Organizational Personnel Management Research Articles

Organizational-economic and psychological aspects of personnel management as a factor of organization development in crisis conditions

Modern business conditions require organizations to develop and implement new approaches to personnel management, which is the leading resource of their business activities. Crisis conditions can be challenging for any organization, but they can also stimulate development and promote change in a positive direction. The research aims to determine the organizational, economic, and psychological aspects of personnel management as a factor in the organization's development in crisis conditions. The article examines the general factors of organizational development in crisis conditions: stability, flexibility and adaptability, innovation, resources and finances, strategic planning, effective management, leadership and communication, personnel, customer orientation, public relations, and optimism. The necessity of combining and considering organizational, economic, and psychological aspects of personnel management in crisis conditions is substantiated. The fundamental aspects of personnel management of the organization in crisis conditions are singled out: organizational, economic, and psychological. Organizational and economic aspects of personnel management of the organization in crisis conditions: retention of qualified personnel, optimization of the number of personnel, reduction of personnel costs, and increase of labor productivity. Psychological aspects of personnel management of the organization in crisis conditions: informing, supporting, motivating, creating a favorable microclimate, and providing development opportunities. The proposed approach to highlighting the fundamental aspects of the organization's personnel management in crisis conditions will allow: to develop effective methods of personnel management in crisis conditions; increase the motivation and productivity of employees; reduce staff turnover; increase the level of financial stability and competitiveness of the organization. The principles of anti-crisis personnel management are defined. Implementing an effective personnel management system will allow the organization to maintain qualified personnel and competitive advantages, reduce personnel maintenance costs, increase labor productivity, and work efficiency, and ensure sustainable functioning and development of the organization in crisis conditions. Keywords: organization development, personnel, organization management, personnel management, development factors, management principles, organizational and economic aspects of management, psychological aspects of management.

IMPROVING THE PROCESS OF FORMING AND USING A CROSS-CULTURAL MODEL OF PERSONNEL MANAGEMENT IN THE ORGANIZATION

The paper substantiates the need to form a cross-cultural model of personnel management in the context of modern socio-economic relations. Based on analizing the main definitions presented in the special literature, the article clarifies the content of the economic concept of "cross-cultural model of organization's personnel management". The nature of the cross-cultural model of management of a particular organization directly depends on the characteristics of the dominant types of cross-cultural differences in the personnel structure. On this basis, the article provides a classification of cross-culturalism types by the most significant socio-demographic and economic features. One of the most important methodological problems of cross-cultural management in general and substantiation of a rational cross-cultural model of personnel management, in particular, is quantitative assessment of the significance of cross-cultural differentiation of the personnel composition of an organization. In this regard, the paper proposes a comprehensive index of cross-cultural differentiation of the organization's staff. In addition, the main groups of indicators included in the proposed comprehensive index of cross-cultural differentiation of the organization's staff are presented, and the logic of including individual private indicators is characterized. Finally, the interrelation between the types of cross-cultural differences in the organization and the proposed index of cross-cultural differentiation of the organization's staff is demonstrated.

Economic prerequisites, development trends and features of the implementation of HR technologies through the prism of digital transfor-mations

Processes of accelerated digital transformations of all spheres of social life are currently the primary trend in the development of the global economy. The rate of penetration and effectiveness of the use of digital technologies in the economy at all levels is a determining factor of its competitiveness and a means of survival, especially in the conditions of modern challenges associated with active hostilities, pandemics, and forced adaptation to threats and obstacles related to it. It should be noted that digital transformation will be the driving force behind the post-war recovery of the national economy. The article aims to determine the economic prerequisites, development trends, and features of implementing HR technologies through the prism of digital transformations. It is emphasized that Digital transformation in personnel management, in most cases, is accompanied by the development of a digital platform that is maintained, a service integrator that ensures the interaction of employers with each other and with the working population, as well as with other digital platforms such as state ones: the "Actions" functionality, the digital platform interactions for business relocation assistance, the automated system "Unified State Electronic Database for Education (EDBO)", Electronic Health Record (EHR), and private: MASTER: Accounting, SMARTFIN.UA, Olyk SaaS, private 24, Liga Zakon, etc. It is substantiated that the competence approach is understood as a system of analytical assessment that allows identifying the correspondence of the potential of the personnel to the goals and priority directions of the organization's development and their results, which are evaluated by economic effects in the conditions of digital transformation. Areas of evaluation of the effects of digitized HR personnel management should cover the effectiveness of personnel work, the work of the HR service in general and its individual divisions, and the effectiveness and feasibility of the implementation of individual HR projects. Based on the calculation of these effects, it becomes possible to monitor the accurate picture of the organization's personnel management, identify the most vulnerable places, and promptly adopt the relevant managerial influences. The goals of the digital transformation of the personnel management system have been determined. The main prerequisites for implementing digital transformations in the personnel management system are outlined. It was determined that the transition of personnel management to the digital environment leads to transforming tasks, essential functions, and the management structure itself. At the same time, the framework of digital transformations, the effects of digital personnel management, and the vectors of their development, as a rule, differ about different industries and spheres of activity. Keywords: Digital technologies, HR technologies, digital transformations, HR processes.

Typology of temperaments "Priority": Sustainable development of the organization due to the increase in the personnel work efficiency

The paper is devoted to the matters of application of the temperaments tipologies in the personnel management of organization. The existing tipologies use the special properties of nervous system, which are just the secondary signs of the characteristics of nervous system, really defining the temperament type, as the bases (signs) for allocation of temperament types. The purpose of this research is to develope the typology of temperaments, using structural interrelations among the elements of the nervous system, which define the properties of the system from the position of the system theory, for allocation of the temperament types. As the result the authors created the typology of temperaments according to the priority in dichotomies of the nervous system components (typology of temperaments "Priority") allowing to allocate 4 classical types of temperament, and 2 optional expanded types of temperament (including 8 types) as well and also 16 complete types of temperament. The authors' belongs to the area of personnel management, psychology of individual distinctions and neurophysiology. The results obtained by the authors can be used in professional selection, professional orientation, personnel selection, team building, managerial decision-making on personnel, psychological counseling, etc., thus contributing to the improvement of personnel management methods of the organization.

Особливості вибору форм професійного розвитку для працівників зовнішньоекономічного підрозділу

The professional development of employees is an integral part of the organization's personnel management, since the effectiveness and efficiency of its activities significantly depend on the level of professional training of personnel in the conditions of the modern economy. Employees increas-ingly have to combine a wide variety of functions in their work, perform many different professional tasks, process large amounts of information, etc. Therefore, the proper choice of the form of profes-sional development, which would meet the demands and capabilities of the company, as well as the employee himself, is an important task of the management. However, despite this, the question of which tools to use for the effective selection of acceptable forms is still unclear. The article considers different approaches to the essence of the interpretation of the concept of "professional development". Various forms of professional development of employees are char-acterized, the importance of choosing a specific form for the development of the company and the problems that arise in this case are indicated. The stages of choosing forms of professional develop-ment for employees of the foreign economic division have been developed and the use of the TOPSIS methodology for choosing the optimal form of professional development of an employee on the ex-ample of a specific enterprise is clearly presented. The research was conducted on the basis of State Enterprise "X". According to the TOPSIS methodology, the chosen option, namely self-education and mentoring, cannot be considered the best forms of professional growth for employees of the for-eign economic division, but only acceptable for the organization. According to the TOPSIS method-ology, the option that receives 1 point is considered the best. According to the results of our research, it can be noted that the choice of forms of profes-sional development of an employee, especially those working in the field of foreign economic activi-ty, is an important issue for companies that seek not only to maintain their positions in the foreign market, but also to expand their activities abroad. Therefore, the stages of selection of forms pro-posed by us and a visual presentation of the use of the TOPSIS methodology will enable domestic en-terprises to more effectively solve this task, taking into account financial capabilities, the needs of employees, their abilities about professions, the needs of companies, etc.

On the Problem of Human Bias in the Management of the Organization's Personnel

In recent years, of all the resources involved in the organization in the implementation of production processes or the provision of services, managers have paid more attention to human resources. Experts argue that investing in human capital generates more revenue for companies than even modern technology. Therefore, to achieve optimal efficiency and productivity in today's highly competitive environment, organizations must use effective methods of managing human resources. In the organization's personnel management system, when recruiting personnel, a subjective approach takes place when evaluating the applicant accepted for a vacant workplace in the organization. The aim of this study is to use modern innovative deep learning models to eliminate recruitment manager bias by increasing the flexibility of filtering parameters by implementing an adversarial autocoder. A person's bias in the personnel management process, in particular when hiring managers inadvertently favor candidates who have similar experiences or values to their own, is a recurring issue that businesses often deal with. The hypothesis of the study is that, having studied the personnel management model in the Kazakhstan branch of the audit and consulting company KPMG in Almaty with 25 years of experience with more than 100 employees, it will be possible to more accurately assess the applicant's participant through an adaptable scale factor of various parameters, including career progress, organizational features and potential risks. Deep and adversarial autocoders were evaluated and contrasted with the Naive Bayes reference classifier. The data were pretreated (cleaning, merging, denoising) as well as optimized for the neural network used in deep learning. Metrics derived from the confounding matrix were matched and the results showed that the adversarial autocoder produced better results and that deep learning models tended to be superior in terms of digital prognostic analysis.

Innovative approaches to the personnel management of the organization in the military period

Introduction. Implementation of innovative approaches to personnel management in organizations is extremely relevant for high-quality professional development of personnel. In Ukraine, it is mandatory to take into account the specifics of the war period and its impact on personnel management. The purpose of the paper is to research innovative approaches to the organization's personnel management by systematizing current scientific results and taking into account the peculiarities of the wartime period in Ukraine. Results. Today, the implementation of innovative approaches to personnel management largely depends on the professional development of the organization's employees. According to the obtained results, there are many studies that consider innovative approaches to personnel management, which are based on several main features: 1) by the main areas of personnel management; 2) according to new trends in personnel management, such as automation of personnel management, including the use of artificial intelligence; 3) according to innovative HR policies and practices used in the organization. In wartime, the security of personnel and their families is the basis for further implementation of innovative approaches to personnel management. The minimum maintenance budget calculated under the current required structure somewhat limits innovation in wartime personnel management, but it provides a stable basis for the further development of companies after the war. Conclusions. The development of new KPIs, as well as the existing readiness of organizations to involve personnel displaced by the war in Ukraine, are promising directions for the implementation of innovative approaches to the organization's personnel management. The results of the study are recommended for the further implementation in both the field of education and business.

НЕКОТОРЫЕ ТЕНДЕНЦИИ ТРАНСФОРМАЦИИ HR-ПРОЦЕССОВ В УСЛОВИЯХ УДАЛЕННОЙ РАБОТЫ

The subject of the study is transformation trends of HR processes in the context of a pandemic and the transition to remote work. The purpose of the study is to determine the main trends and prospects for the development of HR processes in the conditions of remote employment in one of the Russian regions. The relevance of the study is due to the serious challenges in the field of personnel management that organizations faced in the context of the pandemic and the forced mass introduction of remote work for the staff. The scientific novelty of the study lies in a comprehensive approach to the analysis of the transformation of all major HR processes in the context of remote employment, taking into account regional specifics. Research methods include analysis, synthesis, and systematization. An empirical study in the form of an expert survey was conducted in 2021 in the Novosibirsk Region, 138 experts were interviewed, representing organizations of all types of economic activity. In the course of the study, the authors obtained the following results: a trend to increase the importance of most HR processes, the predominant implementation of HR processes in a mixed (hybrid) format, and the intensification of automation processes in the personnel management system were revealed. There has been a trend towards an increase in the labor intensity of HR processes, as well as a change in the competencies of HR specialists in demand. The authors conclude that the importance of personnel management in organizations of the Novosibirsk region, the development of new tools, and the automation of HR processes are increasing. At the same time, certain regional aspects are noted, which consist in the lack of mass introduction of the most modern and effective tools for implementing HR processes.

Формирование системы маркетинга персонала

Personnel marketing is one of the strategically important elements of effective management system of a modern organization. Internal marketing covers all spheres of organization's personnel management beginning from the formation of requirements list of professional competencies for hiring new employees and up to the issues of stimulating permanent employees to professional growth, organizing additional training and professional retraining for better adaptation of employees to the changes in external and internal environment.

Проблемы существующих методов оценки эффективности деятельности служб управления персоналом организации

This article is devoted to the issues of assessing the effectiveness of the organization's personnel management services and the problems that managers may encounter during this assessment. The article considers the history of the formation of the personnel service and the relevance of assessing the activities of this unit. Particular attention is paid to foreign methods for evaluating HR services, such as benchmarking, assessing the return on investment in personnel or the ROI method, the expert method. The article also summarizes indicators for evaluating the effectiveness of the activities of personnel management services.

ПСИХОЛОГО-ПЕДАГОГІЧНІ АСПЕКТИ УПРАВЛІННЯ

The thesis is devoted to exploration of theoretical and applied aspects of psychology and pedagogical of personnel management in organizations. The psychological and pedagogical roots of management, methodology and structure of proactive approach, psychological and pedagogical features of realization of aims and functions of proactive approach to management are analyzed and summarized. Psychological and pedagogical resources of improvement of organizations management on the basis of principles of humanistic individual approach, optimization and systems analysis are investigated. Psychological and pedagogical conditions of optimization of the main components of organizations personnel management system – selection, motivation, personnel development and monitoring are revealed. Conception of organizations personnel' professional selection based on the ground of registration of person's readiness for training and professional activity is proved. The author suggested psychological and pedagogical means of optimization of interpersonal interaction between managers and subordinates, defined psychological and pedagogical conditions of team building, leadership, preventive measures against conflicts and distresses. Several theoretical and methodological approaches for effective realization of the different elements of proactive management are established, especially while choosing the optimal complex of diagnostics instruments for defining the level of objective and subjective person's readiness for education and professional activity; determination of group roles and team formation; organizing of trainings of motivation and self development, preventive psychological procedures; establishing of training and retraining system for police managers. Psychological and pedagogical basis of managers' training for proactive management has been developed. A conceptual notion for defining of proactive management processes has been systematized; the key terms of pedagogical psychology and psychology of management have been defined more exactly.

СОЦІАЛЬНІ ІННОВАЦІЇ У ФОРМУВАННІ ЛЮДСЬКОГО КАПІТАЛУ

The article considers and summarizes the theoretical and methodological principles of studying social innovations and their impact on the formation of human capital. Technical and economic and social innovations are characterized, features of social innovations in comparison with technical and economic are revealed. Criteria of social and innovative activity are revealed. The essence of social innovations from the point of view of different approaches which are the result of generalization of existing theoretical researches is defined in the work. The proposed strategic directions of implementation of social innovations on human capital at the business level will be the basis for focusing on achieving such strategic goals of sustainable development, for example: increasing the value of human capital; increase employee income; increasing the administrative capacity of management; increase the market value of the business and increase the efficiency of the whole company. The following social innovations can develop in the labor market: remote employment; flexible form of employment; freelance; borrowed work. The main catalysts for the formation of human capital during the fourth industrial revolution will be cloud technology, development of methods for collecting and analyzing Big Data, crowdsourcing, consumer economics, biotechnology, drones and medicine based on 3D printing, artificial intelligence. The study revealed key vectors of social innovation in human capital: the use of modern tools for training, retraining, advanced training, the formation of effective incentives and self-development of employees; development and implementation of methods and tools of the organization's personnel management strategy; creation of corporate culture based on the formation (renewal) of common corporate values that will promote the unity and integration of company employees; introduction of new management methods and approaches aimed at meeting the needs of staff and individualism of employees; formation of social clusters for practical training of professional staff (in business organizations, social enterprises, local communities, educational institutions and research centers).

Organization personnel management: questions and answers

On the example of analyzing a large statistical material of a specific organization, various aspects of personnel management are considered and existing problems are identified. Recommendations for improving the current situation are presented.

Specific Features of Anti-Crisis Personnel Management in Modern Conditions

Aim. The presented study aims to examine approaches to anti-crisis personnel management in the context of a pandemic.Tasks. The authors identify the features of remote work as a method of anti-crisis personnel management and provide recommendations for organizing efficient anti-crisis personnel management in the context of a pandemic.Methods. This study uses general scientific methods of cognition to analyze the problems of personnel management in the context of a pandemic and their possible solutions.Results. It is possible to apply recommendations for improving the anti-crisis personnel management system in the context of a pandemic using the model of complementary assets for switching to remote work. Conclusions. As a modern direction of anti-crisis personnel management, remote work is a promising method of organizing work activities. The proposed recommendations make it possible to adjust an organization's personnel management policy and facilitate the use of different forms of remote work.

ORGANIZATION OF LABOUR IN THE SYSTEM OF «ECONOMICAL» HUMAN RESOURCE MANAGEMENT

The human resource management system is dynamic because it requires transformation taking into account the changes in external and internal conditions, goals and objectives of the organization. The goal is the basis that determines the direction and nature of the behavior of the object of management to achieve the desired results. In modern conditions, achieving the goals of the organization requires integration of goals and interests of the organization and employees, changing attitudes and approaches to management based on an “economical” approach. To implement this approach to human resource management requires the formation of a subsystem of labour organization in the human resources management system. The introduction of the subsystem of labour organization is carried out using the introduction of new forms of labour organization; enrichment of labour content; creating conditions for professional and career growth; ensuring safe working conditions; participation of employees in the process of developing and making management decisions; ensuring fair and appropriate remuneration for work. To address this issue, the paper presents a model of labour organization, whose elements are divided into two levels of importance. The first level includes the content of work, and the elements of the second level are the remuneration of employees, their professional development, working conditions. In addition, the paper proposes to consider the system of human resource management, which introduces subsystems of formation, use and development of human resource, as well as labour organization. The links between the elements give the human resource management system certain properties, such as generation, interaction, transformation and development. Particular attention is paid to the subsystem of labour organization, which is designed to change management approaches in other subsystems, based on the principle of recognition of the main role of human resource in the organization. The introduction of the subsystem of labour organization in the human resource management system will reduce the severity of the problem of personnel management in organizations.

Development of "human capital" management in the organization

The relevance of this article is due to the significant influence of the process of the organization's personnel management on the final economic results of its activities, contributing to enhancing the competitiveness, financial stability and economic security of the organization as a whole in the context of today's global market and the risks associated with the need of conducting business in the conditions of the pandemic.

Improving the public relations system in the organization's personnel management

Improving the public relations system in the organization's personnel management

The role of the Manager in the organization's personnel management system (ABC-Electro)

The management style does not characterize the Manager's behavior in General, but rather it is stable, invariant, and constantly manifests itself in various situations. The search for and use of optimal management styles are designed to increase employee achievement and satisfaction, and, as a result, the level of productivity. The management style is characterized by a stable set of traits of the Manager, which are manifested in his relations with subordinates. The management style does not reflect the General behavior of the Manager, but rather a stable, invariant one that constantly manifests itself in various situations. In modern conditions, the success of the case is determined not only by the nature of the relationship between the Manager and subordinate and the degree of freedom that they are granted, but also by a number of other circumstances. This is expressed in "multidimensional" management styles, which represent a set of complementary, intertwining approaches, each of which is independent of the others. The search for and use of optimal management styles are designed to increase employee achievement and satisfaction, and, as a result, the level of productivity. When choosing management methods, you must adhere to the following requirements of the "Golden mean": an effective Manager must be able to balance between different management styles of his team, and then the motivation of employees will be much higher. The leader of the future should be focused on the market and customers, constantly strive for progress, set development directions, be a driving force for effective changes, be talented and develop leadership qualities and teamwork skills of employees. In modern conditions, in their practical activities, the Manager must constantly adjust their management style in accordance with changing internal and external conditions.

Directions to Improve Effectiveness of Management of Management of the Industry Company Personnel

Organization personnel management is the essential resource for ensuring the effectiveness of its activities. Planning a company’s development strategy is inextricably linked with planning a strategy and tactics for managing labor potential. The article discusses the current areas of personnel management, suggests options for working with a personnel reserve, and considers the difficulties of personnel management for the conditions of an industrial company. As a result of the analysis, the managerial impacts plan was formed, the implementation of which will ensure the solution of production problems in the direction of increasing the efficiency of personnel management of the enterprise.

Современные проблемы управления персоналом в организациях в сфере здравоохранения

Современные проблемы управления персоналом в организациях в сфере здравоохранения