Individual Characteristics Of Employees Research Articles

Impact of Leadership Style on Employee Green Behavior: The Mediating Role of Employee Over-Qualification Perception

This study examines the impact of Leadership Style on Employee Green Behavior and the mediating role of Employee Over-Qualification Perception. The findings reveal that Transformational Leadership significantly enhances Employee Green Behavior, while leadership support reduces Employee Over-Qualification Perception, thereby promoting pro-environmental actions. It is recommended that organizations focus on developing leadership capabilities and creating supportive environments to encourage Employee Green Behavior. The effect of leadership style is more pronounced for employees with high self-efficacy, indicating that companies should design incentive programs tailored to individual employee characteristics. The study also identifies that the influence of leadership style on pro-environmental behavior varies by company size, with larger enterprises needing to adjust strategies to effectively promote green behavior. Continuous training and cultural development are essential for building sustainable green organizations. Companies should establish dynamic evaluation systems to regularly update strategies and ensure the sustainability of pro-environmental behavior. Leaders should act as role models for green behavior, enhancing employees’ sense of belonging and fostering a culture of environmental participation across the organization. Evaluation systems should include multiple indicators to ensure the effectiveness and specificity of strategies. Through diversified training and cultural initiatives, companies can strengthen environmental awareness, maintain the continuity and stability of green behavior, and ultimately achieve harmony between corporate development and environmental sustainability.

MODEL OF INCLUSIVE CORPORATE CULTURE BASED ON THE INTERACTION OF CULTURAL FIELDS OF ENTERPRISE PERSONNEL

In today’s business environment, inclusiveness within corporate culture has become a critical element for ensuring organizational effectiveness, enhancing competitiveness, and adapting to a dynamic environment. The relevance of this topic arises from the need to integrate inclusive practices into the strategic management of enterprises, which not only provides ethical benefits but also economic advantages. With the increasing diversity of the workforce, it is crucial to understand how the cultural fields of personnel at different levels interact to create an inclusive environment. This study presents a detailed analysis of various typologies and models of corporate culture, highlighting significant discrepancies in defining the elements and factors that influence inclusiveness. The audit of existing practices revealed that many models fail to account for the complexity and dynamics of interaction between individual employee characteristics, collective dynamics, and management strategies. As a result, organizational practices often lack adequate adaptation to the needs of diverse employee groups. The objective of this research is to develop a model for forming an inclusive corporate culture that integrates different cultural fields at three levels: individual, collective, and organizational. The improved three-level model incorporates a personalized approach that allows the adaptation of inclusive practices to the unique characteristics of each organization. At the individual level, the model emphasizes the importance of considering employees' personal attributes, which influence their perception of diversity. The collective level focuses on communication and leadership’s commitment to inclusive values, creating a supportive environment. The organizational level targets the development of management strategies that enhance cultural diversity. The study’s findings confirm the need for further research on inclusiveness in corporate governance. The results of this work may be useful for managers, HR specialists, researchers, and students interested in implementing inclusive practices in their activities. The proposed model enables organizations to understand and optimize the complex interactions between various cultural factors, positively impacting overall management effectiveness and enterprise development.

The interplay of organizational factors, incentive systems, and employee performance

This systematic review aims to explore the relationships between organizational factors, incentive systems, and employee performance in modern workplaces, addressing the need for a comprehensive understanding of these interconnected elements. A rigorous three-stage methodology was employed, including a comprehensive database search of international databases such as Google Scholar and Scopus, screening based on predefined inclusion/exclusion criteria, and quality assessment using the Mixed-methods Appraisal Tool. This was followed by qualitative synthesis and framework analysis to identify patterns and trends across the selected literature. The review reveals that well-designed incentive systems can significantly enhance the impact of positive organizational factors on employee performance, while emphasizing the importance of considering both intrinsic and extrinsic motivational factors. Several moderating variables, including organizational culture, leadership styles, and individual employee characteristics, were identified as influencing incentive system effectiveness. The study also highlights the need for organizations to adapt their incentive strategies to evolving work paradigms, such as remote work and the gig economy. These findings provide valuable insights for managers and policymakers seeking to optimize their organizations' performance management strategies, emphasizing the importance of aligning incentive structures with organizational goals and employee needs. The review suggests that a holistic approach, considering multiple interconnected factors, is crucial for sustaining organizational performance and employee productivity. Future research directions include cross-cultural studies and longitudinal approaches to further understand the dynamic interplay between incentives, organizational factors, and employee productivity in changing work environments.

Job satisfaction and social identification among paramedics in southern Poland.

Job satisfaction, based on professional and non-professional factors and individual characteristics of employees, is an important element influencing both the quality of care provided and employee turnover. The study included 137 paramedics employed in field teams and hospital emergency departments. The Job Satisfaction Scale (SSP), the Minnesota Job Satisfaction Questionnaire (MSQ), the Utrecht Work Engagement Scale (UWES), and the Three Dimensional Strength of Group Identification Scale (TSIG) were used to collect the data. The average job satisfaction score measured with SSP in the studied group of paramedics was 24.50 and the average job satisfaction score measured with MSQ was 74.16. The average value of the group identification in the study sample was 61.15. Of the three subscales, the highest scores were obtained in the affect toward the group subscale -22.44, and the lowest in the cognitive centrality subscale -18.78. The analysis showed that job satisfaction positively correlated with social identification (r = 0.43) and the ingroup ties (r = 0.43), cognitive centrality (r = 0.34) and ingroup affect (r = 0.37). The studied group of paramedics showed moderate job satisfaction (measured with SSP) and work engagement, with a simultaneous high level of job satisfaction (measured with MSQ) and social identification with the professional group. Social identification of studied paramedics varied depending on gender. Women showed higher levels of cognitive centrality, which might mean that they might have had greater need to categorize themselves as paramedics.

The Effect of Work Environment and Individual Characteristics on Employee Productivity

This study investigates the impact of the work environment and individual characteristics on employee productivity at PT. Bumi Sarana Beton Kalla. The hypothesis posits that both factors significantly influence work productivity. Utilizing a quantitative approach, the research surveyed all 138 company employees in Makassar, with a sample size of 58 respondents determined via the Slovin formula. Primary data were gathered through questionnaires addressing demographic information and responses to measured variables: work environment and individual characteristics. Data analysis involved multiple linear regression, partial t-tests, F-tests, and determination coefficients (R²). The findings reveal that the work environment and individual characteristics positively and significantly affect employee productivity. The regression analysis shows positive coefficients for both variables, indicating that improvements in these factors correlate with increased productivity. These results align with previous studies highlighting the importance of environmental and individual factors in driving work productivity. The implications of this study suggest that companies should focus on creating supportive work environments and fostering the development of individual employee characteristics to enhance productivity. Further research is recommended to validate these findings across different industries and locations and explore technology's role in the work environment.

The Outsourcing Wage Gap: Exploring the Interplay of Gender and Tasks Along the Job Distribution

This paper examines the wage penalty of outsourced workers in France, providing novel insights to the existing literature. First, it investigates the extent to which the wage penalty differs between outsourced male and female workers. Our results reveal that outsourced workers experience pronounced wage penalty, with this effect being stronger for women. Second, in contrast to most studies, we analyse outsourcing across the entire job distribution. We find that the wage penalty is significantly higher for outsourced workers employed in jobs at the lower end of the wage distribution compared to those employed at the top. Third, we assess whether the wage penalty experienced by outsourced workers can be attributed to the tasks they perform, such as repetitiveness, forms of control, and managerial duties. The results show that the tasks performed, while can alter the wage penalty, do not significantly reshape the main results. Thus, differences in tasks do not appear to be a determining factor in the wage penalty of outsourced workers. Longitudinal analysis strengthens the validity of the cross-sectional findings, highlighting that the wage penalty associated with outsourcing does not result from shifts in individual employee characteristics but rather from disparities in their job status and other time-invariant attributes. In summary, being an outsourced worker implies a degradation in wage treatment, which is exacerbated by gender. Given the increasing importance of this employment practice, it underscores the urgent need for policy interventions to address these critical issues.

THE ROLE OF IDENTITY AND EMOTIONAL INTELLIGENCE IN LEADERSHIP AND COMMUNICATION

Identity - a question of numerous scientific fields, especially social humanities. The basic substrate of every human being is identity, it is built throughout life, starting from early childhood, through biological and psychological maturation. Identity is the final result of the process of individual development. In the business context, employees are social beings with their overall psycho-physical characteristics and social characteristics. The personal characteristics of the employee determine the position of the individual in the community to which he belongs. That is why each individual occupies a specific place in the social and economic system, the team to which he belongs, the function in the organization. Every employee is an individual who, during the presentation, comes to the manifestation of individual characteristics. Knowledge of the individual characteristics of employees requires knowledge of the processes and ways of communicating with an individual in all life cycles, i.e. stages of life, which influence the formation of identity in different ways. An important feature of employees in business systems is the possession of emotional intelligence, which consists of non-cognitive, competencies and characteristics that imply the individual's ability to respond to the demands and influences of the environment. Emotional intelligence is a set of numerous competencies, such as: self-awareness, personal control, self-confidence and empathy. She agrees, that is. complementary to rational intelligence. Emotional intelligence determines the behavior of each individual in business contact with other employees, with the employer, friends outside the business system, other family members and acquaintances from social interactions. From the point of view of management, both operational and strategic, the key to the success of the organization is reflected in the manager and his leadership abilities, that is, managers who give a stamp to management teams. leadership opinions and communication processes conditioned and colored by the identity of the individual who performs managerial activities individually, or by the identities of individuals who together form management teams, bringing their own identities and certain characteristics into the leadership and communication process. Leaders communicate with their team depending on the situation, ie. in different ways, and precisely such specific ways represent a certain leadership style. In this sense, leadership styles contain behaviors aimed at leading employees. In the literature, nor in practice, there is no recommendation as to which style is the best, styles differ, and the real problem is to adopt a certain style, in the context of the situation, which is influenced by numerous factors. Apostrophizing the importance of these processes for the success of the organization, this paper gives a special review of the influence of the identity and emotional intelligence of the individual on the process of communication and leadership in the organization.

THE ROLE OF TRANSFORMATIONAL LEADERSHIP IN EMPLOYEE PERFORMANCE: A SYSTEMATIC LITERATURE REVIEW AT XYZ UNIVERSITY

Transformational leadership has become an important subject of research in the field of management and organizational psychology, due to its powerful influence on individual and group performance. The method used in this study is the search for scientific articles in leading academic databases. Inclusion criteria were established to select articles relevant to this research topic, i.e. research explaining the relationship between transformational leadership and employee performance at XYZ University. After passing the selection process, articles that meet the inclusion criteria are taken as research samples. The results of this systematic literature review show that transformational leadership has a significant positive impact on employee performance at XYZ University. Several studies have found that transformational leadership is positively associated with productivity, work quality, job satisfaction, and employee organizational commitment. Previous research has shown that transformational leadership affects employee performance through several mechanisms. First, transformational leadership encourages employees to adopt a strong organizational vision, which provides clear goals and direction. Second, transformational leadership creates a work environment that supports employees' personal and professional development, which increases their motivation and commitment to the organization. Third, transformational leadership builds strong interpersonal relationships between leaders and employees, which improves trust, communication, and collaboration. In addition, this literature review also identified several contextual factors that can moderate the relationship between transformational leadership and employee performance. These factors include organizational culture, organizational structure, and individual characteristics of employees. In an organizational culture that supports innovation and participation, transformational leadership can have a stronger impact on employee performance. Similarly, flexible and empowering organizational structures can enhance the effects of transformational leadership on employee performance. In addition, individual characteristics such as motivation and personality can also influence the relationship between transformational leadership and employee performance. The findings of this study show that transformational leadership has an important role in improving employee performance. Organizations need to understand the importance of transformational leadership and apply it in their context to improve employee productivity and success. However, more research is needed to understand more deeply the mechanisms and contextual factors that influence these relationships, as well as test their effects in different organizational contexts.

Antecedents, outcomes and measurement of work related-cognition in non-work time: A multistudy report using the work-related rumination questionnaire in two languages.

According to the perseverative cognition hypothesis, prolonged activation for example, via work-related rumination impairs recovery and thereby poses a risk to employee health. The extent to which gender, age, occupation or longitudinal stress exposure may alter work-related rumination is an ongoing debate. Whether group or longitudinal comparisons of work-related rumination are valid, however, has never been tested. In this multistudy report, we therefore investigated measurement invariance of the widely used Work-Related Rumination Questionnaire (WRRQ) across gender, age, occupation, and longitudinal measurements by performing secondary analyses of preexisting data on work-related rumination. We examined the psychometric properties of WRRQ measurements in two languages and expand knowledge about the nomological network of affective rumination, problem-solving pondering and detachment in relation to individual employee characteristics (e.g., personality, work engagement, commitment), job stressors (e.g., work intensity, decision latitude, social relations with colleagues and supervisors) and employee health outcomes (e.g., wellbeing, irritation, somatic symptoms). Multigroup confirmatory factor analyses showed partial scalar invariance of English and German WRRQ measurements and full scalar invariance across gender, age, occupation and over the period of 1 week (Study 1, n = 2,207). Correlation analyses supported criterion, convergent and discriminant validity of WRRQ measurements (Study 2, n = 4,002). These findings represent a prerequisite for comparisons of work-related cognition across groups and further the understanding of the antecedents and outcomes of different types of work-related cognition.

Economic aspects of assessing the loyalty of the personnel of an economic entity

One of the important tasks of personnel management is to determine the level of employee loyalty to the company, which allows assessing the level of staff satisfaction and responding to emerging problems in a timely manner. According to the author, staff loyalty is an integral part of the successful functioning of any enterprise, because it is the employees who ensure its efficiency and competitiveness in the market. Various methods are used to determine the degree of employee loyalty, including surveys, interviews, questionnaires, observation of employee behavior, analysis of certain indicators (for example, staff turnover or the frequency of painful absences). Each method has its advantages and disadvantages, and the choice of the appropriate one depends on the goals and capabilities of the company. Surveys and questionnaires allow you to quickly obtain information about the opinion of employees but may not be detailed enough and do not allow you to ask clarifying questions. Interviews give a more complete picture of the opinion of employees but require more time and resources. Observing the behavior of employees can provide information about how they feel about work, but it does not always reveal the reasons for negative or positive behavior. Analysis of indicators can show what problems exist in the company, but it is not always objective enough and does not take into account the individual characteristics of employees. To achieve the best results, an integrated approach is used, which includes several methods. In addition, it is important to take into account feedback from employees and use the information received to improve working conditions and increase staff satisfaction. The author notes the importance of understanding that the level of employee loyalty to the company directly affects its efficiency and competitiveness in the market. Therefore, regular determination of the level of loyalty and the use of the information received to improve working conditions and increase employee satisfaction are necessary conditions for the successful functioning of any enterprise.

Goldin’s Last Chapter on the Gender Pay Gap: An Exploratory Analysis Using Italian Data

This article explores the application to Italy of Goldin’s hypothesis that the unexplained gender pay gap is crucially linked to firms’ incentive to disproportionately reward individuals who work long and particular hours. The study draws mainly on Italian responses to the 2014 European Structure of Earnings Survey for data on earnings and the individual characteristics of employees and their employer, but also uses data from the Occupational Information Network and the Italian Sample Survey on Professions to measure characteristics reflecting the work context within occupations. For graduate and non-graduate workers, the results reveal a positive relationship between various measures of the unexplained gender pay gap and the elasticity of earnings with respect to work hours. For graduate workers, in accordance with Goldin’s hypothesis, both these variables are correlated with the occupational characteristics that impose earnings penalties on workers seeking more workplace flexibility.

Стратегии самопрезентации в авторских текстах специалистов с разным профессиональным опытом

Background. Xe article is devoted to the features of self-presentation, expressed in the author’s texts, considered in the context of evaluation of professionals. Referring to the group of methods based on the “personality-text” relation is conditioned by the change in management paradigms and importance of employee’s creative potential as well as independence in modern economic conditions. Objective. Xe aim of this study was to determine the features of self-presentation of specialists with diYerent professional experience by analyzing the texts through the selection of formal and substantive attributions that reZect the individual characteristics of the author. We assumed that the texts created by specialists of diYerent age, gender, job level will diYer in terms of formal and content-related criteria, explicit and underlying semantic structures. Sample. Xe sample consisted of 83 employees of a manufacturing company. Methods. Xe participants were asked to give seven self-descriptions, answering the question “Who am I?” and to continue 10 un[nished sentences on the topic “My profession”. Xe resulting texts were subjected to a content analysis procedure based on the statistical processing of the selected categories (relative frequencies, correlations and signi[cant diYerences between them). Results. Xe results obtained made it possible to single out two strategies for writing texts on the same topic, which reveal the author’s experience: “detached, passive” and “included, active”. Xese strategies are tracked both at the level of explicit, formal characteristics of the text and at the level of deep semantic structures — semantic roles and metaprograms. Psychosemantic correlates of experience are indicators of emotional valence (positive, negative, neutral) and indicators of the frequency of adjectives, nouns and verbs in the text. Conclusion. Xese data demonstrate the diagnostic capabilities of psychosemantic methods in assessing the individual characteristics of employees when it is impossible to calculate the social desirability of answers, as well as in obtaining important information for building correct communications with them.

Designing A Paradigmatic Model of Barriers to Innovation Management in Ahvaz Primary Schools

Objective: The purpose of the present study was to design a paradigmatic model of innovation management barriers in primary schools of Ahvaz city. Method: The research method was qualitative and, in terms of purpose, applied. The statistical population included experts in schools and universities, selected through purposive and snowball sampling. The research tool included semi-structured interviews, whose validity was established through face validity, and reliability was determined using the inter-coder agreement coefficient, resulting in 0.81. Data were analyzed using grounded theory method. Results: The findings revealed that causal conditions included understanding innovation characteristics, feeling the necessity for innovation, identifying individual differences among employees, managing information and communication technology, organizational culture, risk-taking in school employees, organizational structure, material resources, and transformative leadership; contextual conditions included individual characteristics of employees, employee experiences, individual characteristics of the manager, management style, organizational rules and regulations, organizational climate, and having an innovation model. Moreover, intervening conditions included psychological barriers, intolerance of ambiguity and failure, educational barriers, research barriers, performance evaluation barriers, structural barriers, human resource barriers, managerial barriers, and cultural barriers within the organization. Finally, strategic conditions included internal and external networking, division of labor, strategic management, committed and specialized human resources, politicization, having an innovative spirit among employees, the existence of a suggestion acceptance system in schools, administrative hierarchy, delegation of authority by the manager to subordinates, employee support, strategic planning, and the outcomes included increased mental health of employees and students, a creative school environment, a reward system for innovative and creative employees, a research-oriented culture, a learning organization, and improved educational quality. Conclusion: Based on the results, it can be said that the barriers to innovation management in primary schools of Ahvaz city are various factors, and the sub-system of education and management should prioritize and address these barriers.

The elaboration of preventive measures when working in an open area during the cold season of the year

Introduction. The extraction of minerals is associated with a permanent or periodic stay of workers at open production sites. However, there is an underestimation of the impact of working meteorological factors on the health both in the system of regulation and control over working conditions. The aim of the study is to scientifically substantiate approaches to the development of preventive measures to minimize the risk of health disorders and inform about the risk when working in an open area during the cold season. Materials and methods. The study included employees of the oil-producing enterprise of Western Siberia Samotlorneftegaz, performing labour operations in open areas during the cold season (operators, machinists, repairmen). The study included three stages: a priori risk assessment, a posteriori risk assessment, and an assessment of the individual characteristics of employees. The a priori risk assessment based on production control data and a special assessment of working conditions for the period from 2014 to 2018. A posteriori risk assessment based on data from periodic medical examinations. Personal characteristics based on the results of a questionnaire, in natural and model tests. Results. A quantitative assessment of a priori and a posteriori risk made it possible to identify groups of workers with a significant risk of developing occupational and general pathology, as well as to prioritize preventive measures aimed at preventing the harmful effects of working environment factors and the labour process on the health of an employee. The assessment of local and general violations of thermoregulation in workers performing labour operations in open areas during the cold season made it possible to establish individual risk factors: prolonged work in open areas (more than 60% of working time), the presence of chronic pathology, smoking habit and work experience. Limitations. As part of this study, the assessment of the health status of workers based on data from periodic medical examinations. At the same time, the study does not include the results of medical examinations at the place of residence of workers, which can expand data on the health status of workers and be the subject of further research. Further research on the stated topic may be associated with the need to assess an additional list of individual characteristics when working in an open area during the cold season, taking into account genetic and biochemical markers. Conclusion. The results obtained made it possible to substantiate a set of measures to minimize the risk of health disorders at the level of primary prevention, as well as to propose measures at the level of secondary prevention.

Employees' job insecurity perception and unsafe behaviours in human–machine collaboration

PurposeThis study aimed to explore the relationship between job insecurity and unsafe behaviour in human–machine collaboration, as well as investigating the mediating roles of emotional exhaustion and moderating roles of psychological detachment.Design/methodology/approachThe authors followed the stressor-detachment model to build our research model. The authors selected manufacturing and service industry employees as samples, and designed three independent studies using the time-lagged method for SPSS and AMOS to test the hypotheses.FindingsThe results indicated that emotional exhaustion mediated the relationship between the two types of job insecurity and unsafe behaviours among service industry employees, while psychological detachment moderated the effect of qualitative job insecurity on emotional exhaustion. In manufacturing, psychological detachment moderated the effect of quantitative job insecurity on emotional exhaustion, while emotional exhaustion mediated the relationship between quantitative job insecurity and unsafe behaviours.Research limitations/implicationsThe authors enhance understandings of how individual employee characteristics and the work environment jointly influence employees' levels of emotional exhaustion and likelihood of engaging in unsafe behaviours under the stressor-detachment model.Practical implicationsThe authors suggest an important role of psychological detachment in human–machine collaboration. The authors also that organisations and managers could encourage employees not to check work-related emails on weekends to achieve full detachment.Originality/valueThis study contributes to both the stressor-detachment model and job insecurity literature. In addition, it investigates the role of detachment and emotional exhaustion by employees in human–machine collaboration.

INDIVIDUAL DIGITAL TRANSFORMATION READINESS: CONCEPTUALISATION AND SCALE DEVELOPMENT

This study aims to conceptualise and operationalise a construct representing the individual characteristics of employees that positively influence organisational digital transformation (DT) endeavours. By identifying the central phenomena behind DT, the relevant characteristics of individual employees were identified, mapped towards established psychometrical constructs and surveyed in a large-scale online survey. Confirmatory and exploratory factor analyses were applied to develop two scale models, which were then validated in two organisational units with perceivable differences in their utilisation of digital technologies. Initial validation results indicate that individuals in highly digitised organisations exhibit considerably higher individual digital transformation readiness (IDTR) measurements in both of the developed scale models compared to their counterparts in less digitised organisations. This research further contributes to ongoing discussions concerning the interplay of individual employee characteristics, organisational culture and DT success by providing a set of individual characteristics relevant for DT.

Činioci motivacije pripadnika Vojske Srbije

Motivation for work is crucial for the success of modern organizations. Factors that influence the motivation for work are numerous, and their importance is changing. The hierarchy of motivational factors was researched in different time frames and different cultures. In addition the influence of individual characteristics of employees has also been researched. The paper presents a survey of attitudes about the influence of the above mentioned factors on motivation for the work of professional members of the Serbian Armed Forces. The data were collected by anonymous survey of a suitable sample of 1929 members of the Serbian Army during 2010, 2018 and 2020. The questionnaire developed for research consists of a scale of 18 and 16 motivational factors. The 18item scale has a high level of internal consistency (a =0.909/N1) as well as the 16-item scale (a=0.877/N2) and (a=0.829/N3). According to the study results, the hierarchy of motivational factors was constructed: 1) Love for work, 2) Interesting work, 3) Good interpersonal relations, 4) Correct attitude of the manager, 5) Self-affirmation, 6) Success in work, 7) Security of employment, 8) Information sharing, 9) Responsible work, 10) Taking part in decision making, 11) Fair distribution of work, 12) Salary level, 13) Receiving praises, 14) Independence, 15) Possibility for postgraduate training, 16) Awards, 17) Delegation of power, and 18) Criticism. The significance of the money that can be empirically experienced, is not fully proven because the amount of salary is at the 12th position. Results from 2018 and 2020 differ slightly from those gathered in 2010, in terms of hierarchy of the motivational factors and their motivational potential. Noticeable was the decrease in importance of the "interesting job" factor (1/7), as well as the increase for the factor "salary amount" (8/4) and "independence"(9/2). The use of single-factor variance analysis (ANOVA), post hoc test and t-test showed statistically significant differences in the influence of motivational factors on the motivation across different subpopulations of respondents. The size of the impact of the motivational factors on motivation for work increases with the level of postgraduate training, and it is higher in those who are more satisfied with the salary, as well as for the officers in comparison to non-commissioned officers and civilian employees.

ОСОБЕННОСТИ ВОСПРОИЗВОДСТВА КАДРОВ НА СОВРЕМЕННОМ ЭТАПЕ РАЗВИТИЯ СИСТЕМЫ УПРАВЛЕНИЯ ПЕРСОНАЛОМ НА ПРОМЫШЛЕННЫХ ПРЕДПРИЯТИЯХ

The article studies one of the most important mechanisms for sustainable development and innovative modernization of modern enterprises – the reproduction of human resources. The authors, using the example of oil and gas companies, conduct a detailed analysis of that process and highlight its key stages. It is shown that the process of reproduction of the personnel potential covers a set of organizational and managerial measures aimed at identifying both the quantitative needs for personnel and the qualitative individual characteristics of employees, which make it possible to clearly determine the required staffing, rank the personnel and predict its development, taking into account the goals and objectives of the company. The authors determined that the basis of the gradation of personnel potential is a comprehensive analysis of the quantitative and qualitative characteristics of the employee, which are concentrated in the so-called “profile portfolio of the employee”. They considered the full cycle of work on the formation of the company’s staffing system and the system for the development of its human resources in a complex and taking into account the needs of specific employees. It is highlighted that modern oil and gas companies are positioned as socially oriented production structures, focused on creating conditions for mobile replenishment of staff needs through the implementation of a detailed and large-scale policy to improve living conditions, social security and the use of free time for employees.

THE INFLUENCE OF THE RECRUITMENT PROCESS "EMPLOYEE HIRING" ON THE ORGANIZATIONAL CULTURE

Modern conditions leave an imprint on the interaction of the organization's employees, and consequently on the company's organizational culture. Individual characteristics of employees, in particular their value orientations, have a great influence on the stability of basic principles shared by the employees. An employee in an organization should be not only a professional in his field, but also be able to perceive the organizational culture and accept its changes if necessary. One of the main factors on which the quality of personnel depends is employee hiring. It is at this stage that the expectations of the individual and the ones of the organization regarding each other can be joined in order to prevent possible conflicts in the future. A competent recruitment and selection concept will give the organization the opportunity to be provided with highly qualified personnel focused on the main organizational goals and values in a timely manner. In this regard, the personnel recruitment process is one of the most significant in the organization. In the course of the research presented in the article, the main priorities of the value orientations for various workers categories – workers, employees, managers were identified. Based on the analysis, the authors formulate the conclusions on existence of certain organizational problems that arise as a result of the discrepancy between the value orientations of an individual employee and the organizational culture of the company as a whole. Based on the results of the identified problems, the authors give recommendations regarding organizing the recruitment procedure in order to provide the company with the maximum number of employees who will share the main organizational values, without putting their own opposite values as a counterbalance to them, since the strength of the organizational culture depends on it.

THE INFLUENCE OF INDIVIDUAL CHARACTERISTICS ON EMPLOYEE ENGAGEMENT: LEADERSHIP STYLE AS AN INTERVENING VARIABLE

In the business world in the modern era of industry 4.0, business development is very tight in its competition, where the company always has the goal of obtaining business profits and trying to maintain and develop the viability of the business itself, especially the individual characteristics of employees are indispensable in encouraging company goals and in Manufacturing Companies. Plastic Woven Packaging in Gresik, has a problem with the performance of its employees which is less than optimal and tends to decline so it needs to be evaluated and found a solution so that the company's goals can be achieved.
 This study aims to analyze the influence of individual characteristics possessed by employees on their performance in the company through the leadership style that exists in the company while in this study using quantitative methods with a population of employees of the Plastic Woven Packaging Manufacturing Company in Gresik using a sample of the production department of 100 respondents, through SmartPLS 3.0 analysis method
 The results of this study indicate that the influence of (1) Individual Characteristics has a significant direct effect on Performance, (2) Individual Characteristics has a significant direct effect on Leadership Style and (3) Leadership Style has a significant direct effect on Performance, while for the results of indirect influence through mediating variable Leadership Style that (4) Individual Characteristics have a significant direct effect and can improve employee performance although not through leadership style as a mediating variable, therefore companies need to pay attention to the behavior of individual characteristics of their employees especially to improve their performance and companies also need to pay attention to other variables that can affect employee performance.