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Theory and practice of personnel management - Shchekin GV

2. Human Resource Management

The term " management of human resources " arose in the 60s of the XX century. [3, p. 1-7]. In one of the articles of the American sociologist R. Miles, the "human relations" model was contrasted with the "human resources" models (these are the two models that emerged in the process of studying the labor factor). R. Miles says that the model of "human relations" focuses on creating optimal working conditions for the employee. In the same "human resources" model, employees are viewed as a source of unused reserves and as an important opportunity to establish more rational planning and decision-making in the overall structure of the enterprise. Satisfying the needs of employees is no longer a major goal, but a result of the person's personal interest [3].

2.1. The emergence and development of human resources management

One of the influential sociological schools, which in some countries is still being used to organize the production process, was, as already mentioned, the school of scientific management that arose in the 1920s. And associated with the name of the American engineer F. Taylor. The starting point in the theory of F. Taylor, or "Taylorism," is the provision that each specific task in the production process should be as carefully as possible decomposed into its component parts. With this approach it is easier to establish which employee this particular task can be accomplished most professionally. In order to obtain the best results, it is necessary to carefully select employees to solve each task and provide them with qualified training. The consequence of this approach was the introduction of a conveyor system, when with careful separation of tasks, greater efficiency is achieved in order to achieve a more detailed and specialized organization of labor. If enterprises hope to succeed using this method, they need confidence in the interest and good work of their employees. This is a real task, if for each individual employee found the optimal motivation and incentives to work. F. Taylor advised in such cases to pay wages depending on his productivity. So there is an interest of all personnel, beginning from ordinary employees and finishing with a management link, including managers, in increase in quantity of production. This leads to the introduction of a piece-rate wage, when each output unit is paid.

Scientific management, or "Taylorism," was a significant innovation in the organization of labor. However, this method did not always ensure success, there were also major failures. Due to the high degree of mechanization and the narrow specialization of labor, its degradation occurred. Handicraft work and highly skilled work were reduced to a low-skilled job, requiring not much knowledge, but just a simple learned skill. The scope for activity remained not with direct manufacturers, but with management and labor planning departments. Another big problem was that the quality of the product, as it were, remained on the sidelines. With the passage of time, the requirements of consumers for the quality of products have increased, and with piece-by-piece labor payment, it was rather difficult to stimulate quality.

In the 1930s, the sociologist E. Mayo conducted a famous study at the Western Electric Company, where production despite the introduction of the Taylor methods did not work. In particular, they studied the effect of better lighting, as well as the impact on the interior design of the hall (industrial hall) and music during work, alternating conditions from the best to the worst: for example, reduced the lighting and turned off the music. But even after that, labor productivity remained high, although the working conditions actually worsened. During the research it was found that the incentive to work and, accordingly, to increase the productivity of labor appears to employees when they feel attention to themselves and respect for their work. The fact that the researchers paid attention to their work made a greater impact on the workers than the changes they tried to carry out. On the basis of this discovery, a model of "human relations" arose, which had especially many followers in Europe after the end of the Second World War. The introduction of targeted management, group training and workshops, and then other forms of engaging employees in the management of the organization originates from the "human relations" model. Researchers of this school proceeded from the basic idea that the production organization is a labor community where the presence of social harmony and a favorable working atmosphere to some extent by itself can lead to positive results in labor. After a few years it turned out that the social factor in the production process was overestimated in the "human relations" model. In addition to taking care of a good atmosphere in the workplace, a well-thought-out tasking, clear rules, clear delineation of responsibilities, good material and a favorable working environment are necessary.

The development of "human resources management" goes to some extent in parallel with the development of civilization. The movement for democratization in Europe has ended the thesis that the creation of a favorable working climate will lead to the best results. The production organization was viewed more as a tangle of interests of different groups. At the heart of the matter was a man as the supreme intelligent, thinking being. Various forms of participation of employees in the organization of labor (for example, workshops and workers' councils at enterprises) were widely disseminated. In the 80 years, after the economic crisis, a new period has come. The costs associated with the "social approach" to the organization of labor have been exorbitant for many enterprises. The production process itself and getting the greatest profit became a priority. This approach was called "new businesslike", or "a new business approach." In reality, this meant that the social aspects of the organization of labor were pushed into the background.

The book Peters and Waterman "In Search of Perfection" describes how an "excellent" enterprise differs from normal, medium-sized organizations. The authors emphasized the importance of production culture (norms and values) as an important factor in the success of certain enterprises. The culture of production is formed mainly by the employees of this enterprise. Being an "excellent" company ultimately means having excellent employees and being able to keep them. So you can summarize the results of sociological analysis.

Based on Peters and Waterman's calculations, it can be concluded that the labor factor is not only an expense item; The human factor and its use in the enterprise become a strategic factor and a vital condition for the company to survive in difficult and unstable market conditions.

The most common interpretation of the term "human resources management" is the mobilization of employees through active work of line managers. There are also many other interpretations, and although they differ on some points, three of them can be distinguished:

1) the relation to the factor of labor as a source of income;

2) creating a space for each employee so that he can make his personal contribution to the common cause;

3) integration of social policy into the overall policy of the enterprise.

The purpose of this type of management is to hire, retain employees, improve and train competent and motivated employees who will effectively and efficiently help achieve the objectives of the enterprise.

The view on the employee as a source of costs and difficulties, which you must hurry or restrain, in this case there. In the philosophy of "human resource management" employees are the assets of the enterprise, human capital, from which there is nothing to expect, if we consider it under the above view. This means weakening control and greater motivation and incentive to work.

One of the significant differences between the models of "human resource management" and "human relations management" is that in the first one an active position is required from the employee himself. He, mostly being the object of any measures taken to him or the person to whom the circulars are "lowered", is personally responsible for the results of his work, successes and achievements. In other words, the employee himself must monitor whether he realizes the goals he set himself, while acting in the name of achieving the overall goals of the whole enterprise. This makes special demands on the structure of the organization and the enterprise's policy in the field of labor organization and the creation of certain working conditions. Both should leave room for the development of personal initiative. This may mean that certain employees can get more and work more quickly for their work and advance faster than others.

Within the framework of human resources management, personnel policy from the "responsive" management policy is transformed into an active strategic policy, which is integrated into the overall policy of the whole enterprise by the highest echelon of managers. This means that senior managers should clearly understand in which direction their enterprise should develop. Based on this, it is possible to determine the main directions of human resources management. For example, to engage in the retraining of personnel, attract new employees, develop training programs for the middle level. Personnel services are responsible for the implementation of the human resources management policy.

What does human resource management include? What should we keep in mind when we talk about it? These questions are easier to answer, showing what changes have already occurred and what are taking place in the perception of a person's place in the modern production process. The most important of them are the following (RT-K):

• man as a factor in the production of production policy

• a person as the most important factor in the striving to realize the goals of industrial policy

• a person as an item of expenditure • a person as a source of income

• Personnel policy as something • Management in staffing is a poly-secondary tic as an urgent daily necessity

• Personnel policy is a matter • the personnel problem as part of the administrative services of general interaction of line management and administrative services

• the softness of the course, the lack of a • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Having followed the line of development in recent years, we will find that the ability to retain qualified employees is one of the most important tasks.

Availability of qualified human resources is the main condition for ensuring production efficiency, producing high-quality and competitive products, and quickly mastering the achievements of science and technology [3].