Personnel Management Practices Research Articles

ВПЛИВ ЦИФРОВИХ ТЕХНОЛОГІЙ НА ЕФЕКТИВНІСТЬУПРАВЛІННЯ ПЕРСОНАЛОМ

The article reveals the essence and influence of digital technologies on the effectiveness of per-sonnel management. The use of the latest digital technologies in the field of personnel management in enterprises under martial law in Ukraine is analyzed. Theuse of digital technologies provides easier access to resources and the ability to work from anywhere in the world. There is an opportunity to acquire new knowledge, develop skills, increase the level of competence and professionalism. The flex-ibility of employment, the level of technical and social mobility is increasing. An important advantage is the ability to store and transfer information at the international level in real time. Traditional and digital models of personnel management were evaluated. The expediency of using digital technologies in the Ukrainian practice of personnel management has been proven. The use of innovative digital tech-nologies ensures the growth of labor productivity, the improvement of qualifications and retraining of employees, the creation of an optimal environment for the development of each employee, the imple-mentation of an emphasis on the disclosure of the creative potential of employees, the unification of the personal goal of the employee with the goals of the enterprise. It has been established that the important tasks of digital transformation are effective recruiting, continuous training and development of person-nel, and attracting competent, promising employees. Under the condition of effective recruiting in en-terprises, there will be a strengthening of the quality of personnel, an increase in labor productivity, and an increase in the image of the enterprise on the labor market. The expediency of using social networks, communication robots (“chat-bots”), big data analysis, applications and analytics based on artificial intelligence, cloud technologies in software for personnel management needs is substantiated.

ІННОВАЦІЙНІ МЕХАНІЗМИ ФОРМУВАННЯ ТА РОЗВИТКУ ЛЮДСЬКОГО КАПІТАЛУ ДЕРЖАНИХ УСТАНОВ

The author substantiates the importance of formation and development of human capital of state institutions. The modern system of personnel management in the conditions of innovation-oriented development is an opportunity to develop a new, more flexible strategy for the development of human resources of the organization. The main purpose of managing the labor potential of the organization in modern conditions is to find the optimal combination of effective options for selection, development, training, staff evaluation, training and motivation, to develop the abilities of employees and encourage them to perform higher level work. The author defines that innovative mechanisms of formation and development of human capital are a set of systemic elements of managerial influence, through which innovative development of professional staff can be carried out or is carried out. The article analyzes the innovative mechanisms of formation and development of human capital of state institutions. The author substantiates that the mechanisms of personnel selection of state enterprises can be: outsourcing of personnel, basketball method. Innovative methods of training and retraining of state-owned enterprises include: action-training, storytelling, CASE-STUDY, Secondment (command). Mechanisms for assessing the human potential of state-owned enterprises can be: Performance Management, 360 Degree Method, Assessment Center, Key Performance Indicators. Mechanisms for adapting the human potential of state-owned enterprises can be: Shadowing, Buddying. The author notes that the possible innovative mechanisms for the formation and development of human potential of state enterprises may be: 1. introduction of the best international practices of personnel management in companies, aimed at the gradual improvement of production processes and the creation of breakthrough technologies; 2. creation of internal corporate educational programs to transfer to employees the experience gained by the company, and to create an environment that allows to reveal the creative potential of employees; 3. joint change with the companies of the system of state vocational education in accordance with the main problems of the market.

The Impact of the Organizational Culture of Korean Firms in Viet Nam on the Motivation for Work and Discretion Behaviour: From the Perspective of Social Exchange Theory

현지인 종업원에 대한 인적자원 관리를 효율적으로 계획하고 운영하는 문제는 해외시장에서의 경쟁우위를 달성하는 데에 있어 매우 중요한 문제이다. 본 연구는 사회교환이론 관점에서 베트남 현지기업의 조직문화를 분위기, 긍정적교환, 인사관리 프랙티스로 측정하여 조직원들의 업무동기의 매개효과 및 업무자발성에 어떤 영향을 주는지를 분석하였다. 연구방법은 베트남에 진출한 한국기업에서 종사하고 있는 조직원 177명을 대상으로 한 설문조사를 통해 실증분석을 실시하였다. 연구결과, 긍정적 교환, 인사관리 프랙티스가 잘 정립된 조직에서 업무동기에 긍정적인 영향을 주었고, 공정한 보상과 긍적적 교환 분위기, 업무동기가 높으면, 업무자발성이 높은 것으로 나타났다. 이러한 연구결과를 통해 현지직원의 업무동기와 자발성을 증가시킬 수 있는 조직문화 형성이 베트남 현지 인력관리에 많은 어려움을 겪고 있는 한국기업의 지속적 성장에 기여할 수 있는 주요한 요인임을 강조하고자 한다.From the perspective of social exchange theory, this study empirically analyzed how the organizational culture of Vietnamese local companies affects their work motivation and discretion behaviour for work by measuring them with compensation atmosphere, smooth relationship formation, negative exchange atmosphere, and personnel management practices. This study collected 177 survey data from Korean firms in Vietnam. The multiple regression analysis and sobel test were hired in order to analyze the data. Research has shown that positive exchange atmosphere and personnel management practices have had a positive impact on work motivation in well-established organizations, and that fair compensation, positive exchange atmosphere, and high motivation are highly voluntary. These findings will provide an opportunity to create an organizational culture to establish a fairer and more efficient human resource management systems for Korean companies that have entered Vietnam and are struggling in the field of organizational management. Furthermore, we hope that Korean companies will be able to create a cornerstone for achieving competitive advantages in the global market.

О принципе культуросообразности в управлении персоналом

The article analyzes the methodological contradiction between the introduction of Western management theories into personnel management and the need for a national-original theory and practice of management. It emphasize the negative consequences of imposing management models developed in other socio-cultural conditions on the personnel motivation system. The paper notes that scientific paradigms are formed under the effect of both science development internal logic, and non-scientific factors such as political, economic, and ideological competition between states. The focus on Western management models is due to Russia-USSR defeat/capitulation of in the «cold war» and the voluntary surrender of the Russian scientific and educational space «at the mercy of the winner». The cultural conformity principle has been first proclaimed in pedagogy but its application is appropriate in any other complex field of activity, including personnel management. For Russia, this principle means the justification of the personnel management theory and practice with the socio-cultural values and norms developed by its millennial culture. Content analysis of the textbook and training manual content devoted to personnel management confirmed the assumption that foreign authors topped the rating of reference authors and concepts with a clear advantage. The most frequently mentioned are Taylor, Fayol, Mayo, Maslow, and Ford. Among domestic researchers, Gastev, Kerzhentsev, and Vitke are the closest to them. The Soviet managerial thought during the heyday of the USSR (1950-80s) was not represented practically, although the country launched a man into space for the first time in the world, reached the forefront in many areas of science and technology, and built a socially targeted system unprecedented in the world’s history these decades. It is impossible to imagine, that all these achievements are not related to the effective system of management and motivation. The article concludes that in the field of training specialists to work with personnel, it’s necessary a turn to develop such training programs, textbooks and textbooks that would reflect the civilizational specifics of Russia, and meet the cultural conformity principle.

The party–government relationship in the Chinese bureaucracy: Evidence from patterns of personnel flow

The party–government relationship is central in the governance of the People’s Republic of China, with its key characteristic being the former’s dominance over the latter. Focusing on personnel management practices and the resulting patterns of personnel flow across positions and offices in the Chinese bureaucracy, we examine the party–government relationship in light of personnel flows across the party and government sectors, and the offices/bureaus and positions therein, in the context of a large, multilayered Chinese bureaucracy. Previous research in this field has evinced two different lines of inquiry. The first focuses on personnel flows in the Chinese bureaucracy, with an emphasis on individual-level career trajectories, mobility patterns, and associated incentive mechanisms, wherein party–government relations are given minimal attention. The second tends to provide descriptive or normative accounts of party–government relations and their historical evolution but has not examined these relations in a quantitative and analytical manner. Our study builds on and goes beyond these existing studies in several ways. First, we propose a perspective that focuses on personnel management and patterns of personnel flow across positions and offices in the party–government relationship. We take the existing party–government structures as our starting point and examine how personnel flow patterns, or the lack thereof, provide information on the degree of personnel mixing between, and the interconnectedness or separateness of, the party and government sectors, areas, and offices. Second, we develop a set of analytical dimensions and measures to capture different aspects of the party–government relationship, such as the degree of stability and specialization in party and government positions and offices. We also propose measures of personnel mixing and interconnectedness between party and government offices. Third, we apply these analytical dimensions and measures to systematically examine the multifaceted patterns of personnel flow and the resulting party–government relations in a large Chinese bureaucracy at the provincial, municipal, and county levels in an entire province, between 1990 and 2008, with over 40,000 key officials and over 300,000 person–year records. Our findings show that there are noticeable variations in patterns of personnel flow among party and government positions and offices, with the former experiencing higher rates of mobility and more generalist characteristics. On the other hand, we also find considerable mixing and interconnectedness among positions and offices between the party and government sectors. These findings suggest that, in the Chinese bureaucracy, party–government positions are organized into an integrated hierarchical order whose boundaries are formal in structure but fluid in terms of personnel flows, especially in those key positions in different administrative jurisdictions.

THE ROLE OF KEY PERFORMANCE INDICATORS IN LABOR STIMULATION

The problem of choosing tools to improve labor efficiency has always been and remains one of the most important and relevant in the modern theory and practice of personnel management. A well-designed system of personnel incentives as a method of improving work efficiency contributes to increasing productivity and improving the effectiveness of the organization as a whole [1]. In the context of digital transformation and the introduction of lean management principles, managers are making increasingly high demands on their staff. Against this background, the search for optimal methods of financial incentives is becoming more relevant than ever [2]. Today, in the Russian business practice, one of the most popular tools for improving the performance of personnel is the system of material incentives based on the developed system of key performance indicators (KPIs) [3]. This article reveals the essence and meaning of key performance indicators; considers the results of sociological research on the effectiveness of the system of material incentives for personnel working in sales, its shortcomings, the factors affecting the labor activity of the personnel. The author offers an easy and understandable for employees way of formation and introduction of KPI system taking into account specifics of sales personnel activity, details main stages of KPI system introduction, considers criteria of sales managers evaluation, gives a specific example of payroll calculation taking into account KPIs.

A Sociological Analysis of the Destructive Motivation of Public Servants: Causes and Avoidance

The article deals with a study of the destructive motivation of public servants on the example of the Republic of Sakha (Yakutia). The study was conducted from 2015 to 2018. The purpose of study was to determine what factors are demotivating for civil servants. The research method was the questionnaire method based on a stratified quota sample. It has been proven that this type of motivation in governmental bodies is primarily caused by the employees’ disappointment in expectations. Public service is attractive mainly due to the stability of employment and the high social status of an official. However, public servants have to deal with a lack of real power, a high level of stress, and work intensity. Also, the respondents consider their income as inadequate to their work and social status. As a result, employees tend to minimize their labor costs, and destructive motivation appears. The practice of personnel management applies several measures to eliminate this phenomenon, but not all of them can be implemented for the public service. The authors regard the following means as the most effective ones, namely: the improvement of labor organization, the automatization of routine operations, personal responsibility increase, and the development of decision-making discretion.

МЕТОДИЧНИЙ ПІДХІД ДО ОЦІНЮВАННЯ СИСТЕМИ МОТИВАЦІЇ ПЕРСОНАЛУ НА ПІДПРИЄМСТВІ В УМОВАХ COVID-19

The article analyzes the methodological approaches to assessing the system of staff motivation in the enterprise. The study found that the management of motivational processes in the enterprise is effective only when assessing the motivation system. The purpose of the article is to improve the methodological framework for assessing the system of staff motivation in the enterprise in terms of COVID-19 and the introduction of the practice of personnel management of agricultural enterprises in order to increase competitiveness in the Ukrainian market. Evaluation of personnel motivation system is proposed to carry out qualitative and quantitative indicators. A modified method of evaluation of personnel motivation system based on multi-use methods of evaluation components of the system. Formed partial list of criteria for evaluating components of motivation (welfare, financial, economic, social, psychological, and corporate incentive system) on the basis of expert survey of relevant specialist area. The weights in the model are proposed to be identified using the method of hierarchy analysis. Expert analysis used to assess the current and projected state enterprise motivation system. Applied scenario approach to the assessments of personnel motivation system, which is implemented in the identification of current and forecasted conditions. Graphical method used in the interpretation of the criteria changes partial components of motivation. The results of the study is to identify the level of motivation components of the enterprise, the authors proposed to consider the example of the agricultural enterprises mashynobuduvvannya. The study found an upward trend in such categories as: "fair treatment by management", "loans from the company on favorable terms", "health care and insurance", the relative deviation is -10.2%, -11.5%, -23.8%, respectively. Identified the main directions of development of motivation, such as: "Delegation of authority", "total annual remuneration", "promotion program personnel", "Stimulating objectives" - or rather -23.4%, -12.4%, -22, 4% and -38.5% respectively. The practical value of the study is to identify opportunities to improve the competitiveness of enterprises through improved agricultural engineering system of motivation. Using multi evaluation methods and scenario approach enables adaptation to changes in a turbulent environment COVID-19.

Стратегічне управління людськими ресурсами в умовах невизначеності

The article is aimed at forming a methodological framework for the strategic management of human resources (HRM) in uncertain environment caused by the COVID-19 pandemic. The paper considers the main approaches to defining the concept of strategic personnel management and research areas in this field. The key issues that arose during the COVID-19 pandemic affecting the behavior and form of work of most employees are revealed. Critical views on the (conceptual) inability of strategic research on personnel management to take into account new, modern HR practices are analyzed. The study identifies and analyzes three main consequences (problems) for strategic human resource management studies that emerged during the COVID-19 pandemic. In particular, the impact of the work context on the employees’ behavior and actions, tensions between stakeholders (employees, customers and communities together with shareholders), tensions between the strategic and operational roles of HR. In order to identify the main trends in personnel management and assess the priorities and expected challenges for 2022, the authors analyze the results of questioning several companies’ heads of department dealing with personnel, legal and financial issues. Based on the study, the main trends (areas) of human resources management in 2021 are identified, and recommendations are given to form strategic directions of personnel management for the future. Prospects for further research in this area are to develop recommendations on how to change personnel management practices to take into account changes in service delivery, such as increase in service digitization or reduction in physical interaction in service delivery in response to COVID-19, and to determine their influence on the customers’ key results.

Internal outsourcing as personnel process optimization in a large company

The article is devoted to the presentation of the study results concerning the practice of personnel processes for the selection and adaptation of personnel in the context of the main functions of personnel management centralization in the form of internal outsourcing. One of the isolated subdivisions of the transport and logistics company of Russia, FESCO, was selected for the study. The company has locations in various cities of the country. In order to increase manageability and ensure the implementation unity of all processes in the company, many functions are centralized, including the function of personnel administration. The tasks of personnel provision are assigned to the personnel recruitment department of the FESCO Service Center. The study was conducted in order to identify problems in the implementation of personnel selection and their adaptation and to determine the possibility of these processes optimization. They used the following research methods: the analysis of approaches to this activity, the survey of the Transport Group employees and the experts of the centralized personnel service, and the timing of their working day. Thus, it was established that the practice of the company personnel recruitment and adaptation has the problems leading to a long-term closing of vacancies and overloading of HR managers. In order to optimize the functions, the possibilities of automating the selection and adaptation of personnel are considered. It is proposed to introduce template mailings into the practice of personnel management, to automate work with sites based on the E-Staff platform. They described the mechanism of work organization on the selection and adaptation of personnel using this platform, the indicators are given. They concluded that the automation of recruiters' activities has a positive effect on the effectiveness of worker recruitment and adaptation.

Merit recruitment, tenure protections and public service motivation: Evidence from a conjoint experiment with 7,300 public servants in Latin America, Africa and Eastern Europe

AbstractHow can governments manage civil servants to enhance public service motivation (PSM)? Despite the centrality of PSM in public administration research, the effects of management practices on PSM remain understudied. We address this gap through a conjoint experiment with 7,300 public servants in five countries in Africa, Latin America and Eastern Europe. Our experiment assesses two practices: merit‐based competitions for recruitment versus discretionary appointments; and permanent tenure versus temporary job contracts. We find that merit competitions are associated with greater PSM by respondents in four countries, yet have no significant effect in a fifth. Permanent contracts are associated with greater PSM (two countries), lower PSM (one country) and have no significant effect (two countries). The effects of personnel management practices thus appear to vary across contexts. A common practice in public administration research—generalizations about the effects of management practices from single‐country studies or cross‐country averages—requires rethinking.

ГЕНЕЗИС ТА ЕВОЛЮЦІЯ НАУКОВИХ ПІДХОДІВ ДО ОРГАНІЗАЦІЇ ПУБЛІЧНОГО УПРАВЛІННЯ ПЕРСОНАЛОМ У СФЕРІ ОХОРОНИ ЗДОРОВ’Я

The general articulation of the issue and its connection with the important research and practice tasks. The system of public management of personnel in the field of health care in Ukraine has gone through a difficult and long period of formation. Its development was conditioned by various economic systems, administrative-territorial structures, political forces and other important factors influencing public administration and policy.The analysis of the recent publications regarding the issues this article deals with; identification of parts of the general problem that have not been previously addressed. Analysis of scientific research has shown that in modern scientific thought there is no clear periodization of the formation of these processes.The purpose (the objective) of this article. The purpose of the article is to study the features and stages of development of public administration in the field of health care, as well as to develop a scheme of periodization of these processes.The key results and the background. Based on the conducted research, a scheme of periodization of the formation of the system of state personnel management in the field of health care in Ukraine has been developed. There are six main stages of development of the public administration system of personnel management in the field of health care in Ukraine. It is established that the practice of public personnel management in the field of public administration lags behind global trends and the leading sectors of the economy of Ukraine (IT, financial sector). The necessity of development of the complex mechanism of overcoming of existing gaps is substantiated.Conclusions and the prospects of the further research. Based on the obtained research results, it is important to evaluate the effectiveness of public administration systems in the field of health care at each stage of development.

Laboratory Management and Quality Control Practice of SARS-CoV-2 Nucleic Acid Detection.

ObjectiveA positive result of SARS-CoV-2 nucleic acid detection provides critical laboratory evidence for clinical confirmed diagnosis, pandemic status evaluation, a pandemic prevention plan, treatment of infected people with symptoms, and protection of uninfected people. This study aims to provide a practical reference for SARS-CoV-2 nucleic acid–related research and detection.MethodsOur laboratory has established policies combining personnel management and quality control practices for SARS-CoV-2 nucleic acid detection during the pandemic.ResultsIn this article, we describe cross-department personnel management and key points of personal protection and quality control in the testing process. We also report on the differences in detection and the compatibility between different brand kits.ConclusionIt is critical to maintain a standard and accurate laboratory operation for nucleic acid testing.

Green Human Resource Management a Concept of Human Resources Management of Environmentally Responsible Business

The article presents an analysis of scientific approaches to human resource management in the context of the environmental sustainability of an organization within the framework of the Green Human Resource Management (GHRM) concept. Two directions of GHRM were identified: an environmentally-oriented approach based on the application of traditional personnel management practices in the environmental management system (recruitment, introduction to work, assessment, training and incentives fo employees), and environmentally-integrated – including a wide range of management policies and practices that promote corporate environmental strategy through the integration of environmental values and company goals into activities at every workplace. The directions and tasks of forming the GHRM concept that are relevant for Russian researcher and HR-managers are identified.

Проблема профессиональной подготовки специалистов по управлению персоналом в контексте их трудоустройства

The article presents the results of a study on the employment of graduates of the first in the Russian Federation department of personnel management at the State University of Management (Moscow). A survey of former students showed that most of the respondents work in their specialty in organizations of various forms of ownership and areas of the economy. The positions of graduates and the job responsibilities performed by them reflect the whole range of professional activities of HR specialists, starting from the general management of personnel of specific organizations and ending with narrowly targeted posts. At the same time, respondents, as professionals, were identified the “weaknesses” of their training at the university, which were mostly related to the limited practical orientation of training, namely, the formation of competencies in the use of relevant personnel management tools. The questionnaire also revealed the variability of the professional interests of graduates, reflecting modern HR trends. The practical focus of the study lies in the possibility of studying the real state of personnel management practice through the professional experience of graduates; as a resource for scientific, educational, methodological and educational purposes for improving the educational process of the department; for the organization of career guidance work among students studying at the department and the formation of their professional culture; to develop a community of teachers, graduates and students of the department through the development of trusting mutually beneficial relationships.

Setting and solving design problems in the practice of personnel management using MS Excel

Setting and solving design problems in the practice of personnel management using MS Excel

Setting and solving design problems in the practice of personnel management using databases «MS Access»

Setting and solving design problems in the practice of personnel management using databases «MS Access»

DEVELOPMENT OF MODERN HR-TECHNOLOGIES IN THE PERSONNEL MANAGEMENT SYSTEM

The purpose of the article. For many years, domestic and foreign scientists have been dealing with the problems of personnel management. There is a great deal of experience and research that is used both in the formation of the theoretical basis and in the implementation of practical activities. The purpose of the work is to study the nature and content of modern personnel technologies in the personnel management system in order to increase the efficiency and productivity of employees. Methodology. In today's world, effective personnel management is not possible without the use of modern technology personnel in any field of activity. Usually, the effectiveness of personnel management depends on the mechanisms and methods chosen by the management to support the process of personnel management in the institution. The use of modern technology personnel is one of the most important conditions for the development of the team, and therefore the increase of the rating (reputation) of the institution, as a result of increased productivity of workers and their interest in their work. The relevance of the study is due to new socio-economic relations that have developed in all spheres of life and also in the treasury sphere; the need to improve and integrate state-of-the-art technology personnel into the personnel management system of government agencies, which promotes efficient use of staff and increases productivity. Results. Effective personnel management is nowadays the most important element of the management activity of the enterprise. No organization will work smoothly if management does not pay sufficient attention to the organizational structure of management, the system of motivation and social protection of employees. Unfortunately, the experience of the national economic school is not always sufficient to adequately assess the problems of personnel management at individual enterprises, so we consider it advisable to carry out a comprehensive analysis, generalization and attempts to adapt foreign experience to the realities of the domestic economy The development of HR technologies is world-class, most of them have been developed and started using leading European, American and Japanese companies, each of which has its own peculiarities, so the names of a considerable part of the personnel-technology used in Ukraine went from foreign words. The problem for the domestic legislation is the use of separate names from the personnel-technology, which complicates the legal support for their use. Practical implications. Therefore, it is certainly not possible to implement all modern HR technologies right away, but one must try to reach the goal of their implementation. The main thing to understand is that some modern technology personnel are suitable for certain industries, and some are not. Today, the most powerful tool for ensuring competitiveness and development is a modern personnel management system, taking into account the requirements of a market economy. Managers need not only to adopt personnel technology, but also to use HR technology in their practice of personnel management. Value/originality. Every institution (enterprise) must use innovative HR technologies and the latest methods of personnel development to modernize its staff. These tools contribute to the development of staff, and therefore the development of the institution (enterprise).

Peculiarities of staff policy in the conditions of innovative changes

At the present stage, the development of personnel policy of state organizations depends on the potential of public servants, the effectiveness of its use, innovative proposals and, in general, the state's inn ovation policy. The article substantiates the need to apply innovations in the practice of personnel management. The essence of the concept of "personnel innovation" has been revealed, the factors of innovation potential have been determined. Priority innovative approaches to the implementation of certain functions ofpersonnel management in the state structure in the current conditions have beenanalysed. The relevance ofthe research into the issues of personnel policy formation can be justified by the need to improve its implementation in the conditions of innovative economy, globalization processes and development of digital economy. The success of an enterprise innovation policy is determined by two main factors: the ability of the enterprise to clearly identify what employee behaviour is required to achieve its strategy and the ability to useeffective innovative management levers to direct employees to the desired behaviour. Both tasks are equallyimportant and complex, especially in the face of the digital revolution.

УПРАВЛІННЯ ПЕРСОНАЛОМ: НОВІТНІ ТЕНДЕНЦІЇ ТА ЗАГРОЗИ

The article analyzes the current global trends in personnel management, among which alternative employment, abandonment of the functional hierarchy, effective cooperation through the joint efforts of management and subordinates to quickly solve current and future problems, humanization of business processes, a new format of the remuneration system, professional training and development, digital technologies in the personnel management system are characterized. Threats and constraints are identified, approaches to accelerate the adoption of trends in the practice of personnel management of companies are proposed.