Violations of labor discipline include: How is discipline organized in a team? Order on labor discipline: sample

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One of the important conditions that ensures the productive work of an organization is performance discipline. Therefore, employees are just as interested as the management of the subject in determining the indicator of performance discipline and its further improvement.

Performing discipline - concept

This term is reflected in the interaction between an employee and his employer. Executive discipline is an indicator of the responsibility of the first for carrying out direct orders from superiors or his individual instructions.

Essentially, the better an employee obeys his boss, the higher the performance discipline.

Performance discipline in an organization plays a very important role, since the coherence of the work of the subject’s team and the efficiency of its functioning depend on it. The importance of executive discipline is the same at both the initial and higher levels of the management hierarchy in a company.

The hierarchy itself in the company is established by a collective labor agreement or a job description issued to each employee of the company. It is enough to look at these documents to understand who should obey whom.

The term “executive discipline” can be applied both to a specific employee and to the organization as a whole. It is worth clearly understanding that the discipline of the organization depends on the discipline of the employees. At the same time, the organization is interested in the performance discipline of each employee, and each employee is personally interested in his performance discipline.

The influence of executive discipline on the efficiency of an enterprise

This indicator can measure how effectively the performance of duties by individual employees, as well as teams, teams and workshops in general.

Executive discipline is needed to ensure that production tasks are completed promptly and at the proper level. We are talking about instructions that are entrusted to individual employees and form large-scale projects that affect the success of the organization.

Initially, a single task that was performed in bad faith at the lowest level of the organizational hierarchy may not cause any damage to the company as a whole. But their accumulation can lead to the failure of projects on which the company’s main attention was focused, and related serious problems (the emergence of sanctions against the company for disrupted projects, overdue deadlines and failure to fulfill contractual obligations, inhibition of its development, since long-term prospects are lost in mind lack of opportunities to implement profitable projects).

Thus, control over executive discipline should become a priority task for the company’s management bodies. Only in this way is it possible to fully realize the potential of the organization and achieve its confident development.

If management takes executive discipline into its own hands and takes measures to maintain and improve it, this will allow the company to achieve its strategic goals and fulfill all planned plans on time.

Control of performance discipline

Although, at first glance, performance discipline seems to be a subjective indicator of employee enthusiasm, it can be assessed according to standard criteria, among which the following can be noted:

In order to more clearly imagine how things stand with executive discipline in the company, the coefficient of executive discipline is calculated. To determine it, you should correlate the number of tasks that an employee completed in a certain time with the number of tasks that were assigned to him at that very time.

The number of completed tasks is influenced not only by the employee’s responsibility, but also by how clear the task was set for him. It is very important that the head of the department is able to convey to the ordinary employee all the nuances of the task and explains in detail what needs to be done.

There is a special formula for setting a task called SMART. It has proven its effectiveness and is now used by many companies. According to it, the task set before the employee must:

Contain a clear and understandable title.

It's best if it starts with a verb.

Be specific and as understandable as possible for the subordinate;
Be measurable and quantifiable;
Be reachable for a specific subordinate;
Have a clearly defined deadline.

To achieve maximum results, control of performance discipline must be carried out systematically. To organize it, it is enough to establish clear requirements for employees. These requirements should include both mandatory and desirable ones.

If the set requirements are met in good faith, the enterprise management will have the opportunity to control performance discipline at all stages of work. This will give management the opportunity to correct shortcomings that were made during its control in the past.

Performance discipline management

Performance discipline is not an arbitrary value that depends solely on the personal qualities of the enterprise’s employees. If desired, the company's management may well influence it, thereby improving this indicator. There are several ways to do this:

Reasons for low performance discipline

In order to increase executive discipline, management can take any measures and management decisions. For example, an enterprise may even issue a special administrative document that will have a fairly strong influence on employees and their work habits.

But, at the same time, the issuance of such an order in itself does not guarantee an increase in executive discipline and a change in the attitude of employees to the performance of their labor duties.

One of the main reasons for the decrease in employee responsibility is the low performance discipline of top managers. Managers at all levels must be aware of their responsibility and set an example of a conscientious attitude to the assigned work. Only in this case will management of performance discipline be truly effective and give the desired result.

Strengthening labor discipline in an organization using the example of OJSC Volgocemmash

Introduction

management discipline labor

In a market economy, the importance of various factors that affect production efficiency increases, since due to reviving competition, performance becomes a decisive prerequisite for the existence and development of enterprises. Among the factors and efficiency, labor discipline occupies a significant place. Yes, even the most modern equipment and high-performance equipment will not give the desired result if their maintenance is poorly organized, and vice versa, if labor discipline is observed, you can get the maximum result from the appropriate technical equipment of production.

Discipline is the most important condition for the existence and development of any civilized society. Every society needs discipline for clear organization and successful work. And labor discipline is a necessary condition for any social work, any joint labor. Any joint work needs a certain discipline, a certain order, which are necessary so that everyone working together submits to this discipline, order, that is, so that everyone knows his place and does what he is supposed to do in accordance with the employment contract, internal rules labor regulations and other regulations.

Awareness of the importance and need for a strengthening orientation labor disciplines s become topical issue many enterprises in various industries, regardless of their form of ownership. The human factor is decisive in a complex system of socio-economic interaction, since it is a person who, as a result of intellectual and physical activity, creates technologies, equipment, and capital. Improving labor organization and strengthening labor and production discipline as manifestations human factor, in all links and at all levels, from the employee to the manager of the enterprise, do not require any capital investments and constitute a real and significant reserve for economic recovery. And vice versa - we can say with reasonable confidence that the basis of all disasters in society not related to natural disasters, the person who violated discipline is guilty

Labor discipline is the subject of study in various sciences. Thus, labor discipline is considered by psychologists (from the point of view of motivation and psychological stimulation of workers’ work), sociologists (from the point of view of the influence of labor discipline on relationships in the team), and economists (from the point of view of the influence of labor discipline on labor productivity). It is the point of view of economists on labor discipline that is the thesis of this thesis.

In Russia there was a transition to a free enterprise society, which inevitably entailed a significant change in the content of labor discipline and the motives for strengthening it. Currently, strengthening labor discipline requires strengthening labor motivation. Work motivation is a determining factor in including the interests of each individual in productive work, regardless of the form of ownership and scope of the organization. Work motivation is influenced by the psychological and moral impact on the participants production process(persuasion method), material and moral and legal incentives, provision of various benefits and benefits (incentive method), as well as disciplinary measures applied to violators of labor discipline, and property measures in the form of compensation for damage by the parties employment contract(coercion method).

Since labor discipline has a direct impact on the economic results of the enterprise, the topic of strengthening labor discipline is very relevant in modern society when the state exempts citizens from the obligation to work and at the same time prohibits forced labor.

The purpose of the thesis is to develop directions for strengthening labor discipline by searching for the reasons for its decline based on an analysis at OJSC Volgocemmash.

In accordance with the goal of the thesis, the objectives will be:

consideration of theoretical aspects of strengthening labor discipline at the enterprise;

analysis of the economic results of OJSC "Volgocemmash" and their relationship with the use labor resources;

analysis of labor discipline at OJSC Volgocemmash and identification of the reasons for its decline;

developing directions for strengthening labor discipline based on improving motivational factors that influence labor discipline;

calculation economic efficiency proposed directions for improving labor discipline.

The subject of the thesis research is the importance of labor discipline in modern society and the reasons for its decline. The object of the study is the state of labor discipline in modern industrial enterprise OJSC "Volgocemmash" Tolyatti.

The thesis is structured into an introduction, 3 chapters, a conclusion and appendices.

The first chapter of the thesis presents the necessary characteristics of labor discipline, emphasizing its importance for economic activity enterprise, and also provides a methodology for its analysis.

In the second chapter of the thesis, a comprehensive analysis of the use of labor resources at OJSC Volgocemamash was carried out. Labor discipline is linked to the economic results of the enterprise, and the reasons for its decline are identified. The analysis was confirmed by calculations and surveys by company employees.

In the third chapter of the thesis, two directions for strengthening labor discipline at OJSC Volgocemmash are proposed, which are the most significant for this enterprise and its employees. The proposed directions for strengthening labor discipline are cost-effective, which is confirmed by economic calculations.

In conclusion, conclusions on the thesis are presented.

The practical significance of the thesis lies in the development of a motivating social package, which will help strengthen labor discipline at OJSC Volgocemmash, and will also bring additional profit to the company.

When writing the thesis, educational and methodological materials on the research topic were used, publications in economic journals and information data from the Internet were studied, and financial statements OJSC "Volgocemmash" for 2011-2013.

1. Theoretical aspects management of labor discipline at the enterprise

.1 Essence, significance and methods of labor discipline management

Labor discipline is the order of behavior established in a given labor organization in joint work, determined in accordance with the Labor Code Russian Federation(eighth section “Labor regulations and labor discipline”), other laws, collective agreements, agreements, employment contracts, local regulations of the organization, and liability for its violation.

Labor discipline is an objectively necessary form of communication between workers participating in the labor process. Its main requirement is that people participating in a single or different, but interconnected labor processes, submit to a certain order of behavior. The nature of this subordination, on the one hand, is determined by the characteristics of the technology and production technology used, on the other hand, it is derived from the socio-economic relations established in society and in the work collective.

With good work discipline, maximum labor results are achieved and the number of accidents and equipment breakdowns is reduced.

Labor discipline is included in technological and production discipline.

Technological discipline of workers consists in compliance with technical rules in production - this is part of their labor discipline. Violation of technological discipline by an employee is a production omission and gives grounds, along with bringing the culprit to disciplinary action, for full or partial deprivation of his bonus.

Production discipline means order in production. In its content, it covers the labor discipline and goes beyond it. In addition to labor discipline, production discipline includes ensuring the clear and rhythmic work of the organization, providing workers with raw materials, tools, materials, work without downtime, etc. Employees are responsible for observing not all production discipline, but only part of it, which consists in fulfilling their job duties. The employer is responsible for ensuring production discipline in full.

Labor discipline is ensured by the creation of the necessary organizational and economic conditions for normal, highly productive work. Creating normal and safe working conditions is the responsibility of the employer.

The importance of labor discipline is expressed in the following:

allows you to work with full dedication;

ensures highly productive work for each employee and the entire team;

promotes quality work;

promotes order in production and completion of tasks.

The Labor Code of the Russian Federation establishes methods for ensuring labor discipline, which include:

creating the necessary organizational and economic conditions for normal operation;

conscious attitude to work;

persuasion, education and encouragement;

coercion, expressed in the application of disciplinary and social sanctions to violators of labor discipline.

Since compliance with labor discipline is mandatory for all categories of workers, high staff turnover, as well as regular violations, can be an indicator of its low compliance.

According to the Labor Code of the Russian Federation, the employer has the right to the following penalties: reprimand; comment; dismissal.

The imposition of disciplinary sanctions not provided for by federal laws is not permitted. Only one penalty can be imposed for one offense. IN work book Only the dismissal of the employee is recorded.

Incentive measures include material (prizes, allowances, valuable gifts) and non-material (certificates of honor, nomination for local and state awards, honorary titles).

The procedure for rewarding employees at the enterprise is established by management.

Since labor discipline and its observance are decisive factors in the labor relations of employer and employee, each enterprise must have internal documents that must set out the norms of behavior of each employee of the enterprise, requirements for the work they perform and the working hours, and so on. This requirement is reflected in the law and is mandatory for every manager of an enterprise.

The labor routine and labor discipline of the enterprise's employees are prescribed in the Internal Labor Regulations, the draft of which is developed by the enterprise's management and adopted in agreement with the labor collective (or with the trade union committee, or with the workers' council, or at general meeting workers).

Economic methods make it possible to create an environment in the organization that will enable the employee to satisfy his economic needs and interests and ensure the implementation of the principle of social justice.

Efficiency economic methods management is determined by: the form of ownership and business activity, the principles of economic accounting, the system of material rewards, the labor market, market pricing, the tax system, the lending structure, etc.

Psychological methods help to select a team of like-minded people, avoid labor conflicts and successfully solve the tasks assigned to the organization.

Legal methods allow you to know and correctly apply persuasion, encouragement, and coercion, respectively, to conscientious and unscrupulous workers, while organizing the work of workers in accordance with the legislation of the Russian Federation.

Organization of workers' labor involves the creation of:

working conditions;

labor protection;

organization of the production process.

The main responsibility of the administration is to organize labor in such a way that each employee works in his own specialty and in accordance with his qualifications, because improper use of personnel contradicts the interests of not only production, but also the employee. A well-organized enterprise clearly regulates various shapes public relations and relations between participants in the labor process

management discipline labor

The level and state of labor discipline depend on many factors:

organization of labor and production, systems of material and moral incentives,

planning and management systems,

degree of mechanization and automation of production processes,

level educational work,

self-awareness of members of the work collective, etc.

The conditions include, for example, improvement of material and moral incentives, other socio-economic, as well as organizational prerequisites. Absenteeism, tardiness, early leaving work, drunkenness and other violations of internal labor regulations are generated, first of all, by such factors as untimely completion of production tasks, lack of materials and tools, disorderly operating hours of structural units, medical and preventive institutions, weak control on the part of managers over the work of subordinate workers, etc.

The main production factors that determine the level of discipline are the organization of work, sanitary conditions and overall job satisfaction. The state of labor discipline is also significantly influenced by the degree of real involvement of workers in the management of the production process, which indicates the need for comprehensive and systematic approach to solve these problems on the basis of plans for the economic and social development of collectives.

Labor mechanization is of no small importance.

Labor discipline management and rational use working time is closely related to the system of measures for the formation of stable labor collectives, which is due to their interdependence. It has long been noted: the higher the level of discipline, the lower the staff turnover, and vice versa.

Various studies have proven a close connection between the state of labor discipline and an increase in the level of education and qualifications of workers, the organization of mentoring, the level of educational work in workers' dormitories and the organization of leisure, working conditions and sanitary conditions, and overall job satisfaction. In other words, work to strengthen labor discipline and form stable work teams involves the development and implementation of a unified set of measures of a technical, economic, social and educational nature.

I also consider it necessary to highlight the following factors contributing to low discipline in the enterprise:

) Injustice in remuneration and assessment of employee merits;

) Complex production and organizational structure;

) Low quality job descriptions;

) Unreasonable personnel selection system;

By influencing each of these factors, using the methods described above, you can significantly influence labor discipline at the enterprise.

Managing labor discipline at an enterprise involves analyzing compliance with labor discipline in the structural divisions of the enterprise, recording and monitoring staff working hours, and, if necessary, developing and implementing measures aimed at strengthening labor discipline.

Such activities include, for example:

regular training of personnel in order to improve their skills;

introduction of additional incentive measures;

strict control of lateness (for example, by implementing a system electronic passes);

hiring personnel only on a competitive basis.

A special place in strengthening labor discipline is given to the ability to correctly use incentives to work and realize the economic interests of workers. It is impossible to strengthen labor discipline and increase people’s activity without paying attention to their living conditions and personal interests. Material interest is closely related to the social and production activities of people. It is a stimulus for work activity. Feature modern system incentive is that the remuneration of workers directly depends not only on the results of their individual work, but also on the overall results of the work of all personnel of the enterprise.

A general way of influencing an employee is the possibility of providing him with greater trust as the basis for creating a value system in the organization.

An educational role can be played by councils of primary units, councils of foremen, councils of workers of enterprises, institutions, and organizations.

IN modern conditions The main factor in maintaining high labor discipline at an enterprise may be instilling in employees a sense of moral and financial liability for the success of the departments and all personnel as a whole. Where managers of enterprises and their departments show concern for staff, combining this with high demands, supported by measures of moral and material influence on people, good labor results should be expected.

A big role in strengthening labor discipline belongs to the heads of lower structural units - foremen and foremen, heads of groups, sectors, departments, etc., who are most closely connected with the work and life of workers and directly influence production activities and the condition of workers.

To solve the problems of strengthening labor discipline, a form of social partnership is used, such as a collective agreement, which is a legal act regulating social and labor relations between employees and the employer.

1.3 Methodology for analyzing the state of labor discipline

When studying labor resource indicators, attention is first paid to how the organization is provided with the necessary personnel. For this purpose, the following are considered:

composition and structure of industrial production personnel;

provision of the organization and its divisions with workers, administrative and managerial personnel;

provision of qualified personnel;

labor movement.

The coefficient of dynamics of the number of employed is determined by formula 1.1:

TO d = (H P - H uv) / DC, (1.1)

where H P - number of hired workers, people; H uv - number of employees who quit, people; DC - opening balance, people;

The coefficient of dynamics of the numerical composition is determined by formula 1.2:

TO dchs = DH / Chsr (1.2)

where DF - fluctuations in the average payroll, people.

The turnover ratio for hiring employees is determined by formula 1.3:

TO etc = H prin/h generally (1.3)

where H prin - number of hired personnel, people; H generally - average number of personnel, people.

The turnover ratio for disposal is determined by formula 1.4:

TO V = H uv/h Wed (1.4)

where H uv - number of employees who quit, people.

Very often, the state of labor discipline is judged by indicators of labor productivity and staff turnover.

Labor productivity is determined by the amount of products (volume of work) produced by an employee per unit of time (hour, shift, quarter, year) or the amount of time spent on producing a unit of product (performing a specific job), formula 1.5:

P=TP/Chsr (1.5)

where TP is production volume, rub.; Czech Republic - average number personnel, people

The staff turnover rate is determined by formula 1.6:

TO T = H uvszh / Czech Republic (1.6)

where H uvszh - number of people who quit at will and for violation of labor discipline, pers.

Based on sociological research, it was revealed that the acceptable limit for the turnover rate should be 5-7%. If the turnover rate at the enterprise is less than 5%, then a negative process of “aging” of personnel is observed, but if it is more than 7%, then there is a decrease in labor productivity.

The staff retention rate is determined by formula 1.7:

TO ps = H g/h Wed (1.7)

where H G - number of employees who worked the whole year, people.

When studying staff turnover, it is of great interest to measure its value not only for the enterprise as a whole, but also for its individual structural divisions and groups of employees. Turnover rates in individual departments or groups of employees are called partial turnover rates.

To assess the degree of influence of any particular turnover coefficient on its general production value, the turnover intensity coefficient (K) is used it ), which shows how many times the turnover of employees in the study group is higher (lower) than for the enterprise as a whole, formula 1.8:

TO it = K tch / CT x 100 (1.8)

where K tch - any partial fluidity coefficient.

The use of this indicator has great importance to study social, demographic, professional and other characteristics of turnover.

The staff turnover rate is directly related to the number of unauthorized absences from work, which is characterized by the absenteeism rate (A), formula 1.94:

A = D P / H joint venture x n R or A = T n/t R (1.9)

where D P - the number of working days lost in the analyzed period due to the employee’s absence from the workplace, days; T P - total fund of unworked man-hours, man-hours; T R - total fund of man-hours worked according to the schedule, man-hours.

The state of labor discipline and the frequency of its violations, leading to increased staff turnover, can be assessed using the following indicators:

) labor discipline coefficients:

TO td1 - characterizes the share of employees who did not violate labor discipline in the reporting period in the total number of personnel of the enterprise, formulas 1.10 and 1.11:

TO td1 = H joint venture - H n / H joint venture = F pl - T pv/f pl (1.10)

where H n - number of labor discipline violators, people; F pl - planned working time fund, person-hours; T pv - the amount of intra-shift and full-day losses of working time due to violations of labor discipline, person-hours; KTD 2- characterizes the share of reduction in working time of a unit as a result of full-day and intra-shift losses of working time caused by violations of labor discipline:

TO td2 = (1 - (n d / T cm x H R ) x (1 - (P d /F ef x Chpod ) (1.11)

where p etc. - intra-shift losses of working time by all studied workers as a result of violation of labor discipline, person-hours;

P etc. - full-day loss of working time by all studied workers as a result of violation of labor discipline, person-days;

F ef - effective working time fund of one employee in the analyzed period, days;

) share of labor discipline violators (N etc. ) - characterizes the share of employees who violated labor discipline in the reporting period in the total number of personnel of the enterprise, formula 1.12:

N etc. = H n / H sp x 100 (1.12)

In addition, the characteristics of the violators are also taken into account and the area or part of the production process where it was noticed is determined. greatest number cases of violation.

Based on the results of such an analysis, the head of the enterprise can issue an order to comply with labor discipline. To analyze lost working time, a working time balance is compiled.

Loss of working time can be either due to the fault of the administration or as a result of a decrease in labor discipline. Such an analysis allows us to determine areas for reducing working time losses. Balance sheet data on the “absenteeism” line allows you to judge the state of labor discipline

To increase the efficiency of an enterprise, it is necessary to improve the structure of the use of working time. A significant reduction in intra-shift and full-day losses of working time can be achieved through organizational measures, increasing labor discipline, compliance with safety regulations, improving working conditions and labor protection measures, which will help reduce losses of working time, and, therefore, savings in manpower can be obtained enterprise personnel.

Possible savings in the number of employees by reducing losses and irrational expenditure of working time due to low labor discipline (“absenteeism”) is determined by formula 1.13:

E h = (T pv + T n ) x K / Ff (1.13)

where T pv - loss of working time, h; T n - irrational expenditure of working time, hours; TO With - coefficient of possible reduction of losses and waste of working time; F f - actual working time fund of one worker, hours.

To identify losses and waste of working time, the total working time fund of workers is analyzed and the influence of various factors on the use of working time is determined.

The amount of lost production as a result of absences and lost working time is determined by formula 1.14:

Q = ?Т x В (1.14)

Where ?O - amount of lost products, rub.; T - absences and losses of working time subject to reduction, h (days); B-production output hourly (daily), rub.

The presence of whole-day losses of working time leads to failure to meet the average annual output, and intra-shift losses of working time lead to failure to meet the average daily output.

To determine headcount savings due to improved use of working time while eliminating absenteeism and downtime due to the fault of the employee, formula 1.15 is used:

Ech = P etc + P CD /Fr (1.15)

where P etc - daily losses due to absenteeism, person-days; P CD - all-day downtime, person-days; F R - potential (planned) time fund of one worker, days.

Reducing lost working time is one of the reserves for increasing production output. To calculate its value, it is necessary to multiply the loss of working time due to the fault of the employee by the planned average hourly output, formula 1.16:

RP =P pv x B h (1.16)

where P ditch - loss of working time various reasons, h; IN h - planned average hourly output per worker.

Thus, increasing labor discipline is one of the important conditions for high organization of labor and general economic recovery. Conversely, it is not enough high level discipline leads to losses, additional costs, and disorganizes production.

For production efficiency in general, it is necessary to possess methods for analyzing the reasons for the decline in labor discipline and, on their basis, developing measures to strengthen it.

Conclusions for chapter 1.

2. Analysis of the use of labor resources and labor discipline at OJSC Volgocemmash

.1 Technical and economic characteristics of the enterprise

OJSC Volgocemmash is an enterprise producing equipment for the cement industry. Since 1994, it has been a structural division of the Togliattiazot corporation. Located at: 445621, Samara region, Togliatti, st. Maxim Gorky, 96. Full name “Volga Production Association “Volgocemmash”.

The Volga production association "Volgocemmash" was founded in 1956 and a year later it already produced its first products. In 1960, production of technological equipment, crushing and grinding equipment, and roasting furnaces was mastered. In 1961, the metallurgical complex was launched. Over the past 50 years, the plant has produced the main technological equipment, providing 80% of cement production in Russia and the CIS countries.

Today, JSC Volgocemmash includes three production facilities: metallurgical, mechanical assembly and welding.

Today, the Volgocemmash plant produces on average up to 300 thousand items of parts, assemblies, and machines with a production cycle from 1 hour to a year.

OJSC "Volgocemmash" in its activities is guided by the Company's Charter, legislative acts of the Russian Federation and regulatory documents.

The management system of OJSC Volgocemmash includes two subsystems: control and controlled. The management system includes the General Director of OJSC Volgocemmash, Chief Engineer, commercial director, technical director. Enterprise divisions act as a managed system: production shops, quality control laboratory finished products, mechanical repair shop, construction shop, transport shop, supply department, sales department, accounting, personnel department, etc.

The society in question is characterized by a linear-functional organizational management system, when functional services or individual specialists, depending on the functions performed, develop work programs for production units, which are coordinated and approved by the line manager. This combination makes it quite effective. With a clear system of relationships and full responsibility, line managers are freed from solving issues that are unusual for them.

The General Director of OJSC Volgocemmash determines the policy and strategy of enterprise management, carries out planning functions, coordinates the actions of secondary management, and resolves general organizational issues.

The production structure of OJSC "Volgocemmash" is subject-technological, as it takes into account both the nature and types of products and services, as well as the technology of their production, the scale of production, the principles of specialization and cooperation of divisions. This makes it possible to minimize intra-production transport routes and time spent on preparatory and procurement work and on the promotion of labor items and finished products.

The metallurgical production complex includes 3 workshops focused on the repair and production of certain types of equipment, as well as 6 technical departments. 10% of all workers at the plant are involved in the design and manufacture of equipment in metallurgical production. Production operates in 2-3 shifts. The task of the technological departments of metallurgical production is the preparation of equipment, not only during the period of establishing production of a new car model, but also during the ongoing support of existing production.

Welding production is focused on the manufacture of large-sized structures: support systems, crossbars, frames for equipment, etc. The structure includes a production and technological department. 30% of all workers at the plant are involved in production. Production operates in 2 shifts.

Mechanical assembly production is represented by mechanical processing shops equipped with modern machining equipment, as well as support services: design and technological department, technological department, and claims department. 50% of all workers at the plant are involved in production. Production operates in 2 shifts.

The laboratory for control of raw materials and finished products controls the quality of incoming raw materials and incoming products.

To analyze the main economic indicators of OJSC Volgocemmash, we use data from the enterprise’s financial statements for 2010-2012. (Appendix 1-4). The dynamics of the main economic indicators of OJSC Volgocemmash are presented in table. 2.1.

Table 2.1. Dynamics of the main economic indicators of the economic activity of OJSC Volgocemmash for 2011-2013 gg.

IndicatorsAbsolute indicatorsChange 2012/2011 (+.-)Change 2013/2012 (+.-)2011 2012 2013 thousand rub.%thousand rub.%1. Revenue from the sale of works (services), thousand rubles 28660023231169290805236516712.74 minus 323117 minus 10.002. Number of employees, total, people. including 67896773528942.62 minus 232 minus 3.99 - engineers, employees, people 19519720321.0363.05 - main workers, people 48377053228759.42 minus 238-30.93. Fund wages employees, thousand rubles 1303562106291512408027361.58 minus 89389 minus 29.184. Average salary of workers, rub. incl. 160221815117147212913.29 minus-1004 minus 5.53- engineers, employees, rub. 151021801118724290919.267133.96 - main workers, rub. 1639318187165451794210.94 minus 1642 minus 9.035. Output per 1 worker, thousand rubles 4227.143341.443956.33 minus -885.7 minus 20.95615.0918.46. Cost of production, thousand rubles 27033483074959277106337161113.74 minus 303896 minus 9.887. Costs per 1 rub. sales, rub. 0.940.920.94-002 minus -2.130.022.178. Gross profit(loss), thousand rubles 162654156210136989 minus 6444 minus 3.96 minus 19221 minus 12.39. Profitability of products (works), %6,025,084.94minus -0.94minus 15.61minus 0.14minus 2.76

According to the data in Table 2.2, the production volume of Volgocemmash OJSC for 2011-2012. increased by 12.74% or 365,167 thousand rubles in 2012-2013. decreased by 10% or 323,117 thousand rubles. This happened due to a decrease in the volume of work performed due to the exit of the component production division from the enterprise in 2013.

The number of personnel in 2011 was 678 people, including 483 main workers, in 2012 967 people, incl. main workers 770 people, and in 2013 735 people, including main workers 532 people.

For the analyzed period 2011-2013. the number of personnel increased by 57 people, of which the increase in technical and technical personnel amounted to 8 people, main workers - 49 people. The increase in personnel occurred as a result of an increase in the volume of work performed and the need to expand the staff. The increase in workers in 2012 compared to 2011 was 42.62%, in 2013 compared to 2012 there was a decrease in workers by 23.99%. The increase in engineers and employees in 2012 compared to 2011 was 1.03%, in 2013 compared to 2012 - 3.05%.

The average salary in 2011 was 15,102 rubles, in 2012 18,151 rubles, in 2013 17,147 rubles. The increase in average wages in 2012 was 13.29%, in 2013 there was a decrease in wages by 28.2%.

In 2011, the average salary of engineers and employees was 17,300 rubles, in 2012 18,011 rubles, in 2013 18,724 rubles. The increase in the average salary of engineers and employees in 2012 was 19.26%, in 2013 - 3.96%.

In 2011, the average salary of main workers was 16,393 rubles, in 2012, 18,187 rubles, in 2013, 16,545 rubles. The increase in the average wage of main workers in 2012 was 10.94%; in 2013, the average wage decreased by 9.03%. The decrease in wages is associated with a decrease in the volume of work performed.

The output of workers in 2012 compared to 2011 decreased by 20.95%, and in 2013 compared to 2012 it increased by 18.4%. The decrease in output in 2012 was due to an increase in the number of personnel and inefficiency.

The cost of work performed in 2011 amounted to 2,703,348 thousand rubles, in 2012 3,074,969 thousand rubles, in 2013 2,771,063 thousand rubles. The increase in cost in 2012 compared to 2011 amounted to 13.74%. The reduction in cost in 2013 compared to 2012 was 9.88%.

Gross profit in 2011 amounted to 162,654 thousand rubles, in 2012 156,210 thousand rubles, in 2013 136,989 thousand rubles. In 2012 to 2011 the decrease was 3.96%, in 2013 to 2012 it decreased by 12.3%.

.2 Analysis of the use of labor resources

As of January 1, 2013, the number of personnel of OJSC Volgocemmash was 735 people. The share of workers is 72.4%. The average age of workers is 42 years. Women 64%, men 36%.

Let's consider the main data and indicators characterizing the personnel of OJSC Volgocemmash. We will analyze the labor supply based on data from reports on the number of personnel submitted by the enterprise’s personnel department (see Table 2.2).

Table 2.2. Analysis of labor supply in 2011-2013.

Indicator 2011 2012 2013 Deviation (+/-) Growth rate, % 2012/ 2011 2013/ 2012 2012/ 2011 2013/ 2012 Average headcount employees, people, including: 678967735289 minus -23242.23-24.0 Workers 483770532287 minus 23859.42-30.9 Engineers and employees, people, of which 195197203261.033.05 Managers, people 1315152015.38 0Employees, persons 1821821880603.29

As can be seen from the data in Table 2.2, in 2011-2013. There is a decrease in the number of employees of the enterprise. Thus, in 2012, the number of employees increased by 289 people or 42.23% compared to 2011. In 2013, compared to 2012, the number of personnel decreased by 232 people or by 24%. The number of workers in 2012 compared to 2011 increased by 287 people or 59.42%, and in 2013 compared to 2012 the number of workers decreased by 238 people or 30.9%.

The number of engineers and employees increased in 2013 compared to 2012 by 2 people or by 1.03%. In 2013, the number of engineers and employees increased by 6 people or 3.05% compared to 2012. At the same time, the number of managers for the period 2011-2013. increased by 8 people, and the number of employees increased over the same period by 6 people.

The decrease in the number of personnel in 2013 occurred due to the exit of the component production division from the enterprise, as well as a decrease in the number of workers due to a decrease in orders. Despite the decrease in the total number of personnel in 2013, the number of engineers and employees, on the contrary, is increasing.

Let us analyze the personnel structure of OJSC Volgocemmash in 2011-2013, and present the results in Table 2.3.

Table 2.3. Personnel structure of OJSC Volgocemmash in 2011-2013.

Categories 2011 2012 2013 number of people share, % number, people share, % number, person share, % Average number of employees, people including 678100967100735100 Workers 48371, 2477079, 6353272,38 Engineers and employees, of which: 19528, 7619720, 3720327,62 Managers 131, 92151, 55152,04 Employees 18224, 8418218 .8218825.58

From the data in Table 2.3 it is clear that the share of workers at the enterprise in 2012 was higher than its value in 2011 by 8.39%, in 2013 it was lower than in 2012 by 7.25%.

The share of engineers and employees decreased by 8.39% in 2012 and increased by 7.25% in 2013 compared to 2012. The share of managers in 2012 was 0.37% less than in 2011, and in 2013 compared to 2012 by 0.49%. The share of employees in 2012 compared to 2011 decreased by 6.02%, and in 2013 compared to 2012 increased by 6.76%.

The labor potential of an enterprise characterizes the level of education of workers. Let's consider the labor potential of Volgocemmash OJSC in terms of education (Table 2.4).

Table 2.4. Composition of personnel of OJSC Volgocemmash by education for 2010-2012.

Indicator 2011 2012 2013 Deviation (+/-) Growth rate, % 2012/ 2011 2013/ 2012 2012/ 2011 2013/ 2012 Total employees, incl. having:678967735289minus 23542.63minus 24.0higher education9312613733minus 1135.488.73specialized secondary education125235142110minus 9388.0minus 39.57vocational education310430300120minus 130 38.71minus -30.23general secondary education15017615626minus 2017.33minus 11.36 Based on Table 2.4, which characterizes the labor potential of the enterprise, it is clear that in 2012 at OJSC Volgocemmash the number of employees with higher education increased by 33 people, and in 2013 it decreased by 11 people; with secondary specialized education there were 110 more people working in 2012 than in 2011, and in 2013 there were 93 fewer people. In 2012, there were 120 more workers with completed vocational education than in 2011, and in 2013 there were 130 fewer workers than in 2012. In 2012, there were 26 people more than in 2011, and in 2013 20 people less than in 2012.

Despite the withdrawal of the component production division from the enterprise, the number of employees with higher education increased in 2013 compared to 2012 by 8.73%, which indicates an increase in the labor potential of the enterprise. Moreover, while the number of engineers and employees in 2013 was 197 people, and the number of personnel with higher and secondary specialized education was 279 people, which is 82 people more than the vacancies of engineers and employees at the enterprise, i.e. 82 people with higher and secondary specialized education work as workers.

Thus, the professional and qualification level of the enterprise’s employees is quite high, allowing it to solve the tasks assigned to the enterprise.

Let us analyze the dynamics of the movement of the number of employees of OJSC Volgocemmash using the data in Table 2.5.

Table 2.5. Labor movement at OJSC Volgocemmash in 2011-2013.

Indicator 2011 2012 2013 Average number of employees (HR) 678967735 Hired at the enterprise 3111336 Left the enterprise, 2224539 including: for study, Armed forces, pension 4125 At the end of the contract 796 at their own request 521319 for violation of labor discipline 6119

Let's analyze staff turnover.

Let us determine the coefficient of dynamics of the number of employees using formula 1.1:

TO d2011 = 311-22/678 = 0.42

TO d2012 = 13-245/967 = -0.24

TO d2013 = 36-39/735 = -0.004

Let us determine the coefficient of dynamics of the numerical strength using formula 1.2:

TO dchs2012 = (967-678)/967 = 0.29

TO dchs2013 = (735-967)/735 = -0.31

The coefficient of dynamics of the numerical composition shows an increase in the numerical composition in 2012 compared to 2011 by 29%, in 2013 compared to 2012 a decrease of 31%.

Let's analyze the movement of labor.

Let's determine the turnover ratio for hiring workers using formula 1.3:

TO pr2011 = 311/678 = 0.46

TO pr2012 = 13/967 = 0.01

TO pr2013 = 39/735 = 0.05

The turnover ratio for hiring workers shows a decrease in newly hired workers in 2012 by 45% compared to 2011, and an increase in 2013 by 4% compared to 2012.

Let's determine the turnover ratio for disposal using formula 1.4:

Q2011 = 22/678 = 0,03

Q2012 = 245/967 = 0,25

Q2013 =14/735= 0,02

The attrition turnover ratio shows an increase in staff dismissals in 2012 by 22% compared to 2011, and a decrease in dismissals in 2013 by 23% compared to 2012.

Let's determine the staff turnover rate using formula 1.6:

TO t2011 = (5 + 6)/678 = 0.016

TO t2012 = (213 + 11) /967 = 0.23

TO t2013 = (23 + 5) /735 = 0.038

The staff turnover rate in 2011 was 0.016, in 2012 0.23, in 2013 0.038. In 2012, staff turnover increased by 21.4%, in 2013 it decreased by 19.2%.

Let's determine the coefficient of staff persistence using formula 1.7:

TO ps2011 = (678 + 311 - 7 - 5 - 6)/678 = 971/678 = 1,43

TO ps2012 = (967 + 13- 9 - 213 - 11)/967= 747/967= 0,77

TO ps2013 = (735 + 36 - 6 - 23 - 5)/735= 737/735= 1,0

The staff retention rate shows that in 2012, compared to 2011, turnover increased by 66% (due to the withdrawal of the kvass and drinks production workshop), in 2013, compared to 2012, turnover decreased by 23 %.

General dynamics of labor productivity in 2011-2013. presented in table 2.6 and fig. 2.5.

Table 2.6. Dynamics of productivity of workers at OJSC Volgocemmash for 2011-2013.

Indicator 2011 2012 2013 Growth rate for 2012-2013, % Growth rate for 2013-2012, % Sales volume, thousand rubles. (TP) 286600232311692908052112.7489.99 Average annual number of employees (Chr) 678967735142.6376.0 Average annual output per 1 employee, thousand rubles. (Vr)4227.143341.443956.3379.04118.4

Table 2.6 shows an increase in labor productivity in 2013 compared to 2012 by 18.4% (Table 2.6).

Let's analyze labor productivity using the data in Table 2.1 and Table 2.6.

Let's determine the influence of factors: release commercial products(TP) and number of personnel (H) on changes in labor productivity (LP) using the method of chain substitution, using data for two last year:

PT 2012=TP 2012/H 2012= 2641254/967 = 2731.39 thousand rubles/person.

PT conv =TP 2013/H 2012= 2866002/967 = 2963.81 thousand rubles/person.

PT 2013fact =TP 2013fact /H 2013fact = 2866002/735 = 3899.32 thousand rubles/person.

PT 2013plan =TP 2013plan /H 2013plan = 3000908/745 = 4028.06 thousand rubles/person.

Changes in labor productivity for 2012-2011 actual:

?PT 2013fact = PT 2013fact - PT 2012= 3899.32 - 2731.39 = 1167.93. rub./person

including due to:

increasing production output:

?PT TP = PT conv - PT 2012= 2963.81 - 2731.39 = 232.42 thousand rubles/person.

staff reduction:

?PT H = PT 2013fact - PT conv = 3899.32 - 2963.81 = 935.51 thousand rubles. /person

The change in actual productivity from planned in 2013 was:

?PT 2013fact = PT 2013plan - PT 2013fact = 4028.06-3899.32 = 128.74 thousand rubles/person.

The total increase in labor productivity in 2013 compared to 2012 amounted to 1167.93 thousand rubles per person, due to an increase in product output by 232.42 thousand rubles per person, and due to a decrease in the number of personnel by 935.51 thousand rubles/person.

Actual labor productivity indicators in 2013 turned out to be higher than planned by 128.74 thousand rubles per person.

Analysis of the level of labor productivity must be considered in close connection with wages. With the growth of labor productivity, real prerequisites are created for increasing the level of labor remuneration. At the same time, funds for wages must be used in such a way that the growth rate of labor productivity outstrips the growth rate of wages. Only under such conditions are opportunities created for increasing the rate of expanded reproduction.

Let us analyze the relationship between the growth rate of labor productivity and the growth rate of wages, and place the calculation data in Table 2.7. In this case, the data from table is used. 2.1.

Table 2.7. The ratio of the growth rate of labor productivity and the growth rate of wages at OJSC Volgocemmash

Indicator 2011 2012 2013 Growth rate 2012 to 2011 Growth rate 2013 to 2012 Production volume, thousand rubles 2413761264125428660021.0941.085 Average annual number of employees 6789677351.4260 .76Average annual output per 1 worker, thousand rubles. 3560.122731.394035.380.7671.477 Payroll fund, thousand rubles 1303562106291512401.6150.718 Leading coefficient (production growth coefficient - wage growth coefficient) - 0.8480.759

Table 2.7 shows that the actual increase in labor productivity in 2013 compared to 2012 amounted to 1303.99 thousand rubles per person. or 47.7%. At the same time, there was a decrease in wages in 2013 compared to 2012 by 28.2%. In 2012, the growth of average annual output was lower than the growth of wages by 15.2%. In 2013, average annual output was 75.9% higher than wage growth.

The analysis of the use of labor resources and labor productivity in 2013 showed the ineffective use of workers' working time as a result of downtime due to the fault of the enterprise, absenteeism and the provision of additional leaves to employees while simultaneously reducing the actual number of personnel. At the same time, the decrease in wages was 28.2%, and the increase in labor productivity was 47.7%.

These indicators indicate an increase in the workload on staff, despite downtime due to the fault of the enterprise with a simultaneous reduction in wages. If in 2012 the average salary was 18,151 rubles, then in 2013 it was 17,147 rubles, which is 1,004 rubles more. less. This decrease also occurs against the backdrop of an increase in overtime work. Such indicators will undoubtedly cause dissatisfaction among staff.

Let's analyze the use of working time.

The complete use of labor resources can be assessed by the number of days and hours worked by one employee during the analyzed period of time, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers, for each production division and for the enterprise as a whole (Table 2.8).

Table 2.8. Use of labor resources of JSC Volgocemmash

Indicator 2012 2013 Deviation fact (+,-) plan fact from 2012 from plan Number of employees, people 967745735202 minus 10 Worked per year by one worker: days hours 220 1884224 1920215 1864.2 minus 5 minus 19.9 minus 9 minus 55.8 Average duration working day, h7.8587.8 minus 0.05 minus -0.2 Total working time, h 182182814304001370187 minus 451641 minus 60213 Including overtime worked by 1 worker, h 9.7-7.6 minus 2.17.6 Total number of overtime hours worked by workers, h 9088.9- 5586minus 3502.95586

At JSC Volgocemmash, the actual working time fund is 60,213 hours less than planned. The influence of factors on its change can be established by chain substitution using formulas 2.1, 2.2 and 2.3

?FW chr = (CR f - CR pl ) x D pl x p pl, (2.1)

Where, ?FW chr - change in the working time fund depending on the number of workers; CR f and CR pl - actual and planned number of workers, respectively, D pl and D f - the number of days worked by one worker on average per year, planned and actual, respectively; P pl and P f -average working day planned and actual, respectively; ?FW d - change in the working time fund depending on the number of hours worked by workers on average per year,

?FW d = (D f - D pl ) x CR f x Ppl (2.2)

Where ?FW P - change in working hours depending on the average working day,

?FW P = (P f - P pl ) x D f x CR f (2.3

?FW chr = (735 - 745) x 224 x 8 = -17920 h;

?FW d = (215 - 224) x 735 x 8 = -52920 h;

?FW P =(7.8 - 8) x 215 x 735 = -31605 h;

As a result of a decrease in the number of workers by 10 people in comparison with planned indicators, there was a decrease in the working time fund by 17,920 hours. A decrease in the number of days worked by 9 days for each worker led to a decrease in the actual time fund in comparison with the planned one by 52,920 hours. As a result of a decrease in the average length of the day by 0.2 hours in comparison with planned indicators, there was a decrease in the working time fund by 31,605 hours.

As can be seen from the above data, the available labor resources of OJSC Volgocemmash are not used fully enough. On average, one worker worked 215 days instead of 224, and therefore the excess daily loss of working time amounted to 9 days or 72 hours for one worker, and 6615 days or 52920 hours for all workers.

In reality, they are even higher due to the fact that the actual time worked includes overtime hours worked. If they are excluded, then the total working time will be 1311681 hours (1370187-52920 - 5586), which is 1784.6 hours. annual background time per 1 worker instead of the actual 1864.2 hours, which is equal to 10 days of lost working time per 1 worker. Thus, the actual loss of working time amounted to 19 days per year or 152 hours per worker, or 13,965 days or 111,720 hours for all workers.

The actual loss of working time due to overtime worked will be 31,605 hours ((7.6 - 7.8) x 215 x 735), and the total loss of working time in comparison with planned indicators will be 63,210 hours. ((7.6 - 8) x 215 x 735).

Reducing the loss of working time for reasons depending on the workforce is a reserve for increasing labor productivity, which does not require additional capital investments and allows you to quickly get a return.

To identify the causes of all-day and intra-shift losses of working time, data from the actual and planned balance of working time are compared (see Table 2.9). They can be caused by various objective and subjective circumstances not provided for by the plan: additional leaves with the permission of the administration, illnesses of workers with temporary loss of ability to work, absenteeism, downtime due to malfunction of equipment, machinery, mechanisms, due to lack of work, raw materials, materials, electricity, fuel, etc. Each type of loss is analyzed in more detail, especially those that depend on the enterprise.

Table 2.9. Analysis of the use of working time fund in 2013

Indicator Per one worker Deviation from plan, hour Plan fact per 1 worker for all workers Calendar number of days, including 365,365 - holidays 99 - weekends 5,252 - weekends Saturdays 5,050 - Nominal working time, days 254,254 - Absence from work, total, hour. including annual leave 1616 - study leave 12 + 1 + 75 maternity leave 32 - 1 - 75 additional leave with the permission of the administration 57 + 2 + 150 illness 57.8 + 2.8 + 210 absenteeism - 0.2 + 0.2 + 15 idle time -4+4+300 Availability of working time, days 224215-9-675 Working time budget, hour 19311906.2-24.8-1860 Pre-holiday shortened days 99--Preferential time for teenagers, hours 22.4+0.4+30 Intra-shift downtime, hour. -30.6+30.6+2295Useful working time fund, hour 19201864.2-55.8-4140Average duration of work shift, hour87.8-0.2-15Overtime hours worked, hour-7.6+7.6+ 570Unproductive costs of working time - 8.3+8.3+622.5

Table 2.9 shows that most of the losses ((150 +15+ 300) = 465 hours) are caused by subjective factors: additional leaves with the permission of the administration, absenteeism, downtime, which can be considered unused reserves for increasing the working time fund. Preventing them is equivalent to releasing 0.25 employees (465/1864.2).

The working time budget was underfulfilled by 60,213 hours, which, given the current sales volume in 2013, was 2,866,002 thousand rubles. equivalent to a shortfall of 125,946.7 thousand rubles. (2866002 x 60213/1370187).

Having studied the loss of working time, it is necessary to establish unproductive labor costs, which consist of working time costs as a result poor quality services and their correction (defects), as well as in connection with deviations from the technological process. To determine their value, we use data on losses from marriage (magazine order No. 10). Let's calculate the unproductive costs of working time. The initial data is summarized in Table 2.10.

Table 2.10. Data for calculating non-productive working hours in 2013

IndicatorAmount, thousand rubles Cost price 2771063 Payroll fund 151240 Material costs 1718059 Cost of rejected products (services) 5007 Costs of correcting defects 123

According to Table 2.10 we determine:

1. The share of wages of workers in the cost price:

x 100/ 2771063= 5.46%

The amount of wages in the cost of the final marriage:

x 5.46/100 = 273.27 thousand rubles.

The share of wages of workers in the cost of services minus raw materials, semi-finished products and components:

/(2771063-1718059) x 100 = 14.36%

Salaries of marriage correction workers:

x 14.36/100 = 17.66 thousand rubles.

Wages of workers in final marriage and for its correction:

27 + 17.66 = 290.93 thousand rubles.

Average hourly salary of workers:

/(735x1864.2)= 0.11 thousand rubles.

Working time spent on making defects and correcting them:

93 /0.11 = 2644.82 hours

Thus, the loss of working time due to the production of low-quality products amounted to 2644.82 hours.

To determine the level of output per worker, we will draw up an analytical table 2.11.

Table 2.11. Output indicators per employee at OJSC Volgocemmash in 2013

Indicator Plan Fact Deviation from plan absolute% to plan Sales volume, thousand rubles 3042958 2908053 minus 13490695.5 Average number of workers, people 745735 minus 198.68 Average annual output per worker, thousand rubles 4084.53956.53 minus 127.9696.8 Working time fund, hour 14304001370187 minus 6021395.79 Average hourly output per worker, thousand rubles 2.1272.092 minus 0.03598.35

According to Table 2.11, it can be seen that the average annual output per worker actually decreased by 127.96 thousand rubles. Average daily hourly output per worker actually decreased by 35 rubles.

This deviation is caused by the influence of the following factors:

reduction in the number of personnel compared to the plan;

loss of working time;

presence of marriage;

unproductive waste of working time.

Reducing lost working time is one of the reserves for increasing production output. It is within the power of the enterprise to reduce the loss of working time caused by the fault of the enterprise. To calculate it, it is necessary to multiply the loss of working time (LOW) due to the fault of the enterprise (downtime and unproductive costs of working time, table 2.9) by the planned average hourly output (AHPL) (table 2.11):

D VP = PRV ´ ChVpl (2.4)

D VP1 slave = (4 + 30.6+ 8.3) ´ 2.127= 91.24 thousand rubles.

?D VP = 91.24 x 735 = 67061.4 thousand rubles.

Thus, the reserve for increasing production output is 67061.4 thousand rubles.

2.3 Analysis of labor discipline

Let's determine the coefficient of labor discipline using formula 1.10:

TO td12011 = 678 - 6 / 678 = 0.991

TO td12012 = 967 - 11 / 967 = 0.988

TO td12013 = 735-9 / 735 = 0.997

Labor discipline in 2012 compared to 2011 improved by 0.3%. In 2013, compared to 2012, labor discipline worsened by 0.1%.

Let us determine the proportion of labor discipline violators using formula 1.12:

N td12011 = 6 / 678 x 100 = 0.884%

N td12012 = 11 / 967 x 100 = 1.137%

N td12013 = 9 / 735 x 100 = 1.22%

Data indicate that in 2013, labor discipline worsened by 0.06% compared to 2012.

According to the data presented by the HR department, a table has been compiled on the reasons for violation of labor discipline. 2.12.

Table 2.12. Reasons for violation of labor discipline in 2011-2013.

Type of violation of labor discipline 2011 2012 2013 people % people % people % Systematic lateness to work 233.3218.18-- Showing up at work while intoxicated 233.319.09111.11 Failure to comply with management orders 116.7327.27333.33 Inappropriate performance of one's duties leading to a deterioration in quality 116.7545.45555.56 Total 6100111009100

According to Table 2.12, it can be seen that the main reasons for violation of labor discipline are failure to comply with management orders and improper performance of one’s job duties, leading to deterioration in product quality.

According to table. Table 2.12 shows that in 2012 compared to 2011, the increase in violations due to failure to comply with management orders was 3 people compared to 1 person in the previous period, which is 10.57% more in proportion. In 2013, 3 people also committed violations under this article, but the share of these violations increased by 6.06%.

Inappropriate performance of their duties, which led to a deterioration in quality, was committed by 5 people in 2012 versus 1 person in 2011, which is 28.75% more in the proportion of all violations. In 2013, 5 people also committed violations under this article, but the share of these violations increased by 10.11%.

A positive factor is the absence in 2013 of violations of labor discipline due to lateness to work.

Violations of labor discipline are associated with a deterioration in the quality of products and an increase in the level of defects. Therefore, a survey of plant workers was conducted on job satisfaction, and the labor potential of workers was investigated.

Key assessment parameters were selected that reflect the state of the workshop’s labor potential: education, work experience, job satisfaction. Indicators by level of education are presented in Table 2.4. In 2013, the number of employees with higher education was 137 people, the number of employees with secondary specialized education was 142 people. Thus, the number of employees with higher and secondary specialized education was 37% (137+142/735 x 100).

Data on the length of service of employees is presented by the personnel service of the enterprise. The number of employees with more than 2 years of experience at the enterprise is 68%. Table 2.13 shows the values of indices reflecting the state of the labor potential of OJSC Volgocemmash.

Name of the resource index Reference value, points Actual value, points 1. Employee education index522. Employee length of service index643. Job satisfaction index5174. Integral index1623

Thus, labor potential according to the methodology of L. Ismagilova-T. Gileva of the employees of OJSC Volgocemmash. is average.

Let us analyze staff satisfaction with work using the methodology of V.A. Rozanova. (see table 2.14). 30 people took part in the survey. Taking the answers “completely satisfied” and “satisfied” as the general wording of “satisfied”, and the answers “not completely satisfied”, “not satisfied” and “extremely dissatisfied” as the general wording of “not satisfied”, we will draw up a diagram of the answers (see Fig. 2.7 ).

Table 2.14. Results of the survey using the Rozanova method V.A.

Completely satisfiedNot completely satisfiedNot satisfiedExtremely dissatisfiedYour satisfaction with the organization where you work714342Your satisfaction with the physical conditions (heat, cold, noise, etc.)5101131Your satisfaction with your job118740Your satisfaction with the coherence of employees89643Your satisfaction with the leadership style of your boss612543Your satisfaction with the professional competence of your boss108705 Your satisfaction with your salary (in terms of its compliance with labor costs)128145Your satisfaction with your salary in comparison with how much they pay for the same work in other organizations328125Your satisfaction with career (professional) promotion381063Your satisfaction with possible promotions381153Your satisfaction with the extent to which you can use your experience and abilities in your work711732Your satisfaction with the work requirements for intelligence515343Your satisfaction length of the working day1610400To what extent would your job satisfaction influence your decision if you were looking for a job561072Total score791041006735

Based on Table 2.14, we can conclude that the greatest dissatisfaction among staff is the existing wages; the current situation regarding employee promotion.

8 people are not completely satisfied with the existing remuneration system, 14 people are not satisfied, 5 people out of 30 respondents are extremely dissatisfied, i.e. 27 people out of 30 respondents or 90% of the staff are not satisfied with their wages.

10 people are not completely satisfied with the existing system of professional promotion, 6 people are not satisfied, 3 people out of 30 respondents are extremely dissatisfied, i.e. 19 people out of 30 respondents or 63.3% of the surveyed personnel are not satisfied with the system of professional training and promotion.

Thus, the greatest dissatisfaction of the staff is caused by the level of wages and the system of professional promotion and training at OJSC Volgocemmash. Personnel dissatisfaction with these factors causes deterioration in labor discipline. Consequently, improving labor discipline at the enterprise will be facilitated by improving the motivation of workers through an increase in wages, as well as increasing the qualification level of workers.

We will conduct an assessment of social programs at the enterprise. A study of the enterprise's social package showed that every year an order from the director is prepared on the social guarantees provided to employees.

In addition to paying for sick leave from the federal social insurance fund, employees have the following social guarantees in 2013:

Child birth benefit in the amount of 8,000 rubles.

Funeral benefit for an employee of the enterprise in the amount of 10,000 rubles.

Retirement benefit in the amount of the employee's monthly salary.

Allowance for 55th and 60th anniversary dates in the amount of 3,000 rubles.

The company does not have agreements with kindergartens and clinics to provide services to employees and children of employees, and does not reimburse payments for kindergartens to employees. And since the workers are not employees of OJSC Volgocemmash and are not classified as budget employees, parents have to pay 100% for the maintenance of their children.

The company does not have 13 wages and vacation compensation. Workers are reluctant to take vacations because vacation pay is very low. Many employees have accumulated unused vacations over several years, and OJSC Volgocemmash does not provide compensation for unused vacations.

In 2013, all employees underwent a medical examination under the presidential program. As a result, 50% of workers have chronic diseases. The lack of compensation for operations practiced in many enterprises, financial assistance, and compensation for sanatorium-resort treatment forces workers to seek Better conditions labor.

From Fig. 2.11 shows that the largest share is occupied by such programs as compulsory medical insurance and paid days of temporary disability - 22% each, the smallest - paid holidays (there is no double payment on weekends and holidays) - 4%.

For the purpose of a detailed assessment of the social satisfaction of personnel at the enterprise, a survey of employees was conducted with a five-point assessment of existing social programs. The survey results are presented in Table 2.15.

Table 2.15. Survey of social satisfaction of personnel of OJSC Volgocemmash

Question? Average score Total respondents, people. TOTAL points 123451. Paid holidays+38382. Paid holidays+1903. Paid days of temporary disability + 1904. Paid rest break time05. Paid lunches06. Compulsory medical insurance at the enterprise +1907. Additional pension insurance at the enterprise08. Accident and long-term disability insurance09. Providing free parking010. Financial assistance +7611. Providing recreation and entertainment facilities for employees to use+7612. Medical care at the enterprise013. Compensation for spa treatment014. Delivery of personnel by company transport, compensation for transport015. Providing kindergartens and camps for children of employees016. Encouraging celebrants+114TOTAL:874

According to the social survey, Table 2.11 shows that state social programs at the enterprise are implemented 100% (payment of sick leave, compulsory health insurance,...).

Thus, based on an assessment of the social programs of OJSC Volgocemmash, a number of social problems have been identified that require measures to overcome them.

Pivot table existing problems at JSC Volgocemmash is presented in table. 2.16.

Table 2.16. Summary table of existing social problems at OJSC Volgocemmash

Factor (cause) influencing the occurrence of problems Problem Activities Lack of a social program Lack of medical care at the enterprise Concluding an agreement for medical care for personnel Lack of a social program Lack of compensation payments for sanatorium and resort treatment Organization of sanatorium and resort treatment for enterprise employees and their families Lack of a social program Partial provision of recreation and entertainment facilities Stimulating the work of employees by providing a subscription for visiting the swimming poolLow wagesStaff turnoverAdditional paymentsotherotherother

.1 Justification of the problems of reducing labor discipline

An objective analysis of the qualitative composition of the personnel of OJSC Volgocemmash indicates that, despite the fact that the enterprise finished 2013 with good results, all this was achieved due to an increase in the workload on personnel due to a decrease in the number, which causes dissatisfaction among the staff, i.e. To. the increased workload by 18.4% does not correspond to the increase in wages (its decrease was 28.2%). Increased workload on staff and dissatisfaction with existing wages leads to a decrease in labor discipline.

Lack of training and mentoring causes an increase in defects in the enterprise. Lost working time due to the production of low-quality products amounted to 2607 hours. - the reserve for increasing production output is 66153.08 thousand rubles.

Urgent measures are required to create programs for training, retraining and advanced training of workers. Mentoring is not developed at the enterprise - young workers immediately get to work after instruction.

Of great importance for strengthening the workforce of workers and employees of OJSC "Volgocemmash" are the regulatory consolidation and use in practice of moral and material incentives, motivational mechanisms, especially in terms of remuneration, encouraging employees to work conscientiously, continuous self-education and professional improvement, strict adherence to moral standards. ethical standards.

It is necessary to develop a motivating social package in order to reduce staff turnover, especially highly qualified ones.

In order to improve the quality of products, as well as improve the quality of labor, it is proposed to introduce the following program for training, retraining and advanced training of workers of OJSC Volgocemmash:

The organization and planning of training, retraining and advanced training of personnel is carried out by the personnel department based on the enterprise's needs for specialists of various qualifications in relevant professions, based on quality management, taking into account the long-term development of production, according to requests from department heads.

Develop annual long-term plans for personnel training based on requests from department heads, coordinate with the chief engineer and chief accountant, and approve by the general director of OJSC Volgocemmash.

Create the Council of OJSC Volgocemmash for training, retraining and advanced training of personnel as an advisory body to consider the most important and promising issues in vocational training. This council should also be an examination certification commission headed by the chief engineer. The council should include heads of services and departments of the plant.

The management of vocational and technical training is entrusted to the chief engineer.

The head of the personnel department, engineers, qualified workers must be responsible for the full implementation of training programs and for the quality of professional training of workers.

) Training of workers.

briefing;

mentoring;

These measures will be enshrined in the collective agreement of OJSC Volgocemmash.

The worker training program includes:

) All newly hired workers who do not have a profession (specialty) must undergo vocational training to the extent of the requirements of the qualification characteristics of the initial level of qualification in the profession and according to the approved program.

) The personnel and labor protection department must send new workers to study in educational institutions in Togliatti after registration for work in accordance with current legislation about work.

The process of professional advancement should be built on the following stages.

When applying for a job, young specialists undergo safety training conducted by a foreman.

Instruction is an explanation and demonstration of work techniques directly at the workplace and is carried out by the foreman during the initial entry into the position of a worker.

During the briefing, workers are informed about the operating mode of the enterprise. The worker’s place of work is shown and information is provided about safety precautions at the workplace and throughout the enterprise. The worker signs in the Introductory Training Journal, Journal initial briefing, Rules Instruction Journal fire safety.

In addition, the foreman provides instructions on the quality requirements of the products.

Then a mentor is assigned to the young specialist for a period of 3 to 12 months. For the work of a mentor, a monthly bonus of 10% of the salary is provided.

Mentoring is formalized by order, fixing the mentor’s responsibility for training the worker, the duration of the training and the level of additional payments for training to the mentor. After the young specialist’s training period established for each specialty has passed, the worker is certified, assigned a rank and wages are increased. In case of successful certification of the worker, a one-time incentive is given to the mentor in the amount of 50% of the salary.

The benefits of mentoring are obvious because learning takes place on the job and is characterized by direct interaction with regular work in a normal work situation. The defining characteristic here is that the training is organized and conducted for a specific person in a specific profession, taking into account the specifics of production. Mentoring is preferred for developing the skills required to perform a specific job.

Mentoring is divided into three periods:

a period of exercises when typical techniques and operations are demonstrated, mastered and reinforced;

the period of performing training and production tasks, when, with the help of mastered typical techniques and operations, a number of gradually more complex tasks and their combinations are performed;

the period of independent work, when the trainee performs work at the workplace that he will occupy after training, gets accustomed to independent work.

The third period ends with a qualifying test.

The task of mentors:

to instill professional skills in students;

teach the most rational working techniques based on the mentor’s experience;

master production standards, achieve quality indicators.

The process of self-education of workers is given great importance, since it is associated with individual characteristics person to acquire knowledge. The task of mentors and instructors is to teach workers to use primary sources.

At JSC Volgocemmash, a survey of 30 workers was conducted regarding their attitude towards self-training. 9 people responded that they had some difficulty studying specialized literature. Almost a third of the students surveyed said that they find it difficult to find in the sources recommended for self-study the most important ideas on the topic of training. 11 people noted incomplete knowledge of the scientific content of the concepts and categories used. 2 people stated that they did not know how to summarize the ideas presented by the author; 4 people refer to the inability to apply the studied material directly in the production process. Only 4 people out of 30 respondents do not experience any of the above difficulties.

Thus, it is clear that the workers of Volgocemmash OJSC are experiencing difficulties with self-training.

It is necessary to train workers to use primary sources. It is necessary to organize a seminar for workers in order to overcome difficulties in studying primary sources. You can orientate in different ways. For example, simply indicate which ideas are located on which pages of the original source. Give similar examples of applying knowledge from the primary source, etc.

The in-plant system of advanced training should be carried out in the following areas: advanced training; work quality training; safety training.

An analysis of the provision of workers with a social package revealed that at OJSC Volgocemmash there are extremely few social programs, which affects labor discipline, since it reduces the commitment of workers to the enterprise.

It is proposed to include the following activities in the motivating social package:

.Conclude an agreement for medical care for company employees.

The proposed social programs will help to reduce staff turnover and improve employee health and labor discipline.

3.2 Development of a promotion plan professional competence workers and calculation of the economic efficiency of the project

In order to improve labor discipline, it is necessary to increase the interest of personnel in high-quality and productive work. To achieve this, it is proposed to improve the personnel training system in order to improve their skills. To do this, it is necessary to draw up a training schedule for workers in the following areas: practical training in specialties; practical tasks; seminars on the study of advanced production experience, advanced techniques and work methods. Include in the order the persons responsible for conducting training (foremen, foremen, skilled workers).

The purpose of practical classes is to consolidate theoretical knowledge and apply this knowledge in practice, developing independent thinking. Training is carried out in the form of an interview. As a rule, an interview ends the study of the topic of full involvement of class participants in the active process of collective discussion and comprehension of the topic, which allows us to identify the knowledge and opinions of students on complex issues.

Starting the interview, the instructor defines in the introduction the direction of the collective discussion, recalls the content of the topic, sets the main task, and identifies the main questions. The introduction lasts up to 10-15 minutes. Next, the instructor invites students to speak. When preparing for an interview, the instructor needs to think through questions in advance that will correspond to the activation of listeners, the development of discussion, and polemics.

Most effective method conducting practical classes is a method practical tasks. The purpose of this method is to instill in students the skills of analysis and assessment of certain facts, phenomena, situations; learn to make generalizations and conclusions, develop recommendations and participate in their implementation. Listeners' performances with thematic conversations help them develop the ability to clearly formulate and freely express their thoughts and defend their beliefs.

Advantages of the practice method:

allows workers to get acquainted with the experience of other organizations;

promotes the development of practical skills in making group decisions and effective discussion;

specifies the studied theoretical approaches.

Despite many positive sides This method of conducting classes, the instructor must remember that practical tasks are not an end in themselves, but a means to help students creatively master knowledge and apply this knowledge in practice.

During practical assignments, practical classes are conducted to master the methods of working on complex equipment under the guidance of a mentor and masters using the copying method, i.e. automatic repetition of work techniques on complex equipment.

Training in quality and work safety is carried out in the form of seminars on a monthly basis with the participation of a safety engineer and a specialist from the head of the laboratory for quality control of raw materials and finished products (“Quality School”).

At the seminars, practical situations, safety violations that occurred during work are analyzed; the main reasons for product defects are described; workers are trained under special programs aimed at studying the ISO 9000 quality system; facts of best practices at similar enterprises, both domestic and foreign, are provided. Workers are informed about penalties for producing low-quality products, about incentives for quality work and preventing violations of safety regulations.

The seminar is structured according to the principle: first listen to the instructor's report, then discuss.

To improve the skills of workers at the expense of the enterprise, the following measures are recommended:

) Training of qualified workers at the university with the aim of securing them in production and transferring them to engineering and technical personnel.

) Foreman courses are created in order to form a reserve of foreman from among the most advanced workers. Their goal is: increasing the level of knowledge in such areas as production and management, improving the quality of products, labor legislation, and labor protection;

) Advanced training courses in specialties approved by the General Director. So, for example, for automatic line adjusters, once every 3 years, carry out professional education to confirm qualifications;

) Targeted courses for studying new equipment and technology, issues of improving product quality, labor protection, etc.

) Training in related professions. For example, an equipment repairman is trained to become an automatic line operator; the confectionery mixture preparer is trained as a product quality controller;

Training is carried out in training centers in Tolyatti. In the professions of automatic line adjuster, repairman, inspector, as well as in the areas of quality and labor protection, enter into a training agreement with the Training Center of JSC AVTOVAZ.

Introduce a system of certification of workers, for which purpose, once every three years, create a certification commission from the managers of the enterprise: certification of workers is carried out according to the proposal of foremen on the basis of professiograms. The HR department will develop professiograms of work processes by rank and specialty. An example of a professiogram is given in Appendix 6. In the case of workers being trained in third-party educational organizations, they are certified by commissions of educational institutions with the issuance of certificates of assignment or advanced training (grade).

Thus, strengthening labor discipline is built on the basis of achieving interest in training, retraining and advanced training of personnel, which ultimately leads to the production of high-quality products and increased wages. These activities are achieved as a result of advanced training, consisting of:

introducing mentoring;

on-the-job training;

training at courses, seminars, universities;

introduction of a certification system.

The professional training plan for workers of OJSC Volgocemmash is presented in Table 3.1.

Table 3.1. Professional training plan for personnel of OJSC Volgocemmash for 2014.

No. pp Planned activities Responsible person Quantity of staff training covered Training period 1. Briefing upon hiring foreman Newly hired workers once 2. Attaching a mentor foreman Newly hired workers January-December 3. Training in self-study methods master Everyone 1 time per year 4. Practical training master, mentors, qualified workers Newly hired, everyone 1 time per month 5. Practical assignmentsmaster, mentors, skilled workers Newly hired, everyone 1 time per month 6. Seminars on advanced production methods master 3 groups by work profile: machine operators, production technology, controllers 1 time per quarter 3 classes on the profile 7. Quality school chief engineer All workers 2 times a year 8. Instruction on safety precautions safety engineer All workers in accordance with the legislation 9. Training at the university Head of the HR department 2 people in absentia 10. Training in training centers Head of the HR department 46 people as the groups are completed

The cost estimate for the proposed vocational training system for workers for 2014 is presented in Table 3.2. Table 3.2

Costs for professional education

Types of vocational educationNumber of studentsTuition costsTraining costs, rub.1. Training at a university240 00080 0002. Courses for foremen at the VAZ Training Center610 00060 0003. Advanced training at the VAZ Training Center: repairmen; - automatic line adjusters; - controllers 10 10 6 6 000 6 000 4 500 60 000 60 000 27 0004. Targeted courses at the VAZ Training Center: - quality improvement courses; - occupational safety courses; - courses for mastering new technology 4 6 6 5 000 5 000 8 000 20 000 30 000 48 0005. Training in related professions at the VAZ Training Center 2010 000 200 0006. Additional payment for mentoring * 30-1657 500 TOTAL: 982 242 500

Financing of training, retraining and advanced training should be carried out from the profit of the enterprise. The enterprise's gross profit for 2014 is planned to be at least the level of 2013, i.e. 136989 thousand rubles.

Thus, 100% of the personnel will be covered by professional training in terms of in-plant training; 100% of newly hired employees receive mentoring and 18.42% attend advanced training courses at Training Centers and Universities.

Responsibility for the implementation of the personnel training program should be entrusted to the personnel department, which ensures the timely execution and safety of the protocols of the factory examination commission, as well as for filling out personal cards of employees on the assignment of ranks.

The occupational health and safety engineer must be responsible for timely training and testing of workers' knowledge of safe working conditions.

Department heads must be responsible for the timely training and development of personnel and the timely submission of applications for professional training.

Applications must be submitted to the HR and Occupational Safety and Health department one calendar month before the start of the next year and adjustments must be made to the proposed training program as necessary.

As a result of the implementation of the workforce training system, 18.42% of Volgocemmash OJSC workers will receive promotions.

The introduction of a vocational training system will increase promotion within the enterprise and motivation, improve the qualifications of workers, and limit the intake of “expensive” employees. qualified personnel from the outside.

Increased qualifications allow an employee to perform more complex work and spend less time on manufacturing products.

The most important condition advanced training means better quality work, which reduces the amount of defects and time to correct them.

Thus, education system in an enterprise, it can act as the most important factor in the motivational mechanism precisely because the learning process is impossible without the desire of the students themselves: you cannot force them to learn. Therefore, if there is a desire to learn, there will be results.

To calculate economic efficiency, we will use the calculation of savings in the number of employees due to the implementation of the proposed measures.

As a result, it is expected to obtain the following indicators of strengthening labor discipline:

Reduce the number of defects, because the teams do not have a large percentage of new people on whom time is spent on training, and the costs of correcting defective products have also decreased; due to the rationalization and cooperation of labor operations, there has been a reduction in the number of workers. Savings in numbers due to reduction in scrap is calculated using formula 3.1:

E ch1 = (Bbases- Bpl) xChrab.base . (3.1)

where E h - conditional release of the number of employees, people; B bases , B pl. - losses from defects as a percentage of the cost of production, %. The percentage of defects is the sum of the cost of rejected products, 5007 thousand rubles. and amounts to 18.07% of the cost of production; H work base worker base = 532 people

E ch1 = (18,07 - 8) x 532 = 53.57 people.

2. There should be a reduction in losses from intra-shift downtime, which is calculated using formula 3.2:

E ch2 = (tcmp.base-tcmp.factl) x Hcalc.x Hslave. (3.2)

Frv x K vn

where t cm p.base , t cm p. fact - loss of working time due to intra-shift downtime in the base and reporting periods, hours; H calculation - estimated number of personnel, people. H calculation =735 people; H slave - share of workers in the total number of industrial production personnel, h slave = 532/735 = 0.72; F ditch - working time fund for one worker, hour. F ditch =7.8 hours; TO vn - coefficient of fulfillment of production standards, K vn=0.98 (standard).

E ch2 = (0,5 - 0,4) x 735 x 0.72= 6.93 people

3. Combining professions and functions will significantly increase the employment time of workers who, due to production conditions, cannot be fully employed in their main profession. In this case, the savings in numbers are made according to formula 3.3:

E ch3 = (H - HWith) x (tz.s.-tz.n) . (3.3)

tcm

where H is the number of workers who, due to production conditions, cannot be fully employed in their main profession, people. H = 332 people. (HR department data); H With - number of workers combining professions and functions, people. H With = 112 people (HR department data); t z.c - average time of employment of a worker in his main and combined profession, hour; t z.n - average time of employment of a worker who does not combine professions, hour; t cm -duration of work shift, hour.

E ch3 = (332 - 112) x (7.9 - 7.7)= 5.5 people

4. Labor savings due to advanced training are calculated using formulas 3.4 and 3.5:

E ch4 = Hvnx?NV (3.4)

N V = ?Nat 2- ?Nin 1 (3.5)

Hb1

where? V increase in the level of fulfillment of labor standards,%; ?N in 1 ; ?N at 2 - levels of fulfillment of labor standards before and after advanced training, %; H vn - number of workers who increased the level of compliance with standards as a result of advanced training (certification), people. Chvn =532 people

N V = 98 - 96,5 = 1,55%

E ch4 = 532 x 1.5= 7.98 people

5. Savings in numbers by increasing the working capacity of workers, expressed in reducing the daily loss of working time due to temporary disability caused by occupational illness or industrial injuries (compliance with safety regulations, improvement of working conditions) is determined by formula 3.6:

E ch5 = (1 - Tbur sweat) x H slave. bases (3.6)

T fact sweat

where T bur sweat , T fact sweat - normalized and actual loss time due to temporary disability, hours;

H work base - number of workers in the base period, people. H worker base = 532 people

E ch5 = (1 - 0,1 ) x 532 = 48.36 people.

6. Labor savings due to increased labor activity (with the introduction of incentives and measures to increase the motivation of labor activity) are calculated using formula 3.7:

E ch6 = (1 - New base) x Chrab.base (3.7)

Nv.pl

where H v.base , N v.pl . - fulfillment of production standards in the base and planned periods, %.

E ch6 = (1 - 96,5 ) x 532 = 2.74 people.

7. Savings in numbers due to employee discipline (loss of working time) is calculated using formula 3.8:

E ch6 = tsee n (3.8)

Fvr

where t see n - intra-shift losses, people/hour, t see n =30.6 people/hour; F vr - working time fund, hour.

E ch7 = 30,6 x 532 = 3.83 people.

8. The increase in labor productivity as a whole due to savings in numbers is calculated using formula 3.9:

P T = ?Ehx 100 (3.9)

H work base - ?E h

where? h - headcount savings due to the implementation of proposed measures, people.

E h = E ch1 + E ch2 + E ch3 + E ch4 + E ch5 + E ch6 + E ch7 = 53.57 + 6.93 + 5.5 + 7.98 + 48.36 + 2.74 + 3.83 = 130.91 people.

P T = 130.91 x 100 = 32,63%

Savings on wages (payroll fund) are calculated using formula 3.10:

E f.zpl = ?E h x Z Wed x Isocial report . (3.10)

where is Zsr. - average salary after implementation of measures, rub.; I social report . - index of social contributions from the wage fund, it is equal to 1.3

E f.zpl = 130.91 x 16.545 x 1.3 = 2815.68 thousand rubles.

Savings in semi-fixed costs due to an increase in production volume are calculated using formula 3.11:

E unitary enterprise = Zunitary enterprisex?P T (3.11)

where Z unitary enterprise - conditionally constant income in the planned year, thousand rubles. Z unitary enterprise = 2242.5 thousand rubles;

E unitary enterprise = 2242.5 x 32.63= 731.73 thousand rubles.

11. The payback period for investments in personnel training is calculated using formula 3.12:

T = Zunitary enterprise (3.12)

E f.zpl +E unitary enterprise

T = 2242,5 = 0.63 years

2815,68 + 731,73

The payback period for investments in training will be 0.63 years or 7.6 months, which satisfies the conditions for payback of cash investments in market economy no more than 3 years.

Economic calculations showed that the cost of implementing the proposed measures to improve the training and retraining of workers at OJSC Volgocemmash will amount to 2242.5 thousand rubles, and the cost savings as a result of implementation will amount to 3547.41 thousand rubles, which is 1304.91 thousand roubles. more costs.

3.3 Development of a motivational social package and calculation of the economic efficiency of the project

The event of concluding an agreement for medical care for employees will help maintain and improve the health of employees and members of their families. This area includes a number of measures aimed at maintaining the health of workers at a level that ensures their successful and reliable professional activities, and at creating favorable conditions for promoting health.

It is necessary to conclude a contract for employee services with a therapist and dentist. Responsibility for the development and implementation of this event is assigned to the HR manager by order of the director.

An enterprise lawyer was hired to conclude two contracts: for medical care by a therapist and dental services.

An economist was hired to assess and analyze the costs and economic efficiency of the proposed measure.

The procedure for concluding contracts will not bring economic costs to the enterprise.

The monthly cost of a therapist’s services will be 6,000 rubles.

The staff of OJSC Volgocemmash and their family members will be able to visit the dentist twice a week at certain hours, according to the issued coupons.

It is planned to issue 16 coupons to the enterprise every month. The HR manager will be responsible for the distribution of vouchers for dental services. The monthly cost of dental services will be 8,000 rubles. Thus, the current costs of paying for services to medical workers will be: (6000 + 8000) x 12 = 168,000 rubles. in year.

The introduction of measures to conclude contracts for medical care will reduce staff turnover, which in turn will lead to an increase in labor productivity and, according to forecast data, the average annual output of 1 worker will increase by approximately 10%, therefore the volume of services provided will be 3198854.5 (3956.53x1.1x735 ) thousand roubles.

According to a survey of Volgocemmash OJSC personnel, 94.74% of employees expressed their approval for the implementation of measures to conclude an agreement for medical care for personnel. 5.26% (that's 2 people) refrained from commenting. Table 3.3 presents the initial data necessary to calculate the proposed activity.

Table 3.3. Initial data used in calculating measures for concluding a contract for medical care for personnel

Indicator name Quantity Annual volume of work and services provided before the event, thousand rubles 2,908,052 Annual volume of work and services provided after the event, thousand rubles 3,198,854 Average annual output per employee, thousand rubles 3,956.53 Average number of personnel before the event, people 735 Average number of personnel after events, people 735 Payroll fund, thousand rubles 151,240 Contributions for social needs, % 32 Conditionally fixed expenses (cost), thousand rubles 2,771,063 Costs for implementing the event, thousand rubles 168

Using the data in Table 3.3, we will determine the economic effect of the event and place the calculation data in Table 3.4.

Table 3.4. Calculation of the economic efficiency of the event for concluding a contract for medical care of personnel

IndicatorUnit measurement. Calculation method Calculation Increase in production volume% P = (O2 - O1) / O1 x 100, where O1, O2 are the annual production volume before and after the implementation of the measure P = (3198854-2908052) / 3198854 x 100% = 9.09 Relative savings number of people Ech = Ch1 x (1 + P/100) - Ch2, where Ch1, Ch2 are the number of employees before and after the implementation of the Ech measure. = 735 x (1 + 9.09 / 100) - 735 = 66 Increase in labor productivity as a result of an increase in output per worker%? PT = (B2 - B1) / B1 x 100, where B1, B2 - output per worker before and after the implementation of the eventB1 = 3956.53; B2 = 3956.53 x 1.0909 = 4316.17?PT = (4316.17-3956.53) / 3956.53 x 100 = 9.09 Salary savings due to headcount savingsthousands. rub.Es/s salary = year x Ech, where year is the average annual salary of one workerEs/s salary = 151240/735 x 66 = 13580.73 Savings on social contributions, thousand. rub.Es/s according to report. = Es/s salary x 0.3 Es/s according to report. = 13580.73 x 0.3 = 4074.22 Savings of semi-fixed costs per unit of production thousand. rub., where Y - semi-fixed expenses; VB and IDP - annual volume of production before and after the implementation of the event

E s/su-p = (2771063 / 2908052) - (2771063 / 3198854) x3198854 = 277103.22 Conditional annual savings for the event, thousand. rub.E y/y = E s/s salary + E s/s according to report. + E s/s u-p E y/y = 13580.73 + 4074.22 + 277103.22 = 294758.17 Annual economic effect from the implementation of the event, thousand. rub.E uh = E y/y - Z implemented, where Z implemented uh = 294758,17 - 168 = 294590,17Thus, as a result of the implementation of measures for concluding a contract for medical care, according to the calculated data in Table 3.4, the increase in labor productivity will be 9.09%, salary savings will be 13580.73 thousand rubles, savings on social payments will be equal to 4074.22 thousand rubles, and the annual economic effect from the proposed event is 294,590.17 thousand rubles. Based on this social indicator It is not difficult to calculate that it is profitable for an enterprise to keep a dentist on staff.

The next stage of improving social programs at the enterprise is proposed to introduce measures to organize sanatorium and resort treatment with compensation for treatment in the amount of 50% for employees of the enterprise and 10% for their family members.

Maintaining and strengthening the health of workers and members of their families includes a number of measures aimed at maintaining the health of workers at a level that ensures their successful and reliable professional activities, creating favorable conditions for promoting health and organizing good rest for workers and members of their families, namely :

Carrying out treatment and preventive, sanitary and hygienic, anti-epidemiological work aimed at preventing professional and infectious diseases, based on the medical unit.

The enterprise provides first aid, occupational and sudden illnesses, preventive vaccinations, vaccinations against various diseases, etc.

Carrying out sanitary-preventive and rehabilitation treatment on the basis of the enterprise’s sanatorium-preventorium, as well as on the basis of the Nadezhda sanatorium in Tolyatti.

Providing sanatorium-resort treatment and recreation for enterprise employees and their family members in sanatoriums and boarding houses on the Black Sea coast, Caucasian Mineral Waters, Moscow region and Penza region.

Health improvement and summer recreation for children of enterprise employees in sanatoriums and children's health camps.

The company’s personnel independently select a sanatorium for spa treatment, negotiate payment for this treatment and provide the company’s accounting department with photocopies of payment receipts, copies of documents of their family members, and other documentation necessary for accounting.

The economist makes changes to the enterprise budget under the social security line, in accordance with the order to reimburse part of the cost of sanatorium treatment. However, the amount for compensation for sanatorium treatment is planned at the beginning of the year and can only be changed with the consent of the director. In 2014, it is planned to spend the funds remaining with the enterprise for the next period - retained earnings - to compensate for sanatorium-resort treatment. Retained earnings in 2013 were 166,690 thousand rubles. (Appendices 1-3).

In order not to disrupt the process of generating cash at the enterprise, we plan that the enterprise will spend 10% of retained earnings in 2013, which will be: 16669 (166690 x 0.1) thousand rubles. in year.

The volume of work performed, according to forecast data, will increase by 5% due to a reduction in staff turnover and interest in the result of work and will amount to 3,053,452 (3,956.53 x 1.05 x 735) thousand rubles.

Table 3.5 presents the initial data necessary to calculate the measures for organizing sanatorium and resort treatment for enterprise employees and their families.

Table 3.5. Initial data used in calculating measures for organizing sanatorium and resort treatment for enterprise employees and members of their families

Indicator name Quantity Annual volume of work and services provided before the event, thousand rubles 2,908,052 Annual volume of work and services provided after the event, thousand rubles 3,053,452 Average annual output per employee, thousand rubles 3,956.53 Average number of personnel before the event, people 735 Average number of personnel after events, people 735 Salary fund, thousand rubles 151,240 Contributions for social needs, % 32 Conditionally fixed expenses, thousand rubles 2,771,063 Costs for implementing the event, thousand rubles 16,669

Using the data from Table 3.5, we will determine the economic effect of the event and place the calculation data in Table 3.6.

Table 3.6. Calculation of the economic efficiency of measures for organizing sanatorium-resort treatment of enterprise employees and members of their families

where year is the average annual salary of one workerEs/s salary = 151240/735 x 35 = 7201.9 Savings on social contributionsthousands. rub.Es/s according to report. = Es/s salary x0.3 Es/s according to deductions. = 7201.9 x 0.3 = 2160.57 Savings of semi-fixed costs per unit of production thousand. rub., where Y - semi-fixed expenses; VB and IDP - annual volume of production before and after the implementation of the eventEs/su-p = (2771063 / 2908052) - (2771063 / 3053452) x 3053452 = 138550.6

Conditional annual savings for the event, thousand. rub.Eu/g = Es/s salary + Es/s according to report + Es/s u-p E y/y = 7201.9+ 2160.57+ 138550.6= 147913.07 Annual economic effect from the implementation of the event, thousand. rub.E uh = E y/y - Z implemented , where Z implemented - costs of implementing the measure uh = 147913,07 - 16669 = 131244,07

Thus, as a result of the implementation of measures to organize sanatorium-resort treatment of enterprise employees and members of their families, according to the calculated data in Table 3.6, the increase in labor productivity will be 5%, salary savings will be 7201.9 thousand rubles, savings on social payments will be equal to 2160.57 thousand rubles, and the annual economic effect from the proposed event is 147675.07 thousand rubles.

Swimming is practically not contraindicated for anyone, therefore the social program of Volgocemmash OJSC should include the provision of subscriptions to the company’s employees to visit the pool.

The average cost of a subscription for a two-time visit to the Olympus Sports Complex, located at the address: Tolyatti, Primorsky Boulevard, 49, is 500 rubles. per month, according to the price list.

It is planned to issue each employee a subscription to the pool for 2 months per year. One-time costs for stimulating the work of employees by providing a subscription to visit the pool will amount to 735,000 (735 x 1000) rubles.

The volume of work performed, according to forecast data, will increase by approximately 2% due to a decrease in the time workers spend on sick leave and will amount to 2,966,210 (3,956.53 x 1.02 x 735) thousand rubles.

Table 3.7 presents the initial data necessary to calculate measures to stimulate the work of workers by providing a subscription to visit the pool

Table 3.7. Initial data used in calculating measures to stimulate the work of workers by providing a subscription to visit the pool

Indicator name Quantity Annual volume of work and services provided before the event, thousand rubles 2908052 Annual volume of work and services provided after the event, thousand rubles 2966210 Average annual output per employee, thousand rubles 3956.53 Average number of personnel before the event, people 735 Average number of personnel after events, people 735 Payroll fund, thousand rubles 151,240 Contributions for social needs, % 32 Conditionally fixed expenses, thousand rubles 2,771,063 Costs for implementing the event, thousand rubles 735

Using the data in Table 3.7, we will determine the economic effect of the event and place the calculation data in Table 3.8.

Table 3.8. Calculation of the economic efficiency of measures to stimulate the work of workers by providing a subscription to visit the pool

IndicatorUnit measurement. Calculation method Calculation Increase in production volume% P = (O2 - O1) / O1 x 100, where O1, O2 are the annual production volume before and after the implementation of the measure P = (2966210-2908052) / 2966210 x 100% = 1.96 Relative savings in number of people. Ech = Ch1 x (1 + P/100) - Ch2, where Ch1, Ch2 are the number of employees before and after the implementation of the Ech event. = 735 x (1 + 1.96 / 100) - 735 = 14 Increase in labor productivity as a result of an increase in output per worker%? PT = (B2 - B1) / B1 x 100, where B1, B2 are output per worker before and after the implementation of the eventB1 = 3956.53; B2 = 3956.53 x 1.0196 = 4034.07?PT = (4034.07-3956.53) / 3956.53*100 = 1.96 Salary savings due to headcount savingsthousands. rub.Es/s salary = year x Ech, where year is the average annual salary of one workerEs/s salary = 151240/735 x14 = 2880.76 Savings on social contributions, thousand. rub.Es/s according to report. = Es/s salary x 0.3 Es/s according to report. = 2880.76 x 0.3 = 864.23 Savings of semi-fixed costs per unit of production thousand. rub. where U - semi-fixed expenses; VB and IDP - annual volume of production before and after the implementation of the event

S/s u-p = (2771063 / 2908052) - (2771063 / 2966210) x 2966210 = 55418.34 Conditional annual savings for the event, thousand. rub.E y/y = E s/s salary + E s/s according to report. + E s/s u-p E y/y = 2880.76+864.23+ 55418.34= 59163.33 Annual economic effect from the implementation of the event, thousand. rub.E uh = E y/y - Z implemented , where Z implemented - costs of implementing the measure e = 59163.33 - 735 = 58428.33

Thus, as a result of the implementation of measures to stimulate the work of workers, by providing a subscription to visit the pool, according to the calculated data in Table 3.8, the increase in labor productivity will be 1.96%, salary savings will be 2880.76 thousand rubles, savings on social payments will be equal to 864.23 thousand rubles, and the annual economic effect from the proposed event will be 58428.33 thousand rubles.

3.4 Summary economic indicators from the proposed activities

Let's present the result of the proposed measures in the form of a summary table of economic efficiency indicators (Table 3.9)

Table 3.9. Summary table of economic efficiency indicators of the proposed measures at OJSC Volgocemmash

EventIncrease in production volume (%) Annual economic effect from the implementation of the event (thousand rubles) One-time costs for the implementation of the event (thousand rubles) Increasing the professional competence of employees Organization of personnel training 32.633547.472242.5 Development of a motivating social package Conclusion of a contract for medical care 9.09294590 ,17168Organization of sanatorium-resort treatment 4.76131244.0716669Providing a subscription to a swimming pool 1.9658428.3373548.44487810.0419814.5

Overall growth the production volume after the implementation of measures will be 48.44%. OJSC Volgocemmash will spend 19,814.5 thousand rubles on the implementation of the proposed measures, while the turnover of specialists and engineers will decrease and labor discipline will be strengthened. The annual economic effect from the proposed measures will be 487,810.04 thousand rubles. Thus, we can conclude that the proposed measures to strengthen labor discipline are cost-effective and are recommended for use.

Conclusion

High labor discipline is one of the factors for increasing labor productivity, and often a reserve for increasing labor productivity. Economic losses due to low labor discipline are expressed in the following:

) loss of working time due to the employee’s absence from the workplace for unexcused reasons, such as absenteeism, tardiness, unauthorized absences, etc.;

) a decrease in collective labor results, especially in those work groups where the interchangeability of workers is low;

) loss of working time associated with the dismissal of workers for absenteeism and other violations of labor discipline; in addition, a newly hired employee needs time to adapt to new conditions, during which he only adapts to the new workplace and team;

) equipment breakdowns and downtime, defects, decreased product quality and other violations associated with non-compliance with production technology.

In addition, low labor discipline and its frequent violations set a bad example for highly disciplined employees, disrupt their work, and form a negative attitude towards the enterprise, the workforce and management, i.e. do not contribute to increased job satisfaction. Often disciplined workers begin to violate discipline under such negative influence.

Labor discipline has both an objective basis and subjective features. Often a person, regardless of the established internal labor regulations, is highly disciplined, and there is no need to convince or force him to comply established rules. In this regard, methods of strengthening labor discipline, such as persuasion, coercion and encouragement, are highlighted.

The ways and methods of strengthening labor discipline are as follows:

Reward for work (announcement of gratitude; issuance of a bonus; awarding a valuable gift, diploma, etc.). Today, the most effective method is material incentives, so the employer rewards employees who conscientiously perform their job duties.

Disciplinary and social measures.

Conviction is associated with the widespread use of educational measures and incentives for work, and the use of the power of example.

When considering methods of strengthening labor discipline, the emphasis is on how to ensure its compliance by employees. There is some contradiction here: in the employment agreement (contract), the employee undertakes to comply with the internal labor regulations. Therefore, rewarding for “responsibilities” is not entirely logical. It should not be borne in mind that despite the obligations assumed, hired workers still violate labor, technological and production discipline at the enterprise.

In the second chapter of the thesis, an analysis of the state of labor discipline of Volgocemmash OJSC was carried out. OJSC Volgocemmash is a well-known enterprise in Togliatti that produces equipment for the cement industry.

As of January 1, 2013, the number of personnel was 735 people. The share of workers is 72.4%. The average age of workers is 42 years. Women 64%, men 36%. Personnel structure in 2013: engineers and employees - 27.6%, workers - 72.4%.

In 2011-2013 There is a decrease in the number of employees of the enterprise. Thus, in 2012, the number of employees increased by 289 people or 42.23% compared to 2011. In 2013, compared to 2012, the number of personnel decreased by 232 people or by 24%. The number of workers in 2012 compared to 2011 increased by 287 people or 59.42%, and in 2013 compared to 2012 the number of workers decreased by 238 people or 30.9%.

The number of engineers and employees increased in 2013 compared to 2012 by 2 people or by 1.03%. In 2013, the number of engineers and employees increased by 6 people or 3.05% compared to 2012. At the same time, the number of managers for the period 2011-2013 increased by 8 people, and the number of employees increased over the same period by 6 people.

The level of education of workers remains high - in 2013, the number of workers with higher education was 37%.

These indicators indicate an increase in the workload on staff, despite downtime due to the fault of the enterprise with a simultaneous reduction in wages. If in 2012 the average salary was 18,151 rubles, then in 2013 it was 17,147 rubles. which is 1004 rubles. less. This decrease also occurs against the backdrop of an increase in overtime work. Such indicators will undoubtedly cause dissatisfaction among staff.

An analysis of labor discipline showed that the main reasons for violation of labor discipline are failure to comply with management orders and improper performance of one’s job duties, leading to deterioration in product quality. Linking the deterioration in quality with the deterioration of labor discipline, a survey was conducted on the level of satisfaction of workers with working conditions and labor potential.

The analysis of staff satisfaction using the method of Rozanova V.A. showed that the main reason for staff dissatisfaction is the existing level of wages and the current provision for training and promotion of employees.

The analysis of labor potential using the method of L. Ismagilova - T. Gileva showed that the enterprise has an average level of labor potential.

Measures are needed to increase wages for workers, as well as to improve the professional competence of workers, which will lead to strengthening labor discipline.

An analysis of the social package at the enterprise was also carried out, which showed that there is no medical care, the enterprise does not have departmental kindergartens, employees do not receive preferential sanatorium and resort benefits, etc. social problems.

It is necessary to develop measures to strengthen labor discipline.

In order to strengthen labor discipline based on identified shortcomings, the third chapter of the thesis proposes 2 directions: increasing the professional competence of employees and developing a motivating social package.

A system of professional training for the promotion of workers at OJSC Volgocemmash has been proposed, taking into account the specifics of the work of the personnel - the main ones being automatic line adjusters, repairmen, automatic line adjusters, and controllers. It consists of the following stages:

) Planning the professional advancement of workers.

) Creation of a coordinating body for professional promotion.

) Training of workers.

) Introduction of a certification system for trained workers.

All workers of Volgocemmash OJSC must be trained. Professional training in the system of advanced training and retraining must be continuous and carried out throughout the entire working life of employees. The following types of training are provided for workers:

briefing;

mentoring;

independent learning (self-education);

in-plant system for improving the qualifications of workers;

professional training in advanced training courses.

Professional training will cover 100% of the personnel in terms of in-plant training; 100% of newly hired employees received mentoring and 18.42% of personnel received training courses for workers at Training Centers and Universities.

Costs for vocational training in 2014 will amount to 2242.5 thousand rubles, and cost savings as a result of implementation will amount to 3547.41 thousand rubles, which is 1304.91 thousand rubles. more costs. As a result of worker training, labor productivity growth will increase by 32.63%. The profit of OJSC Volgocemmash after the introduction of a professional promotion system in 2014 will amount to 138,293.91 thousand rubles. against 136989 thousand rubles. in the base year 2013.

The proposed system of social motivation of personnel is designed to both improve the health of personnel and increase the commitment of personnel to the enterprise. The following directions are proposed:

Conclude an agreement for medical care for company employees.

Introduce measures to organize sanatorium-resort treatment with compensation for treatment in the amount of 50% for employees of the enterprise and 10% for their family members.

Provide employees with swimming pool passes.

As a result of the implementation of measures to conclude a contract for medical care, the increase in labor productivity will be 9.09%, salary savings will be 13580.73 thousand rubles, savings on social benefits will be equal to 4074.22 thousand rubles, and the annual economic effect from the proposed event 294590.17 thousand rubles.

As a result of the implementation of measures to organize sanatorium-resort treatment for enterprise employees and members of their families, the increase in labor productivity will be 5%, salary savings will be 7201.9 thousand rubles, savings on social payments will be equal to 2160.57 thousand rubles, and the annual economic effect from the proposed event is 147,675.07 thousand rubles.

As a result of the implementation of measures to stimulate the work of employees by providing a subscription to the swimming pool, the increase in labor productivity will be 1.96%, salary savings will be 2880.76 thousand rubles, savings on social benefits will be equal to 864.23 thousand rubles. , and the annual economic effect from the proposed event is 58,428.33 thousand rubles.

The practical significance of the thesis lies in the fact that the proposed personnel training system and the development of a motivating social package will help strengthen labor discipline at Volgocemmash OJSC, will not only be unprofitable, but will also bring additional profit to the company in the amount of 487,810.04 thousand rubles.

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“People don’t judge by themselves,” people say. And rightly so! Not all employees are as good, responsible and disciplined as the boss! What to do with irresponsible violators of internal regulations? Maintain labor discipline among them!

Everyone needs discipline, discipline is important to everyone! And who needs it more? Employee or boss? And where do the legs of internal order violations come from - from above or from below? Let's figure it out.

If employees are periodically late, shirk, and do not follow instructions, whose problem and shortcoming is this? It may very well be that the employees: no responsibility, self-discipline, moral work; after all, their mother did not teach them how to systematically fulfill obligations. But someone hired these people, they are managed and their activities are controlled. So maybe it’s a matter of “the top”?.. You can guess for a long time, but there is no point in it. It makes sense to understand how to maintain labor discipline and what mistakes a manager needs to avoid so as not to “dismiss” the staff.

What are my mistakes?

The first and main mistake. I take “liberties” myself. If you can come late on Friday, leave early on Thursday, and be absent on personal matters in between, expect the corresponding consequences. Employees will “try on” your behavior matrix for themselves, and “sitting” on VKontakte, for example, will become not your personal weakness, but the prerogative of all your subordinates. So control your weaknesses!

The second and significant mistake. Lack of proper control over the implementation of internal regulations. “Well, the man was late, just think, who doesn’t happen to him. The main thing is that the amount of work gets done.” Some bosses are happy in the belief that their employees are as responsible and disciplined as their superiors. Sometimes you just don’t want to figure out what the point is and punish someone... But in vain! Subordinates begin to feel their impunity, and if at first the delays are unintentional, then they can later become so. In general, do not waste time on control!

I am a leader, a discipline affirmer

To control labor discipline, you first need to determine what rules you expect your employees to follow. It is clear that not to be late, to skip, to shirk, but more specifically?.. In order to explain these rules, you need to formulate them and record them on paper. Personnel must be familiar with the internal labor regulations. You can even include some clauses in the employment contract.

If you think that it would be unnecessary to stipulate such things in the contract, then you are mistaken. Employees must immediately understand that the “relaxation” is over, and now you will adhere to the rules of labor discipline and monitor their implementation. Explain to employees in what case, for what and what types of penalties they face in case of violation of discipline. You can make some kind of list of violations, next to which the severity of the “crime” and the form of punishment will be indicated. The understanding that not a single offense will go unnoticed will become a powerful incentive to adhere to the work schedule.

By the way, about the graphics. Is he in your company? If not, then you just need to create one. When there is no order and clarity in actions, people are simply lost - what to do, where to go? As a consequence: “Okay, I’ll rest today, I’ll do more tomorrow. Or the day after tomorrow". Relaxation and a feeling of lack of control among employees contribute little to the development of the enterprise. And it’s much more difficult for you to control the activities of your subordinates.

What should a workday schedule include? Of course, opening hours. Take your time and think carefully about the schedule so that it is logical, reasonable, and familiar to employees. It must include a rest break. Why? Because otherwise, employees will “allocate” this time at their own discretion. Place daily routines, as well as house rules, in plain view of employees.

And most importantly, constantly monitor the behavior of your employees! Don’t let the situation go “on the brakes” - it won’t lead to anything good. Monitor all violations and deal with them on the spot. Control is a necessary condition for maintaining labor discipline.

Do not exclude yourself from the list of those who may be subject to foreclosure. If employees see that you yourself obey the rules, it will become much easier to follow them. Do not forget the words of Seneca: “The power of the unjust is short-lived.”

One of the main aspects of management psychology is the issue of discipline. It is no secret that in many companies this is a sore subject, which, as a rule, HR managers do not reach. However, it is worth paying special attention to this factor, since it directly affects the quality and efficiency of work.

Disciplinary action of the HR manager

So, discipline is a process that is associated with an employee’s behavior at work. If the staff does not comply with the office routines, then we can talk about a violation of discipline.

When we talk about violation of discipline, we mean by this a violation of the so-called expected behavior. The HR manager and other company employees expect appropriate behavior from their colleagues. And if one of the employees violates generally accepted ideas, then the entire mechanism of interaction is disrupted.

The purpose of the HR manager's disciplinary action is not just to help the employee understand that he really has problems fulfilling his job responsibilities, but also to explain that there is always a good opportunity to correct the situation and restore discipline. This, in turn, implies certain efforts by the HR manager, which must be made so that the employee can correct the problem that has arisen.

However, it is worth remembering that disciplining employees does not mean punishing them. First of all, the HR manager must understand the essence of the problem. Sometimes he can tell an employee the way to solve a problem. The disciplinary work of the HR manager is most successful when it helps the individual become an effective, successful employee of the organization. This leads to another rule - do not forget to praise the employee for successful work. You may only say two or three words, but this may be enough to make the employee spread his wings and want to achieve more.

In case of failure to comply with the methods adopted by the HR manager for restoring disciplinary behavior, the organization can legally, and in accordance with all regulatory documents, dismiss ineffective or unwilling employees.

Psychodiagnostic tests can help an HR manager understand the situation professional activity. They allow you to study a person’s professional interests using indirect questions, based on the use of special psychological tests, which allows you to become more familiar with the specifics of a person’s professional orientation and makes it possible to identify the degree of its expression.

It is no secret that for a certain type of work a preliminary diagnosis of volitional qualities is necessary. In order for an HR manager to be able to help an employee form a will, learn self-regulation and cultivate the necessary volitional qualities, it is necessary to first evaluate these qualities using such tests.

How to establish discipline

Below are some tips on how to discipline an employee.

Recommend that the employee comply with certain requirements regarding the performance of work and establish a common understanding of these requirements with him. For example, for you, having lunch not very long may mean half an hour, but for him - one and a half. Therefore, it is necessary to come to a common understanding of certain issues of the discipline.

If the employee does not change his behavior, verbally reprimand the employee for unprofessional performance of job duties. Remember that such reprimands are given to the employee in private. In no case should an HR manager publicly criticize an employee, otherwise this can only aggravate the situation. Would you be pleased if you were scolded like a child? Call the employee into your office and talk to him seriously, maintaining a confidential tone and expressing your willingness to help.

When an employee does not respond even to verbal reprimands, the HR manager should warn the employee in writing about the need to control his work discipline. A written warning always looks much more serious than a verbal one, so it should have more effect.

As a rule, such attention from the HR manager is appreciated by employees, and, most likely, they will meet you halfway. Do not forget that all this must be done not in a condescending manner, but in a friendly way, helping a colleague.

If you, as an HR manager, have taken all the above steps, but have not achieved any results, then all you can do is fire such a careless employee.

Every enterprise, organization or institution must have certain rules and norms of behavior. They help maintain the necessary order in the enterprise and ensure high efficiency of staff.

Labor discipline is a necessary condition for any collective work, regardless of the sector of the economy, the organizational and legal form of the organization and the socio-economic relations of the society in which it takes place. Without subordinating all participants in the labor process to a certain routine, without observing the labor discipline established in the organization, it is impossible to achieve the goal for which the joint labor process is organized.

The purpose of this course work is to develop measures that will support required level labor discipline and personnel responsibility. To achieve this goal, the following tasks were set:

a) define the concept of labor discipline;

b) consider the labor responsibilities of employees;

c) study the concept of disciplinary responsibility;

d) analyze the level of labor discipline and responsibility of employees using the example of a specific enterprise;

c) develop measures to improve the system of maintaining labor discipline.

The object of the course work is Orion LLC, whose main activity is trade and procurement activities.

When writing the course work, educational literature on management and personnel management, regulations, and enterprise documentation were used.

Labor discipline is the subject of study in various sciences. Thus, labor discipline is considered by psychologists, sociologists, labor economists, etc.

According to Russian labor law, labor discipline should be understood as a set of legal norms regulating internal labor regulations, establishing the labor responsibilities of workers and administration, determining incentive measures for success in work and responsibility for culpable failure to fulfill these duties.

From the definition it follows that in a subjective sense, labor discipline should be understood primarily as the responsibilities of the parties to the employment contract - the employer and the employee.

The objective content of labor discipline is a set of rules regulating the behavior of the employee and the employer.

Laws and other regulations of the state establish the responsibilities of the employer and the most important rules employee behavior. The state sets the limits of the power of employers in relation to employees, that is, it establishes a minimum level of guarantees for the latter. It can be increased in local regulations (collective agreement, etc.) and an individual employment contract.

The concept of “labor discipline” is quite broad. The legislation talks about labor discipline, labor, production, technological, service, financial and other discipline.

The term “labor discipline” is used in a broad and narrow sense. In the first case, labor discipline is synonymous with labor discipline and includes the responsibilities of the parties to the employment contract.

In the second case, in relation to an employee, labor discipline (labor discipline) has external and internal aspects.

The external aspect is the subordination of the employee to the internal work schedule. Often, submission to this order is also identified with labor discipline, that is we're talking about about labor discipline in the narrow sense of the word as a type of labor discipline.

The internal aspect of labor discipline is understood as a set of rules regulating the labor function of an employee, that is, the labor process itself. For those directly involved in production, we talk about production discipline and its component - technological discipline. For government employees this component is called service or performance discipline, for financial service employees - financial discipline, etc.

Technological discipline consists of following the rules in production. Violation of technological discipline by an employee is a production omission and provides grounds for bringing the culprit to disciplinary action, as well as full or partial deprivation of his bonus.

As for production discipline, it means order in production. In its content, production discipline includes labor discipline and goes beyond it. In addition to labor discipline, production includes ensuring the smooth and rhythmic operation of the enterprise, providing workers with raw materials, tools, materials, work without downtime, etc. Workers are responsible for observing not all production discipline, but only in part, which consists of fulfilling their labor responsibilities. The administration is responsible for ensuring production discipline in full.

Finally, labor discipline refers to the actual behavior of the employee and representatives of the employer (represented by the administration), that is, the level of their compliance with the rules governing the responsibilities of the parties to the employment agreement (contract) in the labor process.

Labor discipline is a necessary condition for any common work, any joint work. In turn, any joint work is a distinctive objective feature of labor relations; it presupposes and requires the organization of the labor process, coherence and discipline of its participants.

Labor discipline is an integral part of any legal relationship. Consolidation of labor discipline as an institution of law is determined by the need to: - maintain law and order in labor relations; - instilling in workers self-discipline, the natural need for conscientious creative performance of work duties; - creation at the enterprise of such working conditions under which the requirements of labor discipline would be placed above one’s own interests; - mobilization of the workforce to combat the emergence of mismanagement, bureaucracy and disregard for the interests of society and the state; - creating a normal moral and psychological climate in the workforce and in the relationship between employer and employee, based on respect for human labor, its honor and dignity. Labor discipline is influenced by the following factors: - working conditions; - level of organization of the production process; - material and living support for employees; - amount of remuneration;

Timely payment of labor, etc.

Labor discipline is a means and function of ensuring the most effective achievement of political, social, economic, technical and other goals of the production process.

According to Art. 193 of the Labor Code of the Russian Federation, all employees must obey the established labor regulations and perform their duties in accordance with legislative acts, as well as local documentation of enterprises. In accordance with the Labor Code of the Russian Federation, the employee is obliged:

Conscientiously fulfill his labor duties assigned to him by the employment contract;

Comply with the internal labor regulations of the organization;

Maintain labor discipline;

Comply with established labor standards;

Comply with labor protection and occupational safety requirements;

Treat the property of the employer and other employees with care;

Immediately inform the employer or immediate supervisor about the occurrence of a situation that poses a threat to the life and health of people, the safety of the employer’s property.

The duty to work conscientiously means that the worker must skillfully, with full use knowledge and experience, professional skill to perform his job function, systematically improve his skills, strive to make the greatest possible contribution to production, constantly take care of the interests of the enterprise with which he has an employment relationship.

The obligation to comply with the internal labor regulations of the organization contains the main meaning of labor relations - the employee’s subordination to the administrative and disciplinary authority of the employer.

Administrative and disciplinary power is a set of powers that the state vests with production managers in order to ensure their activities in managing the labor process. The function of administrative and disciplinary power at an enterprise is regulated and limited, in addition to the Labor Code, by internal labor regulations and other regulations. Administrative-disciplinary power in an enterprise has three aspects: it is normative power, administrative power and disciplinary power.

Compliance with labor discipline implies submission to legal norms regulating internal labor regulations, establishing the labor responsibilities of workers and administration, determining incentive measures for success in work and responsibility for culpable failure to fulfill these duties.

The obligation to comply with established labor standards is regulated by the regulations of the enterprise.

During their work, employees are required to strictly comply with norms, rules, and instructions aimed at ensuring safe and healthy working conditions. They must comply with safety requirements, industrial sanitation, occupational health and fire safety, use the issued protective clothing, special shoes and safety devices.

The duty to take care of the property of the employer and other employees means that every worker must take care of the integrity and safety of any property belonging to the enterprise with which he has an employment relationship. The obligation to take care of the employer’s property includes the employee’s duty to combat theft and waste of state and public property. Also, the general obligation to take care of the employer’s property is specified in a number of labor legislation norms. It should be noted that regardless of the imposition of a disciplinary sanction on the guilty person, the worker has an obligation to compensate for property damage caused to the enterprise or institution.

The obligation to immediately inform the employer or immediate supervisor about the occurrence of a situation that poses a threat to the life and health of people, or the safety of the employer’s property is contained in the Model Internal Labor Regulations. The employee is obliged to report other reasons that impede the production process and pose a threat to the life, health and property of personnel: accidents, work-related injuries, etc.

All responsibilities can be divided into two groups:

Responsibilities to ensure a specific job function;

Obligations to comply general rules behavior that ensures a normal work process.

The main legislative act regulating the responsibility of employees is the Labor Code of the Russian Federation. TO regulations organizations include:

Internal labor regulations;

Staffing table;

Work schedules (shifts);

Vacation schedules;

Health and safety regulations and instructions;

Collective agreements and agreements;

Charters and regulations on discipline (for certain categories of workers);

Other local regulations on labor issues.

Specific labor responsibilities of certain categories of employees are provided for by special charters, discipline regulations and job descriptions.

According to Art. 191 of the Labor Code of the Russian Federation, the employer has the right to reward employees for conscientious performance of labor duties.

Reward for conscientious work is understood as a form of recognition of the employee’s merits. Employees are encouraged for conscientious performance of work duties, increasing labor efficiency, improving the quality of labor results, other achievements in work, caring for entrusted property, long-term impeccable work, performance additional instructions and other cases of increased employee activity.

Incentives stimulate employee activity, who work more efficiently, and the organization receives greater profits.

Incentive measures, moral and material, are specified in Article 191 of the Labor Code of the Russian Federation. The list of incentive measures can be supplemented in the collective agreement, internal labor regulations and other local regulations governing relations in the field of labor discipline. Norms that are not specified in these legal acts or the application of which is violated have no legal significance.

According to Art. 191 of the Labor Code of the Russian Federation, the employer encourages employees who conscientiously perform their labor duties with such incentive measures as:

Declaration of gratitude;

Valuable gift;

Awarding with a certificate;

Nomination for the title of best in the profession.

Other types of employee incentives for work are determined by a collective agreement or internal labor regulations, as well as charters and discipline regulations.

For special labor services to the state and society, employees can be nominated for state awards.

The incentive must be formalized in writing by order of the employer and brought to the attention of the work team. The order specifies for what specific successes and undertakings the employee is rewarded. It is possible to combine several incentive measures at once.

The use of incentive measures is a right, not an obligation of the employer. Since the use of incentives for conscientious work is the prerogative of the employer, workers do not have the right to claim incentive measures or challenge incentive measures, considering them to be incorrect. Disputes regarding the application or non-application of incentives are not subject to consideration by labor dispute resolution bodies. Unlike previous legislation, the employer now has the right to apply incentives to the employee even during the period of disciplinary action.

Incentives for special labor merits that are carried out higher authorities state power and government controlled, are also listed in Art. 191 TK. Among these incentives, one can highlight state awards, which are the highest form of incentive. The right to award state awards belongs to the head of state - the President of the Russian Federation.

State awards and honorary titles are awarded by Decree of the President of the Russian Federation, which are published in the collection of legislation of the Russian Federation. In addition to state awards, the President of the Russian Federation also awards honorary titles to workers of science, culture, and specialists various industries National economy.

Currently, there are the following honorary titles: Honored Scientist of the Russian Federation, Honored School Teacher of the Russian Federation, Honored Mechanical Engineer of the Russian Federation, Honored Mechanical Engineer of the Russian Federation, Honored Technologist of the Russian Federation, Honored Metallurgist of the Russian Federation, Honored Economist of the Russian Federation, Honored Lawyer of the Russian Federation, People's Artist of the Russian Federation and so on.

In accordance with the Regulations “On specific state awards and honorary titles,” petitions for awards and honorary titles are initiated and discussed in the labor collectives of organizations, agreed upon with local executive authorities and sent to state authorities and public administration according to their affiliation.

Employees can be deprived of state awards and honorary titles only on the basis of the relevant Presidential Decree, upon the recommendation of the judicial authorities.

Thus, employee compliance with labor discipline is one of the most important factors for the successful operation of an enterprise. Compliance with labor discipline is implemented by the management of enterprises through legislative acts, as well as internal documents. For conscientious performance of labor duties, the employer has the right to reward employees with gratitude, a bonus, a valuable gift, a certificate, etc.

Disciplinary liability is established by labor legislation for a disciplinary offense, which is an unlawful violation of labor discipline by an employee. A violation of labor discipline is the failure or improper fulfillment by an employee of his labor duties (administration orders, internal labor regulations, job description etc.) The legislation does not establish a list of disciplinary offenses. In this case, the legislation gave the employer the right to decide what is a disciplinary offense and what is not. The power of the employer in this area is limited by the Resolution of the Plenum Supreme Court RF dated December 22, 1992 No. 16. For example, paragraph 24 of this resolution classifies the following as disciplinary offenses: - the absence of an employee from his workplace without a good reason for no more than three hours during the working day, as well as more than three (now four) hours if he is on the territory production; - refusal of an employee, without good reason, to comply with labor standards amended in the statutory order; - refusal or evasion without good reason from a medical examination of workers in certain professions and refusal to undergo special training during working hours and pass exams on safety precautions and operating rules, if this is a prerequisite for admission to work.. Labor legislation does not provide a list of gross violations , although they are required to apply dismissal on such grounds. These lists are in some special acts, for example, the Resolution on the discipline of railway transport workers provides an additional basis for dismissal - for the employee committing a gross violation of discipline, which created a threat to the safety of train traffic, life and movement of trains, or led to a violation of the safety of cargo, luggage and entrusted property .The list of these gross violations and specific liability for them was approved by the Ministry of Railways of the Russian Federation in agreement with the Central Committee of the Independent Trade Union of Railway Workers and Transport Builders of the Russian Federation. Disciplinary liability is the obligation of employees to undergo disciplinary action for a disciplinary offense. Disciplinary liability must be distinguished from others types of disciplinary measures applied to violators (oral reprimand, discussion at a meeting, deprivation of bonuses, and so on). Disciplinary liability is applied only in labor relations. According to labor legislation, there are two types of disciplinary liability - general and special. They differ according to the categories of employees to whom they apply, according to the acts regulating each type, and according to disciplinary measures. General disciplinary liability applies to all employees, including officials production administration. It is provided for in Art. 192-194 of the Labor Code of the Russian Federation and the internal labor regulations of this production. According to Art. 192 of the Labor Code, for committing a disciplinary offense, that is, failure or improper performance by an employee through his fault of the labor duties assigned to him, the employer has the right to apply the following disciplinary sanctions: - reprimand; - reprimand; - dismissal on appropriate grounds. The application of disciplinary sanctions not provided for by federal laws, charters and regulations on discipline is not allowed. Special disciplinary liability is established by special legislation (Federal Law of the Russian Federation “On Federal public service RF", charters and regulations on discipline) for certain categories of employees, which also provides for other disciplinary measures. For example, civil servants may be subject to this type of disciplinary action as a warning about incomplete official compliance. The procedure for applying disciplinary measures for special disciplinary liability In most statutes, the provisions are the same as for general disciplinary liability. For civil servants, judges, and prosecutors, laws provide for their own specific procedures for applying disciplinary sanctions (for example, a disciplinary investigation, which can last up to a year, etc.).

When imposing a disciplinary sanction, the severity of the offense committed and the circumstances under which it was committed must be taken into account.

Before applying a disciplinary sanction, the employer must request from the employee written explanation. If after two working days the employee does not provide the specified explanation, then a corresponding act is drawn up.

Failure by an employee to provide an explanation is not an obstacle to applying disciplinary action.

Disciplinary action is applied no later than one month from the date of discovery of the misconduct, not counting the time of illness of the employee, his stay on vacation, as well as the time required to take into account the opinion of the representative body of employees.

A disciplinary sanction cannot be applied later than six months from the date of commission of the offense, and based on the results of an audit, inspection of financial and economic activities or an audit - later than two years from the date of its commission. The specified time limits do not include the time of criminal proceedings.

For each disciplinary offense, only one disciplinary sanction can be applied.

The employer's order (instruction) to apply a disciplinary sanction is announced to the employee against signature within three working days from the date of its publication, not counting the time the employee is absent from work. If the employee refuses to familiarize himself with the specified order (instruction) against signature, then a corresponding act is drawn up.

A disciplinary sanction can be appealed by an employee to the state labor inspectorate and (or) bodies for the consideration of individual labor disputes.

Art. 194 of the Labor Code of the Russian Federation provides for the conditions for lifting a disciplinary sanction. If within a year from the date of application of the disciplinary sanction the employee is not subject to a new disciplinary sanction, then he is considered to have no disciplinary sanction.

The employer, before the expiration of a year from the date of application of the disciplinary sanction, has the right to remove it from the employee on his own initiative, at the request of the employee himself, at the request of his immediate supervisor or a representative body of employees.

Separately, the conditions for bringing to disciplinary liability the heads of the organization, structural divisions, and their deputies at the request of the representative body of employees are stipulated.

The employer is obliged to consider the application of the representative body of employees about the violation by the head of the organization, the head of the structural unit of the organization, their deputies of labor legislation and other acts containing labor law standards, conditions collective agreement, agreement and report the results of its consideration to the representative body of workers.

If the fact of violation is confirmed, the employer is obliged to apply disciplinary action to the head of the organization, the head of the structural unit of the organization, and their deputies, up to and including dismissal.

The organizational and legal form of Orion LLC is a limited liability company.

The founders of the Company are both individuals and legal entities. Legal address of the enterprise: Vladivostok, st. Svetlanskaya, 155.

The main activities of Orion LLC are:

Maintenance and repair of ship equipment;

Conducting comprehensive equipment inspections;

Wholesale of radio-electronic ship navigation, emergency and rescue equipment;

The company has seven employees. The staffing table of Orion LLC is shown in Table 1:

Table 1 – Staffing table of Orion LLC

The enterprise uses the following documents regulating labor discipline:

Staffing table;

Job descriptions of employees;

Vacation schedule.

Thus, the enterprise does not have internal rules, regulations and instructions on labor protection and safety, charters and regulations on discipline.

Orion LLC establishes the length of the working day and week, the time and duration of the lunch break, but these provisions are nowhere reflected in writing. Thus, the establishment of a working regime has no legal force and may cause violations of labor regulations.

The company also lacks occupational health and safety regulations. This is a serious violation of labor laws. In addition, this document is necessary for the enterprise, since one of the activities of Orion LLC is the maintenance and repair of ship equipment, and such work requires compliance with clear instructions.

Despite the absence of these documents, a high level of discipline and responsibility of employees can be noted at Orion LLC. Violations of labor regulations almost never occur at the enterprise. Employees take their job responsibilities responsibly, treat the property of the enterprise with care, and comply with labor protection and occupational safety requirements.

In rare cases, violations of working hours occur - being late, violating the length of the lunch break. In case of such violations, management uses disciplinary measures such as verbal reprimands and reprimands, which are not recorded anywhere in writing.

For compliance with labor discipline, the management of Orion LLC encourages employees by declaring gratitude or issuing a bonus. At the same time, it should be noted that the procedure for rewarding employees is not documented and all awards are made by decision General Director. The list of grounds for bonuses, as well as the amounts of bonuses, are not enshrined in the regulations of the enterprise, which means that personnel incentives are subjective and have no legal force.

Thus, labor discipline at Orion LLC is maintained mainly due to the high discipline and responsibility of the staff. Absence regulatory documents regulating internal regulations, instructions on occupational health and safety, provisions on bonuses may cause disciplinary offenses. At the same time, for committing disciplinary offenses management will not be able to impose penalties, since the rules of labor discipline are not enshrined in writing, and therefore have no legal force. Therefore, to maintain labor discipline and staff responsibility, certain measures must be taken.

Internal regulations are the main local document regulating labor discipline. The rules should indicate:

Labor functions of each employee;

Labor standard;

Working hours;

Compliance with safety regulations, technological conditions and careful attitude towards the property of the enterprise.

Penalty measures for violations of labor discipline.

The development and implementation of internal regulations will allow employees to understand responsibility for violations of labor discipline. Moreover, in accordance with labor legislation, the presence of this document is mandatory for every enterprise. The employer is obliged to post the rules in a place accessible to employees, and also familiarize them with each employee upon signature.

It is also necessary to develop occupational health and safety instructions for engineers. These employees perform complex work on repair, inspection, and installation of ship equipment, so extreme care must be taken during the work process. The implementation of the instructions will to some extent reduce the risk of injuries and accidents when performing work.

In addition to the above measures, it is advisable to document the rules for rewarding and punishing employees. Rewarding is a powerful incentive to improve employee performance, and the transparency of the bonus system will avoid subjectivity on the part of management and staff dissatisfaction with the results of the award.

Labor discipline is a set of legal norms regulating internal labor regulations, establishing the labor responsibilities of workers and administration, determining incentive measures for success in work and responsibility for culpable failure to fulfill these duties.

Compliance by employees with labor discipline is one of the most important factors for the successful operation of an enterprise. Compliance with labor discipline is implemented by the management of enterprises through legislative acts, as well as internal documents. For conscientious performance of labor duties, the employer has the right to reward employees with gratitude, a bonus, a valuable gift, a certificate, etc.

Thus, disciplinary liability extends to employees who have committed an unlawful violation of labor discipline. For committing disciplinary offenses, the employer has the right to make a reprimand, reprimand, or dismiss on appropriate grounds.

An analysis of the system for maintaining labor discipline and responsibility at Orion LLC allowed us to identify a number of shortcomings and violations. As measures aimed at increasing labor discipline, it seems appropriate:

Develop internal rules;

Implement occupational health and safety instructions;

Put in writing the rules for rewarding and disciplining employees.

The implementation of the proposed measures will eliminate existing violations of labor legislation and increase labor discipline and responsibility of employees, which will ultimately lead to increased efficiency of Orion LLC.

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