Foolish personnel management. Personnel management: a textbook for students of higher educational institutions studying in the specialties "Organization Management" and "Personnel Management"

Durakova I.B.

Personnel Management

"Personnel Management. Textbook": INFRA-M; Moscow; 2009

ISBN 978-5-16-003563-5

annotation

The specificity of the textbook is to introduce the reader to the debatable problems of personnel management, the prospects for its development, applied methods that are successfully implemented at enterprises in Germany, Austria, Holland, Ireland, Greece - countries in which the authors of the textbook have repeatedly undergone long-term scientific and practical internships.

For students, undergraduates specializing in the study of personnel management issues, profile specialists of personnel services, heads of enterprises and organizations.

Recommended by the UMO of Russian universities for education in the field of management as a textbook for students of higher educational institutions students in the specialties "Management of the organization" and "Personnel management".

Personnel Management. Textbook

Authors' team

I.B. Durakova, Doctor of Economics sciences, prof. (introduction; chapters 2, 3; paragraphs 5.1–5.3 of chapter 5; chapters 8 and 9);

L.P. Volkova, cand. Phil. Sciences, Assoc. (clause 6.1 of chapter 6);

E.N. Kobtseva, Yu.S. Tyulkin (clause 5.4 of chapter 5);

HE. Polyakova, cand. economy Sciences, Assoc. (clause 5.7 of chapter 5);

L.I. Stadnichenko, cand. biol. Sciences, Assoc. (chapter 7);

CM. Taltynov, cand. economy Sciences, Assoc. (chapters 1 and 4; clauses 5.5, 5.6 of chapter 5; clause 6.2 of chapter 6)
Under the general editorship. Dr. Econ. sciences, prof. I.B. Durakova
Reviewers: Department of Personnel Management of the State University of Management (Moscow), head. department - merit. scientist of the Russian Federation, twice laureate of the State. awards, Dr. Econ. sciences, prof. AND I. Kibanov; Department of Economics and Sociology of Labor of the Omsk State. university, head Department - Doctor of Economics. sciences, prof. V.S. Polovinko

Introduction

First, in contrast to the version about the only source of differences in the success of economic entities - their skillful positioning in a particular market - the currently used resource theory is based on the fact that the enterprise itself with its resources is a significant factor that ensures the differences of the enterprise in the field of productivity. and the success of others. The enterprise unites all tangible and intangible property objects controlled by it, abilities, knowledge, erudition. From a certain part of these resources, allocated on the basis of sustainable value, rarity, imitation complexity, indispensability, mastery of them by employees, key competencies. In accordance with this, the search for new long-term organizations competitive advantage in the market for goods and services and finding possible way to the solution of this problem in the resource theory led to the use of science and practice of a competent approach to working with personnel.

Secondly, further development management concepts by human resourses means accelerating growth in recognition requirements economic feasibility investments in attracting personnel, maintaining their labor activity, forming and improving competencies and creating conditions for the most complete identification of personal capabilities and abilities.

Thirdly, the growing trend of business internationalization and related personnel management involves the modernization of technologies for attracting personnel, hiring, adapting and further effective use in the organization.

Fourth, the disaggregation of industrial giants and the development of small businesses predetermine an adjustment in working with people, shifting the focus of this activity from personnel services to line and functional managers.

Fifthly, the tendency to change the model of the personnel management service, the transition from its functional and categorical forms to the reference one, is becoming increasingly noticeable. There is a growing discussion about the relevance of this body in the organization and the requirements for turning it into an independent business center of the organization.

Sixth, the requirement to modernize approaches to the formation of a corps of HR managers focused on systemic activity, possessing the skills to analyze and predict changes in the labor market, and methods of timely modernization in the human resource management system does not lose its relevance.

In accordance with this, the purpose of the textbook is the formation of competencies in working with personnel, the development of skills in the formation of modern approaches to the long-term and operational involvement and use of personnel, the activation of skills in working under conditions of uncertainty, and the knowledge of comparative technologies. The specificity of the publication is the systematization of the experience of leading enterprises, including the United States and Western Europe, in the formation and implementation of technologies, many of which are just beginning to be mastered by Russian business entities.

The textbook consists of nine chapters that develop the reader's understanding of the logic, theoretical justification and implementation of approaches and procedures for working with personnel.

First chapter introduces the reader to the dynamics and paradigms of personnel management, giving an idea of the origins of the formation of science, its specifics in the theory and practice of classical management.

Second chapter represents personnel management as a science, the methodology of knowledge of which and its main factors allow us to apply the most optimal model. The peculiarity of the chapter is the consideration of the cross-cultural specifics of people management, as well as the currently relevant explanation of the choice of approach to training a personnel management specialist based on the versions of the world's leading schools.

Third chapter aims at the knowledge of the theory and procedures for the formation of a strategy and policy of personnel management - the main sections of the organization's personnel management, which allow developing and using personnel in accordance with the long-term guidelines of an economic entity.

Personnel planning as a real representation of the activities of work with personnel, expressed in the relevant economic indicators, systematized in sections and equipped with calculation methods, is reflected in fourth chapter .

The implementation of personnel plans with the justification of appropriate technologies for working with personnel is the content fifth chapter that actualizes the importance of knowledge in approaches to the formation of employee competencies, the search for candidates for vacancies through traditional and marketing methods, tools for their selection, the importance of subsequent adaptation and development through training and career building, assessing success in organizational activities.

IN sixth chapter considered the management of employee behavior in the organization. The main emphasis is placed on the elements of conflictology, which allows diagnosing a conflict in an organization, resolving it in accordance with its type and preventing it in the future. Employee motivation management is presented from the standpoint of knowledge of the main incentives to work, the formation effective methods motivational impact on staff.

IN seventh chapter a systematized version of personnel labor organization management is presented. In addition to the psychophysiological laws, the observance of which ensures the preservation of the health of workers, issues of the dynamics of working capacity, the reader gets acquainted with the basics of labor design, including the conditions for the implementation of work, rational modes of work and rest.

Target eighth chapter- highlight the main issues of personnel management in the organization in the case of the internationalization of its business.

Ninth chapter dedicated to the activities of the personnel management service, modernization of its organizational structure, the main tasks and functions of its employees.

Keywords

ECONOMIC ANALYSIS/ECONOMIC ANALYSIS/ PERFORMANCE OF HR MANAGEMENT/EFFECTIVENESS/ EMPLOYEE ASSESSMENT/EMPLOYEE EVALUATION/ ASSESSMENT OF MANAGERS/ASSESSMENT/ QUESTIONNAIRE FOR EMPLOYEES AND MANAGERS/ STAFF MEMBERS / HR / PERSONNEL MANAGEMENT / MANAGERS / QUESTIONING

annotation scientific article on economics and business, author of scientific work - Durakova I.B.

Subject/topic. The subject of the study is the base economic analysis, the formation of which in an economic entity is determined by the topic stated in the article. Goals/objectives. The purpose of the article is to get acquainted with foreign experience in determining effectiveness of personnel management. It is shown that the subjects of definition effectiveness of personnel management can be employees of the organization and service personnel. The option with employees is described in more detail in the article. R. Wunderer's version of four ways to measure the effectiveness of working with people in an organization is given: employee evaluation leader, manager's assessment through employees, a survey about the behavior of an employee (questionnaires for management), a survey about the behavior of a boss (questionnaires for employees). Methodology. Employee evaluation and leaders implies the achievement of two goals: to determine their success and potential. Personnel assessment methods can be round-robin assessment, cost-benefit ratio, employee interview, portfolio. Questioning of employees and managers can be conducted using the methods of a mini-survey conducted at short intervals, a family survey carried out through the employee himself or his family members. Results. The form and content of the questionnaires may be different, the article provides possible options their structure and content. Conclusions/relevance. The results of research, use can be used in enterprises and organizations when conducting economic analysis effectiveness of work with personnel.

Forming a base for the economic analysis of the HRM impact at the level of the organization

Subject The subject of the research is the basis of the economic analysis of the impact of HR management. Objectives The purpose of the article is the viewing of foreign experience of staff management performance. Methods The author shows the version by R. Wunderer on four ways of measuring the performance with people in organizations: employee evaluation by the manager, manager evaluation by the staff, survey on employee's behavior (manager questionnaire), and survey on manager's behavior (staff questionnaire). A score of staff and management implies two objectives: to determine their success and potential. The methods of personnel evaluation can be a "circular" score (or a "360-degree feedback"), the cost-benefit ratio, an employee interviewing, and portfolio. Questionnaires of employees and managers may be held by a mini survey conducted at short intervals, a family survey conducted through the staff member or his or her family members. Results The form and content of the questionnaires may vary. The article provides options for the structure and content of the questionnaires. Relevance The research results can be used at enterprises and organizations when conducting economic analysis of the HR management impact.

The text of the scientific work on the topic "Formation of the basis for the economic analysis of the effectiveness of personnel management at the level of employees of the organization"

Management analysis

FORMATION OF THE BASIS FOR ECONOMIC ANALYSIS OF THE PERFORMANCE OF HR MANAGEMENT AT THE LEVEL OF EMPLOYEES OF THE ORGANIZATION

I.B. DURAKOVA,

Doctor of Economic Sciences, Professor, Head of the Department of Personnel Management

Email: [email protected] Voronezh State University, Voronezh, Russian Federation

Subject/topic. The subject of the study is the base of economic analysis of the effectiveness of personnel management, the formation of which in an economic entity is determined by the topic stated in the article.

Goals/objectives. The purpose of the article is to get acquainted with foreign experience in determining the effectiveness of personnel management. It is shown that the employees of the organization and the personnel service can be the subjects of determining the effectiveness of personnel management. The option with employees is described in more detail in the article. R. Wunderer's version of four ways to measure the effectiveness of working with people in an organization is given: employee evaluation by a manager, manager evaluation through employees, employee behavior survey (management survey), boss behavior survey (employee survey).

Methodology. Evaluation of employees and managers implies the achievement of two goals: to determine their success and potential. Personnel assessment methods can be round-robin assessment, cost-benefit ratio, employee interview, portfolio. Questioning of employees and managers can be carried out using the methods of a mini-survey conducted at short intervals, a family survey carried out through the employee himself or his family members.

Results. The form and content of the questionnaires may be different, the article provides possible options for their structure and content.

Conclusions/relevance. The results of research, use can be used in enterprises and organizations when conducting an economic analysis of the effectiveness of work with personnel.

Key words: economic analysis, effectiveness of personnel management, employee evaluation, managerial evaluation, survey of employees and managers

The current stage in the development of personnel management, in addition to the internationalization of activities and decentralization of personnel services, is also characterized by economization, which makes it relevant to use digital indicators in management to determine the effectiveness of working with people, conduct an economic analysis of this activity and form ways to optimize business costs.

Approaches to economic analysis performance can be realized from two sides: from the side of employed employees and from the side of the personnel service.

The first approach, for example, according to a study by the famous German scientist Rolf Wunderer, can include four ways to measure the effectiveness (success) of working with people in an organization: employee evaluation by the manager, manager evaluation through employees, employee behavior survey (management survey), behavior survey chief (questionnaire of employees) (Fig. 1).

Personnel assessment (employees and managers) implies the achievement of two main goals:

determine the success of employees; determine the potential of employees, within the framework of the diagnostics of which the predisposition of the assessed to own development in perspective. The peculiarity of the assessment is that, in addition to individual diagnostics, it also allows you to form an idea about the staff as a whole, in accordance with which it becomes possible to develop an up-to-date policy for providing the organization with employees, their development and motivation.

Scientists note that the effect of personnel management is achieved through both targets (evaluation of the result and assessment of the potential). When evaluating achievements (results), a potentially conditioned effect is measured with a focus on the past or

the present, while assessing the potential - with a focus on the future.

Personnel assessment methods can be round-robin assessment, cost-benefit ratio, employee interview, portfolio.

A "circular" assessment is a method that can correct the state of affairs that develops about the desire of the employer to get a true idea of \u200b\u200bthe subordinate, his place in the corporate hierarchy. For this, only the assessment of the immediate superior is used. The "circular" assessment is better known as the 360° method. It can be carried out with the involvement of various experts in four scenarios: a horizontal assessment and three vertical options (vertical proper, top-down assessment and bottom-up assessment).

The holistic concept of measurement, including these scenarios, is logical in a six-step structuring (Fig. 2).

The cost-benefit method meets the requirement modern concept management with

Rice. 2. Stages of personnel assessment using the 360° method

Management analysis

ManageriaCßnaCysis

indicators, implying the calculation for each function of personnel management. The assessment of the effect of employees should be preceded by accounting for the costs of this event, which include resources for the formation, processing and implementation of the concept of personnel assessment. The most significant costs in this case are those of the personnel service. If necessary, external consultants may be invited for evaluation, the costs of which constitute a separate expense item.

Further, the resources for the assessment of personnel should be summarized and filled economic sense. Based on practice, the calculation of costs is carried out as follows. One hour is needed for a conversation with one employee, including the processing of an assessment sheet, 10 minutes for an assessment by the manager himself. Then, based on the number of employees at each hierarchical level and the average hourly wage, the costs of personnel assessment and its discussion are determined (as a first approximation) (Table 1). If necessary, these calculations can be improved through the use of various personnel information systems.

After that, it takes time to process evaluation sheets personnel service. The obtained estimates can be used in the future in the formation of a wage system, employee development and controlling. The total costs are determined according to the volume and differentiation of the score sheets processed. Costs may also include the costs of follow-up events (eg conferences) to plan further events.

Ratio, performance

Table 1

Estimating the time and cost of conducting an assessment of personnel at the lowest level of management

Number of employees Time spent, h Average wage per hour, rub.* Total amount, rub.

Staff interview

117 employees 117,550 64,350

25 managers 117 830 97 110

first level

Personel assessment

25 managers 19.5 830 16 185

first level

Total... - - 177,645

Workhorses Stars

Dead Trees Doubtful

Low High

Rice. 3. Personnel portfolio of G. Odiorne

* Conditional values are given.

Note. Level of subordination: an employee without managerial functions.

The starting point in assessing an employee through a conversation is a general analysis of his behavioral characteristics (“input element”) and the result of work (“output element”) over the past years. At the same time, the employee can bring an assessment sheet already filled out by him with the self-assessment presented in it. Thus, he gets the opportunity to present his abilities and goals. Next, the manager introduces the employee to his version of the assessment. After that, you can once again discuss each of the attestation points, including for an objective assessment of the results of the work.

On the basis of the actual productivity and abilities of employees identified as part of the performance and potential assessment, a personnel portfolio of individual employees and groups of employees can be compiled. In this case, it becomes possible to compare indicators for different periods of time. The most famous project is the compilation of a personnel portfolio by the American management theorist G. Odiorne (Fig. 3).

On one axis performance indicators are applied, on the other - potential with graduation from low to high. Marked marks are subject to discussion.

Development potential

In this case, the already presented portfolio of social managerial behavior can also be used, with managerial competencies (problem solving and movement) and social competencies separated.

Behavior survey (questionnaire). _The survey of employees is also of great importance for measuring the effect of personnel management and can serve as a method of both analysis and dialogue between survey recipients and structures interested in it. As a rule, it consists in conducting a structured, most often irregular, survey. Unlike, for example, interviews with employees, the focus of research, respectively, and its methods are shifting from individual workers to the organization as a whole. As a rule, employee surveys are conducted to determine the overall climate in the organization, job satisfaction. It also allows you to judge the assessment of employees corporate culture, organizations and strategies.

To measure the effect of personnel management, it is important that the survey, firstly, be regular and this allows comparison of semi-management i to competence

chennyh results with the previous ones. Secondly, the structure of evaluation sheets (questionnaire forms) should not constantly change.

Mini-survey conducted at short intervals. It makes it possible, before a large-scale survey, to obtain, to a certain extent, a detailed picture of the attitude of employees to certain topical issues;

Family survey, which can be conducted in two versions. In the first case, the employee himself answers questions about the attitude towards the company where he works, members of his family. In the second, these questions are the subject of questioning of his (her) wife (spouse).

To develop a survey procedure, a number of components are distinguished, which are presented in Table. 2.

You can conduct interviews with employees using standardized questionnaires (Form 1).

The evaluation sheet consists of four parts. The first part deals with the achievement of the delivery

manager

Employee with managerial motivation

An employee with minor managerial competencies

Social

competencies -

Dismissed, making excessive demands, as well as "brakes"

Rice. 4. Portfolio of social management behavior

table 2

Components for training and interviewing company employees

Component Content

The general population The entire staff of the enterprise can act as the general population. The exception is subsidiaries in countries where, due to the nature of the relationship between employers and employees, it is not possible to interview all employees. In this case, the general population may be, for example, management personnel

Population of respondents for the survey From a psychological point of view, it is necessary to conduct a complete survey, i. a survey of all employees, rather than a formed sample of them

Form of getting the result The simplest form may be a departmental survey, during which employees fill out questionnaires in one room and drop the sheets into the bins at the exit. At local decentralized enterprises, you can also send a questionnaire to an employee by mail with a response envelope enclosed. With the spread information technologies it is also possible to send questionnaires and answers by e-mail, which simplifies and speeds up the receipt and evaluation of results

Degree of coercion Participation in the survey is voluntary

Anonymity The anonymity of the interviewees is set by the scenario of interviewing employees

Evaluation of data Evaluation can be carried out either by neutral, external public opinion institutions or through internal services companies

Length of the Questionnaire Questionnaires should be short enough to motivate completion and long enough to provide relevant data.

Degree of standardization Questionnaires should be largely standardized to facilitate data processing and comparability. In addition, the sheets must contain some open questions to provide employees with the opportunity to respond in a free form

Options for obtaining a result To be able to take into account the real situation of individual organizations and subsidiaries, you can include questions specific to this organization in the questionnaires

Comparability To measure the effect of personnel management based on the results of the survey, it is necessary to conduct them regularly (for example, every 2-4 years). It may be useful not only to compare with previous surveys, but also to compare subsidiaries and various departments. It also makes sense to compare with other organizations (external benchmarking) provided that the objects of comparison use similar questionnaires

Questionnaire for evaluating employees of the banking sector (Germany)

1. Evaluation of the achievement of the set goals (completion of the set tasks)

Goal (task) Measurable description of the task Degree of achievement of the goal Comment on influencing factors

2. Goals (tasks) for the future

Goal (task) Measurable description of the task Deadlines

3. Evaluation of the productivity factor

Job Description Rating Comment

Customer orientation - goal-oriented work (planning, organization, priorities) - labor productivity - learning abilities - intrinsic motivation, independence + + + 0--- + + + 0--- + + + 0--- + + + 0--- + + + 0--- + + + 0---

ending form 1

Collaboration Rating Comment

Ability to communicate - ability to work in a team - openness - understanding the position of others + + + 0--- + + + 0--- + + + 0--- + + + 0--- + + + 0---

Managerial Thinking and Behavior Score Comment

Ability to innovate - Ability to move - Integrity of thought - Negotiation skills + + + 0--- + + + 0--- + + + 0--- + + + 0--- + + + 0---

Knowledge and skills Score Comment

Professional skills - universal knowledge - managerial competencies + + + 0--- + + + 0--- + + + 0---

4. Evaluation of work and management situations (response of the assessed employee)

How satisfied are you... Evaluation Suggestions (measures) for improvement

How would you rate the support from your manager? Evaluation Proposals (measures) for improvement

Information - planning, organization and workflow - advanced training - means of work and organization of the workplace + + + 0--- + + + 0--- + + + 0--- + + + 0--- + + + 0 ---

Improvement measures planned by the manager (deadline)

How do you rate the collaboration. Evaluation Proposals (measures) for improvement

You and your manager - within the division - within the company - with other companies + + + 0--- + + + 0--- + + + 0--- + + + 0--- + + + 0---

Improvement measures planned by the manager (deadline)

lazy goals for last year. With the help of measurable indicators of achievement of the set goals, you can assign a score to each goal from the list. At the end, an explanation is given of the influencing factors that were decisive for achieving or not achieving the goals. This makes sense when the influencing factors are outside the employee's sphere of influence (for example, pre-produced resources).

The second part agrees on goals for the next year. The description of the goals should have easily measurable criteria in order to facilitate the assessment of the degree of achievement of the set goals and make it objective.

The third part evaluates the employee's labor productivity for the year. In the above example, four groups of indicators are distinguished: job characteristics, teamwork, managerial thinking and behavior, knowledge and skills. Another classification of indicators can also be used.

In the fourth part, the employee evaluates the working and managerial environment. In this example, three groups of employee satisfaction factors are distinguished: working situation, managerial support and collaboration.

Questionnaire for evaluating teamwork in the banking sector (Germany)

To do this, count, for example, the approval from colleagues, the willingness to help, the ability to critically evaluate

Please check your option

0 1 2 3 4 5 No Low Medium High

This applies Please put only one cross in the selected group

To a large extent, the Employee finds a common language, gains the trust of almost all colleagues, is loved and ready to help them by everyone and works in accordance with agreed goals and communicates excellently and accepts and respects the work of others and is an example for the whole team

To an average degree

Less

To a large extent At the worker a good relationship with colleagues, is always ready to help the closest colleagues and protects common goals and communicates appropriately and accepts the work of others and can work in a team

To an average degree

Less

To a large extent Worker has good relations with colleagues, maintains a certain distance, is not always ready to help others and sometimes unreasonably evades agreed goals and communicates somewhat irrelevantly and in some situations finds it problematic to navigate the team

Medium □

To a lesser extent □

Supplement to the questionnaire on the encouragement of an employee of the banking sector (Germany)

5. Promotion and professional development

Views (goals) professional development from an employee's point of view

Representations (goals) of professional development from the point of view of the manager

Mandatory promotion activities within the organization

Seminars, other events (offers)

In a number of organizations, there is also an assessment of significance and performance. So, one of the German banks uses the method of assessing the behavior of an employee in a team, presented in Form 2.

The scale on which the assessment is carried out includes the differentiation of indicators from 1 to 9.

Potential assessment can be carried out by supplementing the questionnaire with the fifth part (form 3).

In the context of a conversation with an employee, the possibility of assessing the equality of employees is also seen. When having a conversation with feedback mutual evaluation is brought to the fore by identifying strengths and potential to improve future collaboration within

groups. Here you can also support the evaluation of colleagues using evaluation sheets, which is recommended for intensive collaboration, for example in the same team.

External evaluation of employees through internal and external customers can be carried out in the same way as for determining customer satisfaction.

Bibliography

1. Durakova I.B. Personnel management: features of the trend of international development. URL: http://www.vestnik.vsu.ru/program/view/view. asp?sec=econ&year=2009&num=01&f_name=2009-01-07.

2. Durakova I.B. Economic and statistical analysis, audit and control in the field of personnel management. Study foreign experience// Personnel management in Russia: theory, domestic and foreign practice/ ed. AND I. Kibanova. M.: INFRA-M, 2014. 283 p.

3. Durakova I.B. Economic control and audit of personnel marketing // Kadrovik. Personnel management. 2012. No. 4. S. 95-103.

4. Kibanov A.Ya., Durakova I.B. Personnel management of an organization: strategy, marketing, internationalization: textbook. allowance. M: INFRA-M, 2014. 301 p.

5. Personnel management: textbook / ed. I.B. Durakova. M.: INFRA-M, 2015. 570 p.

6. Bartscher T., Huber A. Praktische Personalwirtschaft. Wiesbaden: Gabler, 2007. 226 s.

7. Bitzer B. Das Rückgespräch. Heidelberg: I.H. Sauer Verlag, 1999. 95 s.

8. Bühner R. Mitarbeiter mit Kennzahlen führen. Verlag Moderne Industrie, 2000. 248 s.

10. Kobi J.-M. Personalrisicomanagement. Wiesbaden: Gabler, 2002. 179 s.

11. Knopp W. Systematische Personalwirtschaft.

Wege zu vernetzt - Kooperativen Problemlösungen. München, Wien: R. Oldenburg Verlag, 2001. 1167 s.

12. Lahrmann N. Bewerben im Ausland. Hamburg: CC-Verlag, 2003. 178 s.

13. Modernes Personal management. Grundlage, Konzepte, Instrumente / P. Nieder, M. Silke (Hrgs.). Weinheim: Wiley-VCH-Verlag, 2007. 386 s.

14. Scherm E., Süß S. Personalmanagement, München: Verlag Franz Vahlen, 2010. 287 s.

15. SchobertD. Personalmanagementconzepte zur Erhaltung und Steigerung des individuellen Leistungspotential der Belegschaft. Hamburg: Verlag D. Kovac, 2012. 349 s.

16 Scholz Ch. personal management. Verlag Vahlen, 2010. 349 s.

17. Stahl G, Mayrhofer W., Kühlmann T.M. (Hrgs.) Internationales Personalmanagement. München: Hammp Verlag, 2003. 364 s.

18. Stock-Homburg R. Personal management. Lehrbuch. Wiesbaden: Gabler, 2008. 737 s.

19. Wald P.M. (Hrsg.) Neue Herausforderungen im Personalmanagement. Wiesbaden: Gabler. 2005, 341 s.

20. Wunderer R., Jaritz A. Unternehmerisches Personalcontrolling: Evaluation der Wertschöpfung im Personalmanagement. Koln: Luchterhand, 2007. 454 s.

Economic Analysis: Theory and Practice Managerial Analysis

ISSN 2311-8725 (Online) ISSN 2073-039X (Print)

FORMING A BASE FOR THE ECONOMIC ANALYSIS OF THE HRM IMPACT AT THE LEVEL OF THE ORGANIZATION

Irina B. DURAKOVA

of personnel evaluation can be a "circular" score (or a "360-degree feedback"), the cost-benefit ratio, an employee interviewing, and portfolio. Questionnaires of employees and managers may be held by a mini survey conducted at short intervals, a family survey conducted through the staff member or his or her family members.

Results The form and content of the questionnaires may vary. The article provides options for the structure and content of the questionnaires.

Relevance The research results can be used at enterprises and organizations when conducting economic analysis of the HR management impact.

Keywords: economic analysis, effectiveness, HR, personnel management, employee evaluation, assessment, managers, questioning, staff members

1. Durakova I.B. Upravleniepersonalom: osoben-nosti trenda internatsional "nogo razvitiya . Available at: http://www.vestnik.vsu.ru/program/view/view.asp?sec=econ&year=2009&nu m=01&f_name=2009-01-07. ( In Russ.)

2. Durakova I.B. Ekonomiko-statisticheskii analiz, audit i kontrol" v sfere upravleniya personalom. Issle-dovanie zarubezhnogo opyta. V kn. : Upravlenie personalom v Rossii: teoriya, otechestvennaya i zarubezhnaya praktika . Moscow, INFRA-M Publ., 2014, 283 p.

3. Durakova I.B. Ekonomicheskii kontrol" i audit marketinga personala. Kadrovik. Kadrovyi management-ment=Personnel officer. Personnel management, 2012, no. 4, pp.95-103.

4. Kibanov A.Ya., Durakova I.B. Upravlenie personalom organizatsii: strategiya, marketing, inter-natsionalizatsiya. Moscow, INFRA-M Publ., 2014, 301 p.

5. Personal management. Moscow, INFRA-M Publ., 2015, 570 p.

6. Bartscher T., Huber A. Praktische Personalwirtschaft. Wiesbaden and Gabler, 2007, 226 p.

7. Bitzer B. Das Rückgespräch. Heidelberg, I.H. Sauerverlag, 1999, 95 p.

8. Bühner R. Mitarbeiter mit Kennzahlen führen. Verlag Moderne Industrie, 2000, 248 p.

10. Kobi J.-M. Personalrisicomanagement. Wiesbaden and Gabler, 2002, 179 p.

11. Knopp W. Systematische Personalwirtschaft. Wege zu vernetzt - Kooperativen Problemlösungen. München, Wien, R. Oldenburg Verlag, 2001, 1167 p.

12. Lahrmann N. Bewerben im Ausland. Hamburg, CC-Verlag, 2003, 178 p.

13. Modernes Personal management. Grundlage, Konzepte, Instrumente. P. Nieder, M. Silke (Hrgs.). Wüinheim, Wiley-VCH-Verlag, 2007, 386 p.

14. Scherm E., Süß S. Personalmanagement. München, Verlag Franz Vahlen, 2010, 287 p.

15. Schobert D. Personalmanagementconzepte zur Erhaltung und Steigerung des individuellen Leistungspotential der Belegschaft. Hamburg, Verlag D. Kovac, 2012, 349 p.

16 Scholz Ch. personal management. Verlag Vahlen, 2010, 349 p.

17. Stahl G., Mayrhofer W., Kühlmann TM. (Hrgs.) Internationales Personalmanagement. München, Hammp Verlag, 2003, 364 p.

18. Stock-Homburg R. Personal management. Lehrbuch. Wiesbaden and Gabler, 2008, 737 p.

19. Wald P.M. (Hrsg.) Neue Herausforderungen im Personalmanagement. Wiesbaden and Gabler, 2005, 341 p.

20. Wunderer R., Jaritz A. Unternehmerisches Personalcontrolling: Evaluation der Wertschöpfung im Personalmanagement. Koln, Luchterhand, 2007, 454 p.

Irina B. DURAKOVA

Voronezh State University, Voronezh, Russian Federation [email protected]

First decade of the 21st century predetermined new horizons in the activities of business entities, which had a serious impact on the transformation of approaches to managerial activities, including personnel management. First, in contrast to the version about the only source of differences in the success of economic entities - their skillful positioning in a particular market - the currently used resource theory is based on the fact that the enterprise itself with its resources is a significant factor that ensures the differences of the enterprise in the field of productivity. and the success of others.

The enterprise unites all tangible and intangible property objects controlled by it, abilities, knowledge, erudition. From a certain part of these resources, allocated on the basis of sustainable value, rarity, imitation complexity, indispensability, mastery of them by employees, key competencies can be developed. In accordance with this, the search by organizations for new long-term competitive advantages in the market of goods and services and finding a possible way to solve this problem in resource theory has led to the use of science and practice of a competent approach to working with personnel. Secondly, the further development of the concept of human resource management means an accelerating increase in the requirements for recognizing the economic feasibility of investments in attracting personnel, maintaining their labor activity, forming and improving competencies and creating conditions for the fullest possible identification of personal capabilities and abilities. Thirdly, the growing trend of business internationalization and related personnel management involves the modernization of technologies for attracting personnel, hiring, adapting and further effective use in the organization. The textbook consists of nine chapters that develop the reader's understanding of the logic, theoretical justification and implementation of approaches and procedures for working with personnel.

29. Durakova I.B. Theory of personnel management: traditional and new approaches to planning, staff training and formation personnel services[Text]: studies. allowance / I.B. Durakova, O.A. Rodin, S.M. Taltynov. - Voronezh: Publishing House of VSU, 2005. - 103 p.

The purpose of this textbook, the authors see is to provide methodological assistance to students and undergraduates in the study theoretical foundations course "Personnel Management", knowledge of the evolutionary stages of the formation of the science of people management in an organization, identifying the features of the development of its philosophy, strategy and policy. The textbook involves a combination of studying the designated sections of the course for training sessions and independently, contains examples from the realities of personnel management of specific organizations, questions for self-examination, recommended literature.

To narrow the search results, you can refine the query by specifying the fields to search on. The list of fields is presented above. For example:

You can search across multiple fields at the same time:

logical operators

The default operator is AND.
Operator AND means that the document must match all the elements in the group:

research development

Operator OR means that the document must match one of the values in the group:

study OR development

Operator NOT excludes documents containing this element:

study NOT development

Search type

When writing a query, you can specify the way in which the phrase will be searched. Four methods are supported: search based on morphology, without morphology, search for a prefix, search for a phrase.
By default, the search is based on morphology.
To search without morphology, it is enough to put the "dollar" sign before the words in the phrase:

$ study $ development

To search for a prefix, you need to put an asterisk after the query:

study *

To search for a phrase, you need to enclose the query in double quotes:

" research and development "

Search by synonyms

To include synonyms of a word in the search results, put a hash mark " # " before a word or before an expression in brackets.
When applied to one word, up to three synonyms will be found for it.
When applied to a parenthesized expression, a synonym will be added to each word if one was found.
Not compatible with no-morphology, prefix, or phrase searches.

# study

grouping

Parentheses are used to group search phrases. This allows you to control the boolean logic of the request.
For example, you need to make a request: find documents whose author is Ivanov or Petrov, and the title contains the words research or development:

Approximate word search

For an approximate search, you need to put a tilde " ~ " at the end of a word in a phrase. For example:

bromine ~

The search will find words such as "bromine", "rum", "prom", etc.
You can optionally specify the maximum number of possible edits: 0, 1, or 2. For example:

bromine ~1

The default is 2 edits.

Proximity criterion

To search by proximity, you need to put a tilde " ~ " at the end of a phrase. For example, to find documents with the words research and development within 2 words, use the following query:

" research development "~2

Expression relevance

To change the relevance of individual expressions in the search, use the sign " ^ " at the end of an expression, and then indicate the level of relevance of this expression in relation to the others.
The higher the level, the more relevant the given expression.
For example, in this expression, the word "research" is four times more relevant than the word "development":

study ^4 development

By default, the level is 1. Valid values are a positive real number.

Search within an interval

To specify the interval in which the value of some field should be, you should specify the boundary values in brackets, separated by the operator TO.
A lexicographic sort will be performed.

Such a query will return results with the author starting from Ivanov and ending with Petrov, but Ivanov and Petrov will not be included in the result.
To include a value in an interval, use square brackets. Use curly braces to escape a value.

. Book. 1: monograph / ed. AND I. Kibanova. — M. : INFRA-M, 2020. — 240 p. — (Scientific thought). - www.dx.doi.org/10.12737/3854. - Access mode: http://website/catalog/product/1039268 read

978-5-16-010226-9

In the monograph offered to the reader, well-known scientists - representatives of universities - members of the UMO for education in the field of management (the head university is the State University of Management) and the National Union "Personnel Management" consider the following topical issues: personnel management - from recruiting and accounting for employees to managing their intellectual capital (historical view), the history of Russian recruitment - the specifics and content of the stages, the development of the organization's personnel - a new concept and practice, the system of the employee's labor potential, the formation and use of models of professional competence of civil servants, the competitiveness of personnel as an economic category, management of motivation and stimulation of labor activity personnel, assessment and regulation of economic losses of intellectual capital of personnel. The proposed book may be of interest to a wide range of professionals - representatives of state power and systems vocational education, public organizations, enterprises of the real sector of the economy and entrepreneurs.

Genkin Boris Mikhailovich

. Book 5: monograph / ed. prof. I.B. Durakova. — M. : INFRA-M, 2018. — 290 p. — (Scientific thought). - www.dx.doi.org/10.12737/monography_5abca90a5888e5.47781448. - Access mode: http://website/catalog/product/949191 read

978-5-16-013688-2

Kibanov Ardalyon Yakovlevich

Personnel management in Russia: history and modernity: monograph. Book. 1 / ed. AND I. Kibanova. — M. : INFRA-M, 2017. — 240 p. — (Scientific thought). - www.dx.doi.org/10.12737/3854. - Access mode: http://website/catalog/product/701722 read

978-5-16-010226-9

In the monograph offered to the reader, well-known scientists - representatives of universities - members of the UMO for education in the field of management (the head university is the State University of Management) and the National Union "Personnel Management" consider the following topical issues: personnel management - from recruiting and accounting for employees to managing their intellectual capital (historical view), the history of Russian recruitment - the specifics and content of the stages, the development of the organization's personnel - a new concept and practice, the system of the employee's labor potential, the formation and use of models of professional competence of civil servants, the competitiveness of personnel as an economic category, management of motivation and stimulation of labor activity personnel, assessment and regulation of economic losses of intellectual capital of personnel. The proposed book may be of interest to a wide range of professionals - representatives of public authorities and the system of vocational education, public organizations, enterprises in the real sector of the economy and entrepreneurs.

Durakova Irina Borisovna

Personnel management: selection and hiring. Study of foreign experience: monograph / I.B. Durakova. - Moscow: NITs INFRA-M, 2017. - 160 p.: 60x90 1/16 - ISBN 978-5-16-105732-2. - Text: electronic. - URL: http://website/catalog/product/899756 read

978-5-16-015764-1

The monograph presents a detailed analysis of modern approaches to the selection of personnel in a market economy. The concepts and principles of selection of applicants for vacant jobs are shown. The ways of knowing the applicant through the traditional and modern packages of his application documents are characterized. Points of view on testing are disclosed, classifications of tests, criteria for their quality, methods and problems are given. practical use when hiring. The goals, types and possibilities of modeling the installation interview, its ethical and legal and economic problems, effectiveness in deciding on the suitability of the candidate. The purpose, types and mechanism of conducting professional tests are shown. The publication is addressed to researchers, graduate students, bachelors and masters of economics and management, as well as specialists involved in personnel management issues at enterprises.

Genkin Boris Mikhailovich

Personnel management in Russia: 100 years after the revolution. Book 5: monograph / ed. prof. I.B. Durakova. — M. : INFRA-M, 2019. — 290 p. — (Scientific thought). - www.dx.doi.org/10.12737/monography_5abca90a5888e5.47781448. - Access mode: http://website/catalog/product/977774 read

978-5-16-013688-2

The monograph highlights the results of a study of the evolution of becoming Russian model And scientific school personnel management. The content of the book deals with the quality of life and the value of the work of Russians; impact on staffing public policy including economics, education, labor law and a religious component. The problems of employee reliability and its possible dependencies, as well as new aspects of personnel activity are considered: the introduction of a system of qualifications, the formation of current models of the institutionalization of work with personnel, the introduction of digital technologies into the arsenal of its methods. The contribution of individual scientists to the formation of personnel activity in Russia is studied. For students, undergraduates, graduate students, doctoral students, researchers studying or conducting research in the field of personnel management, as well as the teaching staff of universities and employers.

Genkin Boris Mikhailovich

Personnel management in Russia: 100 years after the revolution. Book 5: monograph / ed. prof. I.B. Durakova. — M. : INFRA-M, 2020. — 290 p. — (Scientific thought). - www.dx.doi.org/10.12737/monography_5abca90a5888e5.47781448. - Access mode: http://website/catalog/product/1041597 read

978-5-16-013688-2

The monograph highlights the results of a study of the evolution of the formation of the Russian model and the scientific school of personnel management. The content of the book deals with the quality of life and the value of the work of Russians; impact on work with the staff of public policy, including the economy, education, labor law and religious component. The problems of employee reliability and its possible dependencies, as well as new aspects of personnel activity are considered: the introduction of a system of qualifications, the formation of current models of the institutionalization of work with personnel, the introduction of digital technologies into the arsenal of its methods. The contribution of individual scientists to the formation of personnel activity in Russia is studied. For students, undergraduates, graduate students, doctoral students, researchers studying or conducting research in the field of personnel management, as well as the teaching staff of universities and employers.

Durakova Irina Borisovna

Personnel Management: Textbook / I.B. Durakova and others / Under the general. ed. I.B. Durakova. - M.: INFRA-M, 2009. - 570 p.: 60x90 1/16. - (Higher education). (hardback) ISBN 978-5-16-003563-5 - Access mode: http://website/catalog/product/163060 read

978-5-16-003563-5

Kibanov Ardalyon Yakovlevich

Organizational personnel management: strategy, marketing, internationalization: textbook / A.Ya. Kibanov, I.B. Durakova. - Moscow: INFRA-M, 2020. - 301 p. — (Higher education: Master). - Text: electronic. - URL: http://website/catalog/product/1067540 read

978-5-16-006649-3

IN study guide the following problems of personnel management are considered: HR strategy and personnel planning of the organization; essence, formation, types and implementation of personnel marketing; methods of providing the organization with personnel, new technologies in the assessment of applicants when hiring; features of personnel management of international organizations. Complies with the requirements of the Federal State Educational Standards of Higher Education of the latest generation. For students, undergraduates, graduate students, specialists in personnel management.

Glukhova Alexandra Viktorovna

Personnel management in Russia: challenges of the 21st century. Book 6: monograph / ed. I.B. Durakova. - Moscow: INFRA-M, 2019. - 297 p. — (Scientific thought). - www.dx.doi.org/10.12737/monography_5d09c1c8409651.22507594. - Text: electronic. - URL: http://website/catalog/product/1002820 read

978-5-16-014752-9

The monograph contains the results of research on a number of basic problems of personnel management. First, the creation of a political and managerial elite, management educational organizations, religious aspects of the formation of civil society. Secondly, changes in working conditions, the obsolescence of some and the emergence of new professions, remote employment, emotional tension in the workplace. Third, the management of labor absenteeism, the use of the polygraph to ensure organizational security, legal aspects management of agency work, overcoming ageism. Fourth, increase the efficiency of employees, effective organization remuneration, talent management, experience in extending the working capacity of older workers through rational forms of motivation, training and retention in the organization, health management, formation personnel reserve for the effective functioning of the business in the future. For students, undergraduates, graduate students, doctoral students, researchers studying or conducting research in the field of personnel management, as well as the teaching staff of universities and employers.

Durakova Irina Borisovna

Personnel Management: textbook / I.B. Durakova, L.P. Volkova, E.N. Kobtsev; ed. I.B. Durakova. - M. : INFRA-M, 2019. - 570 p. - (Higher education). - ISBN. - Text: electronic. - URL: https://website/catalog/product/1027420 read

978-5-16-003563-5

The textbook discusses the evolution, theory, methodology of the science of personnel management; strategy and policy of working with people in the organization; modern technologies for their implementation; employee behavior management; psychophysiological aspects of labor activity; work with personnel in the conditions of business internationalization; formation of modern models of personnel service. The specificity of the textbook is to introduce the reader to the debatable problems of personnel management, the prospects for its development, applied methods that are successfully implemented at enterprises in Germany, Austria, Holland, Ireland, Greece - countries in which the authors of the textbook have repeatedly undergone lengthy scientific and practical internships. For students, undergraduates specializing in the study of personnel management issues, profile specialists of personnel services, heads of enterprises and organizations.

Foolish personnel management. Personnel management: a textbook for students of higher educational institutions studying in the specialties "Organization Management" and "Personnel Management"

Durakova I.B.

Personnel Management

annotation

Personnel Management. Textbook

Authors' team

Introduction

annotation scientific article on economics and business, author of scientific work - Durakova I.B.

Related Topics scientific papers on economics and business, author of scientific work - Durakova I.B.

Forming a base for the economic analysis of the HRM impact at the level of the organization

The text of the scientific work on the topic "Formation of the basis for the economic analysis of the effectiveness of personnel management at the level of employees of the organization"

logical operators

Search type

Search by synonyms

grouping

Approximate word search

Proximity criterion

Expression relevance

Search within an interval

. Book. 1: monograph / ed. AND I. Kibanova. — M. : INFRA-M, 2020. — 240 p. — (Scientific thought). - www.dx.doi.org/10.12737/3854. - Access mode: http://website/catalog/product/1039268 read

Genkin Boris Mikhailovich

. Book 5: monograph / ed. prof. I.B. Durakova. — M. : INFRA-M, 2018. — 290 p. — (Scientific thought). - www.dx.doi.org/10.12737/monography_5abca90a5888e5.47781448. - Access mode: http://website/catalog/product/949191 read

Kibanov Ardalyon Yakovlevich

Personnel management in Russia: history and modernity: monograph. Book. 1 / ed. AND I. Kibanova. — M. : INFRA-M, 2017. — 240 p. — (Scientific thought). - www.dx.doi.org/10.12737/3854. - Access mode: http://website/catalog/product/701722 read

Durakova Irina Borisovna

Personnel management: selection and hiring. Study of foreign experience: monograph / I.B. Durakova. - Moscow: NITs INFRA-M, 2017. - 160 p.: 60x90 1/16 - ISBN 978-5-16-105732-2. - Text: electronic. - URL: http://website/catalog/product/899756 read

Genkin Boris Mikhailovich

Personnel management in Russia: 100 years after the revolution. Book 5: monograph / ed. prof. I.B. Durakova. — M. : INFRA-M, 2019. — 290 p. — (Scientific thought). - www.dx.doi.org/10.12737/monography_5abca90a5888e5.47781448. - Access mode: http://website/catalog/product/977774 read

Genkin Boris Mikhailovich

Personnel management in Russia: 100 years after the revolution. Book 5: monograph / ed. prof. I.B. Durakova. — M. : INFRA-M, 2020. — 290 p. — (Scientific thought). - www.dx.doi.org/10.12737/monography_5abca90a5888e5.47781448. - Access mode: http://website/catalog/product/1041597 read

Durakova Irina Borisovna

Personnel Management: Textbook / I.B. Durakova and others / Under the general. ed. I.B. Durakova. - M.: INFRA-M, 2009. - 570 p.: 60x90 1/16. - (Higher education). (hardback) ISBN 978-5-16-003563-5 - Access mode: http://website/catalog/product/163060 read

Kibanov Ardalyon Yakovlevich

Organizational personnel management: strategy, marketing, internationalization: textbook / A.Ya. Kibanov, I.B. Durakova. - Moscow: INFRA-M, 2020. - 301 p. — (Higher education: Master). - Text: electronic. - URL: http://website/catalog/product/1067540 read

Glukhova Alexandra Viktorovna

Personnel management in Russia: challenges of the 21st century. Book 6: monograph / ed. I.B. Durakova. - Moscow: INFRA-M, 2019. - 297 p. — (Scientific thought). - www.dx.doi.org/10.12737/monography_5d09c1c8409651.22507594. - Text: electronic. - URL: http://website/catalog/product/1002820 read

Durakova Irina Borisovna

Personnel Management: textbook / I.B. Durakova, L.P. Volkova, E.N. Kobtsev; ed. I.B. Durakova. - M. : INFRA-M, 2019. - 570 p. - (Higher education). - ISBN. - Text: electronic. - URL: https://website/catalog/product/1027420 read