KIBANOV ARDALION YAKOVLEVICH
Doctor of Economics, Professor, Head of the Department of Human Resources Management of the State University of Management, Honored Worker of Science of the Russian Federation
Kibanov Ardalyon Yakovlevich Born on June 10, 1939 in the town of Usolye, Perm Region. In 1957-1958. - Mechanic Berezniki nitrogen-fertilizer plant in the Perm region. 1958-1961 - service in the ranks of the Soviet Army. 1961-1966 - student of the Moscow Engineering - Economic Institute. S. Ordzhonikidze. 1966-1968 economics engineer scientific organization production, labor and management of the Saratov plant "Generator". 1968-1971 - post-graduate student of the Moscow Engineering and Economic Institute named after. S. Ordzhonikidze. 1971-1990 - assistant, associate professor, dean of the special faculty of retraining, dean of the school of production management of the State Academy of Management. S. Ordzhonikidze.
The first years after graduation from the institute (1966-1975) A.Ya. Kibanov was engaged production activities and conducted scientific research in the field of improving the efficiency of production management systems. This activity allowed him to prepare and defend his Ph.D. thesis (1972), publish a number of scientific articles, brochures and monographs.
In 1975-1990. AND I. Kibanov carried out a number of scientific studies in the field of organizational and economic problems of the formation of enterprise management systems and its personnel using functional cost analysis (FCA). To work in this direction, a special scientific group was first created, and then a research laboratory at the Department of Personnel Management, in which, under the leadership of A.Ya. Kibanov conducted 15 research projects, the results of which were implemented at enterprises in various industries. He was the first in Russia to apply functional cost analysis to enterprise and personnel management systems. Developed guidelines and implemented projects of control systems for a number of enterprises in the engineering industries using the FSA. The results of the study were presented at the All-Union Competition. ON THE. Voznesensky "On best job on improving the management system of enterprises and associations” in 1988 and were awarded two diplomas: for the first and second place.
The results of the research are summarized in the doctoral dissertation "Organizational and economic problems of forming a management system for a machine-building enterprise: analysis, design and evaluation", a number of scientific articles, brochures, reports, textbooks, manuals and monographs.
From 1990 to 2105 A.Ya. Kibanov - head of the department, at the same time (1991-1996) - dean of the faculty of master's training of the State University of Management.
Department of Personnel Management of the State University of Management, which was founded and headed by A.Ya. Kibanov was the first in Russia to start training specialists in the field of personnel management.
Since the 90s, the main scientific interests of A.Ya. Kibanov focused on theoretical, methodological and practical problems of personnel management in organizations in market conditions.
Kibanov A.Ya. - a major specialist in the field of management of the organization and its personnel. In numerous works, he developed the concept and philosophy of personnel management in Russian conditions, deeply and comprehensively substantiated the organizational - economic principles and patterns of formation of the personnel management system and personnel policy. Developed and implemented the methodology of functional cost analysis in the field of personnel management. In the works of Kibanov A.Ya. the foundations of the formation of a personnel management system, personnel policy and personnel management strategy are outlined, the technology of personnel management of an organization is disclosed, including: requirements for candidates to fill a vacant position, their business and personal assessment, career guidance and adaptation, career and service professional management promotion of personnel, training, behavior of personnel and evaluation of the effectiveness and efficiency of its activities.
A holistic view of the organization's personnel management based on a complex of interrelated categories and concepts was finally formed in the first encyclopedia in Russia (Personnel Management: Encyclopedia / Edited by Prof. A.Ya. Kibanov. - M .: INFRA-M, 2009. - 554 p. .), containing an interpretation of about 3,500 terms and phrases covering almost all problems and issues of personnel management.
For the period 1990 - 2014. under the guidance and with the participation of Kibanov A.Ya. software packages developed academic disciplines specialization "Personnel Management", specialty "Personnel Management", direction "Personnel Management". The team of the department headed by him is the developer of the State Educational Standards for Higher vocational education all three generations in the field of personnel management: 1st generation - the State educational standard for training in the specialization "Personnel Management" within the framework of the specialty "Economics and Production Management", and later - the specialty "Organization Management" (1992–1999); 2nd generation - State educational standard for training in the specialty "Personnel Management" (2000–2016); 3rd generation - Federal State Educational Standards of Higher Professional Education in the direction of training "Personnel Management" for undergraduate and graduate programs (starting from 2011).
The works of Kibanov A.Ya. in the field of personnel management are widely known. AND I. Kibanov is the author of 365 scientific and educational works with a total volume of over 1200 printed sheets, including: 19 monographs, 50 textbooks and teaching aids (of which 7 textbooks and 4 study guides with the stamp of the Ministry of Education and Science of the Russian Federation), over 250 scientific articles. Kibanov A.Ya. is the winner of the competition for the best scientific book 2006, held by the Fund for the Development of Domestic Education.
Under the leadership of A.Ya. Kibanova defended over 40 candidate and doctoral dissertations.
Under the educational and methodological guidance of Kibanov A.Ya. the activity of the section "Personnel Management" of the Educational and Methodological Association for Education in the Field of Management was carried out. The section unites more than 150 Russian universities that train students in the specialty and direction of "Personnel Management".
Kibanov A.Ya. he was the chairman of the dissertation council for the defense of dissertations for the degree of candidate and doctor of science, a member of two dissertation councils, a member of the organizing committee of a number of all-Russian and international scientific conferences.
AND I. Kibanov was a member of the Academic Council of the Institute of Management and Entrepreneurship in social sphere and Academic Council of the State University of Management.
Kibanov A.Ya. - was chairman of the editorial board and Chief Editor magazine "Kadrovik", which was included in the list of leading peer-reviewed scientific journals and publications of the VAK. He was also the editor-in-chief of the journal Human Resources Management and Intellectual Resources in Russia, created in 2012.
Kibanov A.Ya. was the initiator and leader of projects for the creation of educational television feature films: “Vacant Place” (in the discipline “Organization Personnel Management”) and “Taming the Breed” (in the discipline “Conflictology”), acting as a screenwriter and producer. The creation of films was a bold innovation in the methodology of teaching the disciplines of the specialty of personnel management, which makes it possible to significantly reduce the time of classroom studies while improving the quality of education. In 2006, the film "Vacant Place" was awarded the Government Prize Russian Federation in the field of education. At the international film festival "Golden Knight" in 2008, the film "Taming the Breed" was awarded the Diploma "For the creative embodiment of acute social topics", and in 2009 at the international film festival of detective films - the Diploma in the nomination "Crime and Punishment".
AND I. Kibanov was active in expert work.
In 1994-1996 AND I. Kibanov was a member expert council and head of the expert group on problems public service under the Office of the Federal Public Service of the Administration of the President of the Russian Federation. He took part in the development of the concept of the state personnel policy and civil service in the Russian Federation and programs for their implementation on the instructions of the Administration of the President of the Russian Federation, as well as the concept state order for the training and advanced training of federal civil servants. His scientific publications and developments were used, in particular, in the preparation of the speech of the President of the Russian Federation in the RAGS on the problems of management, civil service and personnel policy in Russia and in the preparation of the national report for the 50th session of the UN State Assembly " Public administration and development".
In 1997 Kibanov A.Ya. participated in the work of the commissions of the Accounts Chamber of the Russian Federation as a scientific expert to verify the targeted and effective use of funds federal budget for scientific research in various institutions and organizations of the Russian Federation. He also held classes with deputies State Duma Russian Federation on the problems of personnel management.
In 2006-2007 worked as a member of the Commission for the formation of Standards professional activity in the field of personnel management, created by the National Union of Personnel Officers.
In the last years of A.Ya. Kibanov was: an expert of the Ministry of Education and Science of the Russian Federation; expert of the Administration of the President of the Russian Federation; expert of the Federation Council of the Federal Assembly of the Russian Federation, expert of the Ministry of Labor and social protection Russian Federation.
Much attention Kibanov A.Ya. dedicated to social activities.
He organized and headed the regional public organization promoting the study of problems and education in the field of personnel management "Personnel" (ROO "Personnel").
A significant milestone in the unification of the scientific and pedagogical potential in the field of personnel management in Russia was the activity of the National Union of Organizations for Training Personnel in the Field of Personnel Management (National Union "Personnel Management"), the founder of which was A.Ya. Kibanov. The National Union unites about 100 educational institutions and other organizations whose subject of activity is to ensure by joint efforts high standards and quality of personnel training for all levels of personnel management, to ensure the development of scientific research in the field of personnel management ahead of practice.
Kibanov A.Ya. has public awards: the Order of Lomonosov for outstanding services and a great personal contribution to the development of domestic science and education, the medal "15 years of the first in Russia department of personnel management" and "20 years of the first department of personnel management in Russia", Badge of honor "For contribution to science about labor in Siberia.
Kibanov A.Ya. awarded: badge of honor of the NTO of the USSR, certificates of honor; medals: "Veteran of Labor" and "850 Years of Moscow", "Federation Council. 15 years”, “For contribution to the development local government”, gratitude of the Ministry of Education and Science of the Russian Federation. Kibanov A.Ya. is an Honored Scientist of the Russian Federation.
Scientific and pedagogical activity Kibanova A.Ya. received high praise at the federal and regional levels. Kibanov A.Ya. - twice laureate of the Prize of the Government of the Russian Federation in the field of education (1997, 2006), laureate of the Administration Prize Voronezh region(2006). Kibanov A.Ya. was an assistant to a deputy of the State Duma of two convocations, a member of the Writers' Union of Russia.
Photo 1. Kibanov A.Ya. - Laureate of the Prize of the Government of the Russian Federation in the field of education (1997)
Photo 2. Kibanov A.Ya. - Laureate of the Prize of the Government of the Russian Federation in the field of education (2006)
In 2014, the scientific school "Personnel Management" of the SUM received official recognition, the founder and leader of which was A.Ya. Kibanov. Members scientific school became his students and followers: leading scientists of the department of personnel management, doctors of sciences, professors, associate professors, assistants of leading Russian universities, dozens of managers and specialists of personnel management services Russian organizations real sector of the economy. Vice-rectors, deans, heads of departments of personnel management of Russian universities.
In a textbook prepared by scientists of the Department of Personnel Management of the State University of Management. issues that are of key importance for personnel management specialists and managers of organizations in the broad sense of the word are considered: the theory of human resource management, the methodology of personnel management and the formation of an organization's personnel management system, strategic personnel management and planning personnel work in the organization, the technology of personnel management and its development, as well as the issues of managing the behavior of the organization's personnel and evaluating the results of its activities.
For students and graduate students studying the problems of personnel management of an organization, as well as specialists involved in the formation of a personnel management system and organization management systems as a whole, working with personnel in the market conditions of the functioning of the domestic economy.
The economic reforms carried out in Russia have significantly changed the status of the organization as the main link in the economy. Private organizations have emerged, along with those based on state property, mixed, having collective property. The market puts the organization in a fundamentally new relationship with government bodies, with production and other partners, employees. New economic and legal regulators have appeared. In this regard, the relationship between the leaders of the organization, between managers and subordinates, between all employees within the organization has changed.
This textbook aims to equip the reader with knowledge of a new mechanism for managing the personnel of an organization in an emerging market environment. The logical structure of the textbook covers a wide range of problems of personnel management in an organization - from the history of the development of human labor to assessing the effectiveness of its activities.
TABLE OF CONTENTS
FOREWORD 5
CHAPTER1 HUMAN RESOURCES OF WORK 8
1.1. Historical development labor and business entrepreneurship 8
1.2. Management theories about the role of a person in an organization 23
1.3. Social politics states and organizations 29
1.4. Sociology of labor and organizations 37
1.4.1. Sociology of labor as a scientific discipline 37
1.4.2. Social Features labor 40
1.4.3. Relationship of labor with other activities 42
1.4.4. Basic concepts of the sociology of labor 43
1.4.5. Methods of the sociology of labor 47
1.4.6. Sociology of organizations 4c
1.5. Labor resources, personnel and labor potential of the organization 51
1.6. Social and labor relations, labor market and employment of personnel 62
1.6.1. Social and labor relations in market economy 62
1.6.2. The labor market and its characteristics 64
1.6.3. Employment 69
1.6.4. Unemployment 71
1.6.5. Internal labor markets and employment of the organization's staff 73
1.7. State system management labor resources 75
CHAPTER 2 HR MANAGEMENT METHODOLOGY OF THE ORGANIZATION 84
2.1. Philosophy of personnel management 85
2.2. The concept of personnel management 92
2.3. Regularities and principles of personnel management 103
2.4. Personnel management methods 109
2.5. Methods for building a personnel management system 116
CHAPTER 3 PERSONNEL MANAGEMENT SYSTEM OF THE ORGANIZATION 125
3.1. Organizational design of the personnel management system 125
3.1.1. Understand, stages and stages organizational design 125
3.1.2. Characteristics of organizational design stages 128
3.2. Goals and functions of the personnel management system 137
3.3. Organizational structure personnel management systems 144
3.4. Personnel and documentation support of the personnel management system 153
3.4.1. Staffing 153
3.4.2. Documentation 161
3.5. Information and technical support of the personnel management system 165
3.5.1. Information Support organization's personnel management systems 165
3.5.2. Technical support organization's personnel management system 168
3.6. Regulatory, methodological and legal support of the personnel management system 176
3.6.1. Negative methodological support 176
3.6.2. Legal support 187
CHAPTER 4 STRATEGIC PERSONNEL MANAGEMENT OF THE ORGANIZATION 191
4.1. The personnel policy of the organization is the basis for the formation of a personnel management strategy 191
4.2. Strategic management of the organization as a prerequisite strategic management her staff 201
4.3. The system of strategic personnel management of the organization 207
4.4. The organization's personnel management strategy 216
4.5. Implementation of the HR strategy 231
CHAPTER 5 STAFF PLANNING 239
5.1. Fundamentals of personnel planning in an organization 239
5.1.1. Essence, goals and objectives of personnel planning 239
5.1.2. The content of personnel planning 242
5.1.3. HR planning levels 244
5.1.4. Requirements for workforce planning 245
5.1.5. HR controlling and personnel planning 247
5.2. Operational plan of work with personnel 249
5.2.1. The structure of the operational plan for work with personnel 249
5.2.2. The content of the operational plan of work with personnel 251
5.3. Personnel Marketing 257
5.3.1. Essence and principles of personnel marketing 257
5.3.2. Information function of personnel marketing 259
5.3.3. Communication function personnel marketing 265
5.4. Planning and forecasting the need for personnel 268
5.5. Labor indicators in the personnel planning system 279
5.6. Labor productivity planning 290
CHAPTER 6 TECHNOLOGY OF PERSONNEL MANAGEMENT OF THE ORGANIZATION 310
6.1. Recruitment, selection and reception of personnel 310
6.1.1. Sources of recruitment organization 310
6.1.2. Requirements for candidates to fill a vacant position 314
6.1.3. Organization of the process of selection of applicants for vacant position 326
6.2. Selection and placement of personnel 330
6.3. business valuation personnel 339
6.4. Socialization, career guidance and labor adaptation of personnel 349
6.4.1. The essence of the socialization of personnel 349
6.4.2. The essence and types of career guidance and adaptation of personnel 353
6.4.3. Organization of management of career guidance and adaptation of personnel 362
6.5. Fundamentals of personnel labor organization 368
6.5.1. Essence and tasks of labor organization. Scientific organization of labor 366
6.5.2. The content and principles of the scientific organization of labor 369
6.5.3. managerial work. Features and specifics 375
6.5.4. Organization of managerial work 377
6.6. Release of staff 381
6.7. automated information Technology personnel management 388
CHAPTER 7 TECHNOLOGY OF PERSONNEL DEVELOPMENT MANAGEMENT OF THE ORGANIZATION 408
7.1. Social development management 408
7.1.1. social development organizations as an object of management 408
7.1.2. The main factors of the social environment 410
7.1.3. Personnel social protection department 415
7.1.4. Tasks and functions social service 419
7.2. Organization of staff training 424
7.2.1. Basic concepts and concepts of learning 424
7.2.2. Types of staff training 426
7.2.3. Staff training methods 428
7.2.4. The role of the personnel management service in the organization of personnel training 430
7.3. Organization of personnel certification 432
7.4. Personnel business career management 442
7.4.1. The concept and stages of a career 442
7.4.2. Business career management 451
7.5. Management of service and professional promotion of personnel 456
7.6. Control personnel reserve 464
7.6.1. The essence and procedure for the formation of a personnel reserve 464
7.6.2. Planning and organization of work with personnel reserve 466
7.6.3. Control over the work with the personnel reserve 471
7.7. Innovations in personnel management 472
7.7.1. Innovation potential organization personnel 472
7.7.2. Initial prerequisites for personnel innovation 479
7.7.3. Management of innovations in personnel work 465
CHAPTER 8 MANAGEMENT OF THE BEHAVIOR OF THE PERSONNEL OF THE ORGANIZATION 491
8.1. The theory of personality behavior in an organization 491
8.2. Theoretical basis motivation and stimulation labor activity personnel 503
8.2.1. Essence of work motivation 503
8.2.2. Essence of work stimulation 507
8.2.3. The motivational core of the organization's personnel 511
8.3. Material and non-material incentives for personnel 515
8.3.1. Financial incentive personnel 515
6.3.2. Non-material incentives for personnel 523
6.4. Management of motivation and stimulation of labor activity 530
6.4.1. Management system for motivation and stimulation of labor activity 530
8.4.2. Formation of a system of motivation and stimulation of labor activity 534
8.5. Ethics business relations 537
6.5.1. General patterns interpersonal relationships 537
8.5.1. Appearance business man 539
6.5.1. Fundamentals of Rhetoric 539
8.5.1. Conducting a business conversation 541
8.5.2. Telephone ethics 543
8.5.3. Criticism Rules 544
8.6. Organizational culture 545
8.6.1. The essence and structure of organizational culture 545
8.6.2. Functions of organizational culture 550
8.6.3. Methods for studying organizational culture 551
6.6.1. Types of organizational culture and their features 555
8.6.1. Management methods organizational culture 562
8.7. Managing conflict and stress 568
8.7.1. Organization of conflict and stress management 568
8.7.2. Conflict management techniques 571
8.7.3. Stress management techniques 578
8.8. Safety, working conditions and discipline of personnel 580
8.8.1. Security of the organization and its personnel 580
8.8.2. Working conditions of personnel 586
8.8.3. Personnel labor discipline 592
8.8.4. Personnel turnover management 594
CHAPTER 9 EVALUATION OF THE PERFORMANCE OF THE STAFF OF THE ORGANIZATION 604
9.1. Analysis and description of work (position) and workplace 604
9.2. Evaluation of the results of the work of the organization's personnel 616
9.3. Evaluation of the performance of HR departments and the organization as a whole 626
9.3.1. Evaluation of the performance of the organization's management units 626
9.3.2. Evaluation of the activities of personnel management units 633
9.4. Estimating the cost of the organization's personnel 640
9.5. Assessment of economic and social efficiency projects to improve the system and technology of personnel management 646
9.5.1. The procedure for calculating the economic and social efficiency of projects to improve the system and technology of personnel management 646
9.5.2. Grade economic efficiency projects to improve the system and technology of personnel management 652
9.5.3. Assessment of the social efficiency of projects to improve the system and technology of personnel management 660
9.5.4. Assessment of costs associated with improving the system and technology of personnel management 666
9.6. Personnel audit 670
BIBLIOGRAPHY 678
4th ed., add. and reworked. - M.: 2010. - 695 p.
In a textbook prepared by scientists of the Department of Personnel Management of the State University of Management. issues that are of key importance for personnel management specialists and managers of organizations in the broad sense of the word are considered: the theory of human resource management, the methodology of personnel management and the formation of an organization's personnel management system, strategic personnel management and planning of personnel work in an organization, technology of personnel management and its development , as well as issues of managing the behavior of the organization's personnel and evaluating the results of its activities.
For students and graduate students studying the problems of personnel management of an organization, as well as specialists involved in the formation of a personnel management system and organization management systems as a whole, working with personnel in market conditions for the functioning of the domestic economy
Format: pdf (2010 , 4th ed., 695s.)
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TABLE OF CONTENTS
FOREWORD 5
Chapter 1 HUMAN RESOURCES OF WORK 8
1.1. Historical development of labor and business enterprise 8
1.2. Management theories about the role of a person in an organization 23
1.3. Social policy of the state and organizations 29
1.4. Sociology of labor and organizations 37
1.4.1. Sociology of labor as a scientific discipline 37
1.4.2. Social functions of labor 40
1.4.3. Relationship of labor with other activities 42
1.4.4. Basic concepts of the sociology of labor 43
1.4.5. Methods of the sociology of labor 47
1.4.6. Sociology of organizations 4c
1.5. Labor resources, personnel and labor potential of the organization 51
1.6. Social and labor relations, labor market and employment of personnel 62
1.6.1. Social and labor relations in a market economy 62
1.6.2. The labor market and its characteristics 64
1.6.3. Employment 69
1.6.4. Unemployment 71
1.6.5. Internal labor markets and employment of the organization's staff 73
1.7. State system of labor resources management 75
CHAPTER 2 HR MANAGEMENT METHODOLOGY OF THE ORGANIZATION 84
2.1. Philosophy of personnel management 85
2.2. The concept of personnel management 92
2.3. Regularities and principles of personnel management 103
2.4. Personnel management methods 109
2.5. Methods for building a personnel management system 116
CHAPTER 3 PERSONNEL MANAGEMENT SYSTEM OF THE ORGANIZATION 125
3.1. Organizational design of the personnel management system 125
3.1.1. Concept, stages and stages of organizational design 125
3.1.2. Characteristics of organizational design stages 128
3.2. Goals and functions of the personnel management system 137
3.3. Organizational structure of the personnel management system 144
3.4. Personnel and documentation support of the personnel management system 153
3.4.1. Staffing 153
3.4.2. Documentation 161
3.5. Information and technical support of the personnel management system 165
3.5.1. Information support of the organization's personnel management system 165
3.5.2. Technical support of the organization's personnel management system 168
3.6. Regulatory, methodological and legal support of the personnel management system 176
3.6.1. Negative methodological support 176
3.6.2. Legal support 187
CHAPTER 4 STRATEGIC PERSONNEL MANAGEMENT OF THE ORGANIZATION 191
4.1. The personnel policy of the organization is the basis for the formation of a personnel management strategy 191
4.2. Strategic management of an organization as an initial prerequisite for the strategic management of its personnel 201
4.3. The system of strategic personnel management of the organization 207
4.4. The organization's personnel management strategy 216
4.5. Implementation of the HR strategy 231
CHAPTER 5 STAFF PLANNING 239
5.1. Fundamentals of personnel planning in an organization 239
5.1.1. Essence, goals and objectives of personnel planning 239
5.1.2. The content of personnel planning 242
5.1.3. HR planning levels 244
5.1.4. Requirements for workforce planning 245
5.1.5. Personnel controlling and personnel planning 247
5.2. Operational plan of work with personnel 249
5.2.1. The structure of the operational plan for work with personnel 249
5.2.2. The content of the operational plan of work with personnel 251
5.3. Personnel Marketing 257
5.3.1. Essence and principles of personnel marketing 257
5.3.2. Information function of personnel marketing 259
5.3.3. Communication function of personnel marketing 265
5.4. Planning and forecasting the need for personnel 268
5.5. Labor indicators in the personnel planning system 279
5.6. Labor productivity planning 290
CHAPTER 6 TECHNOLOGY OF PERSONNEL MANAGEMENT OF THE ORGANIZATION 310
6.1. Recruitment, selection and reception of personnel 310
6.1.1. Sources of recruitment organization 310
6.1.2. Requirements for candidates to fill a vacant position 314
6.1.3. Organization of the process of selection of applicants for a vacant position 326
6.2. Selection and placement of personnel 330
6.3. Business assessment of personnel 339
6.4. Socialization, career guidance and labor adaptation of personnel 349
6.4.1. The essence of the socialization of personnel 349
6.4.2. The essence and types of career guidance and adaptation of personnel 353
6.4.3. Organization of management of career guidance and adaptation of personnel 362
6.5. Fundamentals of personnel labor organization 368
6.5.1. Essence and tasks of labor organization. Scientific organization of labor 366
6.5.2. The content and principles of the scientific organization of labor 369
6.5.3. managerial work. Features and specifics 375
6.5.4. Organization of managerial work 377
6.6. Release of staff 381
6.7. Automated information technologies for personnel management 388
CHAPTER 7 TECHNOLOGY OF PERSONNEL DEVELOPMENT MANAGEMENT OF THE ORGANIZATION 408
7.1. Social development management 408
7.1.1. Social development of the organization as an object of management 408
7.1.2. The main factors of the social environment 410
7.1.3. Personnel social protection department 415
7.1.4. Tasks and functions of the social service 419
7.2. Organization of staff training 424
7.2.1. Basic concepts and concepts of learning 424
7.2.2. Types of staff training 426
7.2.3. Staff training methods 428
7.2.4. The role of the personnel management service in the organization of personnel training 430
7.3. Organization of personnel certification 432
7.4. Personnel business career management 442
7.4.1. The concept and stages of a career 442
7.4.2. Business career management 451
7.5. Management of service and professional promotion of personnel 456
7.6. Talent management 464
7.6.1. The essence and procedure for the formation of a personnel reserve 464
7.6.2. Planning and organization of work with personnel reserve 466
7.6.3. Control over the work with the personnel reserve 471
7.7. Innovations in personnel management 472
7.7.1. Innovative potential of the organization's personnel 472
7.7.2. Initial prerequisites for personnel innovation 479
7.7.3. Management of innovations in personnel work 465
CHAPTER 8 MANAGEMENT OF THE BEHAVIOR OF THE PERSONNEL OF THE ORGANIZATION 491
8.1. The theory of personality behavior in an organization 491
8.2. Theoretical foundations of motivation and stimulation of labor activity of personnel 503
8.2.1. Essence of work motivation 503
8.2.2. Essence of work stimulation 507
8.2.3. The motivational core of the organization's personnel 511
8.3. Material and non-material incentives for personnel 515
8.3.1. Material incentives for personnel 515
6.3.2. Non-material incentives for personnel 523
6.4. Management of motivation and stimulation of labor activity 530
6.4.1. Management system for motivation and stimulation of labor activity 530
8.4.2. Formation of a system of motivation and stimulation of labor activity 534
8.5. Business Ethics 537
6.5.1. General patterns of interpersonal relationships 537
8.5.1. The appearance of a business person 539
6.5.1. Fundamentals of Rhetoric 539
8.5.1. Conducting a business conversation 541
8.5.2. Telephone ethics 543
8.5.3. Criticism Rules 544
8.6. Organizational culture 545
8.6.1. The essence and structure of organizational culture 545
8.6.2. Functions of organizational culture 550
8.6.3. Methods for studying organizational culture 551
6.6.1. Types of organizational culture and their features 555
8.6.1. Organizational culture management methods 562
8.7. Managing conflict and stress 568
8.7.1. Organization of conflict and stress management 568
8.7.2. Conflict management techniques 571
8.7.3. Stress management techniques 578
8.8. Safety, working conditions and discipline of personnel 580
8.8.1. Security of the organization and its personnel 580
8.8.2. Working conditions of personnel 586
8.8.3. Personnel labor discipline 592
8.8.4. Personnel turnover management 594
CHAPTER 9 EVALUATION OF THE PERFORMANCE OF THE STAFF OF THE ORGANIZATION 604
9.1. Analysis and description of work (position) and workplace 604
9.2. Evaluation of the results of the work of the organization's personnel 616
9.3. Evaluation of the performance of HR departments and the organization as a whole 626
9.3.1. Evaluation of the performance of the organization's management units 626
9.3.2. Evaluation of the activities of personnel management units 633
9.4. Estimating the cost of the organization's personnel 640
9.5. Assessment of the economic and social efficiency of projects to improve the system and technology of personnel management 646
9.5.1. The procedure for calculating the economic and social efficiency of projects to improve the system and technology of personnel management 646
9.5.2. Evaluation of the economic efficiency of projects to improve the system and technology of personnel management 652
9.5.3. Assessment of the social efficiency of projects to improve the system and technology of personnel management 660
9.5.4. Assessment of costs associated with improving the system and technology of personnel management 666
9.6. Personnel audit 670
BIBLIOGRAPHY 678
For the first time in the domestic educational literature, extensive practical (applied) material (business games, practical situations, tasks) is systematized in all sections of the organization's personnel management course: human resources labor activity, personnel management methodology and formation of the organization's personnel management system, personnel management strategy and personnel work planning in the organization, personnel management technology and its development, personnel motivation and behavior management, assessment of personnel performance and economic efficiency of projects to improve the organization's personnel management.
To date, this is the most complete tutorial, intended for those who study the problems of personnel management of an organization - not only for students, graduate students of universities, but also for students of other levels and forms of education. It will also be useful to managers and specialists involved in the formation of the personnel management system and the management system of the organization as a whole.
The need for specialists with modern in-depth knowledge in the field of personnel management is currently greatest in the system of managing the domestic economy, and primarily in organizations of its main link, where significant changes in the management of the organization as a whole and the personnel management system in particular. The main burden in the implementation of these changes is borne by HR specialists, therefore, how fully they will be armed with such knowledge and, most importantly, how skillfully and effectively they will be able to apply it in practice, depends on how organizations adapt to the conditions and requirements of the market. and how they achieve their goals.
It should be noted that by now fundamental textbooks and monographs have been published in the field of theory and methodology of personnel management. However, there is still a shortage educational literature covering the practical spectrum of HR management issues, capable of equipping managers and those who are preparing to become them with professional knowledge and practical skills.
The proposed study guide contains business games, practical situations and tasks for all sections of the personnel management course. Its structure, which is important to emphasize, reflects the content of the textbook "Organization personnel management". It is useful to consider both of these works as a whole (although each of them has independent value). Therefore, when conducting classes on this workshop, it is necessary to use the materials of the textbook as guidelines.
TABLE OF CONTENTS
INTRODUCTION 5
CHAPTER 1 HUMAN RESOURCES OF WORK 7
1.1. SOCIOLOGY OF LABOR AND ORGANIZATIONS 7
1.2. LABOR RESOURCES, PERSONNEL AND LABOR POTENTIAL OF THE ORGANIZATION 11
1.3. SOCIAL AND LABOR RELATIONS, LABOR MARKET AND EMPLOYMENT 18
1.4. STATE MANAGEMENT SYSTEM OF LABOR RESOURCES 27
CHAPTER 2 HR MANAGEMENT METHODOLOGY OF THE ORGANIZATION 32
2.1. HR CONCEPT 34
2.2. HR MANAGEMENT METHODS 34
2.3. METHODS FOR BUILDING A HR MANAGEMENT SYSTEM 42
CHAPTER 3 ORGANIZATION'S HR MANAGEMENT SYSTEM 49
3.1. ORGANIZATIONAL DESIGN OF THE HR MANAGEMENT SYSTEM 49
3.2. OBJECTIVES AND FUNCTIONS OF THE HR MANAGEMENT SYSTEM 58
3.3. ORGANIZATIONAL STRUCTURE OF THE HR MANAGEMENT SYSTEM 73
3.4. PERSONNEL AND DOCUMENTATION SUPPORT OF THE HR MANAGEMENT SYSTEM 78
3.5. REGULATORY AND METHODOLOGICAL SUPPORT OF THE HR MANAGEMENT SYSTEM 93
CHAPTER 4 STRATEGIC PERSONNEL MANAGEMENT OF THE ORGANIZATION 100
4.1. STRATEGIC MANAGEMENT OF THE ORGANIZATION AS THE INITIAL CONDITION OF THE STRATEGIC MANAGEMENT OF ITS PERSONNEL 100
4.2. SYSTEM OF STRATEGIC PERSONNEL MANAGEMENT OF THE ORGANIZATION 104
4.3. HR MANAGEMENT STRATEGY OF THE ORGANIZATION 108
4.4. IMPLEMENTING THE HR STRATEGY 110
CHAPTER 5 PERSONNEL PLANNING 113
5.1. BASICS OF HR PLANNING IN THE ORGANIZATION 113
5.2. OPERATIONAL HR PLAN 115
5.3. STAFF MARKETING 116
5.4. PLANNING AND FORECASTING STAFF REQUIREMENTS 125
5.5. PLANNING OF INDICATORS FOR WORK. 135
5.6. PERFORMANCE PLANNING 140
5.7. REGULATION OF WORK AND STAFF CALCULATION 147
CHAPTER 6 TECHNOLOGY OF PERSONNEL MANAGEMENT OF THE ORGANIZATION 152
6.1. RECRUITMENT, SELECTION AND RECEPTION 152
6.2. STAFF SELECTION AND POSITIONING 180
6.3. STAFF BUSINESS EVALUATION 190
6.4. LABOR ADAPTATION OF STAFF 199
6.5. BASICS OF ORGANIZATION OF STAFF WORK 202
6.6. RELEASE OF STAFF 205
CHAPTER 7 TECHNOLOGY OF PERSONNEL DEVELOPMENT MANAGEMENT OF THE ORGANIZATION 2 14
7.1. SOCIAL DEVELOPMENT MANAGEMENT 214
7.2. ORGANIZATION OF STAFF TRAINING 217
7.3. ORGANIZATION OF CERTIFICATION 222
7.4. STAFF CAREER MANAGEMENT 231
7.5. MANAGING HR INNOVATIONS 237
CHAPTER 8 PERSONNEL MANAGEMENT IN THE ORGANIZATION 2 44
8.1. THEORY OF PERSONAL BEHAVIOR IN ORGANIZATION 244
8.2. STAFF MOTIVATION 252
8.3. STAFF PAYMENT 263
8.4. BUSINESS ETHICS 290
8.5. ORGANIZATIONAL CULTURE 299
8.6. CONFLICT AND STRESS MANAGEMENT 305
8.7. SAFETY OF THE ORGANIZATION, LABOR AND HEALTH OF STAFF 319
CHAPTER 9 PERFORMANCE EVALUATION OF THE ORGANIZATION'S PERSONNEL 3 2 5
9.1. ASSESSMENT OF THE RESULTS OF WORK OF THE STAFF OF THE ORGANIZATION 325
9.2. ASSESSMENT OF THE RESULTS OF THE ACTIVITIES OF HR MANAGEMENT UNITS AND THE ORGANIZATION AS A WHOLE 334
9.3. ASSESSMENT OF THE ECONOMIC EFFICIENCY OF PROJECTS TO IMPROVE THE SYSTEM AND TECHNOLOGY OF HR MANAGEMENT 343
RECOMMENDED READING 362
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The results of foreign and domestic research and practical experience in personnel management are summarized. The methods of building a personnel management system are considered; formation of personnel policy and personnel management strategy; personnel and operational planning; recruitment technology, career guidance, labor adaptation, business career management and promotion; motivation and stimulation; organization of social protection; certification of personnel, evaluation of the results of work of departments and employees, evaluation of the effectiveness of personnel management. Contains practical tasks on the topics of the discipline being studied. Complies with current Federal State educational standard secondary vocational education of the new generation. For students of educational institutions of secondary vocational education.
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