Target - maximum use human potential by creating an optimal environment.

The theoretical basis is Elton Mayo's human relations theory and post-bureaucratic organization theory.

The management paradigm is organizational-social “a person is a non-renewable organizational resource, an element of social organization.”

The role of a person in the management system is an organization resource. The place of a person in the management system is an element of social organization.

Requirements for “employee quality” are professional, qualification and personal qualities corresponding to the position, and compliance with the psychological climate and corporate culture of the organization.

The main task of management: Selection of employees with professional and personal qualities corresponding to the position and corporate culture of the organization. Personnel training, deepening both specialization and universalization.

Effectiveness conditions: Increase...
attention to “ecology” within and interorganizational interactions.

Special Difficulties: Responsibility may shift to external reasons instead of changing course.

Scope of application: Medium and large enterprises high-tech industries in a competitive environment.

Thus, management extends to both formal (execution job responsibilities), and informal (social relations within the organization, physical and psychological condition workers, etc.) organization.

Human management concept.

The goal is to create conditions for human self-realization.

The theoretical basis is the philosophy of Japanese management.

The management paradigm is humanistic “not a person for the organization, but an organization for the person.”

The role of a person in the management system is the main subject of the organization.

A person’s place in the management system is a member of the organizational system.

There are no requirements for the “quality” of an employee; intraorganizational relations depend on the desires and abilities of employees.

The main task of management: Adaptation of the development of the organization's culture.

Conditions for effectiveness: Understanding that effective organizational development is not only a change in structures, technologies, skills, but also a change in values.

There are no particular difficulties.

Scope of application: Small business, art.

Thus, the main content of management is self-government, stimulation efficient work carried out by improving the quality of working life.

Focus on people and their working conditions

The basis for the successful activities of entrepreneurs standing at the origins economic development of one’s country, organization, there was and remains the idea of ​​service, thanks to the development of business (business) and the increase in property, economic growth, and, as a consequence, spiritual development and progress in general.

In turn, entrepreneurs themselves are the “engines” of the country’s wealth, requiring management and support systems. The needs of large businesses throughout almost the entire 20th century. determined the development of the science of managing people in an organization, which became known as management.

The core of management, its fundamental idea and main purpose (but not goal) in the 21st century. became personnel management, as well as the organization’s personnel itself and, above all, management personnel. At the same time, management as a general theory of managing an organization and people in this organization has served as the basis for the development of many scientific disciplines, for example, financial, production, and innovation management. Among them, personnel management occupies a special place, since personnel management is inherent in any organization - both financial and industrial. There is no management outside of the staff.

Due to the priority of the person himself, the importance of personnel management has increased. The fact that a way out of the systemic crisis is possible only on the basis of economic growth, and therefore the development of entrepreneurship, would seem to imply a primary focus on solving economic problems. But business lessons teach focus not on tasks, but on people.

Success comes from the individual and is his priority. Such a course of each organization strengthens the economy of the entire country. It means moving away from directive planning, compulsory measures of personnel regulation, emancipation of individual labor activity and the development of entrepreneurship. These are the basics of economic growth.

Back in the 30s. XX century management theory justified the technocratic limitations of Taylorism and those approaches to economic growth that were based on the development of technology, industrialization and the priority of production tasks, rather than the development of entrepreneurship. In the 1990s. In successful companies there has been a move away from rigid, forced rhythms of work, which has led to the abandonment of conveyors. For example, at Ford, conveyors operate only where labor cannot be automated.

Focusing on people means transferring them to the category of economic factors in the development of the organization. Of particular importance for enterprises of the post-totalitarian period are the working conditions of personnel. With centralized planning, the administrative system of the enterprise did not show economic interest in improving working conditions; on the contrary, it was easier and more profitable to approve lists of employees in the ministry and trade unions and receive additional wage funds than to equip production with safe technologies. The state paid expenses in connection with early retirement and occupational diseases. The disability of employees was not taken into account in any way when assessing the quality of work of managers, and yet it is one of the most general indicators of success in personnel management. On a national scale, an analogue of this indicator is the average life expectancy of citizens. It is this that serves as the most convincing indicator of the economic success of the state. Managing an organization's personnel without focusing on this indicator turned out to be ineffective.

The transition to market relations is accompanied by unemployment and in connection with this situation, when workers are forced to accept harmful working conditions in order not to lose their jobs. Meanwhile, modern business practice has developed new approaches to the problems of working conditions. Enterprises in the process of economic transformation will have to pay compensation costs themselves harmful conditions labor of their employees, and therefore they will be forced to compare them with the costs of implementation modern technologies and organization of work to improve labor. That is why the sociology of labor and the psychophysiology of labor processes have become the methodological foundations of personnel management. Personnel management as a science has adopted achievements from such areas of knowledge as development labor resources, conflict management, leadership, personality psychology, organization of work, especially the work of a specialist. The relationship between personnel management and these disciplines is carried out on the basis of the general theory of management, its principles and methods.

Personnel management as a scientific discipline

Personnel management (personnel management) proposes coordinated actions of all employees and performs functions inherent in the personnel potential of the entire organization. Subject scientific research are labor relations and human behavior in the organization. Such studies are carried out at the level:

— management processes in which a person is directly involved;

— organizations (enterprises) as systems for achieving certain goals with the help of people and their actions;

- the person himself as an individual and an obligatory participant in industrial relations.

The radical economic transformations taking place in Russia, dynamic innovation processes in all areas of economic and production activities, as well as the intensification of market competition and the globalization of the economy, arouse deep interest in domestic science and management practice in the world experience of activating the human factor to achieve the efficiency and competitiveness of organizations.

After the economic crisis of the 1970s. at US enterprises, Western Europe and Japan, the contradiction between the bureaucratic management system and the acceleration of scientific and technological progress has intensified. During this period, the revision of the basic principles of traditional technocratic management, which in the 1980s. ended with the formation of a scientific concept of human resource management, which enriched management practice with progressive methods and technologies for managing people in a complex innovative environment. Flexible forms of use have become priorities work force, continuous improvement of the quality of human resources, new approaches to organizing and stimulating work, addressing cultural and ethical factors of productivity and quality of working life.

In general, trends in human resource management are global in nature and reflect the search for leading companies to create highly effective systems for realizing creative and productive potential. The fundamental theoretical position of the new concept is the recognition of the economic utility and social value of human resources, the development and development of which requires investment like other types of economic resources. This is not terminological, but fundamental difference human resource management concepts from human resource management concepts.

In the past century, in the theory and practice of management, there has been a change in the concepts of personnel management, due to changes in the economic, social, and technical development of society. In the evolutionary path of development of management thought, one can distinguish the stage of technocratic management, which was characterized by the introduction of rational personnel management procedures, strengthening of external control, and the introduction of an equal wage system. Specific tools for implementing technocratic management were proposed by the school scientific management, the founder of which is F. Taylor. The Taylorist concept believed that labor is primarily individual activity, and therefore the impact of the collective on the worker is destructive and makes the worker’s work less productive. The worker was not required to have either high qualifications or show initiative or creativity in the workplace. Workers were seen as a means to achieve organizational goals, like machines, equipment, and raw materials. Therefore, at this stage, a personnel management system is formed, in which, instead of a person as an individual, only his function is considered - labor, measured through the expenditure of working time. Personnel services performed mainly accounting, control and administrative functions.

Since 1950-60, when technocratic approach in management is losing its position, the concept of personnel management is being replaced by a new concept of personnel management. Implementation new technology and technology have required a radical restructuring of the organization and management of labor: the mechanism is becoming more complex work motivation with its reorientation towards creativity, advanced training; a system of continuous vocational education; social partnership is developing, the role of organizational culture is increasing; Employment principles are being revised with an emphasis on flexible and individual forms of work. In these conditions, the personnel management system covers a wide range of management problems: selection and professional adaptation of new employees, development of social programs, involvement of employees in enterprise management, development of a system for stimulating productive and creative work. In this concept, a person is considered not just as a performer of a labor function, but as an element of the organization, a subject of labor relations.

Let's consider the main types of management that are widespread in companies developed countries, which reflect the fundamental principles of the modern concept of human resource management.

Management by results. This is a management system with the task of results in a decentralized management organization (corporate profit centers). Tasks are delegated to working groups and the achievement of specific results is determined. Such a system has various stages of setting results, stages of measuring results and stages of monitoring results. Tasks delegated from the center are controlled based on their comparison with the results obtained.

Results-based management is a system of not only management, but also the thinking and behavior of organizational members. The authors of this concept, T. Santalainen, E. Voutilainen, P. Porenne and J. Nissinen, believe that the key to the success of corporate strategies is the desire of employees to achieve certain results. Therefore, target management places the main emphasis on motivating human resources, ensuring cooperation between all members labor collective, employee development, constant labor enrichment.

Thus, results-based management can be defined as a process aimed at achieving goals and results, in which:

• · through the planning process, the aspirations of the organization and its members (in other words, performance requirements and expected results) are determined at different time intervals;
• · persistent implementation of plans is supported by conscious daily management of affairs, people and environment;
• · results are evaluated to make decisions leading to follow-up activities

Management through motivation. This model is based on the study of the needs, interests, moods, personal goals of employees, as well as the possibility of integrating motivation with the production requirements and goals of the enterprise. Personnel policy under this model is focused on the development of human resources, strengthening the moral and psychological climate, and the implementation of social programs.

In the book “The Concept of Management,” E. M. Korotkov defines motivational management as “a type of management that gives priority to the motivation of business behavior, activity, and relationships over administration and strict control,” that is, to create conditions for interest in the final results.

Motivational management is the construction of a management system based on motivation priorities, based on the choice of an effective motivational model.

As is known, various motivational models have been developed in management science, which have found wide practical use in successful companies in developed countries. Among them, the most traditional are:

• · a rational motivational model based on the use of material incentives, that is, through rewards or penalties based on work results;
• · motivational model of self-realization, the essence of which is to activate a person’s internal motives, opportunities for self-expression, creativity in work, recognition of merit, expansion of independence and responsibility, career prospects and professional growth;
• · motivational model of involvement (participation) through the development of cooperation, partnership, participation in management, ownership, delegation of powers.

Framework management. This model assumes that employees can make their own decisions within predetermined boundaries (framework). The framework can be set by the importance of the process, its unpredictability, and norms that cannot be violated. Framework management technology involves the following sequence of actions: defining a task, receiving it from an employee, creating an appropriate information system, defining the boundaries of independence and methods of manager intervention.

Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, promotes increased job satisfaction and develops a corporate leadership style.

A more advanced human resource management system is management through delegation, in which employees are given the competence and responsibility to independently make decisions and implement them.

Management based on delegation. Delegation of powers has long been used in management, implying the transfer to a subordinate of functions assigned directly to his manager, that is, it is the transfer of tasks to more low level. Management based on delegation of authority and responsibility is fundamentally different from the above. This management model is often called the Bad Harzburg model (founded by Professor R. Hen, who worked in the German city of Bad Harzburg), the essence of which is to combine three actions:

• · clear statement of the problem
• · clear definition of the decision-making framework
• · clear delineation of responsibility for actions and results.

By design, this model is aimed at changing employee behavior through “leadership in unity with employees.” The development of this model was dictated by the conviction that the traditional authoritarian style of management no longer corresponds to a democratic social order, in particular to the requirements and abilities of the modern highly skilled and independent-thinking worker. The Harzburg model was designed to activate the untapped potential of employees and transform ordinary performers into thinking and acting as entrepreneurs. The Harzburg model is based on following principles:

• · production decisions must be made at those levels at which the need for them arises and where they are implemented;
• · production decisions should not be made by individual top or middle managers in the official hierarchy, but by many employees;
• · instead of individual orders Each employee should be provided with a clearly defined field of activity within which he can independently make decisions,
• Responsibility should not be concentrated only with senior management, it should often be delegated to departments and employees who deal with these problems;
• · the distribution of tasks should not follow from top to bottom, but from bottom to top according to the principle of transfer to highest level only those decisions that cannot be competently made at the lower level;
• · the principles of relationships between managers and employees must be clearly defined and formalized in a special document on the management of the enterprise. Following these principles is mandatory for everyone.

The main advantage of the Harzburg model of human resource management is the development of employee initiative, independence and work motivation, which generally increases the efficiency of the organization and its competitive advantages.

Participatory management. This model is based on the premise that if an employee takes part in the affairs of the company, is involved in management and receives satisfaction from this, then he works more interestedly and productively. Participatory management can be implemented based on the following premises:

• · employees receive the right to independently make decisions regarding the planning of their work activities, the rhythm of work, technology for solving problems, etc.;
• · management involves employees in preparing and making decisions on the use of resources, form of remuneration, work schedule, etc.; -workers are given the right to control product quality and establish responsibility for the final result;
• employees take part in innovative, entrepreneurial activity With various forms rewards.

From the point of view of the methodology of human resource management, employees are transformed from an object of management into a subject of management, which independently solves the problems of the organization's development. On the basis of self-management, an employee can realize his needs for self-expression, recognition and participation, and the enterprise achieves high labor productivity and product quality.

Entrepreneurial management. At the heart of entrepreneurial management is the concept of intrapreneurship, which gets its name from two words: “entrepreneurship” - entrepreneurship and “intra” - internal. The essence of this concept is the development of entrepreneurial activity within an organization, which can be represented as a community of entrepreneurs, innovators and creators.

The main thing that distinguishes an entrepreneurial organization is the formation of an entrepreneurial philosophy that permeates the entire management system, including the human resource management system. The spirit of creativity, constant search for new opportunities, collective self-learning, partnership and trust encourages employees to self-realization, innovation and cooperation within their own organization. A feature of intrapreneurship is its focus on a democratic, rather than a coercive, management mechanism, and on the integration of entrepreneurial initiatives with corporate strategy plans.

IN modern science and management practice, as evidenced by the above analysis, there is a constant process of improvement, renewal and search for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource business organizations. The choice of a particular management model is influenced by the type of business, corporate strategy and culture, and organizational environment. A model that functions successfully in one organization may be completely ineffective for another, since it was not possible to integrate it into the organizational management system. With all the diversity of approaches to managing people in an organization that exist in the world, the differences in the means and methods of their practical implementation, we can formulate the fundamental principle of the modern concept of human resource management: the main thing is the recognition of human resources as a decisive factor in the efficiency and competitiveness of the organization, as its key resource, which has economic utility and social value.

In the 70-80s of the twentieth century, the economies of developed countries were affected by structural changes under the influence of scientific and technical progress, and a new concept appeared - “ human capital».

Human capital– capital embodied in people in the form of their education, qualifications, knowledge, experience.

Personnel costs are capital investments, investments in human capital. Human capital theory examines the relationship between investments in human factor and the income that is received from these investments.

Since the mid-80s, the term “human resources” has been used to express a new view of the role of humans in modern production.

Human resources(CR) – professional knowledge, skills and abilities of employees, the effective formation, use and development of which provides the organization with economic success and competitive advantages.

All resources economic system have both general and specific properties.

General properties resources:

1. almost all resources are rare or available in limited quantities (except information);

2. everything economic resources are components of utility and cost of products;

3. Almost all resources are worn out and require funds for “repair” and renewal.

Specific properties CR:

1. personal specificity of the Czech Republic - people are endowed with intelligence, and their participation in production is not mechanical, but emotional, conscious, meaningful;

2. the productivity of a person’s creative and entrepreneurial abilities has no visible limits;

3. in the conditions of scientific and technical progress, human resources are subject to “obsolescence”, but people, due to personal motivation, constantly and consciously strive for improvement, advanced training, updating knowledge and professional skills;

4. abilities, qualifications and knowledge are distributed unevenly between people, so constant training, retraining, and advanced training are required;

5. an employee as an individual acts in accordance not only with his internal inclinations and decisions, but also with the external environment, therefore managing employee motivation is a key task of modern management;

6. work life modern man lasts 30-50 years, and therefore the reproduction of human resources can be long-term;

7. It is human resources that set in motion and organize the interaction of all other resources of the system.

Rice. 1.1 – Triad of production resources

Over the past decades, in the triad of production resources “human resources - material resources - financial resources”, the strategic importance of each of them has changed (Fig. 1.1). IN modern conditions accelerating the pace of scientific and technical progress and intellectualizing business, the main source of labor productivity and prosperity of the organization is human resources.

Human Resource Management(HRM) is a strategic and holistic approach to managing an organization's most valuable assets, namely the people who contribute to achieving the firm's goals.

Principles of the HRM concept:

1. people are a decisive factor in the efficiency and competitiveness of an organization, the main source of added value;

2. orientation towards a strategic approach to HRM;

3. recognition economic feasibility investments in the formation and development of human resources;

4. social partnership and democratization of governance;

5. enrichment of work and improvement of the quality of working life;

6. continuous training and development of human resources;

7. professionalization of human resource management.

Basic elements of the HRM concept:

1. integration of personnel and organizational strategies,

2. forming commitment among employees to the mission and values ​​of the company,

3. investments in human resource development.

Long years The focus of strategic management was production, finance, marketing, and innovation. At the same time, personnel planning was carried out, as a rule, for the medium and short-term periods based on extrapolation, i.e. transferring the existing situation in the organization to a future (planned) period. This method is suitable in a stable external environment for business development, but in Russian conditions of uncertainty and risk, the search and implementation of new models and concepts is required that would help domestic managers effectively manage in the complex elements of the market.

Recognizing human resources as key resources involves taking a strategic approach to their management.

Human Resource Management Strategy– a master plan of action to achieve the strategic goals of the organization through the effective formation, development and development of human resources, taking into account changing conditions external environment.

Personnel strategy is considered as a functional strategy that must be integrated into the corporate strategy, providing human resources for the implementation of innovation, production, marketing, and financial strategies (Fig. 2.1).

IN last years along with the concept " HR strategy"the concept is widespread" personnel policy».

Personnel policy– a set of activities that are implemented in the field of labor relations to achieve the set organizational goals in accordance with the requirements of the current labor legislation and the vision of management.

It includes a system of rules and norms that determine the relationships between people and organizations.

Rice. 1.2 – Model of strategic management of an organization

IN large companies personnel policy is formalized in the form corporate statement document(Personnel Regulations), which establishes the principles of labor relations, methods of organizing work in the company, the basic rights and obligations of the company and its personnel.

Staff Regulations (personnel policy ) is a policy document that formulates the social and labor ideology of the organization in relation to its personnel.

Structure of the Staff Regulations:

1. General Provisions.

2. Basic principles of relations between staff and the company.

3. The procedure for registration and termination of employment relationships.

4. Rights and responsibilities of personnel.

5. Rights and obligations of the company.

6. Work time and rest time.

7. Improvement of personnel qualifications.

8. Social package.

9. Incentives and penalties.

10. Final provisions(indicates the mandatory implementation of the Regulations and the procedure for considering labor disputes).

Detailed mechanisms for the implementation of this document are prescribed in separate provisions, such as the Code of Business Ethics, Internal Regulations, Regulations on Personnel Incentives, Regulations on Personnel Certification, etc.

In medium and small companies, personnel policy or in general informal, or poorly formalized: only certain aspects are specified in the organization’s corporate documents personnel work(for example, Internal Regulations, Regulations on Remuneration, etc.).

Personnel policy is closely interconnected with corporate strategy and organizational culture, carries subjective nature, reflecting the priority of management’s personal ideas about how they treat their employees. Personnel policy is an activity to implement common goals in the field of human resources, based on the corporate value system.

Unlike personnel policy HR strategy based on objective analysis internal and external environment of the organization to achieve competitive advantages in a complex market environment.

Main reasons for non-implementation HR strategy in the organization:

1) inconsistency of the goals of the corporate strategy with the goals of the human resource development strategy - leads to a “separation” of the goals of the latter from the goals of technological, marketing, and financial strategies;

2) the contrast between quantitative and qualitative approaches - managers consider strategic planning development of human resources as a kind of mathematical technique for determining personnel needs, but in modern conditions an integrated approach to planning based on the integration of the economic and social goals of the organization is important;

3) bias in assessing the organization’s external environment and superficial analysis of internal potential - leads to the setting of unrealistic goals, the achievement of which is not supported by financial and material resources;

4) professional incompetence of managers personnel services– complicates the process of development, implementation and control of strategic plans in the field of human resource management;

5) lack of involvement of employees in strategic planning – weak Feedback in the process of monitoring and achieving long-term goals and objectives.

The participation of people in social production has been and can be viewed from various points of view. Let's look at some modern concepts personnel management.

L.I. Evenko believes that there has been a change in four concepts of the role of personnel in production:

1. The concept of labor resources use. Time: late 19th century – mid 20th century. The bottom line: instead of a person in production, only his function was considered - labor, measured by the cost of working time and wages. In the West, this concept was reflected in Marxist and Taylorist theories, in the USSR - in the exploitation of labor by the state.

2. The concept of personnel management. Time: from the 30s of the 20th century. It is based on the theory of bureaucratic organizations, when a person was considered through the formal role he occupied - a position and was depersonalized, and management was carried out through administrative mechanisms (principles, methods, powers, functions).

3. The concept of human resource management. Time: approximately from the 70s. The essence: a person began to be considered not as an element of structure (position), but as a kind of non-renewable resource - an element of social organization in the unity of three main components (labor function, social relations, state of the employee). In Russian practice, this concept flourished in the mid-80s during the years of “perestroika” and was called “activation of the human factor.”

4. The concept of human being management. In accordance with this concept, a person is no longer only a special object of management, but also a subject of management, which can no longer be considered as a “resource”. Based on the desires and abilities of a person, the strategy and structure of the organization should be built. The founders of the concept are the Japanese K. Matsushita and A. Morita.

English professor S. Lees, from the standpoint of the theory of human relations, identified seven strategic directions in working with personnel.

1. Decline specific gravity wages in the cost of production and compensation of workers.

Due to high wages for workers in the USA and Europe, the products of many Western firms have become uncompetitive. As a way out, it is proposed to divide the personnel into two groups: highly qualified permanent workers with social guarantees and high wages “core”; low-skilled seasonal workers without social guarantees and low wages (“periphery”).

2. Employees are a resource that needs to be maximized.

It is believed that the only source of long-term advantage in the market is knowing the abilities of your employees and maximizing their ingenuity, motivation and human relationships, rather than “copying” the experience of the best companies. (example: IBM, Hewlett-Packard).

3. Inextricable connection between enterprise strategy and personnel management strategy.

Depending on the type of company, it can apply a centralized strategy from a single center (Chandler’s cascade model) and a decentralized strategy, when independent divisions of a large company conduct flexible marketing in the market (Porter and Fombrook models).

4. Development of organizational culture: common goals, collective values, charismatic leaders, strong market positions, control of employees through social means

In this case, the goal is to achieve “extraordinary results through the activities of ordinary people.” It is believed that a high internal organizational culture for some companies is the key to success.

5. “Japaneseization” of personnel management methods, which became widespread after the success of the largest Japanese companies.

It is achieved by minimizing the number of management levels, high organizational culture, flexible forms of labor organization, high product quality, workers’ devotion to the company, etc.

6. Human resource management is a strategic function.

This direction involves developing a personnel strategy, recruiting personnel based on the philosophy of the company, rewards taking into account the quality of individual performance, minimizing labor disputes and creating harmony in the workplace, encouraging collective efforts aimed at the survival of the company

7. The use of models of managerial choice in working with personnel, taking into account four main aspects: the influence of the employee and ways of influencing him; procedure for employee movement in the company; reward systems; organization of the workplace.

The model successfully solves the problem of choosing a policy to maximize a person's contribution to the success of the company.

The proposed areas of work with personnel concentrate the experience of successful companies and modern management concepts in the West.

Our conditions are somewhat different. G.M. Ozerov, a well-known specialist in the field of personnel management, believes that personnel management in Russia should be based on the following principles:

1. People are the basis of corporate culture.

Successful businesses pay great attention to their staff; when people are put at the forefront of change, they become the driving force for change.

2. Management for everyone.

Management should be carried out at three levels: top management, middle management (“team”) and lower management (“employees”).

3. Efficiency as a criterion for the success of an organization.

Consists of achieving goals with optimal use of resources and maximizing profits.

4. Relationships as a criterion for the success of an organization.

Emerging problems from the “world of psychology” (psychological relationships, communications, values, motives) should be prioritized over problems from the “world of facts” (technique, technology, organization)

5. Quality as a criterion of effectiveness.

It is necessary to work with five interrelated quality subsystems: personal, team quality, product quality, service quality, organizational quality.

6. Teams as a criterion for the success of an organization.

Everyone working in the organization is an employee. They are all members of a social group (team). All teams and individuals within a team contribute to both the success and failure of the organization.

7. Training is the key to development and change and an integral part of the vital process of moving an organization forward.

By analyzing the concepts outlined above, we can generalize approaches to personnel management. Many publications note two poles of the role of man in social production:

· man as a resource of the production system (labor, human, human) – important element production and management process;

· a person as an individual with needs, motives, and values ​​is the main subject of management.

Another part of the researchers considers personnel from the perspective of subsystem theory, in which employees act as the most important subsystem. Two groups of systems can be most clearly distinguished:

· economic, in which the problems of production, exchange, distribution and consumption of material goods prevail, and based on this, personnel are considered as a labor resource or an organization of people (team);

· social, in which issues of relationships between people, social groups, spiritual values ​​and aspects of comprehensive personal development prevail, and personnel are considered as the main system consisting of unique individuals.

Human Resources for Managers: tutorial Spivak Vladimir Alexandrovich

Human Resource Management Concept

In contrast to the term “personnel management,” the term “human resource management” means the perception of personnel as a resource, one of the factors in achieving organizational results. It also implies the creation and maintenance of a formal system in the organization that allows the efficient and economical use of human potential to achieve corporate goals. This includes activities such as attracting, developing and retaining an effective workforce. Thus, human resource management (HRM)– a set of activities aimed at attracting, developing and retaining an effective workforce in the organization 17.

Let us compare the concepts of “personnel management” and “human resource management” (Table 2.3).

Table 2.3

Comparison of parameters of the “Personnel Management” and “Human Resource Management” paradigms

Fully recognizing the fairness of expanding the range of interests of the science and practice of personnel management due to the above factors, we still consider it necessary to note that the term "human resources» is inadequate to the essence of the object-subject of management and forms a technocratic approach to people in the organization. Indeed, the resource approach to personnel is based on the concept of “resources,” which translated from French means “auxiliary means.” Resources include cash(capital), material assets, reserves, opportunities, sources of funds and income. Classifying people as resources transfers them from the “subject” category to the “object” category, belittling the importance of such the most important characteristics as activity, creativity, development, initiative. The perception of employees by management is limited to one of many resources, calls into question the advisability of taking into account personal characteristics, an individual approach and the need for research, development and full application potential.

The use of the term “personnel” as the plural of the word “person” (lat. persona– personality), instead of the terms “personnel”, “staffing units”, “resources”, “human factor” reflects the perception of people at work as individuals, a tendency to move away from the resource-based, consumer approach to employees towards a humanistic approach, to the perception of personnel as the main asset of the enterprise due to the uniqueness of its active nature (of all factors of production, it is the only one - active) and other properties and limitless potential.

51. Changing the place of human resource management in the organization Management function in Lately acquires everything higher value, since the effectiveness of an organization and its competitive advantages depend on the efficiency of using its main resource

1. Changing the place of human resource management in an organization Human resource management is a specific management function. Recently, this function has become increasingly important, since the efficiency of the organization, its