specialists:

Analytical assessment method: the certification commission reviews a written characteristic - a review of the employee and conducts an interview with him;

A rating system where the total number of points scored, percentages, points (rating, rating scale) is calculated;

Ranking ("arranging" personnel according to ranking): as a result of ranking, the manager (certification commission) can compare employees with each other with subsequent conclusions;

Situational assessment - a description of the demonstrated behavior of an employee in a specific situation is used as a scale for assessment, for which a description of effective and ineffective examples of behavior is developed during, for example, receiving visitors, concluding contracts with partners, etc.;

Assessment based on achieving goals is an effective method for management personnel. Distinctive features: orientation towards achieving a specific goal; concentration on specific goals; setting common goals to ensure that staff perceive mistakes as personal problems

In practice, the most common method is the method of analytical assessment, and increasingly popular (especially abroad) is the method of assessment for achieving goals, which essentially becomes an integral part of the organization’s management system by goals.

8) Promotion or demotion, transfer or dismissal.

This stage is determined by the administrative function. It includes the promotion of those who can effectively perform their duties in a new position; transfer to another position or demotion when an employee fails to cope with the responsibilities of his position, and termination of the employment contract. The information function provides employees with information about the effectiveness of their work. The motivational function is to motivate a person to perform well through rewards or promotion.

9) Training of management personnel.

At this stage, management training programs are developed. The organization must find out which managers have the right skills for a particular position. Preparation is carried out through various lectures, seminars, and business games.

Labor resource utilization indicators

The implementation of the production program and the financial condition of the enterprise are directly dependent on the availability and effective use of labor resources. When studying and managing the labor resources of an enterprise, it is necessary to master the methodology for determining and analyzing the state and efficiency of the use of labor. In turn, to study and effectively manage an enterprise’s labor resources, it is necessary to know what indicators characterize their condition, availability and efficiency of use, master the methodology for determining them and be able to use them to make management decisions. Management decisions by the management of enterprises are made during intra-company budgeting, when it is necessary to make decisions in the process of economic activity, when drawing up current, long-term and strategic plans.

Increasing the efficiency of human resources management is an important condition for increasing the efficiency of management of the business structure as a whole. At the same time, the effectiveness of labor resource management should be fully characterized by a system of interrelated indicators, the calculation of which is based on uniform methodological principles and takes into account their comparability and proportionality in relation to various production conditions. Increasing the efficiency of labor resource management as a factor in increasing the competitiveness of business structures requires them to understand and need to analyze economic activities. The main objectives of analyzing the effective use of labor resources are:

Study and assessment of the provision of the enterprise and its structural divisions with labor resources in general, as well as by categories and professions;

Determination and study of staff turnover indicators;

Identification of labor resource reserves and their more complete and effective use.

When conducting a comprehensive analysis of the use of labor resources, the following indicators are considered:

Provision of the enterprise with labor resources;

Characteristics of labor movement;

Social security of members of the workforce;

Use of working time fund;

Labor productivity;

Personnel profitability;

Labor intensity of products;

Payroll analysis;

Analysis of the efficiency of using the wage fund.

The necessary information to determine these indicators is contained in the financial statements: Form No. 5 “Appendix to the Balance Sheet”, sections “Expenses for ordinary activities” and “Social indicators”. In statistical reporting: "Labor Report" with appendices, "Report on the costs of an enterprise (organization) for the production and sale of products", materials from the labor and wages department, the personnel department, information on the implementation of production standards by workshop and profession, etc. .

The main indicators characterizing the state of labor resources include: the number of employees on a certain date; average annual number of employees; structure of the enterprise's employees; turnover ratios for hiring, dismissal and staff turnover; absolute and relative deviation of the number of employees by their categories; savings or overexpenditure on labor costs.

The efficiency of using labor resources is determined by the following indicators: labor productivity of workers; level of labor costs; the ratio of the growth rate of wages with the growth rate of the volume of output and with the growth rate of labor productivity.

The average amount of remuneration per employee, the level of qualifications of employees, the level of provision of housing stock, healthcare, hostels, sanatoriums, etc. for the enterprise’s employees. relate to indicators of socio-economic development and effect at the enterprise, which relate to factors influencing indicators of the condition and efficiency of the use of labor resources.

Let us consider the methodology for determining and the economic characteristics of each of these indicators.

The number of employees on a certain date characterizes the payroll of the enterprise. Based on the main activity, the payroll includes employees hired for a period of more than one year. Information on the payroll number of employees as of a certain date is taken from the statistical reporting “Labor Report”, line “The payroll number of employees (without part-time workers) at the beginning of the reporting period.” Based on these indicators, a description of the absolute size and rate of change in the number of employees is given. To calculate qualitative indicators of the use of workers (labor productivity, average wages, etc.), it is necessary to calculate indicators of the average number of employees, which is determined for the month, quarter and year.

The average number of employees per month is determined by summing the number of employees on the list for all working days of the month and dividing the resulting amount by the number of working days in a given month.

The average number of employees for a quarter is determined by summing the average number of employees for all months of the quarter and dividing the resulting amount by the number of months: in a quarter - 3, for a half-year - 6 months.

The average number of employees for the year is determined by summing the average number of employees for each month and dividing the resulting amount by 12.

The average number of employees is shown in the statistical reporting "Labor Report".

The structure of an enterprise's employees characterizes the share of various categories in the total number of employees on the payroll, which is calculated depending on the purposes of the study. For example, the share of production workers in the total number of employees, the share of women, the share of workers with higher or secondary specialized education, the structure of workers by length of service, etc.

Based on the indicators of the employee structure, conclusions are drawn about the social changes taking place in the enterprise. Thus, an increase in the share of workers with higher specialized education characterizes an increase in the level of qualifications of workers; an increase in the proportion of workers with extensive experience in this specialty characterizes an increase in the level of experienced workers, etc. In turn, all these qualitative changes affect the quantitative and qualitative indicators of economic activity, i.e. volume of products produced and sold, production cost, employee productivity, product quality, wage fund, etc.

Important indicators characterizing the state of labor resources and influencing the efficiency of their use are turnover rates for hiring, dismissal and staff turnover.

The hiring turnover ratio is defined as the ratio of the number of people hired during the reporting period to the average number of employees using the formula:

Kob.pr. = Ch.pr.: Cho, (1)

where: Kob.pr. – acceptance turnover ratio;

Chr.pr. – the number of employees hired during the reporting period;

Cho – average number of employees.

The hiring turnover ratio characterizes the level of newly hired employees in the reporting period. An increase in this indicator should be considered positive if the enterprise expands its production volume. In addition, it is necessary to determine the qualification level of those hired in the reporting year and the level of their selection, whether competitive selection for the job of specialists was organized.

The turnover rate for admission should be compared with the turnover rate for dismissal.

The turnover ratio for dismissal (Kob.uv.) is defined as the ratio of the number of people dismissed for various reasons (Chr.uv.) for the reporting period to the average number of employees (Chr.uv.) according to the formula:

Cob.uv. = Chr.inv.: Chr.. (2)

The dismissal turnover ratio characterizes the level of employees dismissed for various reasons during the reporting period. An increase in this indicator may be the result of a reduction in production, poor labor organization, low wages, etc. This coefficient should be compared with the turnover coefficient for admission. A high turnover ratio for admissions compared to the turnover ratio for dismissals indicates an increase in employees for the reporting year and, conversely, a high turnover ratio for dismissals indicates a decrease in the number of employees.

The staff turnover rate is defined as the ratio of the number of people dismissed at their own request, for absenteeism and other violations of labor discipline (this dismissal is called staff turnover) to the average number of employees according to the formula:

Ktek. = Current frame: Hw, (3)

where: Ktek. – staff turnover rate;

Current cad. – the number of workers dismissed at their own request, for absenteeism and other violations of labor discipline, i.e. staff turnover.

An increase in turnover rates for hiring, dismissal and staff turnover negatively affects the efficiency of labor use, reduces labor productivity, product quality, and increases training costs.

Labor productivity of workers characterizes the amount of products produced per unit of working time and is defined as the ratio of output (in value or physical terms) to the average number of employees. This indicator is one of the most important indicators characterizing the efficiency of the use of labor resources and the economic activity of the enterprise. It is necessary to distinguish between average hourly, average daily, average monthly, average quarterly and average annual production (labor productivity).

Average hourly production is determined by dividing the amount of products produced for any period (month, quarter, year) by the number of man-hours worked by workers during this period. The remaining indicators of average output are also determined by dividing the amount of products produced by the average number of employees for each of these periods.

Labor productivity is one of the main indicators of enterprise performance, affecting all quantitative and qualitative indicators of the enterprise: the volume of products produced and sold, the number of employees, the wage fund, the cost of production, the amount of profit and the level of profitability.

As a rule, an increase in labor productivity leads to savings in the wage fund and a reduction in production costs.

The growth rate of labor productivity, according to the objective economic law of labor efficiency, must be higher than the growth of the wage fund, the number of employees and the growth of production costs.

Payroll fund - the total amount of money intended or accrued for payment to employees for a certain time (month, quarter, year).

It is necessary to distinguish between the wage fund of industrial production personnel and personnel employed in the non-productive sphere of the enterprise (in housing, utilities, kindergartens, etc.).

When studying the wage fund for industrial personnel, the wages of workers, engineers, employees, students, junior service personnel and security workers are distinguished. For the same categories of workers, their structure is determined and studied, i.e., the share of remuneration of workers by category in the total amount of the wage fund.

The data is taken from the statistical reporting "Labor Report".

In the wage structure, the share and growth rate of wages for production workers should exceed. The growth rate of wages also needs to be compared with the growth rate of production volume, product sales and production costs. Thus, exceeding the volume of production and sales of products is the main factor in saving wages and reducing production costs.

The average amount of wages per employee is determined by dividing the amount of the wage fund for a certain period by the average number of employees. This calculation is made both for all employees and for individual categories. Based on this indicator, conclusions are drawn, for example, about changes in the socio-economic level of workers, etc.

The average amount of wages and the rate of change should be compared with the average amount of wages for the national economy as a whole, for a given industry, other enterprises in a given region, as well as with the average level of the living wage established at the moment.

In addition, the average wage is one of the factors stimulating the growth of labor productivity, improving product quality, attracting highly qualified workers into production and their stability.

The management of the enterprise needs to carry out work to train highly qualified personnel, improve their qualification level, achieve personnel stability, and have a long-term plan for the training and promotion of young capable specialists. These costs are an investment in labor resources, i.e., intellectual property, which will later pay off by increasing production efficiency.

Analysis of the number of employees of the enterprise. The number of employees is an important indicator of the state of the enterprise’s labor resources. It characterizes the enterprise's supply of labor resources.

Therefore, a comprehensive analysis of the condition, provision and efficiency of the use of workers should occupy one of the central places in the system of management analysis of the enterprise.

The main sources of information for analyzing the state and efficiency of labor include:

Management accounting and reporting materials

Information from the company's HR department

Labor manager information

Statistical reporting – form No. 1-t “Information on the number and wages of workers by type of activity”, form No. 4-p “Information on the number, wages and movement of workers”, section 2 “Use of working time”.

With the help of analysis, the validity of business plans for the number and composition of employees, savings or surplus of labor compared to the plan and base year, and the rationality of personnel placement are determined.

During the analysis process it is necessary:

Determine indicators characterizing the efficiency of using the enterprise’s labor resources for the reporting, base period and the business plan included in the business plan: labor productivity by their types in current and comparable prices.

Calculate and determine the dynamics of changes in labor efficiency indicators over a number of years, in current and comparable prices. Determine the compliance of these changes with the requirements of objective economic laws and patterns.

Study and analyze each factor separately.

In the economy, as in nature, processes and phenomena occur that are both random and natural. Between these processes and phenomena, as a rule, there is a stable or random, long-term or short-term cause-and-effect relationship. Understanding them allows us to scientifically substantiate the development of processes in the economy, predict and determine future development paths. The main objective economic laws that entrepreneurs and managers need to know and be able to use in management, and economists-analysts when analyzing the state and efficiency of using labor resources in an enterprise, include:

Systematic training of employees.

The growth rate of labor productivity must systematically outpace the growth in the number of employees and the wage fund

An increase in labor productivity should contribute to savings on the wage fund and reduce production costs.

When planning, it is necessary to achieve not a reduction in the cost of maintaining labor resources, but to achieve cost savings.

For analysis, the entire number of workers is classified (grouped) depending on the forms of division of labor existing at the enterprise.

It should be taken into account that an important condition for increasing production output is an increase in the total number of workers directly involved in production. The higher the proportion of workers in the total number of personnel, the more efficiently the enterprise’s labor resources are used.

The number of engineering and technical workers (E&T), employees, and junior service personnel should not (as a rule) be higher than that provided for in the business plan.

During the analysis process, the ratio of main and auxiliary workers should be established. If the proportion of core production workers increases, labor productivity also increases. Then the level of mechanization, automation and computerization of basic, auxiliary and repair work, and their labor intensity should be established.

A high level of support workers indicates the presence of manual labor and poor organization of repair work.

One of the requirements of scientific and technological progress and modernization of production is the constant improvement of personnel qualifications. Therefore, simultaneously with determining the influence of the number of employees on the implementation of the production program, it is necessary to establish the enterprise’s need for workers of certain professions and qualification categories, and for engineering and technical workers and employees - compliance with the positions held. When analyzing the qualification composition of the workforce, it is necessary to compare the available and required labor force for each specialty. It is also necessary to analyze labor turnover, since this factor has a significant impact on the use of working time, the organization of work and its productivity. It is necessary to establish the main reasons for staff turnover in the enterprise and outline measures to eliminate them.

To improve the qualifications of personnel, increase productivity and remuneration, and further retain them, an important role is played by the organization of training of workers at various courses, in technical schools and higher educational institutions. In this regard, each enterprise must develop a long-term plan for continuous training and advanced training of employees.

As is known, production development can be carried out extensively and intensively. Thus, increasing production by increasing the number of workers refers to the extensive path of production development. Such development is inefficient and increases production costs.

Increasing production by increasing labor productivity, achieved by introducing scientific and technological progress and improving the organization of production, belongs to the intensive path of development and is progressive, increasing production efficiency.

However, not every increase in the number of workers is negative, reducing production efficiency. It can be caused by the expansion of production, the introduction of new enterprises and capacities. In this regard, it is necessary to calculate the absolute and relative deviation of the number of employees.

To calculate the absolute deviation, you should compare the actual availability of employees by category with the indicators of the plan or base period. Based on this indicator, one cannot yet draw conclusions about the quality of the enterprise’s work. If the increase in the number of workers was accompanied by an increase in labor productivity and the volume of production at a higher rate than the increase in the number of workers, then it should be considered that it was fully justified. However, if the growth in production volume occurs mainly due to an increase in the number of workers, then this leads to a decrease in labor productivity and an increase in costs. This increase in numbers is not justified and leads to extensive development of production.

The relative deviation is calculated taking into account the actual change in production volume. To determine the relative deviation, it is necessary to recalculate the planned (basic) number of production workers taking into account the actual implementation of the production plan, and then compare the actual number with the recalculated indicator. The calculation is made using the formula:

∆Chot = Ch1 – (Ch0 * ∆PP), (4)

where: ∆Chot – relative deviation in the number of production workers;

Ch0 and Ch1 – the average number of production workers, respectively, for the base and reporting periods;

∆PP – percentage of fulfillment of the production plan.

The absolute increase in the number of workers with its simultaneous relative decrease is the result of an increase in labor productivity.

Analysis of the efficiency of labor use at the enterprise. One of the important issues in the analysis of labor resources is their effective use. In this case, it is necessary to distinguish between the effective use of working time and the workers themselves. The source of information for analyzing the use of working time is statistical reporting: form No. 1-t “Information on the number and wages of workers by type of activity” and form No. 4-p “Information on the number, wages and movement of workers”, section 2 “Use of workers time". In addition, the analysis involves data from management reporting, i.e. internal reporting developed and approved by the management of the enterprise for internal use.

Depending on the purpose of the economic analysis, the enterprise determines annual, monthly and hourly labor productivity indicators, which are calculated per employee and per main worker. Each of them has different economic content. Hourly productivity is labor productivity during pure work during the working day, without taking into account the influence of intra-shift downtime. Labor productivity, calculated per 1 man-day, depends on intra-shift losses and downtime, which affect the duration of net work during the working day. Monthly and annual labor productivity is influenced by a number of factors, such as the degree of use of working time during the month, year, absenteeism for various reasons (illness, vacation, performance of various public duties, etc.).

Historical development of labor. The essence of the organization’s personnel, components of the employee’s labor potential. Analysis of the state of the enterprise's labor resources. Optimization of the process of selection and adaptation of personnel. Creation of a system of motivation and stimulation of work.

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on the topic of: “Improving human resources managementorganizations (using the example of JSC "Precision Mechanics")"

Introduction

Chapter 1. Theoretical foundations of labor management

1.1 Historical development of labor

1.2 The concept and essence of the enterprise’s labor resources

1.3 Labor potential and quality of labor resources

Chapter 2. Technical and economic analysis of the enterprise JSC "Precision Mechanics"

2.1 Main activities of JSC “Precision Mechanics”

2.2 Financial and production analysis of the enterprise JSC “Precision Mechanics”

2.3 Analysis of the state of labor resources

Chapter 3. Measures to improve human resources management at the enterprise JSC "Precision Mechanics"

3.1 Optimization of the process of personnel selection and adaptation

3.2 Creation of a system of motivation and stimulation of work

3.3 Calculation of economic efficiency of project implementation

Conclusion

Bibliography

Applications

Introduction

People are the main wealth of any country, the main resource and factor of production. Therefore, it is so important to ensure their high-quality reproduction, create conditions for their comprehensive development and provide opportunities for the fullest realization of their capabilities.

These problems are especially relevant for our country, which strives to take its rightful place among the developed countries of the world. The current stage of development of productive forces, the introduction of new technologies determine the increasing role of man, his initiative, creativity and intelligence in the economic progress of the country.

Russia's labor resources are still distinguished by fairly high quality characteristics, level of education, qualifications, and work skills. Therefore, in modern conditions, the task is to preserve, reveal and use the creative potential of our labor resources, direct it to creation and economic growth.

At the same time, at present there are still very few works in which the methodology of technical and economic analysis of the efficiency of the use of labor resources would be fully outlined. In most cases, we are talking about an economic analysis of labor indicators or simply an analysis of the use of labor, as well as its payment.

It should also be noted that in the methodological recommendations for the analysis of labor indicators, due attention is not paid to which of the indicators characterizing the results of the work of the workforce is most appropriate to use to assess labor productivity and efficiency, especially when the question of productivity and efficiency the use of labor resources must be considered in conjunction with the costs of paying for it.

The labor resource management process includes such main areas of activity in the labor market as personnel planning, search and selection of personnel, adaptation of new employees, training and development of the intellectual potential of employees, performance assessment, comparison of labor results with the standards and goals of the organization, labor motivation and labor stimulation . The great scientific and practical significance of these problems determined the relevance of the topic of the thesis.

Purpose Thesis work is the development of measures to improve the labor resources of the enterprise.

In accordance with the goal, the following were identified tasks:

1. Study of the theoretical foundations of labor management.

2. Description of the activities of the enterprise JSC “Precision Mechanics”.

3. Conducting a financial and production analysis of the activities of the enterprise JSC “Precision Mechanics”.

4. Identification of problems in the use of labor resources of the enterprise JSC "Precision Mechanics"

5. Development of measures to improve human resources management of the enterprise JSC “Precision Mechanics”.

6. Conducting an assessment of the economic efficiency of project implementation.

Object of study is the enterprise JSC "Precision Mechanics".

Subject of research is a mechanism for implementing improved management of the enterprise's labor resources.

Practical significance The research is that its results can be used at enterprises to identify priorities for measures to improve the labor management process.

Chapter 1. Theoretical foundations of labor management

1.1 Historical development of labor

Labor as a conscious, purposeful activity and entrepreneurship as a property of labor are initially inherent in man. Their formation and improvement took place over many millennia along with the development of man and society. This process continues to this day.

In the primitive era, when a person of the modern physical type appeared in the Paleolithic, a tribal community. The joint activity of people at that time practically coincided with the labor process and was aimed primarily at obtaining food. Such an existence was probably typical for the clan community at the initial stage of its development. At the second stage of the clan system, which flourished in the Neolithic, a transition was made to agriculture and cattle breeding. This radically changed the nature of the primitive economy - it became productive.

The change in the nature of the economy and the content of work entailed new opportunities for the development of labor. In the clan community, the simplest cooperation (collective work) developed as the historically first form of social labor. The ability to produce more than was necessary for survival, the emergence of a surplus product and the increase in the value of human labor power led to the disintegration of tribal relations and predetermined a large social division of labor. Labor Economics and Social and Labor Relations / Ed. G.G. Melikyana, R.P. Kolosova. M.: Moscow State University Publishing House, 2000. P.34-37.

So the clan system was replaced slavery - historically the first form of forced labor and exploitation. Slavery acquired its classical forms in the ancient world. However, the use of slaves as labor in agriculture, craft production, and construction had its limits. With the increasing complexity of tools and the improvement of agronomy and crafts, it was no longer possible to count on high returns even from specially trained slaves. Attempts to interest slaves financially led, ultimately, to a refusal to directly withdraw the surplus product.

In the III - V centuries. AD slavery was replaced by the feudal system. Feudal mode of production rested on the so-called “right” of large landowners to dispose of the means of production (primarily land) and the labor of independently managed producers, who were in land and often personal dependence on the feudal landowners. The mechanism of production relations in those conditions could not operate otherwise than through non-economic coercion to work, direct violence, class inequality of peasants and artisans. Labor Economics and Social and Labor Relations / Ed. G.G. Melikyana, R.P. Kolosova. M.: Moscow State University Publishing House, 2000. P.42-45.

The most important period in the development of labor was the New Age, calculated from the middle of the 17th century until the beginning of the 20th century. Then humanity rose to a level capitalism which replaced feudalism. The emergence of capitalism was characterized by the so-called primitive accumulation of capital, which in Western Europe dates back to the 15th century. The new mode of production came into existence thanks to the same factors that determined the fall of feudalism: the growth of commodity production, an increase in trade exchange, and the formation of a market for hired labor.

In Russia, where serfdom lasted longer, the process of the emergence of socio-economic relations inherent in capitalism became apparent only in the 17th century. It was manifested in such facts as the transformation of urban crafts and rural crafts into the production of goods for the expanding market, the establishment of patrimonial manufactories and the growth of merchant entrepreneurship, attempts to replace the labor of forced serfs with hired labor. Bachurin A. Increasing the role of economic management methods. // Economist. 2002. No. 4. pp. 28-31.

At that time, it was not simple cooperation in its special form that constituted the distinctive feature of the emerging mode of production. This role was more suitable manufactory . It ensured a technical division of labor among many workers within a single enterprise and made it possible to achieve a noticeable increase in labor productivity, primarily due to the specialization of the craftsmen involved in production and their transformation into “partial”, “detailed” workers.

The technical division of labor was necessarily accompanied by the improvement of working tools. The union of a large number of working people facilitated the comparison of individual labor results and, as a result, increased competition.

The spread of manufacturing production prepared the entry of capitalism into the next stage of its development - large factory . The machine industry led to a narrowing of the functions of the direct worker, making him dependent on technology, in the position of a living appendage to the mechanisms, which ultimately strengthened the power of capital over labor, the subordination of the hired worker to the owner of capital. As industrial production expanded and strengthened, previously disparate small and medium-sized capitals were united, joint-stock companies arose, and banking capital persistently asserted itself.

Over time, other trends emerged. The most significant among them is the association of large capitals into cartels, syndicates, trusts, and concerns. Monopolies captured a significant part of the production and marketing of certain goods, which also changed the forms of competition.

At the beginning of the 20th century, industrial development as the leading direction of economic growth was personified by huge enterprises of a universal type with diversified subject specialization, with a complete production cycle of certain types of marketable products. This circumstance stimulated development of problems of scientific organization of labor (NOT) and rational management of large-scale production. Genkin B.M. Introduction to the theory of labor efficiency. St. Petersburg, St. Petersburg GIEA, 2002. 33-36.

The crisis state of capitalism became obvious already as a result of the First World War of 1914 - 1918. and the October Revolution in Russia, which turned a huge country onto a non-capitalist path. A slowdown in the pace of economic development of the United States and other industrial powers followed. The Great Depression struck - the global economic crisis of 1929 - 1933. In Russia, from the autumn of 1917, events developed according to their own scenario. Already the initial steps towards socialism - workers' control over production and distribution, the transfer of all cultivated land for the use of peasants, the nationalization of banks and large industrial enterprises - were accompanied by changes in methods for solving economic and social problems, organizing and stimulating labor.

Subsequently, when we decided first results of the scientific and technological revolution (STR), equipment and technology of production, content, conditions and forms of labor organization, the functioning of capital again underwent significant changes. The deployment of scientific and technological revolution has led to qualitative changes in the productive forces, in the entire socio-economic structure of industrialized countries, and with them the world community.

IN modern times a view has been established on work as a conscious, purposefully directed activity, the application of mental and physical efforts by people to create useful products, produce things, provide services, accumulate and transmit information, used to satisfy their material and spiritual needs, as the main form of life activity of an individual and society as a whole, the initial condition of social existence, the development of all aspects of social life. Gutgarts R.D. Evolution of approaches to the problem of enterprise personnel management. // Management in Russia and abroad. 2001. No. 5. P.27-32.

At the same time, work is a means of self-expression and self-affirmation of the individual, the realization of his experience, intellectual and creative potential, and moral dignity. There is no doubt that every genuine achievement of civilization is the success of labor.

Human factor determines scientific, technical and social progress. The simple formula “productivity comes from people” accurately expresses the main condition for the effective operation of successful enterprises. Thus, in the United States, examples are taken of those companies that are known not only for high technology and good management, but also for a clear focus on people, their needs and interests. In Japan, when working with personnel, priority is given to the hard work of employees and the satisfaction of their diverse needs, the interests of the business and the selection of complex production and technical tasks. Blam I.Yu. Sustainable development: main theoretical problems // Region: economics, sociology. 2000. pp. 11-12.

Attempts were also made in the Soviet Union reform the economy in order to increase its effectiveness. At the same time, incentives to work were not ignored. Since the mid-1950s. Along with the condemnation of the cult ideology of intimidation and arbitrariness, steps were taken towards restoring the interest of the bulk of workers in the results of management and strengthening material incentives to work. It was considered necessary to increase pay, streamline the organization and rationing of labor, support inventors and innovators in their desire to promote scientific and technological progress, and introduce elements of social planning. But as before, the main hopes were placed on enthusiasm and socialist competition. Efforts were made to give a mass character to the movement for a communist attitude to work.

In the second half of the 1960s. another reform of management, organization and remuneration was launched. However, the plan was not completed; the targeted programs were not implemented. Stimulation of production and labor was focused, as before, primarily not on intensive, but on extensive economic development. The country, which was unable to fully use scientific and technological achievements to improve people's lives, crawled into a dead end of stagnation.

In the spring of 1985, a course was once again set for reforms, in order to accelerate the socio-economic development of the country, achieve a new qualitative state of Soviet society and improve people's living conditions on this basis. But this time again the forecasts were not destined to come true. Very soon the illusory nature of the goals of perestroika was revealed, and the situation in the economy and social sphere continued to deteriorate. People's interest in work fell sharply. In addition, the Soviet Union collapsed into 15 independent states in 1991. Personnel management of organizations: Textbook / Ed. AND I. Kibanova. M.: Infra-M, 2006. P.26-27.

The Russian Federation, moving after the collapse of the USSR along the path to a market, a socially oriented market economy, is implementing its reform program. A significant place in it is occupied by the affirmation of free enterprise and a viable model of labor relations. Historical experience teaches that this can only be achieved by increasing diligence and business entrepreneurship, everyone’s interest in the results of work and management, and by finding and using irresistible incentives for creative work by teams, society, and the state.

1.2 The concept and essence of the enterprise’s labor resources

Labor resources represent the working-age part of the country's population, which, due to psychophysiological and intellectual qualities, is capable of producing material goods or services. Personnel management of organizations: Textbook / Ed. AND I. Kibanova. M.: Infra-M, 2006. P.53. It is necessary to distinguish real labor resources - those people who are already working, as well as potential - those that in due time can be involved in specific work.

The labor force includes the population of working age (for men aged 16 to 59 years, for women - from 16 to 54 years inclusive); with the exception of non-working war and labor invalids of groups I and II and persons receiving an old-age pension on preferential terms, as well as persons of disabled age (teenagers and the population over working age) employed in the economy. Also, the labor resources of an enterprise in a market economy must be understood as the entire set of employees, both employees and owners, who invest their labor, physical and mental abilities, knowledge and skills, as well as monetary savings in the economic and financial activities of the enterprise.

The concept of “labor resources” is used to characterize the working population throughout the country, region, sector of the economy, or within any professional group. Along with it, such concepts as “labor force”, “human resources”, “human factor”, “personnel”, “workers”, “personnel”, “labor potential”, “human capital” are also used in economic science and practice. , having different content and semantic load. They complement each other, revealing one of the sides of the bearer of these concepts - man.

This study examined characteristics of the most important concepts, related to the sphere of labor resources. The most commonly used concept is "staff" , i.e. personnel of organizations, including all employees, as well as working owners and co-owners. The main characteristics of the personnel are: Marr R., Schmidt G. Human resources management in a social market economy. M.: MSU, 2000. 212 p.

1. The presence of his labor relationship with the employer, which is formalized by an employment agreement (contract). However, in practice, in some cases, there is no formal legal registration of employment, which leads personnel to deprivation of guarantees of compliance with labor legislation in relation to them. Working owners and co-owners of an organization are included in the staff if, in addition to the share of income due to them, they receive appropriate payment for participating with their personal labor in the activities of the organization.

2. Possession of certain qualitative characteristics (profession, specialty, qualifications, competence, etc.), the presence of which determines the employee’s activity in a specific position or workplace, and, therefore, his classification into one of the categories of personnel: managers, specialists, other employees ( technical performers), workers.

3. Target orientation of personnel activities, i.e. ensuring the achievement of the organization’s goals by establishing the goals of the individual employee that are adequate to them and creating conditions for their effective implementation.

The main characteristics of the organization's personnel are: number and structure. Genkin B.M. Introduction to the theory of labor efficiency. St. Petersburg, St. Petersburg GIEA, 2002. P.56-59.

Number of personnel of the organization depends on the nature, scale, complexity, labor intensity of production (or other) and management processes, the degree of their mechanization, automation, and computerization. These factors determine its standard (planned) value. More objectively, the personnel is characterized by the list (actual) number, i.e. the number of employees who officially work in the organization at the moment.

Organization personnel structure - is a collection of separate groups of workers united according to some characteristic. It can be statistical and analytical.

Statistical structure reflects the distribution of personnel and their movement in terms of employment by type of activity, as well as categories and groups of positions.

Yes, it stands out core business personnel (persons working in the main and auxiliary, research and development departments, management personnel, engaged in the production of products, services or providing maintenance to these processes) and non-core activities (workers of housing and communal services, social sphere). In turn, they are all divided into categories: managers, specialists, other employees (technical performers), workers.

Analytical framework divided into general And private In the context general structure personnel are considered based on characteristics such as profession, qualifications, education, gender, age, and length of service. Private structure reflects the ratio of individual groups of workers, for example, “those engaged in hard work with the help of simple devices and without them,” “employed in processing centers,” etc. Samukina N.V. Personnel management: Russian experience. SPb.: Peter. 2003. pp. 13-15.

The criterion for the optimality of the personnel structure is the correspondence of the number of employees of various job groups to the volume of work required to perform each job group, expressed in time expenditure.

This study examined main features of structuring organization personnel. Based on participation in the production or management process, i.e. According to the nature of labor functions, and, consequently, the position held, personnel are divided into the following categories: Gutgarts R.D. Evolution of approaches to the problem of enterprise personnel management. // Management in Russia and abroad. 2001. No. 5. P.27-32.

1. Managers performing general management functions. They are conventionally divided into three levels:

1) highest (of the organization as a whole - director, general director, manager and their deputies),

2) middle (heads of main structural units - departments, departments, workshops, as well as chief specialists),

3) grassroots (working with performers - heads of bureaus, sectors; foremen).

Managers include persons holding managerial positions, including HR managers;

2. Specialists - persons performing economic, engineering, technical, legal and other functions. These include economists, lawyers, process engineers, mechanical engineers, accountants, dispatchers, auditors, personnel training engineers, personnel inspectors, etc.

3. Other employees (technical performers) involved in the preparation and execution of documents, accounting, control, and housekeeping services: purchasing agent, cashier, secretary-stenographer, timekeepers, etc.

4. Workers who directly create wealth or provide production services. There are main and auxiliary workers.

A separate category includes social infrastructure workers, i.e. persons engaged in non-core activities (cultural, everyday, housing and communal services for the organization’s personnel). These include housing and communal services workers; persons serving kindergartens, recreation centers, etc., who are on the balance sheet of the organization.

In industry, managers, specialists, other employees (technical performers), workers form industrial production personnel, and social infrastructure workers form non-industrial personnel.

The division of the organization’s personnel into categories is carried out in accordance with the regulatory document - Qualification guide positions of managers, specialists and other employees, developed by the Institute of Labor and approved by Resolution of the Ministry of Labor and Social Development of the Russian Federation dated August 21, 1998 No. 37. Problems of labor resource management at the present stage. Tutorial. St. Petersburg University of Economics and Finance, 2005. P.37.

Professional structure of the organization's personnel - this is the ratio of representatives of various professions or specialties (economists, accountants, engineers, lawyers, etc.) who have a set of theoretical knowledge and practical skills acquired as a result of training and work experience in a particular field.

Personnel qualification structure - this is the ratio of workers of different skill levels (i.e., degree of professional training) necessary to perform certain job functions.

In our country, the skill level of workers is characterized by a category or class (for example, for drivers), and for specialists - by category, category or class. For example, according to their level of qualification, design engineers can occupy the positions of “chief”, “leading”, “senior” designer of categories I, II and III.

Gender and age structure of the organization’s personnel - this is the ratio of personnel groups by gender (men, women) and age. The age structure is characterized by the proportion of persons of corresponding ages in the total number of personnel. When studying the age composition, the following groupings are recommended: 16, 17,18,19,20-24,25-29, 30-34, 35-39,40-44, 45-49, 50-54, 55-59, 60- 64.65 years and older.

Personnel structure by length of service can be considered in two ways: by overall length of service and length of service in a given organization. The total length of service is grouped into the following periods: up to 16 years, 16-20, 21-25, 26-30, 31-40 years and more. The length of service in a given organization characterizes the stability of the workforce. Statistics highlight the following periods: up to 1 year, 1-4, 5-9, 10-14, 15-19, 20-24, 25-29, 30 years and more.

Personnel structure by education level (general and special) characterizes the identification of persons with higher education, including by level of training - bachelor, specialist, master; incomplete higher education (more than half of the study period); specialized secondary; average general; lower secondary; initial.

1.3 Labor potential and quality of labor resources

As noted above, in addition to the terms “labor resources” and “personnel” in the science and practice of economics, sociology, and management since the 1980s. The term “labor potential” of society and the individual worker began to be used. This concept is more voluminous and versatile; its basis is the term “potential” - a source of opportunities, funds, reserves.

Employee labor potential - this is a set of physical and spiritual qualities of a person that determine the possibility and boundaries of his participation in labor activity, the ability to achieve certain results under given conditions, as well as improve in the labor process. Personnel management of organizations: Textbook / Ed. AND I. Kibanova. M.: Infra-M, 2006. P.61.

The main components of an employee’s labor potential are: Ibid. P.63-64.

1) psychophysiological component: state of health, performance, endurance, abilities and inclinations of a person, type of nervous system, etc.;

2) socio-demographic component: age, gender, marital status, etc.;

3) qualification component: level of education, volume of special knowledge, work skills, ability to innovate, intelligence, creativity, professionalism;

4) personal component: attitude to work, discipline, activity, value orientations, motivation, morality, etc.

The labor potential of an employee is not a constant value; it can change both upward and downward. The creative abilities of an employee accumulated in the course of work increase as new knowledge and skills are acquired, health is strengthened, and working conditions are improved, but they can decrease when the work regime becomes more stringent, health deteriorates, etc.

According to many researchers, at present there is no unambiguous characteristic of Russia’s labor resources. On the one hand, a certain part of the highly qualified workforce finds worthy employment in developed countries, making a significant contribution to the development of their economies. On the other hand, the workforce of our country is given the most unflattering characteristics in terms of labor discipline and attitude towards work. Labor market in Russia and the CIS countries - development prospects. “Round table”: Popova G.V., Kryakova O.A., Belonogova E.M. took part. etc. // Personnel management. 2005. No. 6(71). pp. 40-43.

Every year the Swiss Bary Institute conducts a comparative assessment of the quality of the labor force of 49 countries. The integral indicator of labor force quality is a weighted average of four components: Denisov N.A., Malginova E.G. Distribution relations: modern models // Society and Economics. 2005. No. 3. P.51.

1) labor legislation and tariff agreements;

2) the relationship between wage levels and labor productivity;

3) labor discipline and attitude to work;

4) level of qualifications of workers.

Based on expert assessments, countries receive scores that characterize the degree of favorability for the location of production:

1) 66-100 points - countries favorable for locating production;

2) 51-65 points - countries acceptable for production location;

3) 36-50 points - countries that are not very favorable for production;

4) less than 35 points - countries that are not suitable for locating production.

Singapore topped the list with 82 points. Japan - 74 points. USA - 69 points. Germany - 64 points. China - 41 points. Russia's score was 36 points - that borderline figure that lies between conditions that are not very favorable and that are not suitable for locating production. Right there. P. 53.

At the same time, the most favorable assessment was given to the level of qualifications of the workforce - 53 points - 15th place after Switzerland, Japan, the USA, etc. According to labor legislation and tariff agreements - 45 points. But in terms of labor discipline and attitude towards work, Russia received only 33 points. In China it is 1.5 times higher than ours. It is little consolation that no country received 100 points. Our lowest score for the relationship between wages and labor productivity was 20 points. Still, it seems that these low indicators characterize not so much the workforce itself, but the level of management and organization of production in our country. Denisov N.A., Malginova E.G. Distribution relations: modern models // Society and Economics. 2005. No. 3. P.55.

The qualitative characteristics of labor resources, people’s ability to work, their skills and level of education are considered as human capital. The components are a person’s natural abilities and acquired professional knowledge, experience, and skills. The expenditure of time and money on acquiring knowledge is considered to be an investment in human capital. These investments are considered appropriate only if they provide a higher level of income for investors, which can be individual households, enterprises, and society as a whole.

Human capital theory has proposed a unified analytical framework to explain such phenomena as the contribution of education to economic growth, the demand for educational and health services, age-related dynamics of earnings, differences in wages between men and women, the transmission of economic inequality from generation to generation, etc.

At the same time, the analogy between human capital and traditional investments cannot be considered complete. Firstly, a person, unlike a machine or shares, cannot be an object of purchase and sale. Therefore, the market sets prices only for the “rent” of human capital (in the form of wage rates), while there are no prices for its assets. Human capital can improve the efficiency of activities in both the market and non-market sectors, and income from it can take both monetary and non-monetary forms.

However, in the main human capital is similar to physical capital:

1) it is a durable good;

2) requires costs for updating and maintenance;

3) may have obsolescence before physical wear and tear.

The central place in the theory of human capital belongs to the concept of internal rates of return. They are constructed by analogy with profit rates and allow one to evaluate the effectiveness of investments in people, primarily in education and professional training.

Human capital theorists assume that when investing in training and education, investors behave rationally, weighing the associated benefits and costs. Depending on what is more economically feasible, decisions are made either to continue studying or to discontinue it. Thus, rates of return act as a regulator of the distribution of investments between different types and levels of education, as well as between the education system as a whole and the rest of the economy. Allimarina E.A., Bryazgin Yu.V. Economic foundations of labor relations. M.: Economics, 2004. P.102.

Another area where the contribution of human capital theory has been particularly significant is the analysis of problems of economic inequality. Using the developed apparatus of demand and supply curves for investments in human capital, G. Becker formulated a universal model for the distribution of personal income.

The unequal location of demand curves for investment in human capital reflects inequality in the natural abilities of students, while the unequal location of supply curves reflects inequality in their families’ access to financial resources.

The ideas embedded in the theory of human capital have had a serious impact on the socio-economic policy of the state. Thanks to this theory, society's attitude towards investing in people has changed. They have learned to see investments that provide a production effect that is long-term in nature. Under the influence of the theory of human capital, in which education is assigned the role of the “great equalizer,” a certain reorientation of social policy has occurred. Staffelbach B. Theoretical foundations and functions of personnel economics // Problems of theory and practice of management. 2006. No. 5. P.10-17.

In the 1970s, human capital theory came under attack from the so-called filter theory. Among its authors are famous economists and sociologists - A. Berg, M. Spence. J. Stiglitz, K. Arrow. According to this theory, education is a mechanism that sorts people according to their level of ability. Higher productivity, however, is not due to workers receiving education, but to their personal abilities that exist before and beyond it and which education simply makes explicit. Contrary to the assertions of the filter theory, enterprises do not rely only on educational certificates when selecting personnel, but spend considerable money on testing their holders. Schumpeter J. History of economic analysis. St. Petersburg: Economic School, 2001. P.77. At the same time, the filter theory forced us to pay great attention to the conclusions and recommendations developed by the theory of human capital. Most researchers agree that both of these theories should be viewed not so much as opposing approaches, but rather as complementary approaches.

conclusions

Human resources management in Russia in a situation of changes in political and economic systems acquires special significance, since it allows us to generalize a whole range of issues of human adaptation to external conditions, as well as taking into account the personal factor in the process of managing the labor resources of an enterprise.

In general, three factors can be identified that impact the workforce at an enterprise:

1. The hierarchical structure of an enterprise, where the main means of influence are relations of power and subordination, pressure on a person from above, through coercion, control over the distribution of material goods.

2. Culture, i.e. joint values, social norms, behavioral guidelines developed by a society, an enterprise, or a group of people that regulate the actions of an individual, force the individual to behave one way and not another without visible coercion.

3. The market, which is a network of equal relations based on the purchase and sale of products and services, property relations, and the balance of interests of the seller and the buyer.

These influencing factors are quite complex concepts, and in practice they are rarely implemented separately. Which of them is given priority, which determines the appearance of the economic situation of the enterprise.

Chapter 2. Technical and economic analysis of the enterprise JSC "Precision Mechanics"

2.1 Main activities of JSC “Precision Mechanics”

The company JSC "Precise Mechanics" was founded in 1992. Has licenses: FSB of the Russian Federation to work with information constituting state secrets, FSB to distribute encryption tools, FSTEC to create information security tools, GOSSTROYA to design buildings and structures, GOSSTROYA to construct buildings and structures, Ministry of Emergency Situations to carry out work to ensure fire safety of buildings , Ministry of Emergency Situations for activities to prevent and extinguish fires, Certificate of Conformity GOST R ISO 9001-2001 (ISO 9001:2000).

“Computer Mechanics” is a registered trademark of Tochnaya Mekhanika JSC.

Enterprise address: 117418, Moscow, st. Novocheremushkinskaya, 58. tel. 540-30-40, fax: 540-30-41. website: www.mechanics.ru

The company JSC "Precise Mechanics" is part of the Association for system integration and development of information and control systems "SIRIUS", created with the support of the State Committee of the Russian Federation for Communications and Informatization of the Russian Federation in 1999.

Currently, with the support of the Russian Ministry of Communications and Information, SIRIUS unites companies participating in joint work to implement national federal and regional programs in the field of information technology. The company JSC "Precise Mechanics" has been a member of the association since 2002. In addition, the organization is a member of the commission of electronic and information technology companies at the Moscow Chamber of Commerce and Industry (MCCI).

For the past eleven years, the head of the enterprise ZAO Precision Mechanics has been General Director Gutara Konstantin Yurievich.

Mission enterprise JSC "Precision Mechanics" - providing highly professional services in the field of information technology in order to increase the efficiency of the Customer's business.

Recently, there has been an increased need among business managers to ensure that investments in the company’s information and technical base not only provide business support, but also contribute to generating additional profit. Today, to succeed in a dynamic market, it is necessary to combine business strategy with information technology.

Since its creation, the company JSC "Precision Mechanics" has specialized in the implementation of complex network and telecommunications projects for large industrial enterprises, banks, foreign representative offices, and government agencies. As part of these projects, the company JSC "Precision Mechanics" provides the customer with full range of system integration services:

1. Organization of a unified information space based on cable systems, active network and telecommunications equipment, modern digital telephone exchanges, computers and corporate servers.

2. Design and commissioning of private automatic telephone exchanges with a capacity of 50 to 20,000 subscribers, followed by maintenance.

3. Providing high-quality communication channels (joint projects with telecom operators).

4. Design and installation of structured cabling systems for telephony, computer and electrical networks with further maintenance and support.

5. Design, installation and maintenance of Integrated Building Management Systems BMS (Building Management Systems), which automate the operation of all engineering systems of a modern building: lighting, heating, ventilation, air conditioning, water supply, access control.

6. Supply of computer and network equipment from the world's leading manufacturers with subsequent after-sales service.

7. Design and installation of fire and security alarm systems.

8. Design and installation of access control and video surveillance systems using equipment from leading foreign and domestic manufacturers.

Receiving all the listed services “from one source” the customer has the opportunity:

1) minimize costs at the design and implementation stages of the project by eliminating duplication of work for different systems;

2) obtain a more in-depth study of the project as a whole, taking into account all the heterogeneous components included in it;

3) obtain a guarantee for the system as a whole, and not for its individual components;

4) minimize the effort spent on coordinating work between several suppliers;

5) simplify the solution of financial, managerial and service issues during the implementation of the project (leasing, credit, installment payment).

Thus, the company ZAO Precise Mechanics, first of all, offers clients the development of an IT strategy that will align investments in information technology with the goals and objectives of the company, and will also allow for planning changes related to the development of information technology. Formalization of the enterprise development strategy, together with the analysis of the main business processes, which is carried out by specialists of the Precision Mechanics JSC enterprise, allows us to solve many different problems. With the help of an IT strategy, you can increase business efficiency and competitiveness, ensure maximum service to company departments, and increase the level of production, financial and personnel management.

The company JSC "Precise Mechanics" has implemented more than two hundred large and medium-sized projects, among them:

1) carrying out work on installation and connection of PBX MD 110 equipment in the Supreme Court of the Russian Federation;

2) development and implementation of a software and technological complex for the exchange of operational information on geological exploration and subsoil use (Ministry of Natural Resources of the Russian Federation);

3) carrying out research work “Information Environment Management System” within the framework of the Federal Target Program “Development of a Unified Educational Information Environment (Ministry of Education of the Russian Federation);

4) work on diagnosing, routine repairs and setting up the telecommunication system of the Ministry of Foreign Affairs of the Russian Federation, creating an information technical communication infrastructure that provides an automated system for maintaining the state land cadastre and state registration of real estate (Federal State Unitary Enterprise “Goszemkadastrsemka”);

5) design and commissioning of a data storage system (TV channel "Russia");

6) comprehensive maintenance of the telecommunications system (“Goznak”);

7) consulting on the creation of IT infrastructure to ensure museum automation in terms of accounting and stock work;

8) design of a LAN as part of a SCS and a TVD connection network, design of network logic and active network equipment, installation and installation of a network in an architectural monument building (GIM), etc.

Today, the company JSC "Precision Mechanics" also represents products the following leading manufacturers of software, computer, network and telecommunications equipment: 3Com (Official Partner in the CIS), Andover Controls, APC (Solution Partner), AMP, Avaya, Cisco (Authorized Reseller), Computer Associates, Depo, Ericsson (Official Distributor) , GreenWood (Authorized Dealer), Hewlett-Packard (Business Partner; HP Support Pack Gold Reseller), IBM (Authorized Partner), ITT Cannon, Krone, Lexmark, Legrand, Lotus, MOD-TAP, MB, Microsoft, Nortel Networks, Novell , Oracle, Rittal, SCO, Sun (Authorized Partner), Siemens, Samsung, Toshiba, Quintela.

As part of the study of the characteristics of the enterprise JSC "Precision Mechanics", an analysis was also carried out organizational structure.

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Rice. 1. Organizational structure of the enterprise JSC “Precision Mechanics”

According to A.Ya. Kibanova, “the organizational structure of the personnel management system is a set of interrelated units of the personnel management system and officials.” Personnel management of organizations: Textbook / Ed. AND I. Kibanova. M.: Infra-M, 2006. P.142.

The analysis allows us to conclude that the enterprise JSC "Precision Mechanics" has a linear-functional management structure, which retains the advantage of the linear structure of the principle of unity of command, as well as the advantage of the functional structure in the form of management specialization. Thus, this structure combines the advantages of linear and functional structures, but vertical (command) relationships of the “manager-subordinate” type remain dominant. It is characterized by the fact that at the head of each structural unit there is a single manager, vested with all powers, exercising sole management of the employees subordinate to him and concentrating in his hands all management functions. This management structure is logically more harmonious and formally defined, but at the same time less flexible.

For the organization to operate effectively, it is important to clearly and clearly define the functional responsibilities and powers of employees, as well as their relationships. Each employee of the company must understand what is expected of him, what powers he has, and what his relationships with other employees should be. This is achieved through an organization chart, supplemented by appropriate instructions and assignment of responsibilities.

The executive body of the enterprise JSC "Precision Mechanics" is the general director. His competence includes the development and implementation of goals, policies and strategies for achieving them, as well as the organization and management of the current activities of the company and the disposal of property. Therefore, the role of the general director is so important, who would use his power to prevent possible disorganization and coordinate the work in the most effective way. Deputy Director manages the current activities of the company. There is an HR manager in the HR department.

The activities of the services of the enterprise JSC "Precision Mechanics" are regulated by the regulations on the division, which outline the following aspects:

1) the main tasks, functions and responsibilities of each structural unit;

2) rules and standards for documentation support;

3) other regulatory, legal and normative-methodological documents regulating a specific type of activity;

4) the material and technical basis of the activities of each department, comprising the premises assigned to it, furniture, office equipment, software, documents necessary to perform the tasks assigned to the department, etc.

Analyzing the organizational structure of the enterprise JSC "Precision Mechanics", it should be noted that in general it corresponds to the current situation and existing goals. Rights and responsibilities are assigned to employees responsible for a specific job.

2.2 Financial and production analysis of the enterprise JSC “Precision Mechanics”

One of the main performance indicators of any commercial organization is volume of products sold (works, services). According to financial statements, during previous years, the enterprise in question experienced an increase in the total volume of sales of services. Thus, in 2009, the total revenue amounted to 31,284.51 thousand rubles, in 2010 - 54,324.97 thousand rubles. Accordingly, the growth rate of trade turnover in 2010 amounted to 73.6% ((54324.97 - 31284.51) / 31284.51 * 100).

When conducting an analysis, it is necessary to take into account the impact of inflation, therefore the study of changes in indicators should be carried out in comparable prices. This will eliminate the influence of prices in order to determine changes in net sales volume due to an increase in output and physical sales volume.

According to internal accounting data, the price index for the enterprise ZAO Precision Mechanics for 2011 was 1.186. To determine the sales volume at comparable prices, it is necessary to divide its volume from the moment the new sales prices are in effect by the price index. The revenue of the enterprise in question includes the provision of certain types of work and services. Therefore, it is best to analyze this indicator both by the total sales volume and by its composition.

Table 1. Composition and volume of sales of services of JSC "Precision Mechanics"

Rice. 2. Volume of sales of services at comparable prices

Conclusions: The volume of services sold in 2011 (according to the balance for 9 months) of the enterprise JSC "Precision Mechanics" in comparable prices increased by 14520.69 thousand rubles. or by 31.7%. As in the previous period, the largest share in the total volume of revenue received comes from revenues from the sale of services for organizing a unified information space. In addition, the growth of this indicator in the reporting year was 36.7%. In addition, there is a significant increase in the share of services for design, installation and maintenance of BMS - 44.8%. The share of services for the supply of computer and system equipment increased by 29.5%. In terms of services for the design and installation of access control and video surveillance systems, there is a decline in both the share of total sales and revenue in value terms.

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