Abstract
A range of socio-economic factors affects the motivation of a company’s labor force. Many of these represent independent subsystems of the company’s overarching approach. They involve various economic and social indicators, but not all are implemented or included in personnel management. Without a dedicated system in place, it is almost impossible to create labor motivation within an enterprise. This research examines personnel services within several oil and gas companies in the Republic of Kazakhstan. These somewhat overlook the socio-economic factors of the region, while developing labor motivation in the framework of the Company Strategy. The paper shows that companies need personnel services to carry out labor relations. This is valuable for equal economic relations between employees and employers, an effective labor market, and the wider management of social problems affecting productivity.
Highlights
With the emergence of the economic market in Kazakhstan, the enhancement of staff performance in the oil and gas companies needs special attention
The author shows that companies need personnel services to reform labor relations
Companies in this process control the running of personnel services of national enterprises and production. These services must improve production and staff quality, initiate the interest of employees in organizational discipline, and expedite introducing of innovations in sections of productivity. This will help normalize the functioning of production and technical services, and other branches, creating conditions for a stable and dynamic growth in production in each particular branch of the national economy (Kurmanov, 2013; Labour Code of the Republic of Kazakhstan, 2007)
Summary
With the emergence of the economic market in Kazakhstan, the enhancement of staff performance in the oil and gas companies needs special attention. The author shows that companies need personnel services to reform labor relations This is to compensate employees, and to establish equal economic relations between employees and employers, an effective labor market, and the wider management of social issues affecting productivity. Companies in this process control the running of personnel services of national enterprises and production. These laborers work 60 hours instead of the normal 40 hours a week, without adequate security and safety practices (Kurmanov et al 2013)
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