Organizational Personnel Management Research Articles

JUSTIFICATION OF THE CROSS-CULTURAL MODEL OF ORGANIZATION PERSONNEL MANAGEMENT

The work substantiates the cross-cultural MAPE model of the organization's personnel management (Mastering – Antimobbing – Psychoanalysis – Education), which allows reducing the negative, especially mobbing, effects of cross-cultural differentiation of the company's personnel. The model creates conditions for effective intra-organizational cross-cultural transfer of knowledge, skills, and competencies through an interconnected synthesis of mentoring, group corporate education, and intra-firm psychoanalytic counseling. The main directions of the interrelationship of the elements of the proposed cross-cultural MAPE model of personnel management are determined, in particular between intra-organizational mentoring, corporate education, psychoanalytic counseling of personnel and the mentoring system. Its compliance with the principles of rational creation of models of cross-cultural personnel management of modern companies is highlighted. The technology for introducing the cross-cultural MAPE model of personnel management into the activities of a modern organization has been developed, which includes such stages as a comprehensive analysis of the feasibility and main priority areas of implementing the MAPE model into the work of companies, an assessment of the general financial possibilities regarding the resource provision of the model, a rational organization of internal mentoring , psychoanalytic counseling and corporate education, ensuring the consistency of the elements of the MAPE model, creating mechanisms to counteract the opportunism of managers during the implementation of the model and providing "feedback" with grassroots groups of personnel, as well as control and evaluation of the socio-economic effectiveness of the implementation of this model.

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.

УПРАВЛЕНИЕ ПЕРСОНАЛОМ ОРГАНИЗАЦИЙ В УСЛОВИЯХ ЦИФРОВОГО ЭКОНОМИЧЕСКОГО РАЗВИТИЯ

Recently, digital information technologies have made significant progress. Personnel management has not been spared this direction of development, an essential aspect of which is the widespread introduction of digital platforms, programs that facilitate the selection, selection, training and adaptation of personnel for personnel services, both at state-owned enterprises and in small, medium and large businesses. The methodology of research on personnel management of organizations in the context of digital economic development is based on approaches, methods, techniques and specific tools for the widespread introduction of intelligent systems and artificial intelligence within the framework of the development and implementation of “digital platforms” in the economic life of the state. The practical application of various methods of personnel management in organizations in the conditions of the “digital economy”, for example, visualization, the use of virtual reality, distance learning provides a wide range of opportunities for more complete and systematic involvement of personnel in the life of organizations with the deepest prospects of reaching a new level of interaction between various structural divisions and career prospects. Recently, the Russian state and business have been trying everywhere, and as efficiently as possible, to introduce digital information technologies into various areas and areas of development, including personnel management. The forecast of motivation and involvement of personnel in the work of organizations due to new behaviors, synergy, growth trajectories and artificial intelligence in the digital environment is announced. As a result of the introduction of digital technologies in personnel management, both the public sector of the economy and private entrepreneurship are developing.

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.

Шляхи формування ефективної системи управління персоналом організації в умовах сучасного етапу розвитку менеджменту в Україні

The article analyzes the effectiveness of the personnel management system, the indicators for evaluating the organizational effectiveness of the company's personnel management include: the ratio of costs necessary to provide the company with qualified personnel and the results obtained from their activities; the ratio of the enterprise's budget to the number of personnel; cost assessment of differences in labor productivity. The elements of the organization's personnel management system were studied, a model of personnel formation was built as an optimization business process of personnel management on the basis of holistic management. The development of this model is based on the conceptual principles of talent management. After all, in the conditions of transitive processes of enterprises, which involves their optimization, the application of this function and the use of technologies aimed at revealing the potential opportunities of employees, the formation of the talent base acquires special importance. A classification of personnel management technologies is proposed. The effectiveness of the personnel management system within the enterprise is determined by the level of harmonious cooperation of all its subjects: managers of different levels of management and employees.

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.

Methodological approaches to assessing the effectiveness of the organization's personnel management based on a balanced scorecard

Methodological approaches to assessing the effectiveness of the organization's personnel management based on a balanced scorecard

Theoretical foundations of the organization's personnel management

Theoretical foundations of the organization's personnel management

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).

АДМИНИСТРАТИВНЫЕ МЕТОДЫ УПРАВЛЕНИЯ ПЕРСОНАЛОМ

The article considers personnel services, usually created on the basis of a traditional service: personnel department, organization and remuneration, security and maintenance, etc. The main tasks of the new services are the implementation of personnel legislation and the joint coordination of work on the organization's personnel management. Therefore, they begin to expand their range of functions, starting from a purely personnel issue, starting from the development of work incentive systems, professional development management, conflict prevention, labor market research, and so on. Personal management systems are being formed that unite under the same leadership of the deputy director of personnel all departments related to work with personnel. The system of personal management of an organization is a system for implementing the functions of personal management of an organization. To be effective, an organization must have atmosphere of cooperation. That is, cooperation should be small working groups, the work should be focused on customer satisfaction, staff should be involved in achieving goals of the organization, there should also be a delegation of responsibility group leaders and management should be carried out in a hierarchical stair. It includes a subsystem of general, linear and functional control and a number of functional controls that specialize in performing single functions. Administrative methods of personnel management are based on the authority of the governing body or person, discipline, sense of duty, corporate culture norms. Administrative management, in contrast to the methods of moral encouragement or some material instruments of influence, must be carried out in strict accordance with the legal framework and regulations established by the higher structure. Efficiency and quality of managerial work are achieved with a balanced combination of management styles using a set of material, administrative, systemic methods. For this reason, it is necessary to create and improve conceptual approaches to the development and implementation of human resource development strategies based on modern methods and appropriate tools, and to integrate corporate knowledge into the company's management system. The main challenges for education, the economy and society in the context of the formation of the digital economy are: the training of appropriate personnel, the development of modern requirements for competencies and universal digital literacy.

HR policy-the basis of the organization's personnel management

HR policy-the basis of the organization's personnel management

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.