Topic: Foreign experience in personnel management. Formation of a personnel management system, domestic and foreign experience

Introduction

The relevance of research. Modern operating conditions of industrial enterprises require the creation of an effective personnel management system for the enterprise and the development of its personnel potential.

In this situation, there is a need for a theoretical rethinking of personnel processes, development of a methodology for the formation of strategies and tactics for the effective use of personnel of industrial enterprises, contributing to the rise and development of domestic industry, ensuring their competitiveness in both domestic and world markets.

The insufficiently high level of professional training of some of the personnel of industrial enterprises makes it difficult for them to adapt to modern requirements, which makes the theoretical development of socio-economic mechanisms for the training and reproduction of highly qualified workers of industrial enterprises with a high level of general and specialized education particularly significant and relevant.

It should be noted that at present, a particularly acute problem facing industrial enterprises is the creation of personnel management services that meet the requirements of modern management, their own effective training systems, retraining and advanced training of personnel, including workers of industrial enterprises, since it was created in Soviet At times, the system of their professional training was practically eliminated.

At the same time, in existing scientific research, insufficient attention is paid to the problems of forming an effective personnel management system for industrial enterprises and preserving their human resources potential, the concept, practice and prospects for its development, creating its own effective training system, retraining and advanced training of enterprise employees, a search and selection system management personnel.

There is practically no methodology for developing and creating an effective system for managing the professional and qualification development of the personnel potential of industrial enterprises. The quantity and quality of available publications does not correspond to the severity and relevance of solving the relevant problems.

The problem of personnel management at industrial enterprises is one of the most important problems of modern management, is relevant and requires systematic consideration.

Object research is foreign experience in personnel management.

Subject research is the processes of personnel management of an enterprise in a market system of economic relations.

The purpose of this thesis is to study foreign experience in enterprise personnel management and apply it in Russian conditions.

Specifying the goal, it should be noted that in the course of writing the work the following tasks should be solved:

· familiarization with the theoretical part of personnel management;

· review of personnel management systems in some foreign countries;

· assessment of the state of the personnel management system at NefAZ OJSC, as an example of the application of foreign experience in personnel management in modern Russian conditions.

The information base of the study consists of a set of specialized and scientific literature, laws and regulations, statistical data; economic research on the topic; reference and periodical literature; monographs on analysis and accounting.

Chapter1 . Enterprise personnel management system

1.1 Personnel management: concept and approaches

An enterprise (organization, firm), being an integral production and economic system, can nevertheless be represented as a set of its constituent elements (subsystems), naturally interconnected (interacting) with each other. The number of such subsystems can be different and depends on the concept laid down during decomposition. Thus, some authors distinguish technical, administrative (managerial) and human, or personal-cultural, as subsystems. Others distinguish two parts in production (enterprise) management: activity management and people management. Activity management consists of planning activities, setting production tasks, creating a system for measuring work performed, and monitoring the completion of tasks. People management includes ensuring cooperation between all members of the workforce, personnel policies, training, information, motivation of employees and other important components of the work of a leader as a manager. You can find in the literature other options for structuring the production and economic system. However, attention is drawn to the fact that the personnel component is almost always highlighted as component control systems, which is not accidental. The most important area of activity of any enterprise (organization, firm) has been and remains labor supply: attracting labor, its necessary training, creating conditions for rational use.

The production system, its material and personal components are influenced by many factors. Equipment and technology are changing, which determine the requirements for the workforce, the focus of its special training, skill level, etc. The composition of the workforce changes under the influence of both objective and subjective factors (for example, the composition of workers changes under the influence of staff turnover, a natural and continuous process of qualification growth, motivational premises in relation to work change, etc.). There is a need for constant management influence on the structure of jobs, on the number and composition of workers.

A specific type of management activity, the object of which is a group of workers - personnel, is called personnel management (personnel).

IN last years Other concepts are widely used in scientific literature and practice: human resources management, labor management, personnel management, human resource management, human factor management, personnel policy, personnel work, etc., one way or another related to labor activity of a person, managing his behavior at work.

Translated literature with its different terminology characteristic of different schools of management also introduces great discrepancy. The most common terms are:

Personnel administration - personnel management (recruitment, control, placement, training, use of human resources of the enterprise), relations between administrative personnel and subordinates; "human relations" in industry;

Personnel management - personnel management (including selection, training, working conditions, payment, safety issues); labor Relations; relationships between administration and individual employees;

Personnel relations - personnel management, etc. As often happens, when trying to define and reveal the content of a particular concept, the authors focus on the most important, in their opinion, aspect, tasks, forms of manifestation, etc. Thus, when speaking about labor resource management, we mean the part of the population belonging to this category, which is subject to systematic influence and regulation by society at the stage of formation, distribution and use in a territorial context.

The concept of “personnel (personnel) management” is close in meaning to the concept of “human resource management”. In both cases, the object of managerial influence is the same, the difference is in the specific approach to the employee, to his labor force as a resource.

With a technocratic approach, management decisions are subordinated primarily to the interests of production (maximizing production output, fulfilling a plan, etc.): the number and composition of workers are determined based on the technology used, the technological and operational division of labor, the given rhythm of production, intra-production labor cooperation, etc. d. Thus, personnel management is, as it were, absorbed by the process of production management and is reduced to the selection of personnel with the appropriate professional and qualification characteristics and their placement based on the tasks of organizing production and labor.

A humanistic approach to personnel management implies the creation of such working conditions and such content that would reduce the degree of alienation of the employee from his work activity and from other employees. Therefore, according to this concept, the functioning of production, and most importantly its effectiveness (efficiency), largely depends not only on the compliance of the number and professional qualifications of the workforce with the requirements of equipment and technology, but also on the level of motivation of workers, the degree of consideration of their interests and etc., which requires more attention to taking into account the interests of the employee as an individual: increasing the content of work, improving working conditions, realizing a person’s personal aspirations, his ideas about the place of work among life goals, etc.

With this approach, “personnel management” is interpreted more broadly. Management decisions go beyond purely economic provisions and are based on the provisions of sociology, physiology and labor psychology.

The development of the concept of personnel management followed the path of overcoming the technocratic approach to man as a machine, connecting his motivational resources, socio-psychological factors for the growth of labor productivity and production efficiency, and greater consideration of the interests of the employee as an individual.

HR management has taken over fundamental principles theories of scientific management, such as the use of scientific analysis to determine how to perform tasks, selecting workers best suited to do the job, providing appropriate training to workers, systematic and correct use of financial incentives, etc.

A particularly great contribution was made by the school of “human relations”, the formation of which is associated with E. Mayo’s theory of motivation. The principles of people management she developed proclaimed taking into account the desires and expectations of people and interpersonal relationships. Later schools of scientific management also emphasized the combination of the rationality of the organization with employee satisfaction with their activities.

These requirements are embodied in the behavioral concept of management, focused on the use of various methods of motivation: management by goals, labor enrichment, employee participation in management (participatory management).

To replace the widespread practice of working with personnel, focused on the consumption of labor in conditions of stable employment, as well as strict organizational structures, new management models are coming, providing:

Creating conditions for expanding knowledge, improving skills, and continuous self-improvement;

The use of “packages” of motivational programs to expand the powers of employees in making business decisions;

Formation of new moral values shared by all company personnel;

Flexible and adaptive use of “human resources”, increasing the creative and organizational activity of personnel, forming a humanized organizational culture.

Thus, the new ideology of personnel management is largely based on employee motivation. The employee’s attitude towards work is formed under the influence of aspirations, life goals, the possibility of self-expression and self-realization, and the content of work. Hence, the main factors of motivation to work are:

Recognition in work;

Achievements in work;

Responsibility and independence;

Opportunity for professional advancement;

Opportunity for employee personality development.

Job security, working conditions, level of pay, the nature of interpersonal relationships in a team of workers, etc. are of great importance. Therefore, fundamentally new approaches to personnel management are largely related to the concept of quality of working life.

1.2 Essence and objectives of management

It is clear that production management is carried out through a person: through people, certain adjustments are made to the technical, technological and organizational aspects of the production process. But the workers themselves are the object of management. This concerns primarily the quantity and quality of the workforce, the formation of labor potential, its development and use, motivation labor behavior, labor and personal relations, etc.

And in order to reveal the content of this specific type of management activity, let us first clarify what is the object and subject of management. The object of management is an individual worker, as well as a certain combination of them, acting as a labor collective. The totality of employees can include both the entire personnel of the enterprise (organization, firm), which is subject to general management decisions, and the personnel of a structural unit (department, workshop) or production cell (team).

A distinctive feature of a group of workers as an object of management is a certain interconnection of the activities of workers due to common goals, which characterizes them as a team.

The subjects of personnel management are a group of specialists performing relevant functions as personnel service employees, as well as managers at all levels performing the management function in relation to their subordinates.

Determining the need for personnel, taking into account the development strategy of the enterprise, the volume of production of products and services;

Formation of the numerical and qualitative composition of personnel (recruitment system, placement);

Personnel policy (relationship with the external and internal labor market, release, redistribution and retraining of personnel);

System of general and professional training;

Adaptation of employees at the enterprise;

Payment and incentives for labor, a system of material and moral incentives; - performance assessment and certification of personnel, its orientation towards encouraging and promoting employees based on the results of work and the value of the employee for the enterprise; - personnel development system (training and retraining, increasing flexibility in use in production, ensuring professional and qualification growth through planning a working (labor) career; - interpersonal relations between employees, between employees, administration and public organizations;

The activities of a multifunctional personnel service as a body responsible for providing the enterprise with labor and for reliable social protection of the employee.

The goals of personnel management of an enterprise (organization) are: - increasing the competitiveness of the enterprise in market conditions; - increasing the efficiency of production and labor, in particular achieving maximum profit;

Ensuring high social efficiency of the team’s functioning.

Successful achievement of set goals requires solving such problems as:

Ensuring the enterprise's need for labor in the required volumes and required qualifications;

Achieving a reasonable relationship between the organizational and technical structure of production potential and the structure of labor potential;

Full and effective use of the potential of the employee and the production team as a whole;

Providing conditions for highly productive work, a high level of organization, motivation, self-discipline, developing employee habits of interaction and cooperation;

Consolidating an employee at the enterprise, forming a stable team as a condition for recoupment of funds spent on labor (attraction, personnel development);

Ensuring the realization of the desires, needs and interests of employees in relation to the content of work, working conditions, type of employment, opportunities for professional qualifications and job advancement, etc.; - coordination of production and social objectives (balancing the interests of the enterprise and the interests of employees, economic and social efficiency );

Increasing the efficiency of personnel management, achieving management goals while reducing labor costs.

The effectiveness of personnel management and the most complete implementation of set goals largely depend on the choice of options for constructing the enterprise personnel management system itself, knowledge of the mechanism of its functioning, and the choice of the most optimal technologies and methods of working with people.

1.3 Human resource management methodology

Control in the cybernetic sense is, as is known, a purposeful influence on a system and its elements in order to preserve the structure and state of the system or transfer it to another state in accordance with the purpose of the functioning and development of this system.

Regulatory goals in general view are the provision, maintenance and prevention of certain consequences, depending on the specific nature of the manifestations on the part of the control object.

The work collective is a kind of “Personnel” system, structurally consisting of elements that are interconnected. It has its own internal structure, since employees differ in their functions, categories, professions and many other characteristics: demographic (gender, age), economic (experience, training, motivation), socio-psychological (discipline, ability to interact), etc. The system itself seems quite complex, since it is characterized by many connections between elements both horizontally (between employees) and vertically (between structural divisions, management bodies, etc.).

Personnel management is based on determining the trajectory of development of the “Personnel” system and regulating its behavior in dynamics in accordance with the development of the external environment, internal contradictions, and the tasks of the enterprise (organization, firm) as a production and economic system.

In relation to the personnel of an enterprise, management means the development and implementation of managerial influence on the totality of the characteristics of the labor potential of the employee and the team in order to bring them into line with both the current tasks of the enterprise and its development strategy, the need to fully use the opportunities associated with the role of the human factor in modern production. Therefore, management decisions are aimed not only at individual workers as elements of the “Personnel” system, but also at maintaining production relationships between them, at the very structure of the system, its proportions, at the behavior of the system as a whole, its development.

The state of the "Personnel" system is determined both by its own goals and by production goals. The labor force employed at the enterprise must correspond to the material factor of production (the equipment used, the technology that determines the organization of production and labor). So, on the one hand, there are jobs with their requirements for workers in terms of qualifications, training, personal qualities, on the other hand, there are workers with different qualities, professional training, and qualifications. Human resource management involves influencing both parties to ensure the required compliance. This difficult task, since both the requirements for employees and the personnel of the enterprise themselves change.

Management is carried out in the following directions:

Changes in the number of employees and forms of employment;

Changing the personnel structure;

Changes in staff motivation, etc.

For this purpose, various methods related to HR technology are used: selection, hiring, hiring requirements, training and promotion, assessment and remuneration, etc.

The stable functioning of the system and its reliability largely depend on the prompt response to emerging disturbances (“failures”) in the system. Assessing the state of the system and its change under the influence of any management decision made require taking into account these connections and anticipating negative responses at different levels. And since it is difficult to quickly provide such a response, it is necessary to focus on management methods that ensure or encourage its self-organization. At the same time, one should also take into account this feature of the “Personnel” system: the reaction to a situation that arises under the influence of internal and external factors is often not immediate; even promptly taken measures can only have an effect after a certain time (time lag).

The control mechanism is a system of controls, means and methods aimed at meeting the enterprise's needs for labor of the required quantity, quality and by a certain time. Management goals are achieved through the implementation of certain principles and methods.

The principles interpreted in management theory as stable rules for the conscious activity of people in the management process are determined by the action of objective laws. Methods act as ways to implement principles.

Principles in general represent the starting points of a theory, doctrine, science. In the course of the accumulation of empirical information about the purposeful activities of people, its study of analysis and generalization, there was a selection of all that positive that formed the basis of the principles and rules of behavior, action, work, management, creating conditions that ensure the effective activity of individuals and work teams. Principles, underlying effective personnel management are quite diverse. They are multi-level in nature (general, private, special, individual) and apply to different areas of activity (labor management on the scale of the entire society, industry, enterprise, individual employee). Among general principles As personnel management tools, the following are distinguished: scientific, planned, comprehensive (systematic), continuity, normative, cost-effective, interested, responsible, etc.

Particular principles include compliance of management functions with production goals; individualization of work with personnel (individualization of personnel selection, taking into account the wishes of a particular employee, individualization during release, promotion, payment based on work results, etc.); democratization of work with personnel (taking into account the collective opinion of employees when making the most important personnel decisions, competitive filling of vacant positions, democracy in management methods and leadership style, etc.); informatization of personnel work, ensuring its level sufficient for making informed decisions; selection of personnel for the primary production team, taking into account psychological compatibility, etc.

The situation is similar with the methods used in personnel management. Among them there are general ones that are widely used in the management of other objects (production, national economy in general): administrative, economic, social - and a large number of specific, private methods. Thus, administrative methods, which are characterized by direct centralized influence of the subject on the object of management, include: organizational-stabilizing (laws, charters, rules, instructions, regulations, etc.), administrative (orders, instructions), disciplinary (establishment and implementation of forms of responsibility ).

Economic methods are the whole system motives and incentives that encourage all workers to work fruitfully for the common good. Social methods are associated with social relations, with moral and psychological influence. With their help, civic and patriotic feelings are activated, people's value orientations are regulated through motivation, norms of behavior, the creation of a socio-psychological climate, moral stimulation, social planning and social policy in the enterprise (organization).

Personnel management should be based on the principles of a systematic approach and program-targeted management.

Building personnel management on the principles of a systems approach and analysis means covering the entire personnel of the enterprise, linking specific decisions within a subsystem, taking into account their impact on the entire system as a whole, analyzing and making decisions regarding personnel, taking into account the external and internal environment, and the entirety of interrelations.

The need for an integrated, program-targeted approach in nature is due to the fact that individual species Activities within the framework of personnel management are not carried out on their own, but in conjunction with management goals.

In personnel management as a process, several particular processes are distinguished:

* planning - determination of management goals, means of achieving them, modeling and forecasting of the management object;

* organization - work on staffing: career guidance, professional selection, attracting labor, hiring, placement in jobs, vocational training, improving labor organization, improving working conditions, etc.;

* regulation - intershop, interprofessional and qualification movement of the workforce, changes in the number of personnel, wage levels, etc.;

* control - control of numbers, rationality of use, compliance with the position, performance personnel orders etc.; * accounting - obtaining information about changes in the composition of personnel, maintaining state and internal reporting on personnel, etc.

1.4 Control technology

In order to manage effectively, it is necessary to know the functioning mechanism of the process under study, the entire system of factors causing its change, as well as the means of influencing these factors. Consequently, we can talk about a certain mechanism for the functioning of the personnel management system and the use of various tools to influence the employee, i.e. e. about a certain technology of working with personnel.

In its most general form, technology is the techniques, skills, or services used to produce specific changes in some material. Sociologist Charles Perrow writes of technology as a means of transforming raw materials—whether people, information, or physical materials—into desired products and services. Lewis Davies gives a broader concept of technology: "Technology is the combination of skilled skills, equipment, infrastructure, tools and, accordingly, technical knowledge necessary to bring about desired changes in material, information or people." Managerial influences on the object of management - the personnel of the enterprise - can be directed directly at the employee or at their totality as a production cell, as well as at factors of internal and external environment in which the labor process takes place. In the latter case, we can talk about an indirect impact on the control object.

There are several types of technologies:

Multi-link, which refers to a series of interrelated tasks performed sequentially;

Intermediary - as the provision of services by one group of people to another in solving specific problems;

Individual - with specification of techniques, skills and services in relation to an individual employee.

An example of the implementation of multi-link technologies in personnel management is the adoption management decisions at each stage of an employee’s working life at the enterprise (hiring, training, adaptation, direct work activity, etc.) with their inherent specifics, corresponding tasks and methods of management influence. Intermediary technologies are used in the course of interaction between the personnel service and the heads of structural divisions of the enterprise on the implementation of personnel policies, personnel selection, their evaluation, etc.

Individual technologies are largely focused on managing people’s behavior during work and are based on the use of methods of labor motivation, social psychology and, above all, methods of regulating interpersonal relationships, etc.

In personnel management, it is important to know what goals can be achieved using certain means of influence, how and through what it is carried out. The arsenal of tools used here (methods, techniques for working with personnel, expressed in various organizational forms) is quite diverse: - personnel planning;

Change management;

Optimization of the number and structure of personnel, regulation of labor movements; - development of rules for the reception, placement and dismissal of workers; - structuring of work, their new layout, formation of new content of work, job responsibilities;

Personnel cost management as a means of influencing the development of employee labor potential;

Organization of work as a means of creating an environment conducive to the maximum performance of the performer in the process of work;

Workload management, optimization of working time structure;

Assessment and control of activities;

Remuneration policy for work, its high results; provision social services as a means of motivation, stabilization of the team; - tariff agreements between the administration and the team; - socio-psychological methods (methods of eliminating conflict situations, ensuring interaction, etc.);

Formation of corporate culture, etc.

Chapter2 . Main directions of application of foreign experience in modern Russian conditions

2.1 Japan

Japanese companies are not only economic units, but also to a large extent social organizations. Each company has its own corporate philosophy, which emphasizes concepts such as sincerity, harmony, cooperation, and contribution to the betterment of society. The main factors that determine a company's prestige in Japan are its legal status, controlled market share, stock exchange membership and corporate philosophy. These indicators are more significant than the stock price or profitability level. The prestige of a company determines its access to external financial sources and the ability to attract people with high potential.

His recognition in society largely depends on the prestige of the company for which a Japanese works. In the public consciousness, work life is equivalent to personal life; individual survival and development of a person depend on the survival and development of the enterprise in which he works. Under these conditions, the employee identifies himself with his company and is ready to share its fate.

Organizational principles of a Japanese company:

* Market orientation.

* Continuous introduction of innovations.

* Attention not to individual functions, but to their relationships.

The Japanese management style is based on persuasion rather than coercion. The boss does not distinguish himself from the mass of subordinates; his task is not to manage the work that others are doing, but to facilitate the interaction of employees, provide them with the necessary support and assistance, and form harmonious relationships. As a rule, Japanese companies do not have detailed job descriptions, and the provisions on structural divisions are general character. An employee sent to work receives only a certificate of appointment informing him that from such and such a date he will be appointed to such and such a department for such and such a tariff category, without indicating specific responsibilities, area of responsibility or duration of work. Upon entering the unit, the employee masters labor operations and the peculiarities of interpersonal relationships in the team with the support of work colleagues and the immediate supervisor. The organization of the workplace and production premises promotes collective work in every possible way. One of the major managerial differences between American and Japanese companies is the different nature of their time orientation. Japanese companies pay more attention to their long-term development.

There are also significant differences in the operation of the control mechanism. Control in Japanese companies is distinguished by its concentration in the hands of ordinary workers and its “process orientation.” There is an exchange of information within the company, frequent contacts and decision-making based on the principle of consensus.

In the use and development of HR, Japanese companies prefer that their employees be “generalists”, i.e. had broad experience and knowledge that corresponded to the goals and interests of this particular company, while in the USA companies are looking for specialists whose knowledge and experience can be used in any other company for this type of work.

The main features that have a direct impact on the mobilization of human resources in Japan include: lifelong employment, wages in accordance with length of service, company trade unions, intra-company labor market, intra-company industrial training, rotation of the system of collective contracting and collective decision-making, intra-company social Security, systems of joint consultations between workers and entrepreneurs, quality control circles. Some researchers do not consider all these structures to be exclusively Japanese, recognizing their presence to varying degrees in other developed countries, but everyone agrees that it was in large Japanese companies that they received their most complete and effective development.

The lifetime employment system, or another name for it - long-term employment guarantee, is widespread in Japan. According to experts, it covers about 35% of employees, but in large companies - up to 50% and higher. The system involves hiring a worker immediately after graduating from an educational institution and informally, i.e. legally unregistered, retaining his place in the company until mandatory retirement. If the market situation is favorable for the company, the “pension ceiling” may be increased, but employees of retirement age will be transferred to lower salaries. According to the psychology of lifelong employment, an employee does not move from one organization to another. The organization cares for him throughout his life and cannot easily break the alliance with the employee. If the employee himself leaves the company or is fired, this seriously affects his future career.

Japanese companies carefully select and staff their human resource managers, and managers spend a lot of time informally assessing the work of subordinates. Typically, an employee in a Japanese company receives a new assignment after two or three years and knows that the quality of his performance of his duties will determine the nature of his next assignment.

An important role in the management of human resources in Japan is played by company trade unions, which are created on the basis of the enterprise and unite permanent employees. They include both “white” and “blue collar” workers, and leaders are elected exclusively from among themselves. A permanent employee remains a member of the trade union and is protected by it throughout the entire period of work in the company. For this reason, Japanese labor unions are often referred to as the “second HR department,” the HR function of a company. Collective bargaining becomes not a negotiation between management and the union, but a coordination or consultation on decision-making between two human resources departments of the same company.

An essential aspect of the formation of a company’s HR is the practice of intra-company vocational training. Each company prepares HR for itself, and strives for its employee not to be a narrow specialist working in any company, but to be versatile and multifunctional in meeting its goals and objectives.

The rotation process in Japanese companies is also highly functional because the very organization of the production process and management at enterprises is in the nature of a production contract with “dispersed responsibility” for the work performed.

Among the important features of work organization that stimulate and mobilize the active participation of workers in the affairs of their enterprises, they are also constantly called operating systems joint consultations in which managers and workers regularly exchange information about their affairs and plans. They operate in 70% of large Japanese firms and have played important role in the relatively quick and calm restructuring of Japanese companies with the introduction of robots and computer technology.

An additional source of mobilization of human resources is the fact that Japanese companies take upon themselves, as U. Ouchi puts it, “holistic care” for their employees. A significant part of their HR costs is realized in the form of expenditures for social needs (housing construction, medical service and organization of leisure). This activity of Japanese companies is aimed at strengthening the attachment of its employees, at their emotional and spiritual integration. Every year, colorful ceremonies are held to officially enroll new recruits into the company. The training program for those hired by a company is sometimes designed for several years and includes not only extensive professional training, but also the study of the history, goals, and principles of the company. Sometimes companies use religious training methods. In order to strengthen group solidarity, new employees may be accommodated temporarily in the company's dormitory.

A characteristic feature of Japanese management is the use of a bureaucratic system. Its features relating to respect for the very status of the leader, collectivism, rationalization, impersonality and fairness are well consistent with the traditional cultural characteristics of the Far Eastern region.

The main features of labor management in Japanese enterprises are as follows:

* flexibility in the distribution of work and rotation of workers;

* mobility and long-term training in the Czech Republic;

* the use of mechanisms that interest workers in the results of their work;

* flexible organization of the financial incentive system;

* strict discipline in the workplace;

* orientation towards the development of the Czech Republic.

These features are associated with the principle of long-term employment, reinforced by the mutual trust of workers and management, as well as their desire to maintain harmonious relations.

Japanese companies have two departments that have no exact analogues in their structure in Western organizations. One of them is the so-called department general issues("somu bu")" Which deals with legal issues, internal relations, relations with shareholders, government agencies, trade associations and related companies, documentation, and often procurement. The other is the human resources, personnel management, HR department, which is often an offshoot of the “so-bu” and is separated from it when the company reaches a certain size.

In the largest corporations, the manager who heads the HR work area is a member of the board and has the position of HR director; The head and employees of the HR management department are subordinate to him. Often, the functions of the HR director (i.e., a person who protects the interests of shareholders, whose candidacy is approved by the general meeting of shareholders) and the head of the HR management department (i.e., an employee) are combined in one person. This special status is taken into account when paying wages and is especially significant in the process of collective bargaining, when this person seems to represent both sides.

The main document regulating labor relations in a company is the intra-company employment regulation. All companies with 10 or more employees are required to register their internal regulations at your local labor standards office. The employment clause operates like an employment contract. It determines working conditions, remuneration, requirements for permanent employees; kept in the personnel department.

In firms where there is a trade union, another basic document is a collective labor agreement. In its content and practical significance, it is similar to the employment provision. What makes it different is that it defines the status of the trade union organization and its members in the company.

HR planning, closely linked to corporate planning, is still a rarity in Japan. In accordance with modern business conditions, it is considered quite sufficient to comply with the following rules:

* once hired should not be dismissed except in extraordinary circumstances;

* upon reaching the age limit, the employee must retire or be transferred to temporary work. Typically, Japanese companies carefully monitor only one long-term indicator - the balanced age structure of the HR. There are two reasons for this:

1. Financial. Every year, a certain number of workers who have reached the age limit and receive the highest salary must resign. This significantly reduces salary costs, since they are replaced by graduates who earn the least in the company.

2. Organizational and structural. Maintaining a certain age structure makes career advancement easier.

Budget. By being in constant contact with other departments and knowing their annual needs, HR creates company-wide workforce forecasts for the next budget year. Estimated labor costs are forecast. Finally, HR has its own budget requirements, with recruitment, training and social costs being the most expensive. Over the past ten years, the department's annual budget, excluding salaries and statutory social expenses, has amounted to about 4% of labor funds per year.

Recruitment, training of personnel, their promotion, carrying out disciplinary measures and dismissal, resolving issues related to pay and working conditions, social benefits as well as labor relations - the prerogative of the HR management department (heads of departments can make their proposals, they are consulted before a decision is made).

Overtime. In Japanese companies, overtime work is viewed positively. First, its use is more economical than recruiting additional labor to meet fluctuating demand. Secondly, it brings additional income to employees. Overtime is not considered here to be a manifestation of the incompetence of production managers or improper planning of the use of labor. With the consent of the employee representatives (or trade union), overtime may be assigned at any time and for any period. As a result, in many companies, about 10-15% of the monthly salary of regular workers comes from overtime. However, nowadays young workers, as a rule, try to avoid overtime, since for them free time is often more important than additional earnings.

Social issues. In addition to statutory social benefits (sickness, unemployment and industrial accident insurance) and old-age pensions, Japanese companies have many other social programs. Housing and dormitories, recreational opportunities, cultural programs, housing loans, subsidies for lunch and grocery shopping and businesses are all centrally administered by the HR Management Department. In addition, the range of problems he solves includes issues of benefits paid, for example, during the territorial transfer of a company employee. The Human Resources Management Department organizes the issues of settling the employee in a new place. Funerals of employees and their family members are also organized and paid for by the HR Management Department.

Recruitment issues. The ideal for a Japanese company is to recruit a permanent workforce of graduates who would remain with the company until they reach the age limit.

The main requirements for candidates are accuracy, conscientiousness and goodwill.

In a Japanese company, it is generally believed that specialization, division of labor, and emphasis on individual initiative can harm the efficiency of the company as a whole. Therefore, group work and cooperation are most often encouraged, with an emphasis on the interests of the entire corporation. Recruitment of workers is focused on satisfying the general interests of the company, and not on performing a specific job in a specific location. New employees are recruited by the company, not by an individual manager. At best, the company invites new workers, indicating a wide range of employment: production, sales, clerical work, etc. Even when the work becomes unnecessary, those hired are not fired. The company provides them with retraining and transfers them to other places. School graduates with no work experience are recruited every year, and the company gradually brings them to the appropriate skill level and assimilation of the corporate culture. Thus, the age structure of the workforce is preserved, which is an important indicator of organizational dynamism and the ability for technical innovation. In Japanese companies' annual financial reports, they always indicate average age workers.

In Japan, the following enlarged scale of positions has been adopted:

* third-class specialist (university graduate);

* second-class specialist (ordinary worker);

* first-class specialist (ordinary worker);

* typical candidate for a management position

* third-class manager (lead administrator or engineer);

* second-class manager (deputy head of department, head of department, deputy head of department);

* first-class manager (deputy head of department and chief engineer);

* head of department, director.

The wage system in Japan is based on the following basic principles:

* the amount of remuneration is determined primarily by social rather than economic factors;

* individual income is set taking into account how much other employees of the company receive;

* the system is consistent with the principle of long-term hiring.

A characteristic trend in the organization of wages in Japan in the post-war period can be considered a decrease in differences in the structure and amount of earnings of various categories of personnel, in particular, workers and managers. The most important principle of remuneration is “fairness”, i.e. application uniform order payments at all hierarchical levels. Control functions wages in Japanese companies they are centralized and transferred to the HR management department. Department heads do not deal with these issues and usually do not know how much their subordinates receive.

Both sides labor relations consider wages in the long term. An entrepreneur who hires a graduate of an educational institution expects that he will work in this company for at least 30 years and receive from it about 200 million yen during his working life. In turn, a young man who joins a company hopes for a stable increase in earnings. The starting salary is quite low and depends on the level of education, its size is determined by the labor market (differences in the level of starting salaries between enterprises are insignificant). Further growth depends on factors operating within the company. In this sense, we can say that in Japan there is no “average” wage for industry or for a particular profession. An employee's income includes: monthly remuneration; seasonal additional payments (bonuses); severance pay.

The monthly remuneration consists of a fixed and variable part. Its constant part is a fixed amount, the size of which is revised annually by the administration independently or as a result of negotiations with the trade union. It consists of the basic salary and monthly additional payments. In companies that use a system of tariff-qualification categories, there are tables for each enlarged block of work, for example, for the production sector, sales, for office work, etc., but the differences between them are insignificant. Every year, a permanent employee receives an increase in qualification level if he has not had disciplinary sanctions or cases of prolonged absence from work. Regardless of the annual intra-company salary increase, tariff tables are revised almost every year as a result of negotiations between the administration and trade unions.

The number and size of monthly additional payments as a permanent part of remuneration in different companies are not the same. Additional payments are divided into four main categories:

1. Additional payments for work. Their main types are: for specific professional skills; for absence from work.

2. Allowances for working conditions. These include: allowances for performing heavy and dangerous work, as well as for working in shift mode or in a remote location. Additional payments in this category are assigned only to workers.

3. Additional payments for the level of responsibility. Many companies pay extra only for the level of responsibility (positional bonus). Most companies have a fixed amount for such payments, while others have a range.

4. Additional payments related to the level of cost of living.

The variable part of wages mainly includes remuneration for overtime work.

The following elements of intra-company HR management practice work to ensure the scientific and technological development of a Japanese company:

1. Large companies have a clearly developed system for selecting and placing personnel. By tightly tying permanent employees to the company, HR management services are able to effectively solve a wide range of HR management problems. A specific point is the separation of hiring procedures from the placement of personnel. When starting a permanent job, new employees do not know in advance where exactly they will work.

2. Internal transfers of personnel to other jobs and positions (rotation) are carried out systematically. This ensures the mobility of HR within the company, the exchange of best practices and the establishment of interpersonal communications. Some companies (Mitsubishi, Matsushita, Sony) within the framework of an individual career have established rules for career advancement (for example, change jobs at least three times within 14 years) and standards for the total number of “rotating” personnel (5 % during a year).

3. Developed system of training and advanced training of personnel. In particular, on-the-job self-training and mentoring systems are being purposefully activated.

4. Well-functioning systems of material and moral incentives.

A necessary condition efficient work It is considered to establish clear coordination of all parts of the organization and strengthen production and labor discipline. “Before addressing the challenges of increasing productivity and quality, it is necessary to ensure the continuity and stability of the production process,” notes one Japanese executive.

The high level of labor and production discipline at Japanese enterprises made it possible to successfully implement progressive organizational technologies.

FEDERAL AGENCY FOR EDUCATION

SEVERSKY TECHNOLOGICAL INSTITUTE

Federal State Budgetary Educational Institution

higher professional education

"National Research Nuclear University "MEPhI"

(STI niyau mifi)

Department of S&BU

FEATURES OF PERSONNEL MANAGEMENT AT FOREIGN ENTERPRISES

Course work

in the discipline "Human Resources Management"

Student gr. D-368

Arkhipova M.I.

"____"___________ 2010

Supervisor:

I.V. Votyakova

"____"_________ 2010

Seversk 2010

Introduction
1 Features of personnel management in Japan (using the example of Toyota)
1.1 Main features of Japanese management
1.2 Features of management at Toyota
1.2.1 History of the development of Toyota
1.2.2 Toyota Guiding Principles
1.2.3 Production management system
1.2.4 5S system
1.2.5 Just-in-time production
2 Features of personnel management in the USA (using the example of the McDonald’s fast food restaurant chain)
2.1 Main features of American management	32
2.2 Features of management at McDonald’s
2.2.1 History of McDonald's
2.2.3 Basic principles of the company’s work
3 Features of personnel management in France (using the example of the Cora hypermarket chain)
3.1 Main features of French management
3.2 Features of management in the CORA hypermarket chain
Conclusion
List of used literature

Introduction.

Personnel management is recognized as one of the most important areas of an enterprise’s life, capable of greatly increasing its efficiency, and the very concept of “personnel management” is considered in a fairly wide range: from economic-statistical to philosophical-psychological.

The personnel management system ensures continuous improvement of methods of working with personnel and the use of achievements of domestic and foreign science and the best production experience.

The essence of personnel management, including employees, employers and other owners of the enterprise, is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relationships are based on the principles, methods and forms of influencing the interests, behavior and activities of employees in order to maximize their use.

Personnel management occupies a leading place in the enterprise management system. Methodologically, this area of management has a specific conceptual apparatus, has distinctive characteristics and performance indicators, special procedures and methods - certification, experiment and others; methods of studying and directions for analyzing the content of labor of various categories of personnel.

The basis of the concept of personnel management of an organization at present is the increasing role of the employee’s personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The situation created in our country, the changes in the economic and political systems simultaneously bring both great opportunities and serious threats to every individual, and introduce a significant degree of uncertainty into the life of almost every person.

Personnel management in such a situation acquires special significance: it allows one to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization’s personnel management system.

During the transition to the market, there is a slow move away from hierarchical management to market relationships and property relations. Therefore, it is necessary to develop completely new approaches to the priority of values. The main thing inside the organization is the employees, and outside the organization are the consumers of the products. It is necessary to turn the consciousness of workers towards the consumer, and not towards the boss and profit.

To effectively manage an organization's personnel, a company must have a clear goal and a well-thought-out strategy for its development. Leading foreign companies (such as General Motors, Ford, Toyota, Mitsubishi, Sony, etc.) pay great attention to strategic planning. Depending on the chosen goals, a strategy is developed - a program of action that determines the development of the organization (expansion of production of main products and its further promotion to already developed markets; development of new products and sale of them in the same markets; search for new sales markets; diversification of production and sales activities and etc.) and the corresponding management model.

1. Features of personnel management in Japan (for example Toyota )

1.1 Main features of Japanese management.

The Japanese management system can be seen as a synthesis of imported ideas and cultural traditions. In the methods of organizing management activities used in Japan in the conditions of scientific and technological progress, traditional, national and modern forms of labor organization are closely intertwined.

A typical Japanese firm is organized on a three-tier basis: the Japanese believe that a three-tier structure is the most mobile and least susceptible to bureaucracy.

The company's management - the board of directors - represents the highest level of management. Typically this includes the Chairpersons of the Board, the President, the Vice President, and the Executive Directors. All directors elected to the Board head very specific divisions in the company. Unlike in the West, directors from outside are invited into the management of a company quite rarely.

In a company, they are usually promoted from middle management after they gain experience in operational management and reach a certain age - over 50 years. At the level of middle managers, all practical management problems are solved. This level is the bridge between top management and performers. The company's managers go down this bridge to ordinary employees, i.e. manage them.

The Japanese are people of a practical mindset, their thinking is characterized by enviable concreteness; they always, even when solving the most difficult life issues, put their actions into practical forms. The personnel management system of industrial organizations is no exception in this regard, where the motivation of workers’ work activity occupies one of the important places.

The organizational structure of management in Japanese corporations is built, as a rule, on a linear-functional principle: horizontal and vertical connections. Most Japanese companies do not even have a developed organizational structure; no one knows how Honda is organized, except that it uses many project teams and is very flexible. Innovation typically occurs in frontier areas that require the input of multiple disciplines.

Thus, the flexible Japanese organization has become a particularly valuable asset in modern conditions.

The basis of Japanese management is the management of people and human resources. In contrast to the widely used term “personnel management,” Japanese managers and management specialists prefer the term “people management,” emphasizing the need for a full range of influence on the company’s personnel, including effective social and psychological methods based on a deep understanding of human psychology.

Typically, management includes four main functions: planning, organizing, motivating and controlling. A key aspect of Japanese management is personnel management. In Japan, as the Japanese themselves say, there is only one wealth - people.

It is the effective management of human resources, which, according to Japanese experts, remain the only inexhaustible resources, that ensures the achievement of high product quality and the competitiveness of Japanese products and technologies in the international market.

The key importance attached to this area of Japanese management is the recognition and awareness of the fact that it is the foundation for the company’s success in all other aspects and areas of management.

Moreover, the main feature and peculiarity of Japanese management is that the management of firms is based on the capabilities of a person, and not on a machine or production functions. This feature of Japanese management has become fundamental.

The creation of production is always associated with the people working at the enterprise. Correct production principles, optimal systems and procedures play an important role. However, production success depends on specific people, their knowledge, competence, qualifications, discipline, motivation, problem-solving ability and receptivity to learning.

Personnel management in such a situation acquires particular relevance and significance: it allows one to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization’s personnel management system.

Personnel management is a process of systematic, systematically organized management, with the goal of both ensuring the effective functioning of the operational process and meeting the needs of personnel in their professional and personal development.

One of essential functions Personnel management services are the organization of the process of training personnel, improving their qualifications, and activating human resources. All this can be achieved only with constant training of personnel, improvement of their qualifications and strategic determination of the professional orientation of people at a given moment and in a given production.

But the prevailing in Russia public policy in the field of human resources turned out to be ineffective: the vocational school was significantly weakened, there was no system for developing personnel of enterprises, the previous connections between vocational education and professional work. The market of professions and the market of educational services in Russia are practically not connected.

The chosen path of Russia's transition to the market did not live up to the hopes placed on it. The main results of several years of radical economic reform more than well known: the decline in production, the impoverishment of the people; unemployment, strikes, unfavorable demographic changes, especially in the central regions of Russia, etc. The severance of habitual economic ties further enhances the manifestation of all of the above and other negative processes.

The evolution of the management system that emerged in the first stages of economic reform occurs in the specific conditions of the transition period. Its important features are:

Instability of connections between enterprises and insufficient coordination of their activities;

Freedom of economic activity due to the existing legal system;

Instability of the regulatory sphere and economic policy.

Without a doubt, the issue of personnel is of a strategic nature, both for large successful and small firms.

The educational services market turned out to be practically unbalanced with the real needs of the skilled labor market. The quality level of enterprise employees is significantly inferior to the requirements imposed on the international labor market.

The personnel management system at most enterprises does not correspond to the strategy of market reforms, which significantly hinders the ability to implement programs of sustainable stabilization, revitalization of production and structural restructuring of the economy, improving the quality and competitiveness of Russian products.

The current practice in the field of personnel management does not provide high-quality renewal of personnel, specialists and managers. Enterprises also lack a unified system of working with personnel, primarily a system of scientifically based study of abilities and inclinations, professional and job promotion of employees. The functions of personnel management are dispersed among various services, departments and divisions of the enterprise, one way or another involved in resolving personnel issues. The lack of necessary coordination does not allow effective personnel management.

Because of this, as a rule, HR departments are not yet able to take on the role of services that would provide, for example, the entire range of measures to guarantee the quality of selection and placement of personnel at all levels.

It should also be noted that there is an erosion of traditional values, which leads to serious disturbances in personal beliefs and values. Stress, pressure and uncertainty are increasingly present in most forms of organizational life. Let's add to this the lack of information in almost all areas of economic life. As a result, a climate of uncertainty arises when the activities of enterprises are aimed mainly at everyday survival.

Therefore, in these conditions, effective management of the enterprise and human resources becomes especially important.

In order not to repeat the mistakes of the past, it is very important to make significant adjustments to the economic strategy and implement a number of organizational and structural decisions. To eliminate these types of shortcomings, personnel development planning is necessary. First of all, this is planning the natural movement of personnel - retirement, dismissal due to illness, due to study, military service, etc. This is not difficult to do, but it is important to prepare an equivalent replacement in a timely manner. What’s more difficult is to strengthen the potential of the team and increase its competitiveness.

Secondly, it is necessary to train and significantly improve the qualifications of the management corps in management, marketing, innovation, personnel management and a number of other disciplines, taking into account the peculiarities of the current economic situation and the Russian market. The formation of a business services industry should become one of the primary problems of structural investment policy. The set of programs used in the process of training and retraining managers must meet the changed and increased requirements for managers. Programs should focus managers on assessing the effectiveness of management and, as a result, increasing competitiveness through the maximum use of human resources in work, as opposed to economic growth achieved through additional capital investments.

Thirdly, it is important that corporate goals and values are perceived by the workforce as their own. Therefore, their propaganda and constant work with the team are needed. At the same time, the condition for the emergence of interest in the affairs of the company is an objective assessment of the employee’s work results and recognition of his merits by management and colleagues, as well as the opportunity to show initiative.

If earlier, for many years, the absolute majority Russian enterprises pursued a personnel management policy according to a very specific scheme: selecting a specialist from a wide range of job seekers, hiring him, perhaps a little “additional training” at the place of work, and his uniform work for the benefit of his native enterprise. Now this scheme requires significant adjustments.

During the period of economic crisis, which modern Russia has been experiencing for some time now, the main direction of work with personnel should be considered development and the main emphasis not on material and monetary incentives for workers, but on material, non-monetary and intangible ones.

Working with personnel in today's dynamically developing market is one of the key factors in increasing business competitiveness. The effectiveness of an organization is determined not so much by the use of a particular management system, but by how its elements are adapted to the production and market conditions in which it operates.

Study and Application effective methods HR management will allow us to qualitatively improve the organization of employee work and unite them into a single team.

Introduction

The relevance of the chosen research topic is due to the fact that modern conditions of activity of an organization or enterprise require the creation of an effective personnel management system and which model of management of an organization or enterprise to choose should be considered preferable in Russian conditions. In Russia, there is no tradition of using ready-made management solutions, so most enterprises build their management systems on their own. This is largely determined by the specific conditions in which Russian enterprises (organizations, firms) operate. Low labor and performance discipline, destruction of management ties and weakening of control after the collapse of the administrative system, as well as the absence (or insufficient number) of specially trained personnel.

In Russia, the state of the system of education, training and retraining of personnel can be called unsatisfactory. A significant proportion of organizational leaders believe that it is not worth spending money on staff training; it is easier to hire an employee with the required qualifications. With this approach, it is difficult to create the basis of a stable, prosperous company: a cohesive, permanent team of highly qualified workers dedicated to the company. Enterprises often do not provide for expenses for advanced training and staff training. Currently, almost exclusively economic methods are used in personnel management. Material incentives (salaries, bonuses, profit sharing, etc.) do not always work, and organizations that prefer to use them cannot be sustainable for a long time. Human resource management is only as effective as the success of an organization's employees in using their potential to achieve organizational goals.

Thus, there is a lot of work ahead for both managers and staff. For managers, it will primarily involve studying global experiences in personnel management. Many, not knowing this experience, reject the very possibility of using it, citing the unique specifics of Russia. However, it is doubtful that Western experts know our country better, the specifics of the country and the values that are inherent in our organizations. There are two management models in the world: Western (USA) and Eastern (Japan). The mutual influence and interpenetration of these models began about a quarter of a century ago. Now we can talk about some universal features of the personnel management model, which include Western and Eastern elements. Naturally, the use of certain management methods, regardless of their origin, requires changes and adaptation to the socio-economic and cultural characteristics of the country.

The purpose of writing a final qualifying thesis is to develop recommendations for the use of foreign experience in personnel management in a small enterprise.

Main tasks of the work:

1)study foreign experience in personnel management;

2)study the features of Russian personnel management;

)conduct an analysis of the activities of Dairy Products LLC in order to assess the composition of the personnel;

4)assess the personnel management system at LLC "Dairy Products";

The subject of the study is the composition and personnel management system of LLC "Dairy Products".

Methodological basis: works of leading Russian and foreign authors such as Baryshnikova Yu.N., Vesnin V.R., Zhdankina N.A., Lukichev L.I., Petrova N.P., Samukina N.V., etc. , as well as legislative and regulatory materials and documents.

The information base for the study was: the charter of LLC "Dairy Products", the balance sheet for 2008-2009 (form No. 1) LLC "Dairy Products", profit and loss statement for 2008-2009 (form No. 2 balance sheet).

The final qualifying work consists of an introduction, three chapters, a conclusion, a list of sources used and applications.

The first chapter examines the problems of the Russian personnel management system, examines the theoretical foundations of the Japanese personnel management system, and conducts comparative analysis Japanese and American models of personnel management, modified models of personnel management are considered.

The second chapter provides a description of the enterprise "Dairy Products LLC", examines the main financial indicators characterizing the financial and economic activities of the enterprise, analyzes the composition of the personnel of "Dairy Products LLC" and provides an assessment of the personnel and personnel management system.

In conclusion, the results are summed up and conclusions are drawn.

1. Foreign experience personnel management

.1 Problems of development and establishment of the personnel management system in Russia

The creation of production is always associated with the people working at the enterprise. Correct production principles, optimal systems and procedures play an important role. However, operational success depends on specific people, their knowledge, competence, qualifications, discipline, motivation, problem-solving ability and receptivity to learning.

One of the most important functions of the personnel management service is organizing the process of personnel training, improving their qualifications, and activating human resources. All this can be achieved only with constant training of personnel, improvement of their qualifications and strategic determination of the professional orientation of people at a given moment and in a given production.

But the state policy that has developed in Russia in the field of human resources has turned out to be ineffective: vocational schools have been significantly weakened, there is no system for developing enterprise personnel, and the previous connections between vocational education and professional labor have been destroyed. The market of professions and the market of educational services in Russia are practically not connected.

The chosen path of Russia's transition to the market did not live up to the hopes placed on it. The main results of several years of radical economic reform are more than well known: the decline in production, the impoverishment of the people; unemployment, strikes, unfavorable demographic changes, especially in the central regions of Russia, etc. The severance of habitual economic ties further enhances the manifestation of all of the above and other negative processes.

The evolution of the management system that emerged in the first stages of economic reform occurs in the specific conditions of the transition period. Its important features are:

instability of connections between enterprises and insufficient coordination of their activities;

freedom of economic activity due to the existing legal system;

instability of the regulatory sphere and economic policy.

Without a doubt, the issue of personnel is of a strategic nature, both for large successful and small firms.

Therefore, in these conditions, effective management of the enterprise and human resources becomes especially important.

If earlier, for many years, the vast majority of Russian enterprises pursued a personnel management policy according to a very specific scheme: choosing a specialist from a wide range of job seekers, hiring him, perhaps a little “additional training” at the place of work, and his uniform work for the benefit of his family to the enterprise. Now this scheme requires significant adjustments.

Studying and applying effective methods of personnel management will allow us to qualitatively improve the organization of employee work and unite them into a single team.

1.2 Japanese model of personnel management

management personnel modified foreign

Considering Japan's enormous economic success and the role it plays in modern world, the Japanese model of personnel management is of greatest interest.

The conceptual foundations of the traditional Japanese personnel management system are rooted in the distant past, when the primary units of society were feudal clan families (ie). The head of the clan - the father of the family - had undivided power over all its other members, which determined the special strength of the vertical personal ties of dominance and subordination and strict discipline within this formation. The head of the clan had the responsibility to protect its members by all possible means, especially in the face of external danger. He was also responsible for ensuring the long existence of the clan.

The presence of such a strong institution, which was the Japanese family-clan right up to the first post-war years, and general agreement with the order that reigned there, allowed Japanese entrepreneurs to transfer it to enterprises without much difficulty. In the production sphere, these principles were interpreted as follows: the enterprise is “home”, “one family”, the owner of the enterprise is “father”, hired personnel are “children” with the ensuing norms of behavior of the parties. Clan orders also gave rise to special “family” forms of labor organization, which demonstrated exceptional vitality. The vitality of the traditional system was facilitated, among other things, by the strict regulation of interpersonal relations in the country and the group psychology of the Japanese.

Characterizing interpersonal relationships, we can say that the moral norms that were propagated by religion, protected and brought up by the Domostroevsky system of education, education, were confirmed in any manifestation public life and strong support from the state, deeply embedded in the consciousness of the people. These norms have taken the form of moral and ethical laws, compliance with which is not only mandatory, but is considered the only acceptable form of individual behavior.

An important place among these norms is occupied by the principle of goodness - beneficence (it). “This” relationship arises completely naturally, by itself, beyond the will and efforts of the individual as a result of his belonging to any group and provides for reciprocity of obligations. An individual occupying a higher level in the social hierarchy acts as a benefactor, and those below, in response to the benefits provided to him, must fulfill certain obligations. These obligations are of two types: gimu - a permanent debt that exists outside of time limits (respect, fidelity, devotion, etc.), and giri - specific obligations to the benefactor that must be fulfilled within a specified time frame. Respect for the obligations of gimu and giri is, without a doubt, important factor unity of Japanese society both at the macro level (national scale) and at the micro level (family, school, enterprise).

An equally important factor of cohesion is the group psychology of the Japanese. “Groupism” is based on the principle of wa (“peace and harmony”), which encourages strict adherence to friendly, correct and polite relations between group members. Adherence to this principle is inextricably linked with such behavioral attitudes as are common for the Japanese, such as maintaining loyalty to the goals of the group, willingness to sacrifice one’s own benefit, focus on achieving a compromise, and gentle but adamant defense of one’s own dignity. The total involvement of group members in its affairs is also directly related to groupism.

Describing the essence of this phenomenon, a well-known Japanese authority on labor relations, Professor Tadashi Hanami, writes: “The Japanese expression marugakae (total involvement) gives a comprehensive understanding of the nature of the relationship between Japanese entrepreneurs and employees. The latter experience a powerful incentive to identify themselves with the firm, which has the character of a closed social group, analogous to a household, the members of which have the right to full emotional participation in the affairs of the group as individuals.” This is one of the most powerful incentives for work motivation.

It must, however, be clearly understood that such involvement of hired personnel is not a spontaneous phenomenon. It did not arise on its own, but was a natural consequence of the practice of “lifetime employment”, “payment according to seniority”, as well as the company-by-firm organization of trade unions, i.e. a specific triad of organizing human resource management in large enterprises.

The first component of the triad - lifelong employment (shushin koyo) - is defined as follows: “Strictly speaking, the term “lifetime employment” is not entirely correct. A more accurate term would be “employment for the duration of one’s working career.” Under the lifetime employment system, the company that hires the employee agrees to do everything in its power to retain him even during recessions and ensure his continued employment until retirement, barring only extraordinary circumstances. This obligation is not fixed in employment contracts, but operates on the basis of the tacit consent of the employee and the administration.”

The “lifetime employment” system covers only male workers permanently employed at large enterprises, i.e. only a relatively small part of the employed population.

Characteristics of the second component of the above-mentioned triad - payment by seniority (nenko tingin): “The amount of wages is set depending on the length of work experience. An employee's initial salary is determined by his age and level of education. As a rule, this payment is relatively low. However, every year it increases in accordance with the established scale. This process usually continues until the worker reaches approximately 55 years of age."

As we can see, “seniority pay” is inextricably linked with “lifelong employment”: an employee can count on receiving a solid salary mainly with a long period of work at the same enterprise.

Finally, the third component is company-specific trade unions (kigyo betsu rodokumiai). Such trade unions, built not on the industrial-industrial principle, but on the principle of “each enterprise has its own independent trade union,” account for almost 95% of the country’s trade union organizations, and they unite 91.1% of all organized workers in their ranks.

Another characteristic feature of the Japanese model is the group method of decision-making. This method is called the ringi ritual in Japan. When organizing work to make an important decision, everyone who may be affected by it participates in its preparation. This work usually involves between sixty and eighty people. But first a group of three people is created, which must listen and take into account the opinions of everyone. This process will last a long time and in any case until everyone, without exception, comes to full agreement. The Japanese assume that understanding decision taken and agreement with it are of greater importance than the essence of the decision itself, since the differences in possible options are very insignificant, which is due to general agreement within the framework of a certain consciously formed system of collective values and goals.

Also, Japanese companies are developing special programs under which the mandatory and sequential appointment of each manager to a variety of positions at approximately the same management level is carried out. The emphasis is placed mainly on preparing universal managers capable of solving a wide range of problems that the company faces. At the same time, another important task is being solved - to create a system of informal connections between representatives of various departments. Every employee in mandatory is involved in performing a wide variety of functions, he will be transferred to other departments of the company, to branches located in other cities and countries.

And the last of the most characteristic features of the Japanese management model is its focus on quality. It has become a kind of obsession for the Japanese. Guided by this idea, they achieved very short period the world's highest quality across a wide range of products. But for this it was necessary not only to set oneself the task of entering the international market with one’s product and successfully competing on it, but also to achieve the most difficult thing - to organize specific work to improve quality on a nationwide scale.

The Japanese proceed from the fact that correcting defects is always more expensive than preventing the occurrence of defects. Hence, the main thrust of the quality concept is aimed at preventing defects and preventing them from occurring during the production process. Here, a huge role was assigned to the workers, who themselves control the quality of the products they produce and bear full responsibility for this.

A unique mechanism for putting this concept into practice is the so-called quality circles, in which almost all workers of the enterprise are involved. The purpose of the “circles” is to independently set and solve problems of improving product quality and improving production technology, developing invention, improving labor cooperation, and increasing productivity.

The “circle,” in which both permanent and temporary workers are invited to participate, is headed by a foreman. Its task is to study various production problems directly affecting a given site. Typically, the group meets for one to two hours once a week to discuss a specific project or problem.

The Japanese organized this work on the most serious and comprehensive basis. Their main approaches were based on the fact that management must create favorable conditions for the work of “circles”; the activities of the “circles” are planned in such a way that a positive attitude towards them becomes natural result participation in their activities. The purpose of quality circles goes far beyond the purely economic. It also consists in solving another problem, perhaps a much more important socio-psychological task - to give every worker the opportunity to strengthen the sense of belonging and interest in the common cause, increase work motivation, expand the horizon of activity and be not only a worker, but and to a certain extent a planner, an engineer, and even an owner and an organic part of the company.

To summarize, we can say that the capabilities of the Japanese personnel management system are due to constant rotation, which helps employees understand the interrelationships of processes in the enterprise and their place and role in them; annual planning and evaluation of performance results jointly by the manager and subordinate, which allows the formation of a unified idea of the goals of the enterprise and increase the efficiency of production interaction.

1.3 Comparison of American and Japanese management models

The American model of personnel management does not need to be described in detail. The American model of personnel management is historically earlier and therefore the most famous and widespread not only in the USA, but also in other parts of the world. There is no point in specifically concentrating on it because, as the Japanese say, American and Japanese management are 90% common, or the same, since modern Japanese management methods are borrowed mainly from the Americans.

The Japanese have gained fame as “brilliant students” and “unsurpassed imitators” because they so implant the model they take from others into a real national-cultural organism that it becomes better than the original. At first glance, the improvements made seem insignificant, or even simply illogical and contrary to the rules of profit maximization. And yet, the improved elements work very successfully.

If you carefully examine the typical controls used in the USA and Japan, you will notice significant differences and even opposite directions.

The comparison should begin with such an element as “attitude to the human factor”. Japanese management, both formally and informally, recognized the need to pay increased attention to the human factor of the employee and create all the conditions for a person to work with self-esteem and receive satisfaction from work. Managers in Japan quickly learned that at the present stage of production development, it is possible to receive consistently high profits only when you solve social issues at the same level. high level when an employee most fully develops and realizes his human potential. And it must be said that in practical terms they have done perhaps more in this direction than anyone else in the world.

According to American researchers, in the USA the emphasis has traditionally been on the development of technology, automation and management methods, and human factor remained in the background as a necessary and inevitable application. Every year, hundreds of billions of dollars are allocated to research problems related to scientific and technological progress, the development of material factors of production, and the natural sciences. Funds are also allocated for serious economic research. But with funds for scientific understanding of the place of man in production, for improving personnel management and improving the organization of work activities of people in work teams, things are much more modest.

Americans are now becoming increasingly aware that main reason Possible success in competing with them is moving the person to the center of attention and effective personnel management. They have already proven that they can set big tasks for themselves and solve them quite quickly. However, as one Japanese specialist noted: “The Americans have woken up, but have not yet gotten out of bed.”

Let us compare approaches to personnel management in the USA and Japan and present them in table form (see Appendix A).

Of course, the data given in the table does not allow us to reveal all the subtleties of the differences; they are only indicated as such. At the same time, one should also not define, for example, the Japanese model as obviously positive and therefore unconditionally acceptable, and the American one as correspondingly negative and unacceptable. However, we note that each of these models gave and gives the desired effect if applied at the right time, in the right place, in suitable conditions and competent people.

For example, absolutely not all American companies use the American model in personnel management. There are many enterprises that use only certain elements of it or use the Japanese model or some modification of these models.

1.4 Modified HR systems

It would be a big mistake if we considered the Japanese and American models as once and for all formed and not tolerating the introduction of new elements more adequate to the needs of the time into their design. Management specialists have already studied both the American and Japanese models quite well and have identified their positive and negative aspects. Many Western experts, not without reason, believe that objective changes in the technical and technological basis of production, as well as in the socio-economic organization of society, require significant changes in the personnel management system. At the same time, the American model, which until recently was dominant in the West, is gradually evolving due to the inclusion, on the one hand, of the elements of the Japanese model that are most suitable for the West, and on the other hand, its own progressive developments.

Japan, as an already established and truly tangible competitor, forced the Americans to critically reflect on their traditional experience and take a fresh look at their own, but not widely instilled, experience, the same experience that was mainly adopted by the Japanese and became native to them, but still still remaining a stranger within his native walls. In this regard, the observations and conclusions made by American scientists T. Peters and R. Waterman are very interesting, based on a detailed survey conducted by an American management consulting firm on 62 large American corporations, which, according to the most stringent criteria, can be classified as exemplary. According to the authors, it is possible to clearly identify eight characteristic principles of effective management that exemplary American companies possess, but the vast majority of other companies do not:

) orientation to action, to real steps to achieve success; predisposition to achievements and innovations, maintaining “fast feet”;

) constantly face the consumer, satisfy his needs and anticipate his desires, learn from consumers and draw ideas from them;

) support for independence and entrepreneurship, encouragement of enthusiasts;

) consideration of people as the main source of increasing labor productivity and production efficiency;

) connection with life, value guidance;

) commitment to your work, limiting your activities only to what you know best;

) simple form and modest management staff;

) freedom of action and rigidity at the same time, the coexistence of fanatical centralization in management as regards a few fundamental values, and maximum autonomy right down to workshops and working groups.

These principles, together with the “seven C” management scheme developed by the same authors (seven interconnected variable blocks - Shared values, Structure, Strategy, Sum of skills, Composition of employees, Management style, Systems and procedures), ensuring the effectiveness of company management, have essentially become , the commandments of a successful entrepreneur. They reveal in a concise form both the strategy and tactics of managing an exemplary company. Today this model is widely known in the world not only among management theorists, but also among practitioners.

Modified models, formed on an American basis and in American conditions, but containing many characteristic features of Japanese management, began to be called the “Z” type management system, and the corresponding system of principles - the “Z” theory. These terms were introduced into scientific and practical use by William G. Ouchi, who published his book “Theory Z,” in which he tried to convince of the beneficial symbiosis of the American and Japanese models and the need to strongly support and stimulate this trend in the development of the personnel management system in the United States.

Of particular interest to us is the model developed and used for many years by the American corporation IBM. And the point here is not only that IBM makes maximum use of the arsenal of the Z theory and the Japanese management system, but also that the IBM model contains and many original elements are successfully implemented that make this corporation completely different from Western and Japanese companies. IBM does not fit into the canons of rational management in many ways, and yet over the years it has consistently achieved very inspiring results.

The essence of the management model used at IBM is 20 principles (“Principles I”), which are divided into two relatively equal parts. The first part gravitates as much as possible to “Theory Z” and includes the following 10 principles:

) strong beliefs leading to the establishment of common goals and deeply shared by both managers and ordinary employees;

) ethical values shared by employees;

) full employment policy (“lifetime employment”);

) enrichment of work, increasing diversity of work;

) personal stimulation of work;

) planning and provision of non-specialized careers;

) personal participation in decision making;

) the predominance of implicit control, i.e. based on quantitative indicators and rational thinking;

) nurturing and developing a strong corporate culture;

) holistic approach to the employee; recognition of the priority of meeting the needs of employees.

The second group of principles, applied exclusively at IBM, is aimed at promoting the anarchy of individualism as a way to counter emerging bureaucratic tendencies and paternalism. This group includes the following 10 “best principles”:

) strong (officially proclaimed and constantly supported) belief in individualism (“respect for man is above all”);

) personnel policy that allows this belief to be put into practice;

) a single status for all workers, the same democratic conditions, under which relations between workers cannot be based on the suppression of one person by another;

) attracting highly qualified specialists;

) expanded professional training of all employees, and especially senior managers;

) maximum delegation of authority and responsibility to the lowest levels of performers;

) deliberate restriction of the activities of line managers (in order to remove administrative powers from them and transfer them down so that they lead not with the authority of the position, but with the authority of an informal leader);

) encouraging disagreement and differences of opinion;

) encouragement of broad horizontal connections;

) institutionalization of changes. Constant implementation of changes dictated by life and allowing one to fight rigidity and bureaucracy. Changing management structures, giving them flexibility, mobility and forms adequate to changes in external conditions.

Thus, the above principles allow us to judge the essence and moving springs of the management system, as well as get an idea of the possible and very likely direction of development of both foreign and domestic personnel management practices of an enterprise and organization.

2. Analysis of the personnel management system of Dairy Products LLC

.1 Organizational and economic characteristics of LLC “Dairy Products”

Limited Liability Company "Dairy Products", hereinafter referred to as the "Company", was created on the basis of the Civil Code Russian Federation and the Federal Law of the Russian Federation “On Limited Liability Companies”.

The location of the permanent executive body of the Company, through which communication with the Company is carried out: Russian Federation, 630501, Novosibirsk region, Novosibirsk district, Krasnoobsk village, State Institution SibNIIZKHIM SO RASHN.

Society is created to satisfy needs Russian economy and the population in products, works, services, ensuring employment of the population with socially useful labor, and making a profit.

The Company has the right to enter into contracts on its own behalf, acquire property and personal non-property rights and bear obligations, and be a plaintiff and defendant in court.

The Company has an independent balance sheet, settlement and other bank accounts. Society has round stamp, containing its full corporate name in Russian and an indication of the location of the Company. The Company has the right to have stamps and forms with its corporate name, its own emblem, as well as duly registered trademarks and other means of individualization.

The company has the right to create reserve and other funds. The reserve fund is formed in the amount of at least 15% of the Authorized Capital of the Company. The formation of the reserve fund is carried out through annual contributions until the fund reaches the established size, but not less than 5% of the amount of net profit.

In its activities the Company is guided by current legislation and this Charter.

The authorized capital of the Company is formed in the amount of 10,000 rubles. The company's property consists of fixed assets and working capital, the value of which is reflected in an independent balance sheet.

The highest governing body of the Company is the General Meeting of the Company Participants, which consists of the Company Participants. Each Member of the Company has a number of votes at the General Meeting of Members of the Company in proportion to his share in the Authorized Capital of the Company. Meeting decisions are made by open voting. The next General Meeting of the Company's Participants is convened at least once a year. The general meeting of participants, at which the annual results of the Company’s activities are approved, is held no earlier than two months and no later than four months after the end of the financial year.

A participant in a limited liability company has the right to freely alienate his share or part thereof to any other participant. However, such actions in relation to third parties are limited by the right of pre-emption by other members of the company and may even be prohibited by the Charter.

A participant in a company can leave it at any time, regardless of the consent of other participants. In this case, he must be paid the value of the part of the property corresponding to his share in the authorized capital.

The company may be voluntarily reorganized in the manner prescribed by law. Reorganization of the Company can be carried out in the form of merger, accession, division, spin-off and transformation. During reorganization, appropriate changes are made to the Company's Charter.

The main activity of Dairy Products LLC is the production and sale of fat and oil products, namely spreads. Spread is an emulsion fat product with a mass fraction of total fat from 39% to 95% inclusive. Unlike margarine, the spread should have a plastic, easy-to-spread consistency. Unlike butter, spreads contain natural or hydrogenated fat along with milk fat. vegetable oils in various proportions. Spreads are primarily recommended for dietary nutrition and nutrition for prevention purposes. After all, this product has a balanced composition; in addition to milk fats, it also contains vegetable fats, and they include polyunsaturated fatty acids (linoleic, linolenic, arachidic), which have a beneficial effect on our body. In addition, spreads are used in cooking and in the baking industry.

For the consumer, when purchasing it, two criteria are decisive. The first is the price. It is much lower than butter. The second is quality: improved composition, combination, wide range of fat content (including low fat), optimal shelf life compared to oil.

Main types of products:

Vegetable-fat spread “Slavyansky”;

vegetable-cream spread “Starokrestyanskiy”;

creamy vegetable spread “Peasant”;

creamy vegetable spread “Chocolate”.

The company owns equipment, namely two modern technological production lines for the production of spread in monoliths in boxes weighing 20 kg, 10 kg and a packaging line. This equipment is located on rented premises, so in the future there are plans to build our own plant. For this purpose, land was purchased for a long-term lease, all communications began, and the project was also being coordinated at the same time.

All manufactured products are certified.

LLC "Dairy Products" has been working in the fat and oil products market for about four years. During this time, the company conquered a certain part of the market from Siberia to Far East. The clients of Dairy Products LLC are large wholesale companies, manufacturing companies and small wholesalers. The company already has its own established image and reputation in the oil and fat products market.

The company's goal system can be defined as follows:

production and introduction to the market of high-quality products;

increasing market share and occupying a leadership position in it;

continuous improvement of product quality and customer service.

The market for these products is seasonal, as it largely depends on temperature and storage conditions; peak sales occur from August to May. The competitive situation is approximately the same; the same manufacturers operate on the market, occupying a larger or smaller share in different segments. LLC "Dairy Products" conducts a systematic analysis of the activities of competitors in the Novosibirsk region. During the analysis, assortment policy, level of consumer demand, price policy, type and quality of products of competing companies.

LLC "Dairy Products" is a manufacturing company, therefore all its products reach the end consumer through a wholesale buyer (intermediary). Choosing a strategy for relationships with intermediaries is sometimes also called “vertical marketing.” A bypass strategy is used here - the manufacturer deliberately refuses any agreements with resellers. There are no frictions and conflicts as with the cooperation strategy, so the manufacturer has numerous chances (in the sense positive points), because, for example, he can control the entire range of marketing tools at every stage of the sales path.

Let's analyze the financial condition of the company and its ability to finance its activities.

The solvency of an enterprise is characterized by the degree of liquidity and indicates the financial ability of the organization to fully pay off its obligations as the debt matures (Table 2.1).

Table 2.1 - Liquidity ratios for 2009

Liquidity ratio Value at the beginning of the year at the end of the year Current liquidity ratio (%) 0.1220.183 Quick liquidity ratio (%) 3,350.56 Absolute liquidity ratio (%) 2.781.16

As can be seen from the table, at the beginning the value of the current liquidity ratio is far from within the normal range, but at the end of the current period the liquidity ratio became 0.183<2, т.е. увеличился, но все равно у предприятия не достаточно средств для погашения краткосрочных обязательств в текущем периоде. Значение коэффициента срочной ликвидности снизилось и составило 0,56, что соответствует норме, определенной для России (0,56<0,8), т.е. предприятие имеет возможность погасить обязательства в сжатые сроки. Значение коэффициента абсолютной ликвидности на начало периода (2,78) находился в передах норматива, однако на конец отчетного периода показатель снизился (1,16).

Financial stability is a reflection of the stable excess of income over expenses, ensures free maneuvering of the enterprise’s funds and, through their effective use, contributes to the uninterrupted process of production and sales of products (Table 2.2).

Table 2.2 - Financial stability and solvency coefficients for 2008-2009.

Financial stability and capital structure ratiosValue off. (+/-) at the beginning of the period at the end of the period Own working capital (rub.) - 15060-15169-109 Coefficient of own working capital (%) - 3.016-0.666-2.35 Share of fixed assets in non-current assets 0.610.61- Ratio of mobile and non-mobile assets 0.180.19+0.01 Real property value coefficient 0.570.58+0.01 Maneuverability coefficient 0.6980.410-0.288 Permanent asset index 0.3060.648+0.342 Autonomy (independence) coefficient 0.8630.543-0.320 Financial coefficient dependencies0.1580.843+0.685Financial stability coefficient0.1360.457+0.321management personnel modified foreign

Based on the table data, we can say that the share of the enterprise's fixed assets in non-current assets has decreased, which is due to a reduction in long-term financial investments. The decline in the share of mobile assets can be characterized as a negative trend. The coefficient of value of real property is within acceptable limits (more than 0.5), which means the acceptable degree of provision of the enterprise with means of production. The company has a lack of equity capital. Own working capital ratio at the beginning (-3.016<0,1) и на конец отчетного периода (-0,666<0,1) находится в пределах норматива.

In the reporting period, there was an increase in the financial stability coefficient (from 0.136 to 0.457), however, the coefficient is still not within the limits ³ 3 due to a large increase in accounts payable and reflects an increase in the degree of dependence of the enterprise on negative factors of short-term impact.

In the reporting period, there was a decrease in the agility coefficient from 0.698 to 0.410 due to a reduction in its own working capital, which negatively characterizes the enterprise. The permanent asset index tends to one (0.648), so the enterprise LLC “Dairy Products” can be recommended to make long-term loans to form non-current assets in order to free up part of its own capital to increase the size of mobile funds.

A decrease in the autonomy coefficient indicates an increase in the attraction of borrowed funds. An increase in the financial dependence ratio characterizes the enterprise not for the better (0.843). An increase in this ratio indicates an increase in the risk of bankruptcy and creates a potential danger of a cash shortage for the enterprise.

Product profitability shows how much profit is generated per unit of product sold. The growth of this indicator is a consequence of rising prices with constant production costs of sold products (works, services) or a decrease in production costs with constant prices, that is, a decrease in demand for the enterprise’s products, as well as a faster increase in prices than costs (Table 2.3).

Table 2.3 - Profitability ratios for 2009

Profitability ratios value off. (+/-) at the beginning of the period at the end of the period Net profit 31853295110 Total profitability 0.1550.1630.008 Product profitability 0.1930.179-0.014 Profitability of core activities 0.2430.220-0.023 Return on total capital 0.1980.152-0.046 Return on equity 0.2320.2840 .052

The overall profitability ratio was 0.163 in the reporting period, which means that each ruble of sales brought 0.163 kopecks of book profit. Product profitability also decreased during the period. Return on equity compared to the beginning of the period is 0.284, and increased by 0.052. This is caused by an increase in sales profitability and asset turnover rate.

After conducting a financial analysis of the company "Dairy Products" LLC, we can say that the company is not absolutely liquid; at the end of the reporting period, the absolute liquidity ratio decreased. In general, there is a satisfactory state of the enterprise’s liquidity indicators, i.e. The financial position of the enterprise can be considered quite stable. In general, there is a tendency to increase the financial stability of the enterprise in the reporting period. However, the company will need to look for additional sources of financing in the near future.

In order to optimize the functioning of an enterprise, increase its efficiency, and, consequently, solvency and liquidity, it is necessary to pay attention to the development of new types of products taking into account the requirements of the consumer market.

2.2 Analysis of the quantitative and qualitative composition of the personnel of Dairy Products LLC

The personnel management system is an indispensable component of the management and development of any organization; it is objective, arises with the emergence of the organization itself and is independent of anyone’s will.

We will begin the study of the personnel management system with an assessment of the organization’s personnel, because this is an internal factor and largely determines the company’s position in the market.

With the development of science and technology, changes occur in the technology of influence on the subject of labor, and this changes the content of labor activity and places high demands on the composition and quality of the workforce. There is a need for high professionalism, multifunctional use of an increasing number of workers, and the elimination of economic illiteracy.

Based on calculations of staffing needs, Dairy Products LLC draws up a staffing table. It includes: a list of structural divisions of the organization, positions, as well as data on the number of staff units, salaries for each position, allowances and monthly payroll. A standard form is provided for the staffing table - Form No. T-3 (see Appendix B).

The staffing table at Dairy Products LLC is drawn up by an accountant and agreed upon with the manager, who approves it (see Appendix B).

Personnel policy is formalized and regulated by the Collective Agreement, Enterprise Standards, Regulations and other regulatory documents. The organization has approved the rules of the Internal Labor Regulations for the organization's employees.

Internal labor regulations are a local regulatory act of an organization that regulates, in accordance with the Labor Code of the Russian Federation and other federal laws, the procedure for hiring and dismissing employees, the basic rights, duties and responsibilities of the parties to an employment contract, working hours, rest periods, incentive measures applied to employees and penalties, as well as other issues of regulating labor relations with this employer.

All employees of Dairy Products LLC enter into an employment contract upon hiring. An employment contract as a work agreement is a legal fact that gives rise to an employment relationship.

According to the employment contract, the employee is obliged to perform any tasks of the employer within the agreed specialty (qualification, position), i.e. carry out fully defined operations, functions, etc.

An employment contract is an agreement between an employer and an employee, according to which the employer undertakes to provide the employee with work for a specified labor function, to provide working conditions provided for by labor legislation and other regulatory legal acts containing labor law norms, a collective agreement, agreements, local regulations and by this agreement, to pay the employee wages in a timely manner and in full, and the employee undertakes to personally perform the labor function defined by this agreement and to comply with the internal labor regulations in force for this employer.

The organizational structure of the personnel is presented in Appendix D. The number of personnel of Dairy Products LLC is 35 people. Dynamics of the number of personnel for the period 2007-2010. presented in Figure 2.1.

Figure 2.1 - Dynamics of the number of personnel of Dairy Products LLC for 2007-2010.

Thus, over 4 years, the average number of personnel increased by 15 people, an increase of 72%. It should be noted that the growth in the number of employees is one of the indirect indicators of production development and enterprise growth.

Personnel turnover is 2% (the ratio of the number of employees dismissed at their own request and for violation of labor discipline to the average number of personnel), which indicates a healthy socio-psychological climate and favorable working conditions created by management for the organization’s personnel.

Let's analyze the workforce by gender (Figure 2.2).

Figure 2.2 - Gender composition of employees of LLC "Dairy Products" for 2009-2010.

As can be seen from the figure, in the organization the number of men exceeds the number of women, which is due to the specifics of the activity. In 2010, the proportion of women working in the organization increased by 1 person and amounted to 20% of the total number of personnel.

Figure 2.3 - Age structure of personnel of LLC "Dairy Products" for 2010

Thus, the average age of employees in the organization is 36 - 60 years.

Figure 2.4 - Personnel structure of Dairy Products LLC by length of service for 2010.

The figure shows data characterizing the dynamics of the number of employees by length of service. The level of young specialists with less than 5 years of work experience was 14.2% of the total number of employees, specialists with work experience from 5 to 10 years were about 40%, and the largest share of 45.7% was accounted for by workers whose work experience at this enterprise is over 10 years.

Indicators of the efficiency of entrepreneurial activity are determined by a number of qualitative indicators characterizing human resources potential, among which the most important are the level of education and professional experience of employees.

In order to analyze the company’s staffing level with personnel with higher and secondary specialized education, let’s consider the composition of personnel by educational level (Table 2.4).

Table 2.4 - Analysis of the composition of the organization’s personnel by educational level for the period 2008-2010.

Level of educationYears Deviation2008200920102009/20082010/2009Secondary general (11 grades)453+1-2Vocational school1088-1+2Secondary technical151412-1-2Higher6812+2+4

The table shows that the level of education in the organization has increased due to an increase in the proportion of employees with higher education. In general, the qualification composition of the employees of Dairy Products LLC corresponds to the job requirements and responsibilities of the personnel of a commercial company. At the same time, the director has a higher economic and legal education, the deputy director has an economic education, and the accountant has an economic education.

Thus, the personnel potential of Dairy Products LLC is quite diverse. The personnel composition is stable, staff turnover is low, which indicates that the company has created all the necessary conditions for the normal work of personnel. Also positive features include an increase in the proportion of workers with higher education and the predominance of workers with extensive work experience.

2.3 Analysis of the personnel management system and personnel assessment at LLC "Dairy Products"

The core of any organization is the people who work in it and who need to be managed. The personnel management system is very versatile and multifaceted; it includes all aspects of interaction between employees and the organization. The effectiveness of an organization's personnel management system is a system of indicators reflecting the ratio of costs and results in relation to the interests of its participants. It is expressed in achieving maximum effect with minimal expenditure of labor resources and is measured as the ratio of the result to the expenditure of living labor in all areas of the organization's activities.

Currently, there is the following procedure for personnel formation: the director hires a deputy director, commercial director, chief accountant, production director, technologist, warehouse manager, and then senior management themselves select assistants.

Recruitment of personnel at Dairy Products LLC is carried out from external and internal sources. External recruitment means include: publishing advertisements in newspapers. A common method is to ask your employees to recommend their friends or acquaintances for a job.

Hiring at Dairy Products LLC is a series of actions aimed at attracting candidates who have the qualities necessary to achieve the goals set by the organization.

In most cases, the person best qualified to perform the actual work is selected to fill a vacant position. The most widely used methods for collecting information required to make selection decisions are interviews and tests.

A preliminary conversation with candidates is conducted by the line manager. At the same time, he applies general rules of conversation aimed at clarifying the applicant’s education, assessing his appearance and defining personal qualities.

During the hiring conversation, information is exchanged, usually in the form of questions and answers. There are various mistakes that reduce the effectiveness of conversations. A common mistake is the tendency to draw conclusions about the applicant based on first impressions, from the first minutes of the conversation. In addition, there are cases when the person conducting the conversation bases his opinion on the impression of how the person looks, sits on a chair, maintains eye contact, and based on these impressions makes an assessment of the applicant for the position.

When applying for a job, the candidate is asked to provide references from previous supervisors and other similar documents. If previous employers provide only general, minimal information, then letters of recommendation are of little use. If there is a need for a background check, a more appropriate alternative to a letter may be to telephone the previous boss to exchange views or clarify any questions of interest. The most frequently checked items are last place of employment and education.

Hiring ends with the signing of an employment contract with the applicant.

Thus, the main task at LLC “Dairy Products” when hiring personnel is to meet the demand for workers in a qualitative manner. It is the quality of personnel in conditions of market competition that is the most important factor determining the survival and economic position of the organization.

Within an organization, an employee goes through the process of developing certain qualities, mastering organizational norms, traditions of interaction, etc. At the same time, interaction in an organization can be effectively directed towards solving certain tasks only with continuous assessment of the people involved in these tasks.

Conducting an assessment makes it possible to identify the characteristics of an employee as part of the organization’s human capital and to better learn those qualities that will allow it to be used most effectively.

This assessment is almost always carried out, despite the fact that Dairy Products LLC has not established any formal procedures for it. The very continuation of a person’s work in an organization and the payment of wages to him is, to a certain extent, considered the result of his assessment by the organization.

LLC "Dairy Products" does not have clear criteria for selecting and evaluating candidates.

Personnel training in an organization is carried out in two main cases: when a person enters the organization and when he is appointed to a new position.

In order to assess the staff and assess the level of complexity of working relationships, the team's expectations from the management of the enterprise, and identify the main needs for change, a study was conducted of the opinions of the organization's employees and a comparison of the survey results with their own visual impressions. The practice of studying the opinions of the work team was based on questionnaires and partial interviews. Interviews were conducted in an informal setting with employees of various levels (higher, middle and lower) and professions. In the process of studying the opinions of employees, a number of significant shortcomings in the organization’s work were identified.

A comprehensive assessment was used to evaluate personnel.

The purpose of the matrix assessment is to identify strengths and weaknesses in employee competencies.

An employee's competency profile is the basis for the individual work of the manager and the personnel department, to stimulate internal and external motives, self-development, and the implementation of quality and performance programs.

The competency profile of a position is the basis for personnel selection, personnel management work, job descriptions, certification, development plans, incentive programs, personal work plans.

Profile indicators are assessed on a five-point scale.

The systematic nature of the assessment is that the survey allows you to simultaneously assess the compliance of employees in terms of work efficiency and their ranking, in terms of orientation to current and future production tasks, professionalism, work style, and social relations.

Methodology for conducting matrix assessment.

From the entire list of evaluation criteria, which may contain dozens of positions, experts from the heads of functional and linear departments identify the most significant criteria that reveal the professional requirements for a given type of work, current tasks for employees dictated by current and future production activities, as well as personal characteristics of employees and their work style. Of course, the development of objective and relevant indicators is a serious issue for the implementation of a comprehensive assessment. But it pays off well.

These criteria, the number of which should be optimal and not infinite, are located in a matrix-table, where the criteria are located on one side, and the names of the team members are on the other side. Each employee gives his assessments to his colleagues. The result is assessments for each employee according to current criteria at a specific time and in a specific team.

The value of this method lies in the fact that with its help corporate values, professional requirements, and personal characteristics of employees are truly integrated. In addition, it allows the head of the department to influence the formation of the team in the necessary directions, as well as flexibly change (update) these directions depending on the state of affairs and changing tasks for the department.

Thus, the head of the department has all the information on the team and on each employee on a quarterly basis, which allows him to conduct work specifically and reasonably. At the same time, employees know by what criteria they are assessed and how they are evaluated, which becomes an important external stimulus for their development, change in work style and social relationships. Employees evaluate these criteria using a five-point system. The number of points for all criteria identifies the leaders. And the number of points according to the criteria identifies leaders according to the required criteria. Thus, the head of the department has objective professional and human profiles of employees, on which not only he, but also team members work.

Table 2.5 presents the selected criteria.

Table 2.5 - List of personnel evaluation criteria

Current requirements Future requirements Professionalism Activity style Professional relationships Completing tasks Individual work plan Preparation Responsibility Tactfulness Performing with quality Learning and mastering new things Experience Initiative Initiative Decency Completion on time Knowledge of the work Purposefulness Confidence Erudition Accuracy Sociability Plannedness Democracy Frankness Endurance Sincerity Punctuality Truthfulness

This list was distributed among employees of Dairy Products LLC and the survey results are presented in Appendix D.

Thus, the highest indicator is characterized by the criterion “professional relations”, the lowest - “prospective requirements”.

A questionnaire was also developed to assess the professional qualities of employees. Employees were asked to rate the selected criteria on a ten-point scale (see Appendix E).

The average scores obtained from the survey are presented in Table 2.6.

Table 2.6 - Results of assessing the professional qualities of personnel

Criteria Average score Knowledge of job responsibilities, skills to perform them in practical activities 6.9 Work experience and practical knowledge of the position 5.8 Resistance to stressful situations, ability to cope with crisis (unpredictable) phenomena, overcome failures in a timely manner 7.1 Organizational abilities, ability to achieve assigned tasks 6.5 Professional level competence (personal professionalism) 5.5 Striving to improve professional knowledge (PK) 7.3 Initiative and resourcefulness, desire for innovation 5.4 Ability to establish and maintain strong business relationships (SBR) with the boss / subordinates 7.6 Clarity of expression of thoughts, culture of speech 7.8 Condition health and physical development8,9 Tendency to increase the effectiveness of professional results as experience is gained7,2

Criteria that received the highest rating: state of health and physical development, clarity of expression of thoughts, culture of speech, ability to establish and maintain strong business relationships with superiors/subordinates. The staff is characterized by good health and physical development indicators, sufficient abilities to establish and maintain strong business relationships with the boss and/or subordinates; the clarity of expression of thoughts, the culture of speech is quite obvious.

Criteria that received the lowest rating: work experience and practical knowledge of the position held, level of professional competence (personal professionalism), initiative and resourcefulness, desire for innovation.

This indicates that the experience and practical knowledge of the staff is not very great, initiative and resourcefulness are not always demonstrated sufficiently, as well as a satisfactory level of professional competence (personal professionalism).

The knowledge and practical skills of the staff are satisfactory, the level of organizational abilities and skills is satisfactory, however, it can be noted that there is a tendency to increase the effectiveness of the results of professional activities as experience is gained, as well as a desire to increase professional knowledge.

Thus, as a result of the analysis of the functioning of the personnel management system and its development, as well as personnel assessment at LLC “Dairy Products”, the following problems were identified:

lack of personnel service as such;

the search and selection of employees is carried out not in accordance with the personnel management strategy or personnel policy, but based on the fact that a “burning” vacancy arises;

There is no staff development, but one can note the desire of employees for professional and career growth;

professional adaptation of personnel is implemented “along the way”, without sufficient organizational and methodological support;

lack of “propaganda” for changes and a new vision for future prospects by employees;

lack of staff development and training strategies.

These problems indicate the need to improve the personnel management system in the organization, and if the organization’s management pays due attention to this problem, then the company has every chance for further successful development.

3. Possibility of applying foreign experience in personnel management in LLC "Dairy Products"

1 Directions for improving the personnel management system, taking into account the Japanese experience at Dairy Products LLC

The main goal of personnel management is to ensure the effective organization of human resources within the organization and the formation of an individual with high responsibility, collective psychology, high qualifications, and a developed sense of being a co-owner of the enterprise.

The goals of personnel management will be achieved only if management begins to consider the human resources of the enterprise as the key to its effectiveness. To achieve this, management must ensure the development of professional personnel as an essential condition, the implementation of which is impossible without careful planning, hard work and evaluation.

Based on the above, a positive result from the introduction of any foreign management methods, including Japanese, is possible only if they can be fully adapted to the Russian economic culture. Perhaps the Japanese style of management, or at least its essential features, is ideologically similar to the Russian one. For Russia, which is almost a third a Far Eastern country, this assumption does not seem surprising.

The Japanese management system, according to many researchers, allows the most complete use of the knowledge and skills of employees in achieving the goals of the enterprise. Recently, an increasing number of American enterprises have been introducing techniques and methods of the Japanese management model, allowing them to create conditions for more productive work of employees. Probably, for the most effective management of Russian enterprises, it is advisable and accessible to integrate the best achievements of both Western and Japanese management, optimally combining them.

So, the introduction of what elements of the Japanese management system for Dairy Products LLC could determine their effective functioning?

The main tasks of business and government in Japan are recognized as ensuring the comfort of members of society and satisfying individual needs. Competitiveness, equality and justice are defined as equivalent and equally important criteria for social success. No less important criteria are the internal solidarity of members of sociologists at all levels, the absence of envy and investment in the future generation. Modern goals are generally declared as the creation of a prosperous society and beneficial contribution to the world community.

Of primary importance in achieving the goals set out above is the need to pay attention to the development of human resources. People are seen as the main competitive asset of any organization. Human resources must be developed in order to achieve strategic goals, not to destroy existing harmony and to prevent disharmony in the future.

In this regard, it is necessary to make some changes in the personnel management system and develop measures related to improving the new personnel management system of Dairy Products LLC and they can be presented in the following sequence.

For a manager, work must begin with the cohesion of his team; for this it is necessary to develop a strategy for the organization’s activities and bring it to all employees of the organization without exception. It is very useful that as many employees as possible take part in developing the strategy; everyone’s voice should be heard.

The second important step should be a discussion of the adopted strategy in the work team.

It is extremely important in each structural division of Dairy Products LLC to form a clear and precise vision of how this strategy will be implemented in a specific department or team. At this stage, it is necessary to discuss with employees the behavior model of an employee of this department and discuss the criteria for evaluating work. The manager must make sure that all employees of his department understand their tasks and what behavior the company management expects from them.

That is why the third step should be individual interviews with each employee of the department, unit, team. During these interviews, it is necessary to clarify the employee’s goals and objectives, his behavior, and make adjustments if necessary. In the future, such meetings should be regular and occur more often than under normal conditions.

To ensure that staff are aware of the current and strategic situation, it is recommended to:

) availability of a schedule of meetings between the manager and employees, which is posted on the information stand;

) the opportunity, a few days before the scheduled meeting, to submit to the manager’s secretary questions that employees would like to receive an answer to. This point is important from the point of view that the manager cannot always competently answer some specific questions (of an economic, legal, etc. nature). In this regard, the possibility of preliminary acquaintance with the questions provides him with the opportunity for preliminary consultations with specialists, as well as the opportunity to prepare documentary justifications for his answers.

In this case, the attention and care of the manager is the strongest stimulator of activity for the employee. Each employee should feel like part of a team that cares about the fate of this person. In this case, the manager acts as an exponent of the team’s concern for the employee.

These measures should be aimed at developing a new attitude towards work in each employee and, first of all, in managers.

Involvement of personnel in decision making. When organizing this area of activity, management must rely on two basic principles.

Firstly, the person doing the work knows better than anyone else how to do it, and therefore is better able to improve it than others.

Secondly, a person is most committed to his own ideas. Japan, the first country to implement the idea of staff involvement in decision making, has achieved better results at a lower cost than competitors using the latest equipment, but with old team management methods that do not use the potential of the team. A simple and natural scheme was used:

the leadership of the organization created conditions for the manifestation of initiative, collective discussion of problems, and participation in the implementation of their ideas;

the implementation of proposals led to a significant increase in labor productivity in the workplace;

the increase in labor productivity, in turn, contributed to a reduction in costs, and then led to an increase in the volume of product sales and income growth.

The involvement of personnel in decision-making presupposes the transfer of responsibility, and this, in turn, means that employees share responsibility for the state of affairs in the enterprise (whatever it may be).

It is advisable to use elements of the Japanese on-the-job training system in the activities of Dairy Products LLC, namely: instruction and rotation.

Rotation is a self-paced learning method in which an employee is temporarily moved to another position in order to acquire new skills. In addition to the purely educational effect, rotation has a positive effect on employee motivation and helps overcome stress caused by monotonous production functions, because employees at the enterprise are forced to work at the same workplace for many years, perform the same disgusting operation, which reduces their interest in work, suppresses initiative and hinders professional growth. The introduction of a rotation system creates conditions for long-term employee engagement, can contribute to their professional growth, makes employees happier, provides an opportunity to learn about various aspects of the enterprise and act objectively in the interests of the entire company.

These proposals do not require any investments, and the rotation system can be secured using the provisions (see Appendix G).

In addition to instruction and personnel rotation at the analyzed enterprise, it is recommended to use so-called off-the-job training.

When applying for a job in this organization, excessive attention is paid to checking the special professional knowledge of job applicants and especially whether they have significant experience in other organizations. At the same time, Dairy Products LLC does not have its own employee training programs. In Japanese companies, on the contrary, with rare exceptions, they do not require special narrow training from educational institutions and take into account when hiring mainly the general outlook of employees and their ability to get used to the team. Enterprises themselves train employees in the necessary narrow skills. Therefore, in this company it is necessary to introduce such a practice and at the same time create its own in-house training systems in order not to miss out on promising potential employees who do not have highly specialized knowledge, as well as to ensure the professional and human growth of employees.

To achieve this, the following activities are proposed for personnel development and periodic training of personnel.

Training at Dairy Products LLC should be focused on the present and designed to solve immediate business problems; its goal is to instill in the employee specific skills that employees need.

Training is carried out both on a compulsory and voluntary basis. All training is carried out in five stages:

1)training needs analysis;

2)learning planning and design;

)development of a training program;

)conducting training;

)assessment of training effectiveness.

All stages are strictly observed, since if you skip at least one stage, the quality of training will noticeably decrease.

Personnel training at Dairy Products LLC should be carried out in the following cases:

when introducing new work standards;

when requirements arise to improve operational efficiency;

when new technologies appear;

when the demands of clients or customers increase;

when transferring employees to new positions;

when introducing new information systems;

when new accounting standards are introduced;

when introducing other innovations.

The need for training is determined by the line manager, who organizes the training process for his subordinates. The main task of improving the qualifications of managers, specialists and workers is to increase the level of qualifications of all personnel, in order to develop professionalism among workers.

After training, an assessment is carried out, which involves:

assessment of the level of professional knowledge of the employee;

assessment of the employee’s production activity;

assessment of the employee’s personal qualities based on the requirements of the workplace.

The assessment is carried out according to the following criteria (indicators) at 5 levels (on a 5-point scale). Evaluation criteria may change, but their structure remains unchanged. The performance evaluation criteria include:

1)results (efficiency) of activities:

For managers: personal contribution to the implementation of enterprise plans; absence of failures in planned and contractual obligations; personal contribution to the introduction of new equipment and technology, improvement of labor organization in new economic conditions, financial stability; favorable social and psychological climate;

for specialists: full and proactive performance of official duties; no disruptions to planned targets; compliance with labor discipline; personal contribution to the introduction of new equipment and technology.

The employee’s manager analyzes his activities and makes a general assessment according to this criterion;

2)quality of work:

For managers: a skillful combination of management styles; ability to choose promising production development strategies;

for specialists: delivery of work from the first presentation; no errors when completing tasks; mastery of related specialties; high culture of completing assignments, etc.;

) professionalism is assessed based on the employee’s experience or rank, quality of work, absence of professional errors, independence in decision-making, reasonableness of risk, etc.;

) assessment of the personal, that is, individual psychological qualities of an employee, is carried out in order to determine the compliance of these qualities with the requirements of the workplace.

The performance assessment of employees is carried out by the immediate supervisor or an invited expert.

When assessing the employees of a given enterprise, according to this methodology, a sheet is drawn up to evaluate the activities and characteristics of the employee’s personal qualities (Table 3.1).

Table 3.1 - Assessment of the employee’s activities and personal qualities

Assessed indicators Levels of assessments 12345 Performance results Quality of work Professionalism Psychodiagnostic data: - nervous - mental stability - emotional stability - mental processes (thinking) - risk-taking - volitional self-control - behavior in a conflict situation - ability to self-control - level of intellectual development

On this sheet, a “+” sign is placed in the corresponding evaluation column. Then the average score is calculated. The sheet is signed by the certified specialist.

It should be noted that the assessment must be objective and competent, since the ability of employees to cope with the tasks and responsibilities assigned to them in the process of activity largely depends on its result.

But this process will be effective only if the enterprise has a parallel system of moral and material incentives.

3.2 Proposals for improving employee incentive systems

In organizations in the Land of Cherry Blossoms, managers and owners proceed from the fact that it is the conditions, and not the managers, that should encourage the employee to work effectively. Therefore, Japanese managers organize things in such a way that employees have strong motives for productive work, and motivation extends not only to the workplace, but also to the family environment.

Based on this, in the company "Dairy Products" LLC, motivation should have a dominant role. After all, what is motivation? It can be defined as a set of forces that encourage a person to carry out actions with the expenditure of certain efforts, at a certain level of effort, with a certain degree of persistence in the direction of achieving set goals.

The management of Dairy Products LLC, in the process of working with the organization’s personnel, should actively use both economic and non-economic types of motivation. The essence of economic methods is as follows: people, as a result of fulfilling management requirements, receive benefits that increase their level of well-being. The most used economic motives in the company under consideration are: small bonus payments, salary increases, bonus programs mainly for middle and senior management.

But since the main personnel structure consists of workers working in production, the following motivation scheme can be used to improve the quality of work and increase their interest.

In order to increase the material interest of workers, a remuneration system based on the application of labor efficiency criteria is proposed. The essence of the proposed system is that workers' wages consist of two parts: constant and variable. The constant part of the salary is a fixed part (salary, tariff rate), and the variable part is a bonus, the size of which depends not only on the results of the work of an individual employee, but also on the results of the work of the team in which he works, and the share of his participation in the overall results of the team . The peculiarity of the proposed payment system is that it not only stimulates the work of the workers themselves, but also provides the management of the enterprise with the possibility of operational management and stabilization of the required labor efficiency of workers in the event of uncontrolled changes in the income of the enterprise.

Incentivizing workers to increase labor productivity at an enterprise has an advantage because the connection between results and labor costs is clearly defined.

When distributing the collective incentive fund, individual labor productivity can be determined for piece workers through the percentage of fulfillment of production standards, for time workers - through the completion of standardized tasks.

Also, to improve material incentives, in addition to the basic tariff rate (salary), employees must be paid the following remuneration:

remuneration for continuous work experience.

Payment of remuneration to employees should be made in the form of monthly percentage increments to the official salary, depending on the continuous length of service giving the right to receive remuneration (Table 3.2).

Table 3.2 - Payment of remuneration

No. Work experience giving the right to receive remuneration Amount of annual remuneration as a percentage of the monthly tariff rate (salary) 1 from 1 to 3 years 52 from 3 years to 5 years 153 from 5 years to 10 years 204 from 10 years to 15 years 305 over 15 years 40

Accrual and payment of remuneration for continuous work experience in the specified amounts is made monthly for the actual time worked, subject to the availability of own funds.

Work experience is calculated once at the beginning of the year. The length of service that gives the right to receive remuneration includes only the time spent working for the company Dairy Products LLC.

Heads of departments have the right to reduce the amount of remuneration to employees for production lapses in work, but not more than 50%:

in case of violation of labor and technological discipline;

being late for work and leaving work early;

for disciplinary action;

for bringing to administrative and criminal liability;

for omissions in work.

At the same time, to improve the quality of the team’s work and increase their interest, the management of Dairy Products LLC is recommended to use the following staff motivation schemes:

Bonus rewards;

pay one-time bonuses on the anniversary dates of employees’ work at the enterprise;

valuable gifts;

announcement of gratitude, as well as presentation of diplomas and certificates;

Let's calculate the effectiveness of the proposed measures. As foreign experience shows, in the case of material interest, labor productivity increases by 10%. Considering that the incentive part of wages after the implementation of measures will average 20% of wages, then with the average wage of workers 11,100 rubles, the economic effect will be:

*0.20*0.1 = 222 rub. monthly from 1 person.

Therefore, for the year the savings will be: 222 * 12 * 20 people. (workers only) = 53,280 rub.

This frees up the payment fund, which can be used for periodic staff training.

Non-economic methods of incentives can be both organizational and moral. Organizational goals include motivational goals for attracting employees to participate in the management of the organization. Based on this, goals should be difficult and indicative, since such goals generate in people the desire to prove themselves and contribute to the emergence of excitement. Moral methods - public praise, in order to show that the employee is being observed, rejoicing at his successes and being distinguished from the rest of the staff, the opportunity to be given the right to vote, more interesting work, recognition of the employee at some level.

All this will contribute to a significant increase in the level of work of the team and, accordingly, this will ensure an increase in profitability from the activities of the entire organization. Therefore, the policy of the company “Dairy Products” LLC should be structured so that the employee remuneration system responds flexibly to any changes that arise in the process of achieving its goals.

Conclusion

Today in our country there are a large number of unresolved issues and contradictions in the organization of the personnel management system. Studying and applying effective methods of personnel management will allow us to qualitatively improve the organization of employee work and unite them into a single team.

There are many management models. Some of them are based on the priority of the human factor, and differ significantly from one another. Their main differences lie in the interpretation of the main essential characteristics of workers, the motives of their work activity, and social and production behavior. There are two management models in the world: Western (USA) and Eastern (Japan). Now we can also talk about some universal features of the personnel management model, which include Western and Eastern elements. Naturally, the use of certain management methods, regardless of their origin, requires changes and adaptation to the socio-economic and cultural characteristics of the country.

In this work, the first chapter examined the problems of the Russian personnel management system, outlined the theoretical foundations of the Japanese and American personnel management systems, which are extremely diverse and informative, and also examined modified personnel management systems.

Along with the theoretical foundations of the topic, the second chapter analyzed the composition of the personnel and the personnel management system of Dairy Products LLC.

This organization has been working in the oil and fat products market for about four years. During this time, the company conquered a certain part of the market from Siberia to the Far East. The number of personnel is 35 people.

The personnel potential of Dairy Products LLC is quite diverse. The personnel composition is stable, staff turnover is low, which indicates that the company has created all the necessary conditions for the normal work of personnel. Also positive features include an increase in the proportion of workers with higher education and the predominance of workers with extensive work experience.

The staff is characterized by good health and physical development indicators, sufficient abilities to establish and maintain strong business relationships with the boss and/or subordinates; the clarity of expression of thoughts, the culture of speech is quite obvious.

However, the experience and practical knowledge of the staff is not very great, initiative and resourcefulness are not always shown sufficiently, as well as a satisfactory level of professional competence (personal professionalism), but there is a tendency to increase the effectiveness of the results of professional activities as experience is gained, as well as the desire to improve professional knowledge.

There is no qualified HR manager at Dairy Products LLC, so HR policies are not formed in any way. Personnel document flow, payroll and working time recording are carried out by the accounting department, personnel selection is carried out by the head of the enterprise. The search and selection of employees is carried out not in accordance with the personnel management strategy, but based on the fact that a “burning vacancy” arises. There is no strategy for the development and training of personnel; personnel adaptation is implemented “along the way”, without sufficient organizational and methodological support.

Having identified the main problems, some changes were proposed in the personnel management system and measures were developed related to improving the new personnel management system of Dairy Products LLC:

) for a manager, work must begin with the cohesion of his team; for this it is necessary to develop a strategy for the organization’s activities and bring it to all employees of the organization without exception. It is very useful that as many employees as possible take part in developing the strategy; everyone’s voice should be heard;

) involvement of personnel in decision making;

) it is advisable to use on-the-job training in the activities of Dairy Products LLC: instruction and rotation, and also in parallel use the so-called off-the-job training;

) in order to increase the material interest of workers, a remuneration system was proposed, based on the application of labor efficiency criteria;

) Also, to improve the material incentives of employees, it is necessary to pay remuneration.

The proposed measures will help increase labor productivity, contribute to increased professional motivation, quick and high-quality decision-making, improvement of the social status of workers and effective personnel management, which will generally have a positive impact on the results of the activities of Dairy Products LLC.

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Currently, three main concepts regarding approaches to human resource management have taken shape:

– the concept of “national characteristics”, called the Japanese model, absolutizes the specifics of the development of a particular country, which determines the characteristics of personnel management;

– the concept of a “universal organization,” called the American model, is based on the fact that personnel management methods are determined by the “universal laws” of the functioning of each enterprise;

– the third concept combines elements of the two previous concepts.

Any national economic system and system of production relations at each historical stage is always formed on a specific national basis, under the influence of socio-political and economic factors. In a certain sense, the ethnic mentality and specific ethnic values that distinguish one people from another form an adequate economic and management system. Let's start with a comparative analysis of control systems in the USA and Japan, because they are leaders in this field. These two national human resource management systems are presented by academic economists in the form of Table 5.

This table clearly shows the differences in these two national systems and the advantages of one system over the other in various areas and characteristics.

Table 5 - Human resource management systems in foreign industrial companies.

Characteristic control systems	Japanese companies	American companies

Recruitment	On terms of lifetime employment	On contract terms
Trust in company management	Joining a company automatically means trusting its management	There is no automatic trust in the company management
The attitude of some workers to the functions of others	Respect for the functions of other employees	Indifferent attitude towards the functions of other employees
Improvement of employee qualifications	Issues of advanced training are resolved by the company's management.	Employees improve their skills using their own capabilities.
Staff turnover
Results of the employee training policy	Employees strive to improve their skills at the expense of the company	Advanced training at the company's expense is considered a bonus.

Thus, the main tenet of the Japanese approach to personnel is a long-term orientation. The workforce, or rather people in their entirety, is considered the most important resource of companies. For a Japanese, organization is a part of life, a second family. A Japanese company is not only an economic unit, but also a social institution: here a person constantly gains new knowledge, self-actualizes, communicates and finds friends in life. The company's management provides “comprehensive care” for employees.

In the United States, the main incentive is not the result in the form of the volume of goods or services produced, or even its quality, but in the knowledge, experience and qualifications of the worker. Only a high level of knowledge and versatility can guarantee a high position, pay and stability in the workplace. And the recruitment of personnel will depend not on functional affiliation, but on the next management decision. Working groups are temporary.

In the United States, several main directions have emerged in the human resource management system:

– development of the employee’s personality in order to effectively use his labor potential. This is done by providing opportunities to improve skills, develop abilities, increase knowledge, demonstrate independence, increase the variety of work;

– a change in the basic forms of labor motivation, which in modern conditions provide an inextricable combination of moral and economic forms of stimulation;

– the development of industrial democracy, the essence of which is the transition from strict authoritarian forms of management of the ordinary worker to providing him with the opportunity to widely express his opinion and participate in the discussion of industrial problems. An example of such a method is the formation of autonomous teams. The company's management delegates to the brigade a number of functions of planning, control, remuneration, and the right to independently select a foreman. All team members jointly plan work methods, establish its rhythm, and monitor product quality. Team members themselves perform functions that were previously performed by auxiliary workers.

To increase the content of labor and eliminate monotony, many American companies are undergoing a reorganization of production, the main goal of which is to move away from the extreme division of operations, from reducing the worker’s labor to several repeating operations, making him an appendage of the machine, and will turn to expanding his functions, increasing the level of responsibility, using employee's creative abilities. If previously the employee adapted to technical means, now attempts are being made to adapt the technology to the employee’s abilities.

Modern American companies use analytical remuneration systems, the peculiarity of which is a differential assessment in points of the complexity of the work performed, taking into account the qualifications of the performer, physical conditions, working conditions, etc. At the same time, the variable part of the salary (bonuses, incentives, bonuses), which is used in as an incentive for improving product quality, saving raw materials, increasing productivity, it reaches only a third of the salary.

In addition to financial incentives, other types of incentives are used. For example, British companies practice valuable gifts and tourist trips, as well as various types of gratitude, knowledge, and symbolic rewards. At the same time, a whole ritual of presenting rewards or declaring gratitude has been developed.

In this regard, the creation of management systems that best enable the development of creative initiative at all hierarchical levels of firms has become the main goal of American management. The appeal to the person within the framework of the development of modern management forced us to pay special attention to personnel selection, because the implementation of the company's goals is entirely in his hands. The understanding that the qualifications of workers and their desire to work becomes the main productive force and the driving force behind production led to a reorientation of the management strategy of the largest companies towards motivating labor, obtaining greater knowledge, skills, work skills, and enterprise among staff.

American companies pay great attention to training and advanced training of personnel. Particularly impressive is the practice of the transnational corporation Motorola, which understands that improving the skills of employees is becoming a prerequisite for the survival of the company in the conditions of the rapid growth of scientific and technological progress.

In European countries, much attention is also paid to improving the skills of employees, but unlike American management, where large companies are leaders in this area, the best prerequisites for advanced training are found in small and medium-sized enterprises. The emphasis is mainly on self-education rather than on seminars and courses at external educational institutions.

In France, the “Challenge +” training program is used, which aims to develop and create new innovative enterprises in the country. The program is supported by the state.

In Japan, much attention is paid to training staff in good manners, because... Japanese management is based on respect for colleagues and on the awareness of the unity and integrity of all personnel in the organization.

Authorized personnel services began to play a special role in using labor potential. In terms of their functions, the level of professional competence of employees, technical equipment, and working methods, they have long grown from offices for storing personnel documentation into solid personnel departments.

In Japanese companies, the HR department plays a big role, because... he is entrusted with the function of selecting and placing personnel. Whereas in American companies the interview is conducted by the manager to whom the candidate is hired.

The outlined directions of changes taking place in the personnel management system of American companies are largely true for Japanese companies. However, human resource management is the most characteristic area of activity in which Japanese companies clearly demonstrate a qualitative difference in their practical experience from the American one.

Japanese managers attach great importance to fair treatment of employees, because In some cases, managers, guided by good intentions, take measures that are fair to some employees and unfair to others. Therefore, what is valued in managers is the ability to listen to the problems of a subordinate, delve into them and solve the problem. In contrast, American managers use formulaic techniques to solve such problems.

Human resource management in American companies is determined by such categories as wages, supervision; in working conditions, much less attention is paid to motivational social factors (position design policy, appreciation for work, initiative, achievements).

One of the key management problems in American companies is overcoming the isolation of departments, which tend to become fixated on their own tasks and underestimate the importance of contacts with other departments. As a result, overall efficiency decreases.

In Japanese corporations, workers are considered as valuable a resource as expensive equipment. Continuous training, job rotation, and foreign internships are used as engines for workforce planning.

Quality circles increase knowledge and encourage collaborative learning. Job rotation between departments, open communications, exchange of information between management levels, general participation of employees in management, and the connection between production tasks and employee qualifications lead to the creation of sophisticated “personal” human resource management systems.

Lifetime employment provides a strong incentive for firms to create detailed policies for each stage of workers' careers. All stages of an employee - adaptation, career, retirement - are very specific. The more complex the company's technology, the more sophisticated its HR practices.

Japanese enterprises typically recruit workers in April of each year, but the actual onboarding begins six months before the hiring decision is made to visit the company, and a number of direct contracts thereafter are intended to facilitate the flow of labor from schools and universities. Training for those hired includes introductory practice, job instruction and placement in the workplace, a system of mentors from middle and senior managers. The cornerstone of a Japanese company's personnel policy is individual communication with employees, which includes the constant coordination of individual plans and actions necessary to achieve the desired results. The Japanese management system is not aimed at making a profit in the near future, but at ensuring stable, long-term development of the company for many years to come.

The wide variety of forms of participation in the management of enterprises contributes to the wide involvement of workers in the process of participation in management and distinguishes Germany favorably from other European countries.

One of the first regulations that legislated the right of workers to participate in the management of enterprises was the Law on the Charter of an Enterprise, the purpose of which was to implement the idea of cooperation between the parties to the labor process by involving the views of workers in the decision-making process at the enterprise.

The body representing the interests of employees of German companies participating in the management of the enterprise is the works council, which is elected by direct and secret ballot. The number of members of the works council is determined by the number of employees with voting rights, depends on the number of employees at the enterprise and ranges from 1 (with the number of employees from 5 to 20 people) to 31 people (with the number of employees from 7001-9000 people) in enterprises where the number of employees exceeds 9,000, the size of the works council increases by two people for every 3,000 employees.

The activities of the works council include the following components:

– meetings on production issues;

– reception of enterprise employees;

– work of special commissions within the works council;

– work of joint special commissions consisting of representatives of the employer and members of the works council;

– discussion of safety issues with the safety engineer and the company doctor;

– participation of members of the works council in the work of safety commissions;

– checking the condition of workplaces;

– participation in the investigation of industrial accidents;

– consultations with the employer;

– training in advanced training courses.

Thus, the wide range of responsibilities of the works council gives it the opportunity to control almost all areas of the external and internal activities of the enterprise, thereby helping to strengthen its role in the enterprise. This allows us to consider works councils as bodies with significant influence in enterprises, ensured by their legal and organizational independence, despite the fact that the costs associated with the activities of the works council are borne by the employer.

The right of participation of the works council in the management of the enterprise extends to the following issues:

– adoption and amendment of the charter of the enterprise, organization of production and professional interaction of employees;

– working time issues;

– temporary reductions or extensions of working hours;

– time and form of remuneration;

– determination of general characteristics and vacation schedule;

– development and adoption of instructions for the prevention of accidents and occupational diseases at work;

– introduction and use of technological means of monitoring employee behavior and productivity;

– issues of organizing social security institutions;

– provision of residential premises to employees of the enterprise on the basis of employment contracts;

– issues of submitting proposals for organizing the production process.

In addition to general problems related to the socio-economic policy of the enterprise, the works council also discusses personal issues related to personnel planning, competitions for filling vacant jobs, drawing up questionnaires for personnel records, as well as issues of personal selection, appointments, transfers and dismissals . The consent of the works council is also required in the event of termination of employment contracts with the council members themselves or representatives of young specialists of the enterprise.

German works councils have fairly broad rights, which include both the right to receive information, make proposals and consult with the employer, and the right to participate in the management of the enterprise. The management of economic systems is based on treating personnel as an important resource for business development.

It must be remembered that people who came to our labor market, to our economy, have specific traits and characteristics of mentality, which leaves an imprint on approaches to personnel management in Kazakhstan, Russia and other CIS countries.

According to experts in Western countries, the main features of our domestic character that hinder the development of market relations and negatively affect discipline are lack of commitment, lack of decency and business ethics, inability and unwillingness to work, psychological unpreparedness for independence, greed for easy money, fear of competition, economic illiteracy.

According to surveys in Russia, about 80% of workers had a degraded labor creation, from which what is related to the socially useful meaning of work, the development of professional qualities, and the understanding of working intensively to earn money is squeezed out. The essence of work motivation for most workers comes down to the desire to have a guaranteed salary with low intensity and low quality of work. This also occurs in Kazakhstan.

With the acquisition of independence and the transition from a centralized system to a market one, managerial behavior in our country also underwent a significant change.

As practice shows, the new behavioral model of managers in our country did not always incorporate what was developed in countries with developed market economies. The main thing is that the emphasis is on accumulating wealth.

In conditions of inflation, underdeveloped markets, and instability, none of the owners of enterprises or directors are particularly interested in receiving high incomes in the long term. Both domestic and foreign investors strive in every possible way for the fastest possible return, i.e. making short-term profits. S. Dzhumambaev writes that “managerial theory in the Republic of Kazakhstan, in our opinion, is forced to deal with constantly changing issues that are very different from those that arise in the West, and there is every reason to believe that in the foreseeable future the desire for personal enrichment will -still have a strong influence on our managers. Apparently, for a long time, profit maximization will not become the prevailing moral norm of our businessmen and managers.”

An analysis of management relations in Kazakhstan indicates that sustainable principles and methods of personnel management have not yet been formed.

Modern trends in management development emphasize the role of the human factor in achieving enterprise efficiency. Personnel management is a priority direction in the development of management theory and practice.