Personnel Management Strategies Research Articles

Utilization of Data Analytics to Enhance Operational Efficiency in Manufacturing Companies

In the digital era, manufacturing industries confront challenges like heightened global competition and intricate production processes, urging them to boost efficiency and productivity. Amidst these circumstances, Big Data emerges as a pivotal opportunity to enhance manufacturing performance. Big Data, characterized by vast volumes of data, utilizes advanced data mining to machine learning techniques for analysis. Data analytics, an interdisciplinary field, profoundly impacts manufacturing operations, enabling deeper insights into production processes. By analyzing production data, companies identify inefficiencies, streamline workflows, and enhance operational efficiency and productivity. Predictive maintenance through sensor data analysis prevents machine failures, while logistics data analysis optimizes supply chains and inventory management, reducing costs and enhancing competitiveness. However, implementing Big Data analytics presents challenges such as rapid data growth, diverse data sources, real-time insights, skill shortages, and data fragmentation. Overcoming these hurdles requires robust technology, skilled personnel, and effective data management strategies. Examples of Big Data analytics applications include customer behavior analysis by Amazon and Netflix, fraud detection in insurance, and urban mobility optimization. Success factors in data analytics implementation include effective data-driven communication, technology integration, and skill enhancement. In conclusion, implementing Big Data Analytics in manufacturing promises significant benefits in operational efficiency, product quality, and competitiveness. Overcoming challenges necessitates robust strategies and consideration of ethical and security issues, ensuring responsible data usage. With a deep understanding of Big Data Analytics, manufacturing companies can leverage this technology to achieve higher efficiency and competitiveness in the global market.

Management Activities to Motivate and Establish Employee Loyalty

The work examines modern strategies and management approaches aimed at increasing the level of motivation and establishing the loyalty of personnel in organisations. An analysis of the integrated management activity model, which is specially adapted to achieve maximum efficiency in the context of employee motivation and loyalty, was carried out. The main focus of the research is on the role of leadership in creating a favourable working environment and forming a positive working atmosphere. The author also considered modern management technologies that simplify motivation processes and ensure transparency in the interaction between management and staff. The literature review and the analysis of the integrated model help to reveal the key aspects and principles that underlie the successful management of employee motivation and loyalty in modern organisations. The article’s conclusions serve as a basis for further research and development of personnel management strategies.

Formation of a personnel management system as a factor of increasing competitiveness and the enterprise security level in the context of digital transformation and new legal challenges

The relevance of the subject of forming a personnel management system in the context of the problem of increasing the competitiveness and level of security of enterprises lies in the need to adapt to the challenges of digital transformation and growing internal and external threats. The purpose of the study is to present a modern approach to the formation of an effective personnel management system, considering the emphasis on countering internal threats and ensuring the rights of workers. The research methodology involves the use of the expert analysis method for identifying key threats (the Delphi method as an auxiliary one), the hierarchical analysis method for organising threats and paired comparison for comparing threats. As a result, a list of the most substantial threats to the formation of the personnel management system is presented. Calculations determined that in the second half of the 2020s, the impact of internal threats on the personnel management system and the competitiveness of enterprises is expected to increase, which may negatively affect the provision of labour rights. It is established that the formation of a personnel management system is a complex process that is influenced by various factors and threats. Analysing threats through the prism of this theoretical and methodological framework, it is identified that not only the identified threats are critical, but also the dynamics of their development and interaction are crucial for the development of personnel management strategies. It was established that the complex impact of these threats requires not only a one-time response but also continuous adaptation of the personnel management system. The study highlights the importance of countering internal threats, which is crucial for ensuring enterprise security. The practical application of the research results can help businesses create a stronger and safer work environment that will help ensure workersʼ rights

FORMULATION OF PERSONNEL POLICY AS THE BASIS OF EFFICIENT ENTERPRISE ACTIVITIES

It is noted that the personnel management system at a modern enterprise, regardless of the form of ownership, is the most powerful tool for ensuring competitiveness and development. It is determined that the personnel policy of an enterprise is one of the most important management tools, since in modern conditions the role of human resources in the implementation of business activities is crucial, and the quality of their management determines the success of the enterprise. It is found that the effective use of human resources can be achieved through the formation and implementation of an effective personnel policy of an enterprise, which today is considered the most important competitive advantage and means of achieving success of any modern enterprise. A number of requirements to the personnel policy of an enterprise are analyzed. The stages of formation of the personnel policy at the enterprise are disclosed. The most common problems of the enterprise’s personnel policy are allocated, in particular: lack of qualified employees, which results in poor quality of work performed, high staff turnover at the enterprise, the problem of organizing the selection and recruitment of personnel. It is proved that the presence of a personnel policy at an enterprise as the basis for effective operation of an enterprise makes it possible to implementation of a competitive policy in the presence of high quality human resources. The dependence of enterprise competitiveness on the choice of personnel policy is analyzed. Recommendations for solving personnel problems at the time of formation of the enterprise’s personnel policy have been developed, which can be the basis for the effective operation of the enterprise. It is noted that the effective development of an enterprise is based on a systematic approach to the personnel management strategy. It has been researched that the personnel policy is created to merge the efforts of all personnel of the enterprise to solve the tasks.

Influence of Principals’ Management Strategies in the Achievement of Quality Assurance in Public Secondary Schools in Benue State, Nigeria

The study investigated the influence of principals’ management strategies in the achievement of quality assurance in public secondary schools in Benue State, Nigeria. The study was guided by three (3) specific objectives. Three research questions were raised for the study. Also, three hypotheses were formulated and tested at 0.05 level of significance. This study adopted the survey research design. The population of the study is 4888 principals and teachers in all the public secondary schools in Benue State. The sample size is 370 respondents. The instrument used for data collection was a structured questionnaire titled “Influence of Principals’ Management Strategies in the Achievement of Quality Assurance Questionnaire (IPMSAQAQ)”. An overall reliability coefficient of 0.89 was obtained for the instrument. Mean and Standard Deviation were used in answering the research questions while Chi-square goodness of fit was used to test the null hypotheses at 0.05 level. The findings of the study revealed that principals’ instructional, physical facilities and supervisory management strategies significantly influence the achievement of quality assurance in public secondary schools in Benue State. In view of the findings of this study, it was concluded that the utilization of instructional, physical facilities and supervisory management strategies by principals will enhance the sustainability of quality assurance in public secondary schools in Benue state. In view of the findings of this study, it was recommended that; School administrators in Benue State should prioritize the development and implementation of effective personnel management strategies for principals in public secondary schools.

Evaluating the effectiveness of personnel selection and management strategies in Georgia

Personnel management refers to the development and use of such an organizational system that will contribute to the full disclosure of people's characteristics and capabilities and effective employment in the direction of achieving the organization's goals. This system includes the entire system of personnel selection, distribution and employment. In order for the organization to successfully achieve its goals, it is not enough to solve organizational, technical, resource issues and attract qualified personnel; Along with all this, it is necessary to organize the work process in such a way that every worker shows effort and interest in achieving the set goals. All this leads to the demand for qualified personnel who provide production and development of products and services. Human resource management includes the measures that the manager applies to attract and retain employees in the organization, to ensure their effective work and their fulfillment of organizational goals. The manager is responsible for staffing, developing, protecting and using the resources that are necessary for effective work. Human resources include all members of the organization from the top manager to the lowest ranking employee. An experienced manager knows how important human resources are, he actively works to develop and effectively use the organization's human resources. The main purpose of the research is to find out how much planning of personnel management is done in the organizations operating in Georgia, the development of strategies for working with personnel, the creation and formation of the organizational environment of companies, to highlight the problems and perspectives of personnel management, to develop a system of personnel evaluation indicators, personnel differentiation and evaluation-analysis, which will guarantee that the efficiency of the organization's work will be significantly expanded, human resources will be more mobilized and labor-oriented; The scientific originality of the paper is: - the conditions for the innovative development of the modern human resources management systems of the organization are determined. - the overseas experience of working with the personnel reserve in the organization as a management innovation is analyzed.

Управление кадровым потенциалом органов местного самоуправления как необходимое условие устойчивого социально-экономического развития

The relevance of the topic of personnel management in local self-government is due to the need for optimal use of human resources to achieve sustainable socio-economic development of territories. The aim of this study is to identify factors influencing the effectiveness of personnel in local self-government and to develop personnel management strategies to increase staff productivity. The study used methods of analysis of scientific literature and a survey of employees of local self-government. The results showed that for successful personnel management in local self-government, both material and non-material factors such as respect, recognition, and opportunities for professional and personal development must be considered. It is recommended to use a comprehensive approach to personnel management, including creating a favorable working environment, developing corporate culture, training and development of employees, as well as transparent systems for evaluation and stimulation of achieving goals.

Information technologies in the personnel management system: approach to personnel management

The paper highlights the concept of information technologies and the importance of their application in administrative management. The difference in definitions is characterized: information resources, information systems, information technologies. The peculiarities of the combination of information systems with the personnel management system are highlighted. It has been proven that various information technology tools are used in personnel management information systems, which contribute to the optimization and digitalization of various types of information resources. Some programs, tools and technologies used in personnel management information systems are described. The practical features of using HRIS software in the context of administrative management are considered. There are two types of HRIS systems that can be used by enterprises depending on their scale, form of management, financing, number of employees, etc. Cloud HRIS – Hosted off-premise and available online. Local HRIS systems are hosted on companies' own servers. Types of the most popular HRIS systems in Ukraine are given. A proprietary formula for the use of HRIS in a financial company is given. In general, the paper emphasizes the importance of introducing information technologies into the personnel management system for increasing the efficiency and optimizing the work of enterprises, financial companies, organizations, etc. She emphasizes the need to constantly update technological solutions and integrate them into the personnel management strategy in order to achieve success in the organization.

Ключевые особенности HR-менеджмента в сфере малого предпринимательства и их учет в практике управления

The subject area of the article is the personnel direction of the activity of small businesses and the peculiarities of their management in modern domestic conditions. The scientific position is argued, according to which the above-mentioned direction has a pronounced specificity that excludes the possibility of using a significant part of both strategic approaches and applied HR technologies that are successfully used in the organization of personnel work at large and even medium-sized businesses. Ignoring this specificity is fraught with both market and purely financial losses for the category of economic entities under consideration due to a fundamental decrease in the effectiveness of the internal HR management system, therefore, an increase in the likelihood of negative realization of various personnel risks of a quantitative and qualitative nature. The purpose of the study is to develop proposals for the choice of strategy and tactics of personnel management of small businesses, fully taking into account the specifics of the personnel direction of their activities. The objectives of the study are to determine the specifics of the functioning of small businesses in the external and internal labor markets, the resulting additional requirements for the organization of personnel work, as well as the development of practice-oriented recommendations for the introduction of applied HR technologies that provide a high degree of social orientation of the personnel management strategy. Research results: the features of the organization of personnel work of small business entities that distinguish them from representatives of other business entities on the scale of business are revealed. Taking into account these features, recommendations on: the choice of strategic approaches to solving the main tasks in the personnel direction of the small business; distribution of powers in the field of personnel management between the director (owner) of a small enterprise, its personnel department and heads of structural divisions; introduction of innovative HR technologies that improve the quality of the human capital of a small business as one of the important factors that ensure its competitive position in the serviced market.

Analysis of Personnel Management Strategy in Improving Human Resources Performance in Sharia Banking

Banking is one of the institutions engaged in finance that plays a role in efforts to advance the country’s economy. As an institution whose role is to advance the country’s economy, the performance of employees at the institution is highly valued. In this assessment, there is a strategy that has been determined by the personnel management to improve the performance of these human resources. The study aims to determine how the personnel management strategy in an effort to improve employee performance at Bank Muamalat Bengkulu Branch office. This research is field research, with a qualitative research approach. It uses a purposive sampling technique, namely the technique of sampling data sources based on certain considerations. The researchers made employees at Bank Muamalat Bengkulu Branch Office as subjects/informants a total of 5 people. Based on the results of the study, it can be concluded that the personnel management strategy in an effort to improve the performance of human resources at Bank Muamalat Bengkulu Branch Office is carried out independently, in class, and periodically trained.

PERSONNEL MANAGEMENT STRATEGY OF THE ENTERPRISE UNDER THE CONDITIONS OF MARITAL STATE

The article examines the personnel management system in relation to the company's development strategy and the company's personnel management strategy. Increasing the efficiency of the enterprise's activity is the basis of the strategic potential, which affects its competitiveness and determines the direction of further development. The main attention is paid to justifying the need to change the company's personnel management style to a more flexible one, which helps to overcome the challenges of time, make appropriate management decisions and quickly respond to a changing situation. Important for enterprises in the current environment are the urgent problems of introducing rapid changes, regarding classic personnel management systems and the introduction of the latest management models, strategies and goals aimed at preserving and developing the potential of personnel support of enterprises [1]. Strategic personnel management becomes the most important prerequisite for the formation of successful management in the conditions of existing requirements for ensuring the development of enterprises. The personnel management strategy reflects the long-term interests of enterprises. The effective functioning of the enterprise in modern business conditions is determined by an adequate strategy for the effective use and development of personnel, which is one of the most important tools for the implementation of the main functions of system management. The strategy of ensuring the personnel potential of the enterprise in the current conditions must be flexible and adaptive, taking into account a number of factors and risks related to the variability of the environment and new working conditions in this environment. Effective management of personnel development and the strategy of ensuring personnel potential is one of the main factors of future success for any enterprise.

НАПРЯМИ УДОСКОНАЛЕННЯ УПРАВЛІННЯ ПЕРСОНАЛОМ У ЗАКЛАДАХ ГОТЕЛЬНО-РЕСТОРАННОГО ГОСПОДАРСТВА

The activities of enterprises are directed at achieving an economic effect. Hotel and restaurant establishments are an element of the social sphere. The effectiveness of their activities depends on the level of satisfaction of various customer requests. Qualified personnel are the value of such enterprises and form their competitive advantage. Thus, personnel management is one of the most important functions of hotel and restaurant management. The key to success in the market is not the efforts of specific specialists, but the success of teamwork. In the hotel and restaurant sector, the services provided require the cooperation of employees. Team building is part of personnel management and helps individual employees and businesses achieve desired results. Team building tasks are aimed directly at the formation of a team – true Team Building and are related to the formation of team spirit – Team Spirit. Motivation is a set of motives that favorably influence the behavior of employees. It is noted that material motivators are wages, bonuses, bonuses, a percentage of the economic effect, a social package, and holiday gifts. Intangible motivators – career growth, flexible work schedule, training and self-improvement, decent working conditions, additional days off. The success of managerial decision-making by managers depends on the level of their communicative competence – the ability to establish contacts, hold a conversation, interact with the environment, argue, convince, and speak publicly. The personnel management strategy of hotel and restaurant enterprises should be integrated into the business strategy of the enterprise, based on accumulated knowledge and experience, the use of innovative approaches, and the integration of the efforts of the manager and specialists. Specialists with soft skills that allow effective communication, cooperation and successful conflict management, organizing work and negotiating with colleagues are valued in the labor market. In the hotel and restaurant industry, they are important for employees of both contact and non-contact services. They can be developed throughout life.

ЗАГАЛЬНІ ТЕНДЕНЦІЇ ТА ХАРАКТЕРНІ АСПЕКТИ DIGITAL-ТРАНСФОРМАЦІЇ СФЕРИ HR-МЕНЕДЖМЕНТУ

The article is devoted to the problem of identifying general trends and determining the most important aspects of digital transformation in the field of HR management in modern realities. It has been established that digitalization, due to the use of the latest software, the most advanced information technology solutions, provides opportunities in the optimization of business processes, the implementation of radical changes in the improvement of the organizational structure, in models and methods of management, centers for the adoption and implementation of management decisions. It has been established that in today's world the digital skills of employees are becoming critically important, as a result of which a systematic rethinking and large-scale revision of the requirements for specialists is taking place. At the same time, the latest approaches to the implementation of HR management processes cause a significant technological transformation, which requires an increase in the level of digital competence of HR managers. It has been argued that digitization consists not only in the use of digital technologies, but, first of all, in changing the way of thinking, the content of corporate culture, management style and methods, the system and approaches to encouraging employees, and in the introduction of modern progressive models. At the same time, it involves the integration of digital technologies in all areas of business, which leads to certain qualitative, and sometimes even fundamental changes in the functioning of the business entity. Strategic guidelines for the formation of an effective personnel management system during large-scale digitalization are outlined. The currently most widespread digital technologies used in the field of HR management have been identified. It has been proven that the implementation of modern digital HR technologies by organizations not only provides them with significant opportunities and competitive advantages, but can also create a number of risks and have certain significant disadvantages. Established trends in the HR field that influence processes related to the formation of a personnel management strategy. Prospective improvements from the implementation of the latest digital HR technologies by organizations have been identified.

EMPLOYEE DEVELOPMENT AS AN INTEGRAL COMPONENT OF PERSONNEL MANAGEMENT STRATEGY

The article is devoted to topical issues of the development of the company's employees as an integral component of the personnel management strategy. The definition of personnel development was systematized. The components of the management structure of the professional development of personnel are considered. The task of planning and organization of management of personnel development of enterprises is outlined. The sequence of the organization of the process of professional development of personnel was studied. The main tasks of strategic personnel development are defined. The methods of personnel development and motivation in the system of strategic development of the company's employees are proposed.

INNOVATIVE TECHNOLOGIES IN THE MANAGEMENT SYSTEM PERSONNEL

The article systematizes modern concepts of personnel management, among which the following are distinguished: the concept of labor management; personnel management, human management resources and human management. It has been established that the purpose of the concept of human resources management is not only in hiring and retaining qualified employees, but also in improving the professional training of employees who effectively implement the goals of the enterprise. Features of this concept are also the use of group methods of work organization with the aim of creating a favorable climate for the delegation of competences and responsibilities; focus on the development of an integral strong corporate culture. The main innovative technologies in the field of personnel management are highlighted, in particular: recruiting, coaching, gamification, application of programs for the development of emotional intelligence, talent management, knowledge management and personalization, which allow to increase the level of competence and commitment to the organization among employees.The article considers the strategic personnel management, which can proceed effectively only within the framework of the strategic personnel management system. It means an ordered and purposeful set of interrelated and interdependent subjects, objects and means of strategic personnel management, interacting in the process of implementing the "strategic personnel management" function. The main working tool of such a system is the personnel management strategy. It is shown that the system of strategic personnel management ensures the creation of structures, information channels, and most importantly, the formation of a personnel management strategy, its implementation and control over this process.

Особенности управления персоналом в командах

The article substantiates the relevance of personnel management issues in a team, shows the features of the implementation of the personnel management function in a team, and proves that traditional methods of personnel management methods are not very effective in working with team personnel. The goals, objectives and factors of personnel management in the team are determined. A typology of teams is presented that affects the implementation of personnel management functions in a team. The characteristics of the implementation of the main functions of personnel management in a team are given: the definition of a personnel management strategy in a team; planning to provide the team with the necessary personnel; attraction, selection and evaluation of personnel in the team; development of team personnel, including adaptation, advanced training and professional retraining of team personnel; motivation and stimulation of the work activity of team members as integral elements of teamwork at the present stage.

WORLD TRENDS AS GUIDELINES FOR THE DEVELOPMENT OF HR MANAGEMENT IN UKRAINE

Today, Ukraine bears irreparable and too high costs and losses from the military aggression of a neighboring country and directs all its forces and resources to protect life and ensure decent living conditions for the civilian population, defend its own independence, preserve statehood and return all Ukrainian territories occupied by the aggressor country. Under such conditions, it could be argued that the development of HR management for Ukrainian business entities is not relevant. However, it is precisely in crisis conditions that the most innovative and progressive methods and tools should be implemented to achieve maximum results at minimal cost. To this end, the work explored the global trends in HR management, which over the past six years have been demonstrated by successful foreign companies. The directions for the development of key global trends in HR management, namely the strengthening of teamwork, the value of professional experience, the maximum application of experience in practice, the accumulation of human capital through the attraction and development of talents, comprehensive programs for maintaining employee health, the use of human life experience and life coaching, are substantiated. The orientation of the management and HR managers of Ukrainian enterprises to the indicated trends in HR management when building their own personnel management strategy will allow, under today's difficult economic conditions and the presence of enterprises in the zone of a significant number of risks, to preserve their human capital and human potential to the maximum and even find opportunities for it to be gradually accumulation. Therefore, further research in this area should be aimed at building a roadmap for adapting global approaches and HR management tools to modern and post-war conditions for the functioning of the social and labor sphere in Ukraine. The introduction of this roadmap should become the basis for the recovery and restoration of regional and national labor markets in Ukraine.

Hospital Nursing Human Resource Allocation and Personnel Management Strategy in Emergency State

Hospital Nursing Human Resource Allocation and Personnel Management Strategy in Emergency State

Ревалоризация управления кадровым резервом организации производственного профиля

The article reveals the aspect of improving the effectiveness of personnel reserve management in modern organizations. Personnel reserve management is one of the key priorities in the personnel management strategy for successful organizations, since it allows ensuring continuity in management, involvement and loyalty of valuable employees of the organization and its values, contributes to the prolongation of professional longevity of talented employees and the most rational use of personnel labor at all levels of the management hierarchy. However, despite the importance of personnel reserve management activities, it is extremely difficult to achieve consistently positive results in this area. The analysis of the practice of managing the personnel reserve of a large Russian manufacturing enterprise from the standpoint of strategic personnel management is carried out. Recommendations aimed at improving the effectiveness of the business process under study are proposed, and an assessment of their socio-economic efficiency is presented. The results of the study and recommendations for their application will be useful in the practice of other organizations of the production profile.

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).