As a specific area of scientific knowledge, personnel management is the subject of the development of a scientific theory focused on identifying the significance of this process for the development of an enterprise, the impact on achieving its economic and social efficiency.
Assuming different approaches research correlated with the goals of the entity managing it, conditions and rules environment, personnel management is an independent section of management science and, in accordance with this, can be the subject of scientific knowledge.
According to philosophers, modern science disciplinary organized and composed of various areas knowledge interacting with each other and at the same time having relative independence. If we consider science as a whole, then it belongs to the type of complex developing systems, which in their development give rise to new relatively autonomous subsystems and new integrative connections that govern their interaction. Formed at the "junction" of economics, psychology, jurisprudence, social pedagogy, taking into account the ethnic characteristics of the population and based on the principles general management personnel management thus implies an “interdisciplinary” approach to its research and, standing out as an autonomous scientific subsystem, implies it in the course of the classical process of cognition.
The logic of scientific knowledge distinguishes, first of all, two levels of knowledge - empirical and theoretical - and the corresponding two interconnected, but at the same time specific types of cognitive activity: empirical and theoretical research. Empirical - as the initial stage - is characterized by the collection of facts that fix external manifestations, properties of an object or phenomenon. Theoretical knowledge is already the deepening of human thought into the essence of the phenomenon of reality. If the methods of empirical research are observation, description, and others similar, then the methods of more advanced theoretical research are modeling, the creation of hypotheses and theories.
Philosophical thought is inclined to believe that the results scientific activity they are precisely reflected in theories (from Latin theoria - consideration, study). Specifying the fact that theory can be both the starting point of scientific research and its result, scientists currently define it as any scientific unity of knowledge in which facts and hypotheses are connected into a certain integrity, i.e. such scientific knowledge, in in which the facts are brought under general laws, and the connections between them are deduced from the latter. To any theoretical knowledge, due to the fact that a hypothetical element is inevitably inherent in theory, an element of uncertainty is mixed; it acquires a probabilistic character, and the discovery of each fact that is consistent with this theory increases the degree of its reliability, and the discovery of a fact that contradicts it makes it less reliable, probable.
In accordance with the functions and tasks performed, two large groups of theories are distinguished:
- explanation, i.e. comprehension of reality through descriptions, classification of types, explanations and forecasts, which means that through theories relationships are known (the theoretical goal of science);
- transformation, i.e., the creation by theories of prerequisites for changing or transforming reality (the pragmatic goal of science).
As an autonomous subsystem of management activities, personnel management is well-established and emerging direction in American and Western European scientific schools ah and with respect to them - a relatively new direction, devoid of a long-term, objective base of knowledge, in domestic science.
Depending on the importance attached to explanation and transformation, one can distinguish three main areas of personnel management as a science :
1) personnel management With theoretical orientation focuses on theoretical scientific goals. This means, first of all, the need to present an explanation of the reasons, factors, specifics of the content, evolutionary expectations of certain aspects of working with people. Transformative or organizational judgments are allowed in this direction as a likely by-product. The study of personnel management from the standpoint of theory is most effective with the involvement of related disciplines - psychology, organization theory, history;
2) personnel management as technology with a pragmatic scientific goal. The theoretical scientific goal in this direction is losing its dominant role; the focus is on the development of recommendations for practical transformations with a meaningful neglect of deep theoretical research;
3) personnel management as applied Science. Pragmatic (from the ancient Greek pragma - business, action) scientific goals are put at the forefront here with the simultaneous pursuit of a theoretical scientific goal, since theory serves as the basis for the qualified development of recommendations for organization and transformation.
The theory of personnel management can be built in various ways: with the help of deduction - the transition from the general to the particular, or through the formulation general provisions; by means of induction - the ascent from the observation and description of a phenomenon that takes place in reality, to concepts and judgments, from the separate, special - to the general.
Important for the formation of the theory of personnel management is to take into account the factors influencing its construction, including taking into account the fact that the theory of personnel management assumes a certain spatio-temporal scope, where the spatial limitation is due to unequal different countries norms and socio-cultural environment, as well as the stage of business internationalization.
In addition to the main function - a certain (from the standpoint of personnel) explanation and forecasting of the impact on the development of the enterprise, the theory of personnel management performs a number of others, no less important functions, distinctive feature which is not a direct, but an indirect connection with the original problems of the theory. It's about about heuristic and socio-political functions.
Heuristic theory potential lies in the fact that the process of its formation and constant development, conducting empirical research and creating more advanced theories enrich the discussion about working with personnel in science and practical life, allow to anticipate and take into account weakly manifested, but potentially active phenomena and trends. For example, in the 80s and even 90s. 20th century a change in the paradigm of personnel management seemed debatable, but the foreseeing the emergence of management human resources turned out to be real. The discussion of the present time is the gradual transition of the functions of the personnel service to functional leaders(production, marketing, logistics, etc.).
Even in the case of insufficient confirmation of the theory, open discussion of its subject affects "politically". Depending on its specific content, the theory develops in the recipients of information and users the ability to make critical assessments, the formation of public outcry and leads, on the one hand, to further development the result of scientific activity in the field of personnel management, on the other hand, to changing the norms of behavior, improving work in groups, eliminating discriminatory phenomena, and correcting gender asymmetries.
Therefore, as a specific specific area of scientific knowledge, personnel management can be the subject of the development of an appropriate scientific theory focused on identifying the significance of this process for the evolutionary development of an enterprise or the impact on achieving its economic and social efficiency.
Personnel Management- a complex, applied science of organizational, economic, administrative and managerial, technological, legal, group and personal factors, ways and methods of influencing the personnel of an enterprise to increase efficiency in achieving the goals of the organization. object the science of personnel management are individuals and communities (formal and informal groups, vocational and social groups, teams and the organization as a whole). Subject science of personnel management are the main patterns and driving forces that determine the behavior of people and communities in a collaborative environment. Personnel management includes: I. Search and adaptation of personnel (Search for personnel Acquaintance with the company, rules, organizational structure, interaction procedure), II. Operational work with personnel (Training and development of personnel, Operational assessment of personnel, Management of business communications, Motivation of personnel and its payment, Labor organization), III. Strategic (only long-term) work with personnel (Corporate culture management)
2. The genesis of the development of scientific thought in the field of management. The main stages in the development of control theory:
First stage: study of the genesis of the control mechanism and the main stages of its formation, the emergence of the control mechanism and philosophical generalization of the model of the control mechanism. Second phase: definition of the concept of management, management system, goals and functions of management theory, the concept of management decisions and control actions, as well as the main properties of organizational management. Third stage: formulation on the basis of the knowledge of objective laws in the theory of management of the relevant rules and recommendations for the practical activities of managers and governing bodies. Knowledge of the laws, principles of management helps to develop management methods and management style of the organization. Fourth stage study and research of management theory: methodology for developing and making decisions, planning an organization, control, a system of communications and motivation for management activities. Fifth stage: study and research of management processes, creation of a management system, as well as management techniques. Sixth stage development of management theory - the creation of methodological foundations for assessing the effectiveness of management. General tasks facing the domestic science of personnel management: 1. Development of general issues of the theory, methodology and history of personnel management, 2. Actualization in domestic science and practice of personnel management of modern ideas and approaches, achievements of all scientific schools, 3. Study of the specifics of the formation of a new socio-economic formation, promotion and justification of their own and adaptation of "foreign" theories and experience, 4. Introduction into practice of the principles, approaches and methods of developing personnel management, aimed at engaging human needs for self-realization, for improving the best qualities of an individual and a professional, 5. An in-depth study of the problems of creating effective personnel management systems for all levels of the economy for all types of support, 6. Departure from the simplified "personnel and resource" understanding of personnel.
3. Methodological aspects of personnel management: factors affecting personnel, principles of personnel management, methods of personnel management. Factors: ♦ Organizational and economic factors related to the division and organization of labor, ♦ Administrative and managerial factors are associated with the choice of principles and methods of management, with a set of normative and directive acts that determine the distribution of employees, fixing their duties, rights, responsibilities and hierarchy of the system, ♦ Technical and technological factors lie in the sphere of interests of engineering and technological disciplines, ♦ Legal factors are related to the application of modern legislation in the field of labor, labor relations, ♦ Group factors associated with the process of socialization of the individual, with her need to be in a group, ♦ Personal factors reflect the system essence of a person's personality, his uniqueness and are studied by psychology.
Science highlights the followingprinciples personnel management:- Scientific (using the achievements of scientific disciplines
Consistency in the perception of objects of research and management and factors influencing their behavior. - Humanism, based on an individual approach, the perception of personnel as the main asset of the organization. - Professionalism, which implies that employees of personnel management services have adequate education and experience that allow them to effectively manage the personnel of a particular enterprise. - Leadership through agreement on goals. - Leadership based on trust and self-control. - Management based on the respect of all employees. - Material and non-material recognition of employees. - Leadership through advanced training. - Leadership based on information and communication. Personnel management methods- ways of influencing teams and individual workers in order to coordinate their activities in the production process. Administrative Methods focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, a sense of duty, a person’s desire to work in a particular organization, etc. By using economic methods material incentives for the collective and individual workers are carried out. Socio-psychological methods management are based on the use of the social mechanism (the system of relationships in the team, social needs, etc.).
4. The personality of the employee as an object-subject of management. Personality is a set of individual social and psychological qualities that characterize a person and allow him to act actively and consciously.
The following groups of regulators can be distinguished: determined by the technological process, the features of the division and cooperation of labor, the content of labor; due to the social role, the status of a person in the formal and informal groups of the organization; regulatory forms of organization: orders, instructions, regulations, instructions, regulations, traditions, customs; regulators of the external environment: state laws, social rules of conduct, family traditions.
The employee also acts as a subject capable of actively influencing the activities of all the listed influencing systems.
The attitude to work is the unity of three elements: motives and value orientations, real labor behavior, assessment by the employee of his behavior in the labor situation. objective indicators- this is the degree of responsibility, conscientiousness, initiative, discipline. TO subjective indicators include the degree of job satisfaction and such factors as pay, organization, working conditions, relationships with management and colleagues. Methods: observation method (external), consisting in a deliberate systematic, purposeful and fixed perception of the external manifestations of the human psyche, method of self-observation (introspection)- observation of a person's own mental manifestations , personal questionnaires, or tests, allowing to determine the various properties and qualities of personality, projective methods, based on the conclusions of psychological science that the subject consciously or unconsciously projects, transfers his psychological properties to external objects, sociometry- a method of psychological research of interpersonal relations in a group in order to determine the structure of relationships, roles and statuses of group members, methods of questioning, interviews, conversations, allowing to obtain information by answering written or oral questions of a specialist.
5.WORK BEHAVIOR OF THE PERSON: TYPES AND THEIR CHARACTERISTICS.
Labor behavior- these are individual and group actions that show the direction and intensity of the implementation of the human factor in a production organization.
Institutional - fully consistent with the patterns of activity, relationships and manifestations of the individual, set by institutional norms (i.e., norms accepted and approved within the organization);
Non-institutional - subject to regulation by this institutional normative system of the organization, but in relation to which such regulation is not carried out for one reason or another;
Extra-institutional - which is not subject to the obligation of the institutional regulatory system of the organization;
Anti-institutional - directed against the institutional normative system
6.Method of identifying the professional and personal qualities of an employee. professional conduct- covers such aspects of activity as the desire for cooperation, independence in decision-making, readiness to accept additional responsibility. Lpersonal qualities- is the most complex defined group. since, firstly, from the whole variety of personality traits, it is necessary to choose those that most determine the result of professional
activities, secondly, the quality of a person cannot be directly observed and measured.
7. Communities as an object of management in the organization. Conditional groups are arbitrary associations (groupings) of people according to some common feature that is necessary in a given system of analysis for the purposes of statistical accounting and scientific research. In such groups, people do not feel they belong to it. Real groups are such associations of people in which there is a unity of activity, conditions, circumstances, signs in which people are in a certain way aware of their belonging to a group (although the measure and degree of awareness may be different). There are the following types of groups: 1. Large and small (contact), in which there is the possibility of direct contact of each with each. 2. Primary (teams of departments, services, units, where there is direct contact between group members) and secondary (for communication in these groups, you can not do without an intermediary, i.e. the degree of interaction between group members is quite low). 3. Formal (having a legal status, created by management to consolidate the division of labor and improve its organization) and informal (formed spontaneously to satisfy those interests of workers that for some reason are not satisfied within the framework of a formal group). An organization is a group of people whose activities are consciously coordinated to achieve a common goal or goals.
Personnel management (PM) as a science and scientific discipline
1. Modern scientific approaches to the study of the problem of UE.
UE is based on the results of the following sciences:
1. Physiology of labor, studying the impact labor processes on the physiological characteristics of a person, its conclusions are used in the development of work and rest regimes, the design of workplaces, the determination of the parameters of the production environment (noise, air t, vibration, gas pollution) and the work performed (the pace of movement, the mass of transported goods, the monotony of labor).
2. Labor psychology, which studies the psychological and socio-psychological characteristics of a person in the field of labor activity, its conclusions are used in the professional selection of the organization of collective work, management in conflict situations, and the development of motivation systems.
3. Ergonomics, which is the scientific basis for the design of human-machine systems, which are based on the results of engineering psychology, technical aesthetics, labor psychology, design theory, general theory systems and establishes the compliance of technical means with human anthropometric data.
4. Sociology of labor, which studies the relationship between people and social groups in production cooperatives.
5. labor law, concentrating on the legal aspects of labor and management, its position is used in hiring and firing, developing incentive systems, managing social conflicts.
6. Organization of labor - a system of scientific knowledge on rational use work force due to the effective combination of living and materialized labor, its results are used in the design of labor processes and workplaces, determining optimal working conditions, rationing and remuneration.
7. Labor economics, which studies the problems of productivity and labor efficiency, the labor market and employment, income and wages, planning the number of labor and wages.
2. The concept of UE
PM is a set of managerial influences (principles, methods, means and tools) on the interests, behavior and activities of employees in order to maximize the use of human resources.
The object of UE is the personnel of the enterprise.
UE subjects:
1. Managers of all levels who implement the management function in relation to their subordinates.
2. Employees of the personnel service of the enterprise.
The subject of the UE is social and labor relations in the field industrial relations, studied from the standpoint of the most efficient use of the organization's human resources.
3. Duality of UE.
The duality of PM is due to the duality of the subjects of management, in connection with which they distinguish: centralized and decentralized PM.
Centralized management is carried out by the personnel services of the enterprise, concentrating on the normative-methodical office work and legal support UE systems
Decentralized PM is run by managers structural divisions and is connected with the organizational, technical and socio-psychological support of the PM system.
In the early stages of development scientific management personnel management was considered in the context of the general management system and was not specifically differentiated. Gradually, the complexity of the process of managing social production required the improvement of all its functions, including personnel management.
Currently, this section of scientific management is considered by many as an independent discipline. However, the origins of discipline, its scientific foundations are rooted in integrated management science. The boundaries of the discipline are limited to consideration of the human resources management functions noted below.
Human resource management as a science exists on two levels: theoretical and applied.
The purpose of the theory of personnel management– obtaining new knowledge by describing and classifying phenomena, establishing cause-and-effect, functional relationships and patterns between them, predicting typical organizational situations. Personnel Management at the application level deals with the issues of changing and transforming real production situations, developing specific models, projects and proposals to improve the efficiency of using employees. There is a close relationship between the two levels of personnel management: theory is a methodology concrete analysis and design, data applied research form the basis for constructing hypotheses and developing the theory.
The complex, integrative nature of personnel management is manifested in the structure of knowledge of personnel management as a science. Its core, the core is own, specific knowledge , reflecting, firstly, the influence of various characteristics of employees on their recruitment (attracting to the enterprise), selection and organizational behavior and, secondly, the methods and techniques for the practical use of established relationships in order to ensure the economic and social efficiency of the organization.
The complexity of personnel management does not negate the specificity and independence of this science. All the data of other sciences are rethought and developed in it from the point of view of providing the organization with the optimal number and quality of employees and their use for business and social efficiency.
The science of personnel management performs in relation to practice personnel management following features: Firstly,the ideal construction of this practice, development of theory, strategy, technique, methods and means of personnel management; Secondly,transformation, encouraging managers to change the models, techniques, style, ways and means of managing employees based on the alternatives offered by science; Thirdly,rationalization, deep critical understanding of the practical management of people and its orientation to the requirements of the economic (business) and social efficiency of the organization.
Organizational goals traditionally stand at the center of personnel management, and management in general. Usually they are associated with ensuring the efficiency of the enterprise. And from this point of view, personnel management is the activity of using employees to achieve the effectiveness of the organization.
The term "organizational efficiency" is interpreted ambiguously. Some authors define efficiency as maximizing profit (Taylorist management model); other scholars understand organizational effectiveness more broadly. So, R.L. Krichevsky distinguishes two groups of criteria, or indicators of the effectiveness of the team and, accordingly, personnel management: psychological (job satisfaction, motivation, authority) and non-psychological (effectiveness, efficiency, quality, productivity, innovation, profitability).
