Improving the efficiency of the use of labor resources. Enterprise personnel and ways to improve the efficiency of the use of labor. The main indicators of labor productivity at the enterprise level are indicators of production and labor intensity

Introduction

Chapter 1. The concept of labor productivity. The importance of increasing labor productivity in a market economy

1 The economic essence and importance of labor productivity

2 Factors of labor productivity growth

3 Reasons for low labor productivity in Russian industry

Chapter 2. Technical economic characteristic enterprises, dynamics and growth rates of labor productivity at the enterprise

1 Technical and economic characteristics of the enterprise

2 Labor force analysis

3 Labor productivity and its dynamics

Chapter 3. Reserves and ways to increase labor productivity at the enterprise

Conclusion

List of used literature

Introduction

The purpose labor activity is the receipt of a product of labor, that is, the production and sale of a specific product, the sale of goods or a specific service. For the employee and the work collective, the productivity of this labor is important, expressed by the level of the amount of work received per unit of labor input, including the unit of time. And the higher this level, the less costs per unit of time are, since with high labor productivity observed with an increase in the volume of work, the level of costs, especially fixed ones, decreases. An important task of the organization of labor is attention to the growth of labor productivity, since with its increase the volume of work produced per unit of time increases, and the time spent per unit of work decreases.

The concept of labor productivity, the interpretation of its essence as the efficiency or fruitfulness of labor in the process of creating use value remains controversial. Various approaches to its characterization and calculation methods remain. In domestic practice, by levels social production for a long time, indicators have been used that are based on various principles of its calculation. Thus, in the economy and its branches, the productivity of social labor and its dynamics reflected the economy of aggregate costs, i.e. not only living, but also materialized labor for the production of goods. At the same time, at the enterprise level, the dynamics of labor productivity reflected the economy of only living labor. This did not allow aggregating indicators by the levels of social production and effectively influencing the economic interests of workers in the right direction.

The growth of labor productivity leads to a decrease in costs and profit, which is necessary for the development of production. Naturally, the personal income of the entrepreneur also increases. Along with this, productivity growth is the basis for raising real wages and incomes of workers; only under this condition can they increase without increasing costs per unit (ruble) of production. It should be noted that a high level of real wages, the ability to provide employees with additional social benefits and payments from profits makes an entrepreneur more competitive as a buyer in the labor market: he can attract and retain qualified personnel, make their high-quality selection, thereby laying the foundation for further development firms.

Sometimes the increase in labor productivity is regarded as a factor that negatively affects the employment of the population, implying that a smaller number of workers will be required to produce the same volume of production. However, if, with a certain degree of conventionality, this position can be considered true for short term, then considering the general trend, it should be noted that an increase in labor productivity creates the preconditions for expanded reproduction, economic growth, which increases job security and improves employment conditions.

The leading role of labor productivity in ensuring economic growth and improving the welfare of the country's population is generally recognized. First, economic growth in conditions of limited resources can be achieved, first of all, due to the greater efficiency of their use. Second, the achievement of economic effect requires an increase in the cost of accumulation in the structure of GDP in order to renew the worn-out and expand the fixed production assets.

All of the above determined the relevance and predetermined the choice of the topic of this work.

The object of research in this work is the Limited Liability Company "Nord".

The subject is the labor resources of the enterprise.

The purpose of the work is to identify the main ways to improve the efficiency of using the labor resources of the enterprise. Achieving the above goal involves solving the following interrelated tasks:

Consideration of the concept of labor resources and their classification.

Determination of the essence of the efficiency of the use of labor resources, its importance in the activities of the enterprise, as well as methods for their assessment.

Analysis of indicators economic activity enterprises.

Identification of the main ways to improve the efficiency of the use of labor resources on the basis of the analysis.

In the process of writing the work were used: special scientific and educational literature, as well as publications in periodicals.

Chapter 1. The concept of labor productivity. The importance of increasing labor productivity in a market economy

.1 Economic essence and importance of labor productivity

Labor productivity is an indicator of the economic efficiency of workers' labor activity. It is determined by the ratio of the number of products or services produced to labor costs, i.e. production per unit of labor input. The development of society and the level of well-being of all its members depend on the level and dynamics of labor productivity. Moreover, the level of labor productivity determines both the mode of production and even the socio-political system itself.

The level of labor productivity is characterized by two indicators: product output per unit of time (direct indicator) and labor intensity of production (inverse indicator).

The relationship between a decrease in labor intensity (ΔТ) and an increase in production (ΔП) is determined by the formulas:

ΔТ \u003d [ΔП / (ΔП + 100)] 100 (1)

ΔП \u003d [ΔТ / (100 - ΔТ)] 100 (2)

Output per unit of time is the most common and universal indicator of labor productivity. The growth of labor productivity at enterprises is manifested in the form:

an increase in the mass of products created per unit of time while maintaining its quality;

improving the quality of products with a constant mass, created per unit of time;

reducing labor costs per unit of production;

changes in the ratio of living and past labor costs towards an increase in the share of past labor costs with a general reduction in labor costs;

reducing the time of production and circulation of goods;

increase in mass and rate of return.

As a second indicator of labor productivity, labor intensity is used, which is calculated per unit of output and for the entire commodity output. Labor intensity is the cost of working time for the production of a unit of production in physical terms for the entire range of products and services. Labor intensity reflects a direct relationship between the volume of production and labor costs, the use of the labor intensity indicator makes it possible to link the problem of measuring labor productivity with the factors and reserves of its growth. The labor intensity indicator allows you to compare the labor costs for the same products in different shops and at the sites of the enterprise.

Distinguish between normative, planned and actual labor intensity.

Standard labor intensity refers to labor costs for the manufacture of a unit of production or the performance of a certain amount of work in accordance with current standards.

The planned labor intensity reflects the labor costs per unit of production or for the performance of a certain amount of work, established taking into account changes in the norms in the planning period as a result of the implementation of organizational and technical measures.

The actual labor intensity is determined by the actual cost of labor. The types of labor costs included in the labor intensity are distinguished: technological, production, total labor intensity, labor intensity of service, production management.

Indicators of labor productivity (output and labor intensity) are inversely related: if labor productivity increases, then labor intensity decreases. But it does not decrease in direct proportion: output increases to a greater extent than labor intensity decreases.

Their relationship can be expressed as follows:

PV \u003d 100 * ST / 100 - ST and ST \u003d 100 * PV / 100 + PV,

where PV is the increase in production (in%);

ST - decrease in labor intensity (in%).

Reducing labor intensity is ensured by the introduction of new technologies, modernization of existing equipment, rationalization of production, etc.

1.2 Factors of labor productivity growth

Labor productivity is a dynamic indicator. It matters only in its progressive change. It is the increase in labor productivity that is the main condition for ensuring economic growth and economic development on a national scale.

Labor productivity depends on many factors. Labor productivity factors are objective and subjective reasons for the change in this indicator. They can also be viewed as reserves for increasing labor productivity.

Labor productivity factors are grouped into the following groups:

) Factors of fixed capital. Their role is determined by the quality, level of development and the degree of use of investments and long-term tangible assets.

Figure: 1 - Organization of business activities

) Socio-economic factors. Moreover, the contribution of each individual to the total aggregate labor is not the same: some in a team always produce more than the average value, while others - less than the average. However, the currently used collective methods of calculating labor productivity do not take this into account. The productivity of an individual worker depends on his ability, skill, knowledge, age, health status and a number of other reasons. In this group of factors, the country's expenditures on education and health care should also be noted. investment of society in the social sphere. There is no doubt that the professional training of workers depends on the level of school and professional, including higher education, and the health of the nation and each worker individually depends on the state of medical services for the population.

) Organizational factors. They cover a set of measures for the organization of labor and management, personnel management. With the development of the economy, the role of this group of factors increases.

A special group is made up of factors affecting relationships in the team and labor discipline (Figure 3).

The action of these factors of labor productivity is due to objective, including natural and social, conditions of activity. Among them, one should also note the climatic conditions and the presence of the country's natural resources, its social development, political life and the level of well-being of the population.

The action of general economic factors is associated with the social division of labor, including international, the availability and use of labor resources, the structure of production.

Intersectoral and sectoral factors in the growth of labor productivity are associated with the peculiarities of the organization of production - its specialization, concentration and combination, with inter-production cooperation.

Factors in the growth of labor productivity in the workplace include, first of all, a set of measures to eliminate the loss of working time and more rational use of it.

1.3 Reasons for low labor productivity in Russian industry

Labor productivity is an estimated, first of all, a quantitative indicator, which in a more understandable transformation can be easily explained by the formula "time is money". That is, how long does it take for an average person, for example, an American or a Russian, to produce products, again, for example, for a thousand real dollars.

Without going into scientific and economic details, labor productivity in a particular country is calculated by dividing GDP by the total number of employees. Therefore, other things being equal - political, tax, climatic, etc. - those who have more labor productivity live better, longer, more beautiful. According to the Wall Street Journal, labor productivity in industrial sectors of the economy in the EU countries is on average 20% lower than in the United States, which certainly affects the way of life.

But this lag, although unpleasant, is not critical, which cannot be said about Russia. Labor productivity in a number of Russian industries is dozens of times lower than American and European indicators, while on the whole, in Russia, citizens of developed countries work 4-5 times worse.

According to RIA Novosti, by industry, productivity varies significantly. So the space enterprises of the Russian Federation annually perform work at the rate of $ 14.8 thousand per worker or engineer; this figure at the aerospace complex of the European Union is $ 126.8 thousand, and at NASA USA - $ 493.5 thousand (33.3 times higher). The average worker of electric locomotive and car building enterprises in Russia masters $ 20-25 thousand per year, which is four times worse than a Frenchman and eight times worse than a Canadian. The same picture at the shipyards of the country: our shipbuilder works three times slower than the South Korean with the same volume of metal structures; the same is true in the automotive industry.

In the total lag in labor productivity, the most significant component is low competitiveness. The simplest example from domestic practice: labor productivity in civil aircraft construction is six times lower than in the defense complex. In other words, the consumer is ready to pay much more for a unit of Russian military products than for similar but civilian equipment.

Reasons for low labor productivity in Russia:

Significant social burden, i.e. significant spending on children and professional sports weighs heavily on corporate GDP, and those who are effectively engaged in useful business are participating in the "decline" in the productivity of corporations and the country as a whole. And taking into account the annual working time, which in Russia due to holidays is less than that of foreign colleagues, these losses are significant.

Low qualifications. According to statistics from the Ministry of Labor, the number of highly qualified workers in Russia is 5-7% of the total number of workers, while in developed countries within half, which is a powerful factor affecting labor productivity, as it allows you to constantly update technologies and equipment.

The technological legacy of the past. It is known that it is impossible to create research and design firms focused on the development of new industries at once, even by pumping capital. Real engineering personnel are “forged” by generations, and cutting-edge technologies grow on the basis of once created and effectively working developments. In the Russian Federation, there is a technological imbalance, since in the USSR exclusively military and space engineering was supported. As a result, the products of the military-industrial complex of Russia are still a competitor and in demand, as evidenced by the reports of the defense industry export organizations and the annually increasing share of the arms market. The problem is that purchases of know-how and new machine tools can bring the industry up to a certain threshold level, but will not ensure the parity of Russian labor productivity. This is due to the fact that Western countries, obeying the instinct of economic self-preservation, will never share their supernova secrets, and will sell, albeit good technologies, but of yesterday. It is obvious that the western level of labor productivity can be achieved only by Russian science.

"Soviet" mentality. He is also from the past. Business experts admit that Darwin's theory works well for industrial competition. The smartest and most successful survive, who are able to organize the optimal work of their employees, rigidly weeding out the incapable and promoting the gifted. It is unlikely that the "naturally bad manager" will be helped by years of study at Cambridge and smart books on work optimization.

Chapter 2. Technical and economic characteristics of the enterprise, dynamics and growth rates of labor productivity at the enterprise LLC "Nord"

.1 Technical and economic characteristics of the enterprise

LLC "Nord" is a construction organization, which is located at: Kaluga, st. Kirov, 45. The main activities of the Company are:

Various types of services to legal entities and individuals;

conducting marketing, financial and problem studies;

production of building materials;

construction and installation, repair and construction and commissioning works;

transport, transport-operational and storage services;

carrying out brokerage dealer barter operations, resale operations;

introduction of scientific and technical products, improvement of technologies, developments, inventions "know-how" in production

utilization, processing, sale of secondary raw materials and production waste

and other services

The main economic indicators characterizing the activities of the enterprise are shown in the following table.

Table 1 - Main economic indicators of LLC "Nord"

Indicators
Average annual number of employees, people
Average cost of fixed assets, thousand rubles
Cost of material resources, thousand rubles
Labor productivity
Return on assets, rub.
Material efficiency, rub.
Profit (loss) from the sale of products (goods, services) thousand rubles
The level of profitability (+), loss ratio (-),%

The table shows that an increase in the number of employees in 2010 by 38 people contributed to an increase in labor productivity by 10.2 thousand rubles. And an increase in the number of employees in 2011 by 207 people increased labor productivity by 555.9 thousand rubles.

Return on assets in 2011 increased by 9.1 thousand rubles. in relation to 2010. which indicates an increase in the funds used at the enterprise.

Material efficiency increased by 3.9 thousand rubles. compared to 2010, which indicates an increase in construction costs, attracting more materials and raw materials.

2.2 Labor force analysis

Let's analyze the number of personnel, presented in table 2.

Table 2 - Analysis of the dynamics of the number of personnel

Index
Planned headcount
Average headcount
Lack of staff,%
Number of employees who quit
The number of people who quit on their own and for violation labor discipline
The number of employees who have worked all year
The turnover rate for the reception of workers
Disposal turnover ratio
Employee turnover rate
Personnel constancy coefficient

Analyzing the table, it should be noted that all analyzed years the enterprise worked with a staff shortage of about 2%. This was the result of an ill-conceived personnel policy of the enterprise, and was often artificially caused by the personnel themselves, since the ability to perform a larger amount of work allowed them to earn more. This fact suggests that the planned number of personnel is overestimated, due to erroneous rationing of production indicators for workers and employees.

Since the enterprise is quite young (the period under review covers half of its age), it is pleasant to note the emerging trend towards stabilization of the staff and the elimination of random people, this is evidenced by the coefficient of staff constancy of the enterprise, which increased by 0.037. After 2010, which was marked by strong personnel changes, in 2011 stabilization was achieved in all indicators: the turnover rate on retirement decreased by 0.037, and the staff turnover rate by 0.03. The sharp drop in the turnover ratio for staff recruitment was the result of the development of large production capacities in 2010, than 2011, unfortunately, cannot boast.

The completeness of the use of labor resources can be assessed by the number of hours worked and by one employee for the analyzed period of time, as well as by the degree of use of the working time fund.

Consider table 3.

First of all, it is necessary to note the emerging trend of growth in the number of days worked by one worker, both in comparison with the previous year and with the plan, in 2009 the growth was 1 day, in 2010 - 3, and in 2011 - 18 days. This was caused primarily by a significant excess of the actual output over the planned, in 2009 by 20,450 million rubles, in 2010 by 21,070 million rubles, and in 2011 by 27,900 million rubles. (data taken from table 4).

I would like to note that the growth of production volumes is not easy, despite the high (exceeding planned) intensity of workers' work, overtime hours worked in 2009 amounted to 312.8 thousand hours, in 2010 a little less - 299.3 thousand hours, and in 2011 this figure of 568.7 thousand hours. If we evaluate this in terms of working days worked in excess of the norm, it turns out that each worker worked an extra 88 days in 2009, 91 days in 2010, and 109 in 2011. That is, workers worked practically without days off and holidays.

Table 3 - Use of labor resources

Index

Last year

Deviation (+, -)

Deviation (+, -)

Deviation (+, -)

From last year

From the plan

From last year

From the plan

From last year

From the plan

Average annual number (number) of workers

Man-hours worked

Number of man-days worked

Worked in a year by one worker, days

Average working day, h

Working time fund, thous.

Including overtime hours worked, thous.

labor productivity enterprise

Table 4 - Labor productivity

Index
Production volume, million rubles
Average number of industrial production personnel (PPP)
Workers (KR)
Share of workers in the total number of industrial production personnel (UD),%
Days worked by one worker per year (D)
Average working day (P), h
The total amount of time worked: by all workers per year (T), thousand hours
Including one worker, person h
Average annual output, million rubles: one worker (GW)
One worker (GV`)
Average daily output of a worker (DM), thousand rubles
Above-planned time savings due to the implementation of STP (Te) activities, thousand people h
Change in the cost of goods

Table 5 - Influence of factors

Another conclusion that can be drawn from Table 3 is a significant decrease in the actual duration of the work shift. Despite the fact that in 2009 it was 6.47 hours, which is already 0.53 hours less than the planned duration, in 2010 it again decreased by 0.25 hours, having dropped to 6.22, and continues to decline in 2011 - 6.22-0 .15 \u003d 6.07 hours. That is, every shift in 2011 had almost an hour of downtime.

2.3 Labor productivity and its dynamics

To assess the level of labor productivity, a system of generalizing, partial and auxiliary indicators is used.

The generalizing indicators include the average annual, average daily and average hourly output per worker in value terms. Private indicators are the time spent on the production of a unit of a certain type of product in physical terms for one man-day or man-hour. Auxiliary indicators characterize the time spent on performing a unit of a certain type of work or the amount of work performed per unit of time.

The most generalized indicator of labor productivity is the average annual output of one worker. Its value depends not only on the production of workers, but also on the proportion of the latter in the total number of industrial and production personnel, as well as on the number of days worked by them and the length of the working day.

This most objective indicator will help us to evaluate table 4.

Although most of the indicators in these tables are not encouraging, there is still something to note.

First of all, this is an increase in the average annual output per employee, which in 2009 amounted to 31.4 million rubles. per person, in 2010 it grew slightly - 31.6 million rubles, and in 2011 it grew quite seriously, amounting to 33.7 million rubles. per person.

Let us analyze in more detail using the method of chain substitutions the contribution of each factor affecting the average annual output:

The calculation results are visible in table 4. It calculates the actual growth relative to the planned level.

First, let us calculate the increase in average annual output under the influence of an increase in the number of workers in the total number of industrial and production personnel. All three years, this increase is very insignificant and approximately the same (ranges from 237.58 to 247.35 thousand rubles per person), which, in principle, was to be expected.

The influence of the second quantitative factor - the number of days worked by one worker is much more significant: in 2009 - 6163 thousand rubles, in 2010 - 6500 thousand rubles, and in 2011 - 7911 thousand rubles. A steady upward trend is visible, but this is far from a reason for celebration. The enterprise is engaged in self-criticism and very soon the limit will come. The production strategy needs to be changed urgently.

The third factor is the length of the working day. This is where the scope for the activity of production workers and a solid reserve of growth. For a number of reasons, which we will disclose below, the enterprise received less from each operating product in 2009 by 1,797.48 thousand rubles, in 2010 already by 2,722.24 thousand, and in 2011 by 3475.02 thousand rubles.

As for the last, fourth indicator, everything is fine here, it is immediately clear that the company's management has concentrated its efforts in this direction.

The average hourly output is steadily growing (I wonder if there is a limit), and, consequently, its contribution to the increase in average annual output is also growing. So in 2009, due to the average hourly output per worker, the target was exceeded by 9447.41 thousand rubles, in 2010 by 9936.87 thousand rubles, in 2011 by 11000.3 thousand.

Chapter 3. Reserves and ways to increase labor productivity at the enterprise

The reserves for the growth of labor productivity make it possible to more fully use the productivity of the labor force to reduce labor costs per unit of output by improving technology, technology, organization of production and labor.

Based on the results of the technical and economic analysis of the enterprise, the following set of measures to optimize the production process can be proposed.

First, a set of efforts aimed at reducing the duration of equipment downtime. Updating the equipment fleet in order to reduce the frequency of breakdowns. Advanced training and optimization of the work of repairmen in order to improve the quality of equipment repair. The introduction of a material interest in reducing the duration of equipment downtime for all persons on whom it depends.

Secondly, a change in the situation characterized by an increase in the number of actually worked shifts among industrial and production personnel. Namely:

Purchase of more efficient equipment, introduction of more modern time-saving technologies in order to increase labor productivity, since one cannot expect that the enterprise will reduce production.

The introduction of strict control over the accounting of working hours, in order to reduce the registration.

Further promotion of the piece-rate wage system in order to compensate workers for losses from a decrease in the amount of actually worked time caused by the implementation of the above measures.

Thirdly, it is necessary to consolidate the emerging tendency to stabilize the staff of the enterprise. For this, it is necessary to carry out a number of activities in social sphere... In general, the level of the variable component of the wage bill at the analyzed enterprise is significantly lower than the constant level. This is primarily the result of imperfection in piecework wages and a large number of time workers. Secondly, this is a consequence of the masking of wage items depending on the quantitative level of production into a constant component item. This is a consequence of an unnecessarily complicated system of organizing remuneration, with the goal of making the working person dependent on management in all respects (the system of KTU, especially important tasks, various allowances and bonuses).

In general, summarizing the above, we can conclude that the work of the enterprise deserves a positive assessment. In our difficult time, it not only did not reduce production volumes, but also continues to increase them, introducing a new range of products and services. As well as a positive fact, one can note the management's concern for ordinary employees, the desire to create them material and moral conditions for good work. The staff of the enterprise is also not bad, one might even say shock, work, despite the difficulties. The company has solid production potential and growth potential.

Conclusion

Based on the results of the work done, a number of conclusions can be drawn.

In the totality of the enterprise's resources, labor resources occupy a special place. At the level of an individual enterprise, instead of the term “labor resources”, the term “personnel” or “personnel” is often used. Cadres, in a broad sense, are the main productive force of society. A lot depends on the personnel policy, first of all, how rationally the workforce is used and the efficiency of the enterprise.

A further increase in labor productivity in a market economy is of particular importance, because it is associated with the transition of the economy from the predominant use of the extensive type of development of the national economy to an intensive one, when expanded reproduction is increasingly carried out by accelerating technical progress and, on this basis, increasing labor productivity. The growth of labor productivity plays a huge role in solving the main economic strategy of public administration, the highest goal of which is a steady rise in the material and cultural standard of living of the people, the creation of better conditions for the all-round development of the individual on the basis of a further increase in the efficiency of social production, the growth of social and labor activity of workers.

The current remuneration system is based on three main principles.

First, providing enterprises and organizations operating on the basis of various forms of ownership and management, maximum independence in matters of wages, provided that all measures to increase wages are carried out by enterprises exclusively at their own expense without allocating funds for these purposes from budget.

Secondly, for the purpose of social protection of workers in the period of transition to market relations, state regulation of the minimum wage is carried out by maintaining the tariff system, which is mandatory for all parts of the national economy. It will provide workers with even the lowest qualifications with a normal reproduction of the labor force, regardless of the form of ownership in which they work. Social protection of the population is also provided by the state through the introduction of a minimum consumer budget and indexation of the population's income.

And, thirdly, the elimination of equalization in wages and the removal of restrictions on its growth, the dependence of workers' wages on the quantity and quality of labor expended by them and the final results of the work of the team.

Proceeding from the significance of the growth of labor productivity in increasing the efficiency of the enterprise, the tasks of the analysis are determined.

During the analysis it is necessary to establish:

the degree of fulfillment of the task for the growth of labor productivity;

the intensity of the task for the growth of labor productivity and determine the increase in production due to this factor;

factors affecting the change in labor productivity (output) indicators; reserves for the growth of labor productivity (output) and measures for their use.

As for the analysis of the labor resources of LLC "Nord", the following measures must be taken:

a set of efforts is needed to reduce the duration of equipment downtime. Updating the equipment fleet in order to reduce the frequency of breakdowns. Advanced training and optimization of the work of repairmen in order to improve the quality of equipment repair. Introduction of material interest in reducing the duration of equipment downtime for all persons on whom it depends;

the purchase of more efficient equipment, the introduction of more modern time-saving technologies in order to increase labor productivity, since one cannot expect that the enterprise will reduce the volume of production;

the introduction of strict control over the recording of working hours, in order to reduce postscripts;

further promotion of the piece-rate wage system, in order to compensate workers for losses from a decrease in the amount of actually worked time caused by the implementation of the above measures;

it is necessary to consolidate the emerging tendency to stabilize the personnel structure of the enterprise. For this, it is necessary to carry out a number of measures in the social sphere.

In general, summarizing the above, we can conclude that the work of the enterprise deserves a positive assessment. In our difficult time, it not only did not reduce production volumes, but also continues to increase them, introducing a new range of products and services. As well as a positive fact, one can note the management's concern for ordinary employees, the desire to create them material and moral conditions for good work. The company has solid production potential and growth potential.

List of used literature

Bazilevich A.I. Enterprise innovation management: a tutorial. - M .: UNITY-DANA, 2010.

Innovation management: textbook / ed. V. Ya. Gorfinkel, B.N. Chernysheva. - M .: University textbook, 2009.

Small innovative business: textbook / ed. V. Ya. Gorfinkel, T.G. Popadyuk. - M .: University textbook: INFRA-M, 2012.

Organization business activities: textbook / ed. V. Ya. Gorfinkel, T.G. Popadyuk. - M .: Prospect, 2010.

Modern management: textbook / ed. M.M. Maksimtsova, V. Ya. Gorfinkel. - M .: University textbook: INFRA-M, 2012.

Economics of the firm: textbook for bachelors / ed. V. Ya. Gorfinkel. - 2nd ed., Rev. and add. - M .: Yurayt, 2012.

Economy of the company: textbook for universities / ed. V. Ya. Gorfinkel. - M .: Yurayt, 2011.

Group student

COURSE WORK

ON THE ECONOMY OF THE ENTERPRISE

"Improving the efficiency of use

Labor resources at the enterprise "

Leader

Coursework Coursework

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ESSAY

Explanatory note 52 pages, 2 figures, 5 tables, 7 sources, 30 formulas.

Frames, Labor resources, profession, specialty, qualifications, industrial and production personnel, payroll, wages, pay structure, forms and systems of remuneration, payroll, labor incentives, personnel policy, personnel management, labor productivity.

The purpose of this course work is to research and improve the use of labor resources in the enterprise.

The object of the research is to increase the efficiency of the use of labor resources in industry.

As a result of the analysis, an action was proposed for the commissioning of new equipment.

As a result of the implementation of the measure, coal production will increase, working conditions for workers will improve, the average monthly wage of employees of the enterprise will increase, which in turn will increase the interest of workers in work, and their labor productivity will increase.

use of labor resources 30

Labor force, as interpreted in the course of economics, is a combination of a person's physical and mental abilities, his ability to work. In a market economy, the “ability to work” makes labor a commodity. But this is no ordinary commodity. Its difference from other goods is that, firstly, it creates value more than it costs itself, secondly, without its involvement it is impossible to carry out any production, thirdly, the degree (efficiency) of using the main and circulating production assets.

The concept of efficiency is a complex of factors and criteria for the rational organization of labor: conscientious work of employees; productive labor, which ensures a high level of productivity not only depending on a combination of factors, but also on the wishes of workers; efficient use of working time; favorable working conditions for employees; establishing the correct relationship between the results of labor and its payment; stimulation quality work at a minimum cost of resources and material responsibility for low-quality labor.

Therefore, it is possible to achieve high production and economic results of the economy by achieving high efficiency in the use of the enterprise's labor resources.

One of the important factors affecting the efficiency of the use of labor resources at the enterprise are working conditions and wages, which should be simple, accessible and understandable. It is the working conditions and wages, and often only this, that is the reason that brings the worker to his workplace. Wages have a motivational effect: money makes a person work, and their amount stimulates labor activity and increases labor productivity.

The purpose of this course work is to study and improve the use of labor resources in the enterprise, analysis of the current system and forms of remuneration. Taking into account the results of research to develop measures to improve the efficiency of the use of labor resources of the enterprise.

To achieve this goal, the following tasks must be completed.

First, it is necessary to determine the essence of labor resources and industrial production personnel.

Secondly, to consider modern systems of remuneration, to determine the basic principles of the organization of wages and to study the system of organization of remuneration at the enterprise, to analyze labor productivity, the wage bill and wages at the enterprise.

Third, to develop specific measures that could increase the labor resources of the enterprise, the satisfaction of employees with their wages.

The object of the research is to increase the efficiency of the use of labor resources at the enterprise.

The subject of the study is to increase the use of labor resources in the branch of OJSC Southern Kuzbass - Sibirginskaya Mine.

The production of each country and each industry depends on a number of factors. These factors are personnel, labor and wages.

Labor is a purposeful human activity. The enterprise uses the labor of people of various professions

Human resources are the most valuable and important part of the productive forces of society. In general, the efficiency of production depends on the qualifications of workers, their placement and use, which affects the volume and rate of increase in the output, the use of material and technical means / 1 /.

That is, the use of the labor resources of the enterprise is directly related to the change in the indicator of labor productivity. The growth of this indicator is the most important condition for the development of the country's productive forces and the main source of growth in national income.

Labor resources are a part of the population of both sexes, which, due to psychophysiological and intellectual qualities, is capable of producing material goods and services and being in social and labor relations with a certain enterprise / 5, p. 101 /.

Sufficient provision of enterprises with the necessary labor resources, their rational use, a high level of labor productivity are of great importance for increasing the volume of production and increasing production efficiency.

In particular, the volume and timeliness of all work, the efficiency of the use of equipment, machines, mechanisms, and, as a result, the volume of production, its cost, profit and a number of other economic indicators depend on the provision of an enterprise with labor resources and the efficiency of their use.

Age boundaries and the socio-demographic composition of the labor force are determined by a system of legislative acts.

Labor resources include:

1) the population of working age, with the exception of invalids of war and labor of groups I and II and non-working persons receiving pensions on preferential terms;

2) employed persons of retirement age;

3) working adolescents under the age of 16.

Under Russian law, adolescents under 16 are hired upon reaching the age of 15 in exceptional cases. It is also allowed, in order to prepare young people for work, to hire students of general education schools, vocational and secondary special educational institutions upon reaching the age of 14 with the consent of one of the parents or a person replacing him, provided that they are provided with easy labor. Not harmful to health and does not interfere with the learning process.

The labor resource of the enterprise is distributed according to professions, specialties and qualifications.

A profession is a special type of work activity that requires certain theoretical knowledge and practical skills.

Specialty is a kind professional activity, which has specific features and requires additional knowledge and skills from employees (economists: planners, marketers, financiers, and so on).

Qualification is the degree to which an employee has mastered a particular profession or specialty.

All employees of the enterprise are divided into two groups: industrial and production personnel (employed in production activities) and personnel of non-industrial units (employees employed in housing, utilities and subsidiary farms, health centers, dispensaries, educational institutions) / 5, p. 101 /.

0

Faculty of Economics and Management

Department of Personnel Management

COURSE WORK

in the discipline "Human Resource Management"

Improving the efficiency of the use of labor resources at the enterprise

Coursework plan

Introduction

1 Labor resources and labor potential

• Labor resources: composition and structure
• Main indicators of personnel performance assessment

1.3 Sales personnel motivation system

Enterprises of DOOO "Reinforced concrete"

2.1general characteristics DOOO "Reinforced concrete"

2.2 Analysis of the composition and structure of the personnel of the DOOO "Reinforced concrete"

DOOO "Reinforced concrete"

3 Ways to improve the efficiency of use of labor resources

3.1 The problem of the cement and concrete industry, their elimination

3.2 Measures to ensure the growth of labor productivity

3.3. Measures to improve the level of qualifications, education and staffing

Conclusion

List of sources used

Introduction …………………………………………………………………… ..… 4

1 Labor resources and labor potential ……………………………… ..… 5

• Labor resources: composition and structure ……………………………… ..… ..5
• Main indicators of personnel performance assessment ……………… ..… .8

1.3 Sales personnel motivation system ……………………………… ..13

2 Assessment of the effectiveness of personnel functioning on the example

Enterprises of the Reinforced Concrete DOOO ……………………………………… ... 17

2.1 General characteristics of DOOO "Reinforced concrete" ………………………… .. 17

2.2 Analysis of the composition and structure of the personnel of DOOO "Reinforced concrete" ...................... 18

2.3 The system of training and retraining of personnel

DOOO "Reinforced concrete" ………………………………………………………… .23

3 Ways to improve the efficiency of use of labor resources ... ... 26

3.1 The problem of the industry of cements and concrete, their elimination ………………… ..26

3.2 Measures to ensure the growth of labor productivity …… ..… 29

3.3. Activities to improve the level of qualifications, education and staffing ………………………………………………… ..32

Conclusion ……………………………………………………………………… 35

List of sources used ………………………………………… 37

Introduction

The labor force includes that part of the population that has the necessary physical data, knowledge and skills in the relevant industry. Sufficient provision of enterprises with the necessary labor resources, their rational use, a high level of labor productivity are of great importance for increasing production volumes and increasing production efficiency. In particular, the volume and timeliness of all work, the efficiency of the use of equipment, machines, mechanisms and, as a result, the volume of production, its cost price, profit and a number of other economic indicators depend on the provision of an enterprise with labor resources and the efficiency of their use. ...

The relevance of the study of this problem at the present stage is growing more and more. This is due to the ongoing transformations of the social system, the reorganization of forms of ownership, the replacement of administrative methods of economic management, the transfer of the economy to market relations. All these circumstances give a qualitatively new content to the process of formation of labor resources, and, therefore, the study of this process at the moment is acquiring special significance. Based on the foregoing, we come to the conclusion that the specific task of any analysis of the enterprise's labor resources is to find weaknesses in production associated with the use of labor, and its purpose is to develop recommendations that will not allow the enterprise to reduce the volume and quality of its commercial products.

The main goal of this work can be formulated as follows: to assess the labor performance of a particular enterprise (this will be DOOO Reinforced Concrete).

The structure of the analysis of the use of labor resources as a whole determines the course of work on its study. Based on this, we will sequentially consider the use of labor resources based on:

Analysis of the size and movement of the labor force;

Analysis of the use of working time;

Analysis of the implementation of the plan to increase labor productivity;

Analysis of the efficiency of the use of labor resources.

The course work sets out theoretical issues related to the use of the labor resources of the organization, the analysis of their use in the enterprise, as well as a practical analysis of the use of labor resources of the operating enterprise.

• Labor resources and labor potential

• Labor resources: composition and structure

Labor resources are the able-bodied part of the population with physical and intellectual abilities for labor activity, capable of producing material goods or providing services, i.e. labor resources include, on the one hand, those people who are employed in the economy, and on the other, not employed, but able to work. Thus, the workforce consists of real and potential employees.

The main characteristic of the labor resources that are used in the enterprise are personnel.

The personnel of the enterprise is a set of employees of various professional and qualification groups employed at the enterprise and included in its payroll. The payroll includes all employees hired for work related to both main and non-main activities.

It is necessary to distinguish between the concepts of "personnel", "personnel" and "labor resources of the enterprise." The concept of "labor resources of an enterprise" characterizes its potential labor force, "personnel" - the entire staff of hired permanent and temporary, skilled and unskilled workers. The personnel of the enterprise is understood as the main (full-time, permanent), as a rule, qualified staff of the enterprise's employees.

The composition and quantitative ratios of individual categories and groups of employees of the enterprise characterize the structure of personnel.

Personnel of the enterprise directly related to the production process, i.e. those engaged in the main production activities represent the industrial production personnel (PPP), which includes all employees of the main and auxiliary shops, plant management apparatus, laboratories, research and development departments, computer centers engaged in production activities and maintenance of production. In addition, an enterprise may have personnel from non-industrial subdivisions - workers employed in housing, communal and subsidiary farms, health centers, dispensaries, educational institutions.

PPP workers are divided into two main groups - workers and employees. At the same time, in the group of employees, managers are allocated (endowed with powers), specialists and employees themselves (carry out the preparation and execution of documentation, accounting, control, etc.

Depending on the nature of labor activity, the personnel of the enterprise are subdivided by professions, specialties and skill levels.

A profession implies a special type of work activity that requires certain theoretical knowledge and practical skills. A specialty is a type of activity within a profession that has specific characteristics and requires additional special knowledge and skills from employees.

Workers in each profession and specialty differ in skill level. Qualification characterizes the degree of mastery by the employee of tone or another profession, specialty and is reflected in qualification (tariff) categories and categories. Tariff categories and categories are at the same time showing gels that characterize the degree of complexity of the work.

Other qualitative characteristics of the labor force are education, gender, age, qualifications, professional competence, intellectual potential, age, education, nationality and language, social groups, place of residence, religion, profession, employment in spheres.

In modern conditions, wider requirements are also imposed on the work of workers, among which are of particular importance:

Ingenuity, rationalization, innovation;

Versatility;

Rapid mastering of new knowledge and constant self-development;

A sense of duty and responsibility;

Desire to work aspiration to obtain moral satisfaction from work;

High self-discipline;

Striving for professional growth;

Ability to work in a team, etc.

The improvement of the quality level of labor resources is carried out through the development and implementation of a balanced personnel policy.

Staff training contributes to improving the quality of the workforce and is carried out on the basis of vocational guidance and professional selection, primary training; advanced training; retraining.

The level of education of labor resources is their most important qualitative characteristic. It is determined by the average number of years of study, the number of pupils and students, the proportion of specialists with higher education and other indicators of society. The level of education is characterized by such indicators as the percentage of literacy, the average number of years of schooling, the distribution of the population by groups depending on the education received.

Quantitative changes in the number of labor resources are characterized by such indicators as absolute growth, growth rates and growth rates of labor resources.

The absolute growth is defined as the difference between the number of labor resources at the beginning and end of the period under consideration; this can usually be a year or more.

The growth rate is considered as the ratio of the absolute value of the number of labor resources at the end of the given periods to their value at the beginning of the period. If the rate is taken over a number of years, then the average annual rate is determined as the geometric mean by the following formula:

where Trc is the average annual growth rate;

n-number of years;

Rn is the number at the end of the period;

Ro is the number at the beginning of the period.

The growth rate is calculated using the formula:

where Tps is the average annual growth rate.

By the nature of labor functions, the personnel is divided into workers and employees.

Workers create wealth and provide production services. Workers are also classified by profession, age, forms and systems of remuneration, length of service.

Employees carry out the organization of people's activities, production management, administrative, economic, financial and accounting, procurement, legal, research and other types of work.

Only self-employed persons and persons employed in so-called family enterprises, although registered as a legal entity, are not included in the staff of employees, since they receive remuneration for their labor participation from the income remaining in their disposal after taxes and other mandatory payments.

At large enterprises carrying out activities attributed to various sectors of the national economy, all personnel are divided into persons employed in the main activity and persons who form the personnel in non-main activities. Regardless of the scope of work, all personnel of the company are divided into categories. Today it is customary to distinguish the following categories of personnel: workers, employees, specialists and managers. Depending on the nature of the functions performed, managers can be ranked as specialists if their activities require special technical knowledge, or as employees if their functions do not require such special knowledge.

Within the framework of specific firms in the composition of workers, basic workers and auxiliary workers are distinguished. This division is important because, first, workers are the most numerous category; secondly, because the labor functions performed by the main and auxiliary workers are very different, and at the stage of intrafirm planning, the determination of the need for the number of workers in these groups is based on different approaches.

While most of an organization's resources are tangible objects, the value of which decreases over time through depreciation, the value of human resources can and should increase over the years. Thus, both for the good of the organization itself and for the personal good of the employees of its organization, the leadership must constantly work to improve the capacity of personnel in every possible way.

A successful talent development program creates a workforce that is more capable and more motivated to fulfill the organization's tasks. Naturally, this should lead to an increase in productivity, and therefore to an increase in the value of the organization's human resources.

• Main indicators of personnel performance assessment

To determine the possibilities of human participation in economic processes, the concepts of "labor force" and "human capital" are usually used. It is customary to understand labor power as a person's ability to work, i.e. the totality of its physical and intellectual data that can be applied in production. In practice, the labor force is characterized, as a rule, by indicators of health, education and professionalism. Human capital is viewed as a set of qualities that determine productivity and can become sources of income for an individual, family, organization and society. These qualities are usually considered health, natural abilities, education, professionalism, mobility.

The set of characteristics that are used in the literature to determine the opportunities for effective labor does not fully correspond to the realities of the modern economy. It is advisable to expand this set based on the concept of labor potential. Its indicators should characterize:

• psychophysiological opportunities for participation in socially useful activities;
• opportunities for normal social contacts;
• the ability to generate new ideas, methods, images, ideas;
• rationality of behavior;
• availability of knowledge and skills necessary to perform certain duties and types of work;
• labor market offers.

The following indicators of labor potential correspond to the above aspects:

• health;
• morality and ability to work in a team;
• creative potential;
• activity;
• organization;
• education;
• professionalism;
• working time resources.

The indicators characterizing these components can relate both to an individual person and to various groups, including the personnel of the organization and the population of the country as a whole. This can be verified by examining Table 1.

A person's labor potential is part of his potential as a person, i.e. in relation to an individual, labor potential is a part of a person's potential, which is formed on the basis of natural data (abilities), education, upbringing and life experience.

Thus, in relation to the organization, labor potential is the maximum value of the possible participation of workers in production, taking into account their psychophysiological characteristics, the level of professional knowledge and accumulated experience.

The labor potential of the organization includes several gender and age groups of workers with different potential capabilities, is qualitatively characterized by the educational and professional qualification level and work experience in the chosen specialty. It is formed under the influence of technical and organizational factors, since in order to implement production process taking into account specialization, each organization is equipped with the necessary equipment.

When determining the value of the potential and its use, it is important to choose the correct measurement indicator. The number is taken as the main indicator of volume, and the indicator of use is person-year. Studies carried out by a number of scientists show that the difference in the assessment of labor costs in the country's industry in terms of man-hours worked and the average number of employees is fifteen percent.

Table 1- Examples of characteristics of labor potential

Labor potential components	Analysis objects and corresponding indicators
		Company	Society
Health	Ability to work. Absence from work due to illness	Loss of working time due to illness and injury. Personnel health costs	Average life expectancy. Healthcare costs. Mortality by age
Moral	Attitude towards others	The relationship between employees. Losses from conflicts	Attitudes towards disabled people, children, the elderly. Crime, social tension
Creative potential	Creative skills	The number of inventions, patents, rationalization proposals, new products per employee, entrepreneurship
Activity	Striving for the realization of abilities. Enterprise
Organization	Accuracy, rationality, discipline, thrift, commitment, decency	Discipline losses. Purity. Performance	The quality of legislation. The quality of roads and transport. Compliance with treaties and laws
Education	Knowledge. Years at school and university	The share of specialists with higher and secondary education in the total number of employees. Staff development costs	Average number of years of study at school and university. Share of education expenditures in the state budget

Continuation of table 1

Consequently, the average number of employees, which has a variable value, cannot be a standard when assessing the value of potential, therefore, when analyzing the dynamics, it can be applied only with correction factors. And since it is very difficult to develop such coefficients, it is required to find a new volume indicator.

Studies carried out by a number of Russian economists have convincingly shown that only man-hour can act as the main volume indicator of labor potential. It is stable and can be applied in all economic calculations and at any level.

The size of the labor potential of the organization is determined by the formulas below:

Фп \u003d Фк - Тнп (3)

or Фп \u003d H × D × Tcm, (4)

where Фп is the total potential of the organization's working time fund, h;

Фк - the size of the calendar fund of working time, h;

ТНП - non-reserve-forming absenteeism and breaks, hours;

H - the number of employees, people;

D - the number of days of work in the period, days;

Tcm - the duration of the working day, h.

Consequently, the potential size of the production team in hours is the product of the number of employees (H) by the statutory established working day in hours (Tcm), taking into account the number of days (D) of work in the period. Hence, we can express the value of the labor potential of society by the formula:

where Fp.total is the potential fund of time of the society, h;

The size of the population capable of participating in social production by groups;

Tr is the legally established amount of work time by groups of workers during a calendar period (year, quarter, month). It is the product of the number of working days in a period by the specified working day in hours. The number of employees is the most important quantitative indicator characterizing the state and movement of the labor resources of the enterprise. The number is measured by such indicators as payroll, attendance and average number of employees.

The payroll number of employees of an enterprise is an indicator of the number of employees on the payroll for a certain number or date. This indicator takes into account the number of all employees of the enterprise hired for permanent, seasonal and temporary work in accordance with the concluded labor agreements (contracts).

The turnover characterizes the number of employees on the payroll who showed up for work on a given day, including those on business trips. This is the number of workers required to complete a production shift assignment for production.

Average headcount - the average number of employees for a certain period (month, quarter, from the beginning of the year, for the year). The average number of employees per month is determined by summing up the number of employees on the payroll for each calendar day of the month, including holidays and weekends, and dividing the amount received by the number of calendar days of the month.

The state of the personnel and personnel of the enterprise is not a constant value, it changes in accordance with changes in the conditions of management. The change in the composition and structure of the labor resources of the enterprise is characterized by indicators of the movement of labor resources: the coefficient of turnover on disposal; the coefficient of turnover for admission; stability coefficient; turnover rate.

The retirement turnover ratio is determined by the ratio of the number of employees dismissed for all reasons during the reporting period to the average number of employees for the same period:

Kov \u003d Feel / H, (6)

where: Kov - coefficient of turnover for disposal;

Chuv - the number of dismissed employees (for all reasons);

H - the average number of employees.

The recruitment turnover ratio is determined by the ratio of the number of employees hired for the reporting period to the average number of employees for the same period:

Cop \u003d Chp./h, (7)

where: Kov - coefficient of turnover for reception;

NP - the number of hired workers.

The staff stability coefficient is used to assess the level of organization of production management both at the enterprise as a whole and in individual departments:

Ksk \u003d 1 - Chuv * / H * + Chp, (8)

where: Ksk is the frame stability coefficient.

Chuv * - the number of employees who quit the enterprise of their own free will and fired for violations of labor discipline;

H * - the average number of employees of this enterprise in the period preceding the reporting period.

The staff turnover rate is determined by dividing the number of employees of an enterprise (workshop, site), retired or dismissed for a given period of Ruk, by the average number for the same period:

Ktk \u003d Chuv / Chp (9)

Among the leading indicators that determine the human development index, there are three: life expectancy; the level of education; real per capita gross product (DVP). Taken together, they reflect three main qualities: healthy life, the level of knowledge, a standard of living worthy of a person. However, it should be noted that no index is able to fully reflect such a complex concept as human potential. Each indicator is described by separate points: life expectancy - in years of life, education - in years of study, income - in purchasing power, literacy of the adult population - in percent.

• Sales personnel motivation system.

Economic relations put forward more and more new requirements for personnel services: selection, admission, adaptation, assessment, training, rotation and placement of personnel, career development of employees, reformation of personnel consciousness, as well as the use of various methods of motivation.

Motivation can be seen as the process by which goals are recognized, choices are made, and energy is channeled towards achieving a company's goal.

The goal of the motivation process is to create a situation that helps to identify and develop as many levels of needs as possible that align with the goals and values \u200b\u200bof the company. In this process, the following tasks are solved:

Determination of the talent pool (development of employee competencies);

Employee development and employee career development;

Vertical and horizontal rotation of personnel (change of competencies);

Creation of a remuneration system;

Creation of a compensation package;

Ways of intangible motivation;

Information management.

Motivation can be divided into two components that affect the employee:

• External forms (material) - wages, bonuses, commissions, good working conditions (compensation package and social guarantees provided to the employee by the company)
• Internal forms (non-material) - coincidence with the employee's life values, comfort, a sense of success, friendly relations in the team, status, attitude to one's own image, interesting work.

Low employee motivation can lead to negative consequences in the company - a drop in labor productivity, a deterioration in the quality of labor, a deterioration in the socio-psychological climate, a deterioration in the company's image in the external market.

Motivation should be understood as the ability to mobilize the employee's reserve capabilities and encourage him to take action. And while many believe they can convince and motivate their employees with slogan words, encouraging them to achieve better results, this opinion is not always true. Basically, the impact occurs due to the personal example of the leader, and for this there must be his own conviction that this makes sense.

The employee's motivation arises as a result of the choice: "I want to participate in this or not." It is more profitable for the company if the interests of the employee and the company overlap or coincide in some way.

Methods of intangible motivation include:

Assigning employees with work that would allow them to interact;

Conducting meetings with subordinates not only for acceptance strategic decisionsbut also to discuss current issues;

Providing feedback;

Recognition and approval of performance results;

High degree of responsibility;

Training;

Corporate events;

Job title;

HR PR;

Status upgrade

Working conditions

Local regulations, which are available to them and explain what is being done and why, have a positive impact on employees. Local regulations are internal documents that are created in the company, indicating the rules and norms of personnel interaction. Here is a list of documents that allow you to influence staff motivation:

Prescribed mission, philosophy, standards, company values;

Regulation on the ore payment system;

Regulations on the compensation package;

Staff regulations

Internal labor regulations;

Entries in work book (rewards);

Company certificates - training completion, etc.

Positive motivation arises when a person is asked to do so, but it disappears when people are “forced” to comply.

The following example of motivation for department heads can be given:

Motivation rules Praise is more effective than censure and non-constructive criticism. The encouragement should be tangible and preferably immediate. Unpredictable and irregular incentives motivate more than expected and predictable ones. Constant attention to the employee and his family members is the most important motivator. People love winning, so make people feel like a winner more often. Reward for achieving not only the main goal, but also intermediate ones. Give employees freedom of action, the ability to control the situation. Do not infringe on the self-esteem of others, give them the opportunity to "save face". Large and rarely given awards are usually envious, small and frequent ones satisfy the majority. Reasonable internal competition is the engine of progress.

To achieve high results in professional activity, one should find ways to develop employee motivation both at the individual level and at the level of the workplace.

Therefore, the optimal system of motivation and incentives for company personnel must meet the following requirements:

1. Payment for activities must be sufficient, that is, the employee must earn enough to provide a solution to pressing urgent needs. Otherwise, he will look for additional ways to make money or another company.
2. The level of wages with a variable component must be competitive in the labor market.
3. Pay should be perceived by the employee as fair:

Criteria for assessing the activities of employees, the achievement of results should be recorded in local regulations companies known to the personnel and easily measurable;

The principles of remuneration should be the same for all employees of the company should be able to really influence the variable part of their wages.

4. The system of motivation and incentives must be "supportive", that is, it must provide them in difficult life situations - this is a compensation package adopted by the company: medical insurance, issuing loans, material assistance at crucial moments in life (weddings, births of children, etc.). etc.).

Based on the above, employees have confidence that the company is fulfilling its obligations.

Important to remember!

1. There is an optimum of motivation and strength of motive.
2. Any external stimuli (including praise, censure, hurt pride, competition with others) can both enhance and weaken the strength of the motive.
3. Public praise is well received by people; public irony is sharply negative.
4. A negative assessment is stimulating if it is fully justified and given tactfully.
5. The absence of any performance assessment causes a decrease in motivation.
6. Direct praise and indirect (without specifying a specific name) censure often have a positive effect.
7. Material incentives are most effective in the case of growth over time in the value of remuneration and short time intervals between receiving it.
8. Encouraging activity through competition requires great care and consideration of many factors.
9. The presence of other people in the process of work can have both a stimulating and an inhibiting effect on a person.
10. The constant success of human activity leads to a persistent positive attitude towards it. Failures lead to a state of frustration, which subsequently can cause: a) the desire to leave this activity; b) an aggressive reaction to external objects, anger, stubbornness.
11. Satisfaction with the socio-psychological climate
12. Even the smallest impact on the needs of workers increases productivity. But motivation increases especially when a person knows that society needs his work.
13. Simple and repetitive work leads to a sharp decrease in motivation.
14. The lack of a person's clear ideas about the prospects of work, goals and the meaning of activity leads to a decrease in motivation.

• Assessment of the efficiency of personnel functioning on the example of the enterprise Zhelezobeton DOOO

2.1 General characteristics of DOOO "Reinforced concrete"

To perform this task, the data of the enterprise

DOOO "Reinforced Concrete", 452 755, Republic of Belarus, Tuymazy, st. Factory 10.

DOOO "Zhelezobeton" was founded in May 1974 by order of the Ministry of Energy and Electrification and is a legal entity and has the right to carry out any types of economic activity and other activities, have any civil rights and bear all obligations related to the implementation of this activity.

The firm's staff is centralized. The team is headed by the general director.

The number of employees of the company is staffed with highly qualified workers and employees. The brigades are headed by foremen. DOOO "Zhelezobeton" has a well-equipped production base, workshops for the manufacture of joinery, including individual ones, and the machining of sawn timber. The firm is equipped with its own mechanisms, vehicles, buses. Of the mechanisms, tower cranes and DEKs are involved on a subcontract basis.

The company's capacities are currently used at 74%. Loading is planned for 97%.

Competition in the builders' market has intensified. In connection with the organization of numerous limited liability companies, the construction market has replenished with new enterprises that are not burdened social benefits, have seasonal workers, as a result of which the cost per ruble of construction and installation work is significantly lower than that of large enterprises, which is preferable for customers, despite the fact that their professional level is lower.

The number of employees at the enterprise does not exceed 300 people. The company specializes in the production of more than 150 types of items of reinforced concrete, concrete and joinery. These are fence plates, power transmission line poles, stopping pavilions, road slabs, all elements of residential and industrial buildings - from foundations to floor slabs, door, window blocks, garbage and furniture - kitchen corners, tables, chairs. Today DOOO "Zhelezobeton" is intensively developing. A lot of work is being done to re-equip and reconstruct production, new buildings and structures are being built, the production of new products is being mastered, measures are being taken to reduce material consumption and energy costs. The company has experienced, professional staff.

The basis for the implementation of the 2nd chapter was the program "Lexema" - an integrated enterprise management system.

The introduction of an integrated enterprise management automation system allows solving problems of managerial, accounting and production accounting, control over material, financial and information resources, provides managers with full-fledged information for making decisions in various areas of the economy.

In this program, a specialist in the personnel department keeps records of the composition, number, structure (by gender, age, category, level of education).

2.2 Analysis of the composition and structure of the personnel of the DOOO "Reinforced concrete"

In order to study the composition and structure of the investigated enterprise, let us analyze the changes in the composition in the DOOO "Reinforced concrete".

Table 2 - Analysis of the average headcount

The dynamics of changes in the average headcount for the main and non-main industries, the average headcount for the plant and the management staff as a whole are presented in Table 2. It can be seen from them that the average headcount of the main production was 284 people over the year, from the beginning to the end of the year practically does not change and not the main production of 10 people. In connection with the transfer of a small-family dormitory to municipal ownership, the average number of dormitory workers decreased by 4 people. At the beginning of the year it was 12 people, at the end of the year - 8 people. There is also a decrease in the average headcount at the plant as a whole at the beginning of the year - 299 people, at the end of the year - 294 people. and the average number of managers, specialists and employees for the reporting period increased by 1 person. at the end of the year compared to the beginning of the year. The table shows that at the end of the year, the decrease in the average headcount at the plant as a whole was 34 people. or 10.4%

Table 3- Information on the personnel department

			Deviation, +, -
Total employees, people Including workers: 1-2 digits 3-4 digits 5-6 digits without qualifications. discharges Managers and specialists with higher education from average specialist. education with secondary education
Working youth under the age of 30
Percentage of fluidity
Staffing

DOOO "Reinforced concrete" as of January 1, 2013 is fully staffed with qualified personnel. The payroll number of employees as of January 1, 2008 - 295 people compared to last year decreased by 7 people - according to the table3, including:

The number of workers - 247 people in comparison with last year decreased by 11 people.

The number of managers and specialists is 47 people, compared with the last year increased by 3 people.

Working youth under the age of 30 amounted to 55 people, which is 19% of the total. Last year, the number of young people under 30 years old was 48 people, which is 7 people. less than in the reporting year.

The staff turnover was 11%, there was a decrease in staff turnover compared to last year by 20.8%.

Fired in the reporting year - 61 people, including:

At their own request - 27 people (late payment of wages in the first half of the year, caring for children under 14 years of age, change of residence, etc.);

Retirement - 2 people;

Other reasons - 30 people. (by agreement of the parties);

For violation of labor discipline, truancy and appearance in a state of alcoholic intoxication - 7 people.

In 2013, 48,527 rubles were spent on personnel training.

Improved qualifications in 2013:

Managers and specialists - 5 people. in the amount of 32,300 rubles;

Trained workers in educational plants - 24 people. in the amount of 16227 rubles.

They study on the job in higher educational institutions -2 people, in secondary educational institutions -1 people

Figure 1 - Qualification composition of workers for 2013

From Figures 1, 2, it can be seen that in the reporting period, in general, there was no decrease in the level of qualifications of workers compared to last year, the number of workers of 5-6 grades increased by 4% due to the improvement of the qualifications of employees of 3-4 grades

Figure 2 - Qualification composition of workers for 2012

Figure 3 - Organizational structure enterprises of DOOO "Reinforced concrete"

In total, the enterprise has 17 divisions involved in the production process (main shops directly involved in the production of products) and the auxiliary process (workers and employees of non-main production, auxiliary shops, maintenance of equipment and workplaces).

The functions of the heads of departments of the enterprise are to make decisions and ensure their implementation. The functions of the plant management specialists (engineers of the technical and industrial department, the financial department, etc.) are to prepare information (design, technological, planning, accounting), on the basis of which managers make decisions. Technical executors provide the necessary conditions for the work of managers and specialists (n / a: manager's secretary).

Questions on the system and form of remuneration, material assistance, are fully and fully reflected in the collective agreement of the enterprise DOOO "Zhelezobeton" for a period of 2011-2013. (see below for basic provisions).

Payroll is based on hiring orders, timesheets and the approved staffing table.

In the staffing table, wages for all engineering and technical personnel are indicated by salaries.

Appendices are an integral part of the collective agreement.

The main provisions of the annex to the collective agreement:

1. Piecework wages.
2. Time wages.
3. Remuneration for non-core workers.
4. Remuneration for engineering technicians.
5. Deprivation of premiums.
6. Preferential compensatory surcharges.
7. Additional payment for the leadership of the brigade.
8. Additional payment for harmful working conditions.
9. Regulations on bonuses for the main results of the current economic activities of managers, specialists, employees and workers.

Dynamics of the average wages in the whole enterprise:

as of 01.01.2010 - 4256 rubles.

as of 01.01.2011 - 6073 rubles.

as of 01.01.2012 - 5770 rubles.

as of 01.01.2013 - 7373 rubles.

The decrease in the average wage at the enterprise in 2012 is due to the fact that the enterprise worked in 2011 by 50%. Data provided by the department of planning, organization and remuneration.

In May 2011, due to an increase in the subsistence level, an increase in prices for goods and services, the company decided to raise tariff rates by 30%, in connection with which, an order was approved, and an hourly tariff scale was established.

For the quality and durability of cast-in-place and precast concrete buildings, the quality of the concrete is of decisive importance. At present, the enterprise is massively producing and using concrete for construction of unacceptably low quality. One of the main reasons for the poor quality of concrete is the very low quality of the cement.

The low quality of Portland cement is due to the incomplete burning of Portland cement kninker and the lack of grinding of Portland cement by the vast majority of cement plants for the economy of costs, first of all, the main technological fuel, natural gas, the price of which rose sharply in 2008. The phenomenon of clinker underburning is now widespread. In addition, it should be noted the negative role of the introduction of quotas for process fuel and the imperfection of the standard for cement.

The above problems have led to a number of critical negative consequences:

Consumption of cement in concrete has increased;

The time of concrete loss of mobility decreased, frost resistance and water resistance of concrete decreased;

Shrinkage deformations of concrete intensified and the problem of cracking in finished products and structures appeared;

Decreased grade of cements;

The effectiveness of the action of technological additives in concrete has decreased, because in cement based on unburned clinker, there are “marginal phases”, which, when mixed with water, form a gel that absorbs technological additives;

The use of cement based on unburned clinker causes accelerated corrosion of reinforcement, which directly leads to a loss of the bearing capacity of structures, as well as accelerated consumption of forms and formwork;

The durability of concrete products and structures decreases.

• The system of training and retraining of personnel of DOOO "Zhelezobeton"

Organizations have a constant need to improve the productivity of their employees. Many organizations also care about the overall quality of the workforce. One way to achieve this goal is to recruit and select the most qualified and capable new employees. However, this is not enough. Management should also conduct systematic education and training programs for employees to help them achieve their full potential in the organization.

Training is teaching employees the skills to increase their productivity. Final goal Learning is about providing your organization with a sufficient number of people with the skills and abilities necessary to achieve the goals of the organization.

The value of learning is widely recognized. Unfortunately, many executives do not understand the complexities involved. Training is useful and required in three main cases. First, when a person enters the organization. Secondly, when an employee is appointed to a new position or when he is assigned a new job. Thirdly, when the audit reveals that the person lacks certain skills to effectively do his job. Education is a large, specialized area. Specific teaching methods are numerous and must be tailored to the requirements of the profession and organization. Some basic requirements for the effectiveness of training programs are as follows:

1. You need motivation to learn. People need to understand the goals of the program, how the training will increase their productivity and thus their own satisfaction with their work.
2. Leadership must create a climate conducive to learning. This implies encouraging students to active participation in the learning process, support from teachers, willingness to answer questions. The creation of a specific physical environment can also be important. Some organizations prefer to conduct training in special centers rather than on the premises of their organization.
3. If the skills acquired through training are complex, then the learning process should be broken down into sequential steps. A program participant should have the opportunity to practice the skills acquired at each stage of training, and only then move on.
4. Students should feel feedback in relation to the learning outcomes, it is necessary to ensure a positive reinforcement of the material covered. This can take the form of praise or recognition from the instructor or, in the case of computerized modern systems training, in the form of direct feedback with the correct solution of the problems proposed by the program.

Training is carried out in a system that allows a specialist, first of all, to acquire the knowledge necessary for the upcoming performance of the required task. The acquired knowledge is used to form a skill. Skill is viewed as a process of effective organization of temporary connections based on previously acquired knowledge. The broader the scope of knowledge, the more varied the skill. The skill allows the performer to develop important production qualities: organization, the ability to choose the right techniques and methods, as well as assess the results of their activities. It can be acquired by various means, including instruction, imitation of the best examples of labor activity, and personal search. Therefore, the skills are also diverse: cognitive, general labor, constructive - technical, organizational - technological, operational and control. A high level should be considered a skill that requires great knowledge and uses a variety of techniques and methods of work. Skills differ from knowledge in that they are always associated with practice. There is knowledge that is not accompanied by skills (for example, you can know well the device of a car and not be able to repair it). However, no skill can be realized without knowledge. Its purpose is to prepare the performer to acquire skills.

Among the significant variety of teaching methods, it is advisable to highlight the following: self-improvement, mentoring, on-the-job training, introduction to job responsibilities, job rotation, planned improvement courses, active learning, distance learning, counseling. The management of the organization must decide which of the training methods is most appropriate for a particular category of employees or even an individual employee.

HR managers must evaluate learning outcomes using a quantitative scale to assess a number of questions: how much the students liked the content of the training course, whether the program was interesting. It is necessary to control the emergence of new useful knowledge among students. The priority quality indicators are professionalism, communication, technical skills. If we consider professional education as a system, then it is necessary to distinguish two stages in it. The first is vocational training itself. The second is the follow-up effort to deepen, expand, and complement previously acquired qualifications.

Professional development - training due to a change in the nature and content of work of specialists in a position, obsolescence of knowledge. At the same time, depending on the goals, the previously acquired qualifications must be retained, brought in line with the changed situation or used for professional career advancement. Retraining is the acquisition of basic knowledge inherent in another specialty, profession, as well as the development of skills for their application in production activities. The need for such training is associated with a change in professional activity.

The types of professional training are very diverse. Typical are: directed transfer of experience, systematic and systematic change of the workplace, new transfers to a new position, which is often associated with the implementation of management tasks, discussions on topical labor issues, etc. organized form of professional development. Along with it, the unorganized or independent form is of great importance, when the necessary knowledge is obtained from special magazines, lectures, meetings, seminars, conversations, discussions on the exchange of experience, visits to exhibitions, etc.

The purpose of professional training is to achieve a new level of qualification as a worker - specialist. Typically, refresher training takes place at centers serving multiple organizations. So in the fire department Khabarovsk Territory there is a training center for training and retraining of personnel. Before assuming a position, an employee must undergo training at this training center.

3 Ways to improve the efficiency of use of labor resources

• The problem of the cement and concrete industry, their elimination

The quality of concrete, which is critical for the quality, reliability and durability of concrete objects, depends not only on the stability of the composition and the provision of its potential properties, laid down by the design parameters of the concrete mixture.

The quality and durability of structures and structures made of monolithic and precast concrete can be guaranteed only with an extremely clear organization of all stages of production and technological processes, taking into account the peculiarities of the materials, equipment and environmental conditions used. At all stages of concrete work - the production of ready-mixed concrete, its placement in the formwork and the curing of the concrete in the rigging - there are many reasons for the possible loss of concrete its potential qualities.

The issue of the quality of concrete and, if necessary, obtaining high-quality concrete is solved by a combination of three factors:

Fine grinding of cement;

Accurate selection of aggregates;

The use of various special additives.

The purpose of fine grinding of cement is to increase its grade and specific surface area of \u200b\u200bthe cement.

The purpose of accurate selection of aggregates is the maximum adherence of aggregate particles in the concrete body by fractions and by the proportions of each fraction of the fraction in the total mass.

The purpose of adding various additives to concrete is to increase all its quality characteristics, including the grade.

The combination of all three factors makes it possible to achieve high Quality concrete at a specific facility for specific conditions.

Any of the technological additives (modifiers) used to obtain the required properties of concrete or concrete mix has a direct and side effect, which leads to the appearance of the problem of compatibility of additives. So, if a retarder is introduced into the concrete mixture, it reduces the strength of the concrete, etc. To avoid incompatibility, it is necessary to create multi-purpose additive complexes that would not worsen the main positive properties of concrete and at the same time reduce or neutralize the negative properties.

Most of the domestic manufacturers are trying to save costs and, at the same time, release more products, which will inevitably negatively affect the quality of products. Savings are achieved through the acquisition of lower quality, but cheaper raw materials for production, violations of the technological process, including a decrease in the consumption rates of component materials and energy resources. Even large producers are not engaged in stable research and development work, which requires rather large investments in R&D.

Currently, Zhelezobeton DOOO also has the following cement problems in the cement industry:

Extremely low quality of 80% of Portland cement and concretes based on it, produced in Russia;

Inevitable further rise in cement prices, incl. in connection with the consistent increase in domestic Russian prices for natural gas;

There is an acute and growing shortage of cement in Russia, for the elimination of which, within the framework of the existing technology in the world, huge funds are required, the sources of which are not visible. All state construction programs and the construction complex of the Russian Federation as a whole are in question.

One of the options for a radical solution to the main problems of the cement and concrete industry with high economic effect may become a project for the production of high-strength cements. We do not unconsciously assume that there are currently no technologies in Russia that can provide results that are at least partially close to the results from the implementation of the proposed project.

The technology of high-strength cements can be implemented either within the framework of a cement plant, or through deep processing of typical Portland cement of grade 500D0 into high-strength cement, incl. in cement grades 700, 800, 900, 1000.

At the same time, the technology provides for the use at the stage of the share of the standard Portland cement M500 of the technological additive, the use of special modes of cement grinding and a number of other production features, which are the "know-how" of the project initiators.

An important advantage of the technology is that with an increase in the grade of cement to grades 700, 800, 900, 1000, the amount of cement relative to the initial volume does not decrease, i.e. from 1kg. Portland cement (M500 D0) and 0.1 kg of technological additive, respectively, 1.1 kg of HCV cement is obtained.

All the qualitative properties of high-strength cements provide users of cements and ready-mixed concrete with many advantages, which can be briefly divided into two groups: technological and economic.

The technological advantages of concretes for general construction and special purposes based on such Portland cements for consumers are the production of concretes with outstanding quality characteristics:

Guaranteed concrete strength up to 80-100 MPa and higher;

Acceleration of the rate of concrete strength gain, hardening without steaming up to 240 kg / cm2 after 6 hours or less;

No need for concrete heating;

Reducing the coefficient of water separation of the concrete mixture to zero;

A significant increase in the plasticity (mobility) of the concrete mixture with an increase in workability by one or two positions and an improvement in the molding of products and structures with an increase in the grade of concrete in them;

Improving the surface quality of concrete products, reducing shrinkage deformations and increasing the crack resistance of concrete;

Significant - 2-4 times increase in the homogeneity of concrete;

Increase of concrete frost resistance up to at least 800-1000 cycles and concrete water resistance up to W18;

Elimination of reinforcement corrosion in concrete;

A radical increase in the durability of concrete products and structures.

Based on high-strength cements, personally initiators of the project in industrial scale received, for example, concretes with the following characteristics:

B60 - 786 kg / cm2 with a cement consumption of 387 kg / m3 and a draft of 15-17 cm;

B80 - 916 kg / cm2 and with a cement consumption of 500 kg / m3 and with a draft of 13-16 cm;

All the specified properties of concrete are achieved without the use of technological additives in the production of concrete, but only due to the unique properties of the used high-strength cements.

The offered cements have almost unlimited shelf life while maintaining even daily strength.

Due to the implementation of the specified quality characteristics of concretes based on high-strength cements, the consumer receives a number of economic advantages in comparison with the traditional technology. The use in construction of the proposed cements and concretes based on them allows consumers to obtain a number of valuable economic advantages, reduce the cost of building objects using monolithic technology, reduce the cost of concrete and provide an opportunity to reduce the construction time due to:

Reducing the consumption of high-strength cement in concrete mixes by 2 times;

Acceleration of the rate of concrete strength gain;

No need for concrete heating;

Improvement of the surface quality of concrete products and a corresponding decrease in the cost of processing and surface finishing in the future;

Possibilities of design reduction of the cross-section of load-bearing structures and the percentage of reinforcement in concrete and reinforced concrete structures and the corresponding lightening of structures due to the increased strength of concrete;

To improve the quality and durability of objects built using monolithic technology.

• Measures to ensure the growth of labor productivity.

In conclusion of the analysis, it is necessary to develop specific measures to ensure the growth of labor productivity and to determine the reserve for increasing the average hourly, average daily and average annual output of workers.

The main directions of the search for reserves for the growth of productivity follow from the formula for calculating its level: HR \u003d VP / T , according to which it is possible to achieve an increase in labor productivity by:

a) an increase in output due to a more complete use of the production capacity of the enterprise, since with an increase in production volumes, only the variable part of the cost of working time increases, and the constant part remains unchanged. As a result, the time spent on the release of a unit of output decreases;

b) reducing labor costs for its production by intensifying production, improving the quality of products, introducing comprehensive mechanization and automation of production, more advanced equipment and technology of production, reducing losses of working time by improving the organization of production, material and technical supply and other factors in accordance with the plan of organizational and technical measures.

In this case, the following options for the ratio of changes in the volume of output and labor costs are possible, which should be taken into account when choosing a management strategy to ensure the growth of labor productivity under the current economic conditions:

a) there is an increase in the volume of output while reducing labor costs for its production;

b) the volume of production grows faster than labor costs;

c) the volume of production grows with constant labor costs;

d) the volume of production remains unchanged while reducing labor costs;

e) the volume of production decreases at a slower pace,
than labor costs.

A number of organizational, technical and socio-economic measures can be proposed to improve the use of labor resources. The introduction of a unified wage scale will allow standardizing the system of workers and official salaries, bringing them in line with qualifications, the complexity of the functions performed and work experience.

A course for the widespread introduction of a piece-rate wage system at workplaces, in order to interest performers in the growth of production volumes.
It should also be noted the widespread introduction of a contractual remuneration system (mainly for executives).

Accounting for labor and its remuneration should be organized in such a way as to help increase labor productivity, improve the organization of labor, increase wages, rate labor, full use of working time, strengthen labor discipline, and improve product quality.

Based on the results of the technical and economic analysis of the enterprise, the following can also be proposed:

First, a change in the situation characterized by an increase in the number of actually worked shifts among industrial and production personnel. Namely, the introduction of more modern time-saving technologies in order to increase labor productivity.

The introduction of strict control over the recording of working hours. Further promotion of the piece-rate wage system in order to compensate workers for losses from a decrease in the amount of actually worked time caused by the implementation of the above measures.

Secondly, it is necessary to stabilize the staff of the enterprise. For this, it is necessary to carry out a number of measures in the social sphere.

In 2013, compared to 2012, the use of working time improved. Each worker worked 222 days instead of 217 in the previous year. The decrease in day-to-day losses of working time was due to measures to reduce downtime.

The total working time of all workers increased by 2,438.1 hours, including due to the reduction of day-to-day losses, the working hours of all workers increased by 21,319.2 hours, and due to intra-shift losses, it decreased by 18,881.1 hours. Average working year of one employee per this enterprise both in 2013 and in 2012 was 227 days, and for one worker - 229 days.

Absenteeism for work with the permission of the administration in 2013 decreased in comparison with 2012 per worker by 90.9%. The company has no absenteeism and no overtime in both 2010 and 2011.

The average annual output of an employee of the enterprise in 2008 is higher than in 2012 by 1,085.5 thousand rubles. It increased by 8.09 thousand rubles. due to an increase in the share of workers in the total number of PPP, due to an increase in the number of days worked by one worker and an increase in average hourly output, the average annual output increased by 16.39 thousand rubles. and 1,075.53 thousand rubles. respectively. A negative impact on the average annual output had a reduction in the duration of the working day, as a result of which the average annual output decreased by 14.51 thousand rubles.

In connection with the improvement in the organization of production in 2013 compared to 2012, the average hourly output increased by 721.3 rubles, and due to the change in the structure of production - by 26.4 rubles. Under the influence of these two factors, the average hourly output grew by 747.7 rubles.

The volume of goods turnover in 2013 increased in comparison with 2012 by 751,490 thousand rubles. The greatest impact was exerted by a change in the average hourly output of workers (+693 697.5 thousand rubles) and an improvement in the organization of production (+669 187.5 thousand rubles).

Let's calculate the loss of turnover (output) compared to the previous year in rubles.

Then - VPp \u003d KRf * Df * DP * SVpl

VPP \u003d 567 * 222 * (- 0.15) * 495.8 \u003d -9361 thousand rubles.

Due to the fact that every day every worker is underworking 0.15 hours

lost production output in%:

(-9361/451490)*100 = -1,25%

Suppose that the planned working day is 8 hours, as a result of which the reserve for the growth of the average hourly output will be 62.56 thousand rubles (7.82 * 8), and with the planned fund of working time per worker 3191763.2 hours, the reserve for the growth of the average annual output will be 24959.59 thousand rubles.

To determine the reserve for increasing output, it is necessary to multiply the possible increase in the average hourly output by the planned working time fund of all workers "

RVP = RSV x TV \u003d 62.56 * 3275804.4 \u003d 204934.32 (thousand rubles)

The reserve for the growth of labor productivity due to a certain measure (RPTXi) can also be calculated using the following formula:

RPTXi (%) \u003d ----------------- x 100

100- P ↓ PD% Xi

where Р ↓ PD% Xi — the percentage of the relative reduction in the number of workers or management personnel due to a certain event.

If we assume that the percentage of the relative reduction in the number of workers or management personnel is 10%, then the reserve for the growth of labor productivity due to the implementation of a certain measure will be 11.1% (10 / (100-10) * 100).

In general, the work of the enterprise deserves a positive assessment in our difficult time. The staff of the enterprise is also working well, despite the difficulties. The company has solid production potential and growth potential.

3.3. Measures to improve the level of qualifications, education and staffing

At the enterprise, one of the measures to improve the structure of the workforce may be the development of measures to improve the qualifications and education of employees on the basis of a virtual training system, which will allow employees to improve their education level and qualifications without interrupting work.

Consider the benefits of virtual learning.

Research shows that the knowledge that a graduate "takes" from the university is enough for him for 3 years, for a maximum of 5 years. In economics and business, knowledge is becoming obsolete even faster.

Modern public views on the learning process boil down to the following:

learning as a process of acquiring knowledge, experience and skills is a continuous lifelong process;

education no longer qualifies in practice as a certain amount of knowledge acquired in a higher educational institution, but as the ability to adequately act in real situations, make the right decisions and take effective actions;

the value of a specialist's education largely depends on how much the knowledge he possesses fits into the system of corporate knowledge, complements and develops it;

the effectiveness of training is in direct proportion to the search activity of the student himself.

From a technological point of view, virtual learning is a natural development of methods of using information and telecommunication means (means of new information technologies) in the education system. The use of such means is not an end in itself, but only a means of intensifying the educational process.

Research in the field of virtualization of aggregate knowledge has led to the creation of an organizational form called the virtual learning space (VLE). This form unites knowledge into a system according to the subject-modular principle. Although this principle is far from the only one that could be used (for example, problematic, thematic, disciplinary), it is nevertheless the most suitable for the formation of a system that turns knowledge into a virtual resource from the point of view of its context.

The basic element of the VUP system is a subject module, which is a deeply structured educational material, including texts illustrated with static and dynamic graphics, cross-references to key concepts, thematic glossaries, topics and cases.

From the point of view of the organization and content of the educational process, the module is a basic educational unit that combines various types and forms of education and is focused on changing the specific abilities of the student from “ignorance to knowledge”.

The development of training modules is designed to:

a) eliminate duplication, time and logical gaps between different disciplines, types and forms of education, strengthen links between individual subjects;

b) improve the quality of education (teaching and perception of educational material by students);

c) improve the efficiency of students' independent work.

An educational module is educational material, which is distinguished, first of all, by semantic independence and self-sufficiency and presented in a visual form (text, graphic, photo, video, audio).

Learning in a virtual learning space is an online learning technology. Via the Internet, access to the VUP can be opened 24 hours a day, from any geographic area where there is a physical communication channel with an Internet service provider. The spatio-temporal independence of education at the VUP via the Internet is complemented by the absence of physical restrictions on the number of students simultaneously studying.

Virtual learning is becoming a vital element of the strategy of higher education institutions not only in the future, but today. It is characteristic that modern people today understand very well that in adulthood, learning should be proactive. In other words, to have a professional career, to have a good job, you need to be at least half a step ahead of what is being done in your organization. You need to be prepared for the changes that can occur in the organization due to the dynamics of the business. This forces not only people who are dissatisfied with their real work, but also those who are quite satisfied with their current situation, to engage in self-education and professional development. But when and how to do this, if the whole day is devoted to work, and after work there are family responsibilities or social affairs, as well as friends and acquaintances? For an adult, the traditional system of training and advanced training in universities turns out to be an insurmountable barrier on the way to knowledge, no matter how paradoxical it sounds.

Non-traditional ways of teaching adults "liberate" the hidden need in them to constantly improve their educational level and de facto turn out to be a real accelerator of demand for educational services. Retraining and advanced training today can be obtained not only within the walls of classical higher educational institutions, but also in training centers of consulting companies, corporate universities, specialized employment centers, etc. As in-house training centers, by nature, these "operators" educational services better feel the peculiarities of adult learning and the benefits that virtual learning technology opens up in this area.

In conclusion, it can be noted that virtual learning turns out to be attractive not only from the point of view of employees, giving them the opportunity to flexibly manage their time in relation to the educational process. It is also very attractive from the point of view of employers, since it makes it possible to incredibly reduce the costs of retraining and advanced training of personnel, reduce the number of separations from their main activities for study, but at the same time give them the opportunity to study constantly. This makes them the most ardent supporters of the new learning technology.

Based on the foregoing, we can note the advisability of introducing such a training system for workers as virtual training in the management of public catering.

In order to avoid losses in production, you can enter:

• Time stamping card system:
• Strictly regulated time for a technical break;
• The system of employees' health improvement: distribution of medical vouchers, issuance of coupons for visiting sports clubs and swimming pools. During exacerbations of diseases in the autumn - spring period, the mandatory issuance of multivitamin products:
• Introduce a system of incentives for more hours worked per year. For example: a cash incentive or a valuable gift.

Conclusion

The work done allows us to draw some conclusions. First, in the process of analyzing the use of labor resources, the movement of labor and the provision of an enterprise with labor resources is studied; efficiency of working time, dynamics of labor productivity and growth factors.

The availability of labor resources is studied in order to identify the possibility of releasing workers in certain sections of the production cycle as a result of improving working conditions or determining additional requirements for personnel of a given professional and qualification level.

The provision of labor resources is assessed by types of activities and categories of personnel, taking into account the professional and qualification level of workers and specialists. An analysis of the enterprise's labor force is complemented by an analysis of the use of working time. An indispensable condition for the analysis of labor resources is the comparison of its results with the assessment of labor productivity.

As can be seen from the analysis, the most common indicator of labor productivity is the production of products in terms of value per one average employee. Output as an indicator of labor productivity changes as a result of an increase in the organizational and technical level of production due to a decrease in the time spent on manufacturing a unit of output, as well as under the influence of factors affecting the volume of commodity or sold products in value terms, which in turn depend on the price factor and structural shifts in the range.

The efficiency of the use of labor resources is the most important economic concept that characterizes the efficiency of the use of labor resources; is expressed in the achievement of the greatest effect with minimal expenditure of labor resources and is measured as the ratio of the result to the cost of living labor in all spheres of activity: in the sphere of material production, in the non-productive sphere, in the sphere of social, collective and private production.

The results of production and economic activities of the organization, the dynamics of the implementation of production plans are influenced by the degree of use of labor resources. The fact is that an increase in the technical and organizational level and other conditions in any branch of material production ultimately manifests itself in the level of use of all three elements of the production process: labor, means of labor, and objects of labor. One of the qualitative indicators of production resources - labor productivity - is an indicator of economic efficiency. The analysis of labor resources makes it possible to reveal the reserves of increasing production efficiency due to labor productivity, more rational use of the number of workers and their working time. All of the above determines a fairly high degree of both social and practical significance of the considered direction in the analysis. economic activity enterprises.

The relevance of the topic is evidenced, in particular, by the fact that the results of production and economic activities, the implementation of the business plan, the dynamics of the implementation of the production plan are largely determined by the degree of use of labor resources. In addition, the intensification of social production, an increase in its economic efficiency and product quality presuppose the maximum development of the economic initiative of the labor collectives of enterprises.

Using the measures given in the third chapter of the work, you can eliminate the problem of the cement and concrete industry, achieve an increase in labor productivity, improve the level of qualifications, education and staffing.

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FEDERAL EDUCATION AGENCY

KIROV BRANCH

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

" SAINT PETERSBURG STATEUNIVERSITY OF SERVICE AND ECONOMY"

COURSE WORK

By course " Enterprise economy"

Theme:Labor resources of the enterprise.Ways to improve the efficiency of their use

Is done by a student:

PoluektovaT.ABOUT.

kirov2009 year

Assignment for term paper

On the course "Enterprise Economics"

For a correspondence student of specialty 080507u, group B

Poluektova Tatyana Olegovna

Course work topic: "Labor resources of the enterprise. Ways to improve the efficiency of their use"

1. Introduction.

2. Theoretical part (abstract on the topic of work)

3. Practical part

Task 1. Based on the initial data (B \u003d 3, G \u003d 8), it is necessary to assess the economic efficiency of creating an enterprise operating under a franchise agreement and a simplified taxation system:

1) Determine the amount of investment in the creation of an enterprise to determine the need for fixed assets; determine the need for stocks and the amount of working capital.

2) Determine the amount of the authorized capital.

3) To form the planned balance of the enterprise at the time of the beginning of its work, to determine the sources of investment financing.

Task 2. Based on the initial data (H \u003d 3, D \u003d 8), calculate the results of the economic activity of an enterprise that manufactures roll-curtains and blinds to order.

Estimate production costs.

Make a cost estimate for 1 conventional product.

Determine the cost of technological, production, full, the amount of conditionally fixed and conditionally variable costs.

Assign a price for a conditional product based on the planned level of profitability.

Conclusion.

List of references.

The task was issued by __________________

(number and signature of the head)

Content

• Introduction
• Conclusion
• List of references

Introduction

Labor resources are one of the most important factors in any production. Their condition and effective use directly affects the final results of economic activities of enterprises. The reasons for the need to analyze labor resources are: a study of the composition of personnel in order to identify their supply, the need to improve the efficiency of the use of labor resources.

The research topic "Labor resources of an enterprise. Ways to improve the efficiency of their use" is undoubtedly relevant, because for the normal functioning of any enterprise, a sufficient number of qualified personnel is required. In addition, an analysis of the current state of use of the enterprise's labor resources is a necessary condition for managing the personnel of an enterprise and searching for reserves for increasing labor productivity.

The purpose of this work is to identify ways to improve the efficiency of using the personnel of the enterprise. The implementation of this goal requires solving the following tasks:

1) to reveal the concept of labor resources, to determine what place they occupy in the economic activity of the enterprise;

2) characterize the main indicators of the workforce in the organization;

3) consider measures to improve the organization of labor at the enterprise.

The subject of the research is the labor resources of the enterprise.

The following research methods were used in the work: analysis of the literature on the research problem, mathematical data processing in solving practical problems.

1. Human resources in a modern organization

1.1 Labor resources of the enterprise, personnel, personnel

Labor resources are a collection of people with the ability to work. These include primarily the working-age population. This group includes men between the ages of 18 and 60 and women between 18 and 55. At the enterprise, labor resources are the most important element of the productive forces, determine the growth rate of production and labor productivity, product quality and successful work enterprises. At the level of an individual enterprise, instead of the term “labor resources”, the terms “human resources” or “personnel” are more often used.

Personnel of an enterprise is a set of employees of an enterprise performing certain production functions.

The personnel of the enterprise is the personnel, institutions, enterprises or part of this composition, which is a group based on professional or other characteristics.

Personnel are divided into two groups:

1) Non-industrial personnel are employees employed in the non-production sphere: employees of kindergartens, utilities, canteens, etc., who are on the balance sheet of the enterprise;

2) Industrial and production personnel are employees who are directly related to production and its maintenance; this group is subdivided into 4 categories:

§ managers - this category includes employees holding positions of managers of enterprises and their structural divisions. They are divided into two groups:

§ 1. linear (heads of teams of production departments, enterprises, industries, as well as their deputies);

§ 2. functional (heads of teams of functional services).

§ According to the level occupied in common system management, all managers are subdivided into lower-level managers (foremen, foremen, heads of small shops), middle (enterprise directors, general directors of associations, heads of large workshops) and senior managers (heads of financial and industrial groups, general directors of large associations, heads of functional departments ministries, departments);

§ specialists - this category includes intellectual workers (accountants, economists, engineers);

§ employees are employees involved in the preparation and execution of documentation, accounting and control, economic services. These include clerks, timekeepers, archivists, etc .;

§ workers - this category includes persons directly involved in the process of creating material values, as well as those engaged in repairs, moving goods, transporting passengers, providing material services, etc.

1.2 Quantitative and qualitative characteristics of labor resources

The personnel of the enterprise and its changes have certain quantitative and qualitative characteristics that can be measured with a lesser or greater degree of reliability.

The quantitative characteristics of the organization's personnel is measured by such indicators as the payroll, attendance and average number of employees.

The payroll number (composition) is the number of employees on the list of the enterprise for a certain date; all permanent and temporary workers registered at the enterprise, both currently performing work and on regular vacations, business trips, performing public duties, who did not show up for work due to illness or for any other reason.

Number of employees (composition) - employees of the enterprise who showed up for work on a certain date. This is the number of workers required to complete a production shift assignment for production.

Average headcount is the average number of employees for a certain period (month, quarter, from the beginning of the year, for the year). The average number of employees per month is determined by summing up the number of employees on the payroll for each calendar day of the month, including holidays and weekends, and dividing the amount received by the number of calendar days of the month. To correctly determine the average number of employees, it is necessary to keep a daily record of employees on the payroll, taking into account orders for the admission, transfer of employees to another job and termination of the employment contract.

The qualitative characteristics of the organization's personnel is determined by the degree of professional and qualification suitability of its employees to achieve the goals of the company and the production of work. It is much more difficult to assess the qualitative characteristics of the firm's personnel and the quality of labor. Qualitative characteristics include the structure of personnel, professional qualification structure of personnel, staffing.

The ratio of workers by category characterizes the structure of the enterprise's labor resources. Staffing structure is the share of each group or category in the total headcount.

Each category of workers in its composition provides for a number of professions, which in turn are represented by groups of specialties. Within the specialty, workers can be divided according to their skill level.

A profession is a set of special theoretical knowledge and practical skills necessary to perform a certain type of work in any industry.

A specialty is a type of activity within a given profession that has specific characteristics and requires special knowledge and skills from employees.

Qualification is a body of knowledge and practical skills that allow performing work of a certain complexity.

By the level of qualifications, workers are divided into: unskilled, low-skilled, skilled and highly skilled. Qualification is determined by ranks.

The qualitative characteristics of the personnel are reflected in the staffing table. The staffing table is one of the most important documents in HR administration in an organization. The staffing table is an organizational and administrative document that reflects the structure of the organization. It contains a complete list of positions with an indication of their number and size of salaries, various bonuses and allowances that exist in this organization in relation to a particular position, as well as the monthly payroll.

labor resource productivity labor

2. The main indicators of the workforce in the organization

2.1 Fund of working time and its use

Working time is part of the calendar time spent on manufacturing products or performing a certain type of work. To characterize its use, special indicators are used.

Fundworkertime - this is the planned time of work of one worker during a certain calendar period (year, quarter, month). It is calculated to determine the required number of workers, as well as to identify indicators of the use of labor resources at operating enterprises.

The starting point is the indicator of the calendar fund of time - this is the number of calendar days of a month, quarter, year per worker or collective of workers. It can be calculated for the entire number of workers, a group of workers of an enterprise (workshop, site) and, on average, per worker (in people / days or people / hours):

in people / days: T K \u003d D K x R SS;

in people / hours: T K \u003d D K x R S x P S,

where D to - the number of calendar days in a given period; Рсс - the average number of workers in the given period (people); P s - the average set duration of the shift (hours). The personnel (nominal) fund of working time (T tab) is determined as the difference between the calendar fund of working time of workers (in people / days or people / hours) and the number of holidays (T prz) and days off (T in) people / days (people / hours ):

T tab \u003d (T k - T prz - T c) Ch R ss (people / days)

T tab \u003d (T k - T prz - T c) Ch R ss Ch P s (person / hour).

The effective fund of working time (T pw) can be determined by the following formula:

T pw \u003d (T k - T in - T prz - T about - T b - T y - T g - T pr) H P cm - (T km + T p + T s) (person / hour),

where T to - the number of calendar days in a year;

T in - the number of days off per year;

T prz - quantity holidays in the year;

T about - the duration of regular and additional vacations (days);

T b - absence from work due to illness and childbirth (days);

T y - duration of study leave (days);

T g is the time for the execution of state and public duties (days);

T pr - other absenteeism permitted by law (days);

P cm - the duration of the work shift (hours);

T km - loss of working time due to a reduction in the length of the working day for nursing mothers (hours);

T p - loss of working time due to the reduction in the length of the working day for adolescents (hours);

T s - loss of working time due to a shorter working day on the pre-holiday days (hours).

The number of non-working days for valid reasons (T b, T y, T g, T pr, T km, T p) is determined, as a rule, on the basis of the average report data for the past year and in accordance with labor legislation.

For more efficient use of working time, it is necessary to analyze the losses and costs of working time, as well as to exercise control over them. Planned losses of working time include annual leaves, additional vacations (study leaves, maternity leave), illness (taking into account preventive measures), fulfillment of public duties, etc. absenteeism not related to the main activity (absenteeism for work); delays, downtime, etc. Unproductive expenditures of working time consist of the loss of working time due to the manufacture of rejected products and their correction. Waste labor time is calculated based on waste data.

To reduce the loss of working time, it is necessary to establish which of the reasons that caused the loss of working time depend on the work collective (absenteeism, equipment downtime due to the fault of workers) and which are not due to its activities (maternity leave, study leave). Reducing the loss of working time for reasons depending on the labor collective, until they are completely eliminated, is a reserve that does not require capital investments, but will allow you to quickly get the impact.

A working day is a statutory time of day spent on work. The duration of work during the day, the moment of its beginning and end, breaks are established by the rules of the work schedule, and for shift work - also by the shift schedules.

The average working day is calculated as an arithmetic average value, weighted taking into account the officially established working hours by the number of individual groups of workers.

For some categories of workers (working in hazardous areas of production, for adolescents and other groups), the duration of the working week and, accordingly, the working day is reduced:

for employees aged 15-16 - 5 hours;

for employees aged 16 to 18 - 7 hours;

for disabled workers, the requirements are established by a medical certificate;

for workers engaged in work with harmful or hazardous working conditions and for whom a reduced duration of working hours is established - at 36 hours working week - 8 hours, with a 30-hour week - 6 hours, etc.

2.2 Labor productivity, the main indicators of its assessment

Labor productivity is the most important economic indicator, an indicator of the efficiency of the use of labor.

Each enterprise has a certain level of labor productivity, which can increase or decrease depending on various factors. The level of labor productivity is influenced by the size of the extensive use of labor, the intensity of labor, as well as the technical and technological state of production.

The extensive characteristic of labor reflects the degree of use of working time and its duration per shift with the constancy of other characteristics. The more fully working time is used, the less downtime, wasted time and the longer the work shift, the higher labor productivity. The extensive characteristic of labor has visible boundaries: the legally established duration of the working day and the working week.

The intensity of labor characterizes the degree of its intensity per unit of time and is measured by the amount of human energy expended during this time. The higher the intensity of labor, the higher its productivity. The maximum level of intensity is determined by the physiological and mental capabilities of the human body.

The source of growth in labor productivity, which has no limits, is scientific and technological progress, technical and technological improvement of production, the emergence of new materials, etc.

The growth of labor productivity at enterprises is manifested in the form:

an increase in the mass of products created per unit of time while maintaining its quality;

improving the quality of products with a constant weight;

reducing labor costs per unit of production;

reducing the time of production and circulation of goods;

increase in mass and rate of return.

The reserves for the growth of labor productivity are real opportunities for a fuller use of labor to reduce its costs per unit of output by improving technology, technology, improving the organization of production, labor and management. The reserves may be current, that is, used in the near future. They are implemented without major restructuring of the technological process, without additional capital investments. Prospective reserves usually require a restructuring of production, the introduction of new technologies, the installation of more advanced equipment. Labor productivity growth reserves are identified based on the analysis of labor indicators: labor intensity of production, use of working time.

The main indicators of labor productivity at the enterprise level are indicators of production and labor intensity.

Production (B) is the amount of products produced per unit of working time or per one average employee or worker per month, quarter, year. Depending on the units in which the volume of work performed and the hours worked are measured, there are several methods for calculating the level of production.

With the natural method of calculating production, the volume of work performed is expressed in natural units (pieces, tons, meters). This method most clearly characterizes the level of labor productivity, but it is applicable only for homogeneous products.

With the conditionally natural method of calculating the output, the volume of work performed is expressed in conditionally natural units. The conditionally natural method is applicable for calculating the indicator of the level of labor productivity in the production of heterogeneous, but similar products.

The labor method of measuring labor productivity assumes that the volume of work performed is measured in standard hours worked. The labor method is applicable to all types of products, regardless of the degree of their readiness and is widely used in the study of the relative changes in labor productivity. However, this method requires the stability of the applied norms, while the latter are constantly changing as the organizational and technical working conditions improve.

In practice, the most common is the cost method of measuring labor productivity, based on the use of cost indicators of the volume of products produced. The advantage of this method consists in the possibility of comparing dissimilar products with the costs of their manufacture both within the framework of one enterprise, industry, and throughout the country. With the cost method, output is determined by the ratio of the quantity of products produced (N) to the labor time spent on the production of these products (T) or to the average headcount (NPP):

B \u003d N / T

B \u003d N / Chpp

Distinguish between the average hourly output (Vhs), the average daily output (Vdn), the average monthly (quarterly, annual) output (Vmes):

Hour \u003d N / Tchel-hour,

where Tchel-hour is the number of people / hour worked by all workers;

Vdn \u003d Hour * Wed prod. slave. days

Vmes \u003d Vdn * Avg. prod. slave. month

As a second indicator of labor productivity, labor intensity is used, which is calculated per unit of output and for the entire commodity output. Labor intensity (Tr) represents the cost of working time for the production of a unit of production in physical terms for the entire range of products and services. Labor intensity reflects a direct relationship between the volume of production and labor costs.

Tr \u003d T / N

There are three types of labor intensity: standard, planned and actual.

The standard labor intensity reflects the time spent on the manufacture of a unit of production according to the time norms in force at the enterprise.

The planned labor intensity reflects the time spent on the production of a unit of output, planned taking into account the measures introduced into production to reduce labor intensity. Actual labor intensity reflects the actual time spent on the production of a unit of output, taking into account the changing losses of working time

Depending on the composition of the costs included in the labor intensity of the product, the technological, production and total labor intensity, the labor intensity of production maintenance and the labor intensity of production management are distinguished. The technological labor intensity reflects all the labor costs of the main piecework workers and time workers. The production labor intensity includes all labor costs of the main and auxiliary workers. The composition of the total labor intensity reflects the labor costs of all categories of industrial production personnel of the enterprise. The labor costs of auxiliary workers reflects the labor intensity of production maintenance, and the labor costs of employees - the labor intensity of production management.

So, labor productivity indicators are inversely related: if labor productivity grows, then labor intensity decreases. But it does not decrease in direct proportion: output increases to a greater extent than labor intensity decreases. Based on the analysis of these indicators, the reserves of labor productivity growth are identified.

2.3 Labor rationing as an element of planning the number of labor resources at the enterprise

An independent direction in the organization of labor is its regulation. Labor rationing refers to the establishment of a measure of labor costs in the form of labor standards for performing certain operations (manufacturing units of products) or performing a certain amount of work in the most rational organizational and technical conditions.

Labor rates are subdivided into time rates, production rates, service rates, and controllability rates.

Time rates represent the amount of work time required to manufacture a unit of production or perform a volume of work in a specific organizational and technical conditions. The time rate is measured in standard hours, standard days.

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Conclusion

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List of references

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