Abstract
This article describes a sociological analysis of the staffing issues in municipal territories. The sustainability and stability that have been ensured in recent years in almost all spheres of life are critical for Russia, which is a multinational country with a complex federative structure and diversity of cultures. The sustainability of the national economy has substantially increased, although many unsolved problems remain. The issues of an ineffective system of state and municipal governance due to employees’ low professional level and corruptness are among these. This research examines the effective staffing in the municipal territories between June and August 2017. The territories are those of the Russian Federation republics of Karachay-Cherkess, Karelia, and North Ossetia-Alania; the oblasts of Volgograd, Rostov, Moscow, Arkhangelsk, Astrakhan, Kurgan, and Chelyabinsk; and krais of Krasnodar and Stavropol. Methods involve a sociological survey to assess the effectiveness of local economic policies and the proficiency of local governing bodies in securing qualified managers who are capable of innovative development. The research focuses on the effectiveness of manager rotation in the local governing bodies in the municipalities. The purpose of the research is to reveal the main obstacles to forming a staffing reserve for solving new tasks relevant to the high competitiveness of the municipal territories. It also assesses the personal qualities required of the officials in these local governing bodies and the measures needed to effectively implement investment potential and increase municipal territory competitiveness. The paper concludes with a summary of trends needed to increase the effectiveness of the municipal staff in the surveyed regions of the Russian Federation. Among the main trends are increasing the qualifications of management staff, introducing an effective staff policy, procuring a reserve of staff with the necessary qualifications, implementing effective information coverage of staff policy in the region and the municipal territories to reduce the risk of corruption, and identifying ways to motivate staff using economic incentives.
Highlights
Almost three decades have passed since 1991, the collapse of the communist paradigm that existed in the Soviet Union
In March 2014, due to a referendum conducted on the peninsula the same month, the Crimea returned to the Russian Federation
The sustainability and stability that have been ensured in almost all spheres of life in recent years are critical for the multinational country of Russia with its complex federative structure and diversity of cultures
Summary
Almost three decades have passed since 1991, the collapse of the communist paradigm that existed in the Soviet Union. The sustainability and stability that have been ensured in almost all spheres of life in recent years are critical for the multinational country of Russia with its complex federative structure and diversity of cultures. Ineffective systems of state and municipal governance due to employees’ low professionalism and corruption are among such problems. It is necessary to consider state and municipal governance in accordance with new political and economic realia. There are similar problems where, in Russia, but other countries, including the most prosperous, need to modernize the state apparatus, review management models and methods, and review the role and positioning of a person in the state or municipal service as a concept of ‘relation among people’ to intensify the ‘social factor’ (Joy-Metpews, 2012)
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