МАКРОЕКОНОМІЧНИЙ КОНТЕКСТ ФОРМУВАННЯ ПСИХОЛОГІЧНОГО ПОРТРЕТУ ІДЕАЛЬНОГО ПРАЦІВНИКА

Abstract

Every enterprise wants to have qualified personnel capable of achieving high labor results and, accordingly, ensuring its profitability, despite the individual national peculiarities of the management model in the country where it is located. Modern economic and socio-cultural development of a country is determined by the course and peculiarities of its historical process, the use of open-door policy or protectionism in particular. On the basis of these historical and cultural differences, modern national models of management were formed, united into larger systems by their peculiarities. There are two fundamentally different management systems in the world at this time, which were formed under the influence of the above factors. They are Eastern and Western management systems. The existing management systems cannot be definitively called antagonistic, although they contain a number of qualitatively opposite requirements to the staff and the requirements to the staff in the Eastern management system will be completely unacceptable for the staff in the Western system. Direct transfer of the features of one national management model to the regulatory and legal and cultural-historical space of the countries of the Western management system is not appropriate due to the divergence of their basic principles. What they have in common is the presence of requirements to employees that allow economic entities to achieve a positive end result of activity. Using the methods of historical analysis, analogy, synthesis, this article studies the components of the Eastern and Western management systems, requirements to personnel with the parallel allocation of elements of the psychological portrait of the ‘ideal’ employee for each of these systems, as well as qualitative characteristics of personnel without national colouring. Accordingly, an ‘ideal’ employee should have such qualities as professional competence, ability to learn and assimilate information quickly, stress resistance, desire for self-improvement. These qualities can be applied to the personnel of most national economies, since the availability of even high-quality items and means of labour does not determine the final result of the enterprise's activity.