Development of labor potential and improving the competitiveness of Personnel of Clason enterprises Tatyana Vladimirovna. Theoretical and methodological foundations of assessing the employment potential of the enterprise Study of the creative potential of employees

For any enterprise, the company's competitiveness is becoming the main factor of success, the ability to confront the opponent and augve an opponent in his business. In practice, the following competitive advantages of enterprises are distinguished:

· Resource;

· Technological;

· Innovative;

· Global;

· Cultural.

Based on the foregoing, it can be concluded that the competitiveness of individual business entities (enterprises) and the economy is determined by many factors, among which an important place occupies an employment potential (as a totality of the above advantages). For the staff of the enterprise, management means the development and implementation of management impact on the combination of the characteristics of the employment of the employee and the team in order to bring them in line with both the current tasks of the functioning of the enterprise and the strategy of its development, with the need to complete the use of the possibilities associated with the role of human role Factors in modern production.

Labor potential is a complex combination of physical and creative abilities, knowledge, skills, experience, spiritual and moral values, cultural attitudes and traditions. Presenting a generalized indicator of the human factor of production, the concept of employment allows us to consider the holistic range of the productive ability of an employee from the standpoint of not only its present state, but also the conditions of formation and reproduction, as well as public development prospects. Labor potential depends on a number of interrelated quantitative and qualitative factors, such as, for example, the number of working-age, health, general education, professional knowledge, experience, activity of workers. Labor potential acts as part of the entire economic potential of the enterprise.

The presence of labor resources whose professional qualification level meets modern requirements is a necessary condition for the production of competitive products (providing quality services). Labor is a means of maintaining life and meeting the basic needs of a person. Decent work is a more capacious, comprehensive concept that includes the most important quality characteristics: the normal conditions in which it is carried out, adequate salary and social protection of the employee, the lack of discrimination and persecution in the workplace, the ability to realize their right to vote.

A person acts as the main factor not only of production, but also the whole organization. A person is not only costs, but also a factor of income, improving labor productivity, improving the quality of decisions made, etc. There is a problem of an economically expedient approach to capital investments in a person (employee of the enterprise), maintaining it in a working condition, constant training, creating conditions for the full disclosure of its capabilities and abilities laid in person.

It is generally recognized that in any socio-economic conditions, a working person remains a decisive factor of production. Creating material and spiritual values, participating in the development of society, a person acquires new qualities, from generation to generation increases vocational qualifications, transformed, ultimately into national wealth. To all of the above, it should be noted that the successful activity of any enterprise depends not only on personnel qualifications, but from the skillful use of personnel and the effectiveness of their management.

The article discusses labor resources as a fundamental factor in the competitiveness of the construction organization. The structural components of the potential of labor resources are presented, the methodology for assessing the development of the potential of labor resources in construction. An assessment of the capacity of the labor resources of the Construction Industry of the Samara Region and determined the priority areas of its development, allowing to increase the efficiency of construction organizations and the level of their competitiveness.

One of the main elements of market regulation in modern economic conditions is competition. The development of competitors of relations is a prerequisite for the effective impact of market mechanisms for providing sustainable economic growth both at the level of the state and the region and at the level of a certain industry. It is with competition that scientists closely associate the concept of "organization's competitiveness". Currently, scientists interpret the concept of " competitiveness. " For example, G.L. Azoev, L.Sh. Lozovsky, B.A. Rezberg under competitiveness understand the company's ability to compete in markets with producers and sellers of similar products by providing higher quality, available prices, creating convenience for buyers and consumers.

According to G.Ya. Kiperman, the competitiveness of the organization - the ability to confront in the market to other manufacturers and suppliers of similar products (competitors) both by the degree of satisfaction with their goods or services of a specific social need and on the efficiency of production activities. N.I. Pertesky gives such a definition: competitiveness is a generalizing indicator of the affiliation of the enterprise, his ability to effectively use its financial, production, scientific and technical and labor potentials.

The presented definitions make it possible to more accurately determine nature, the form of manifestation and features of subjects of competition in the construction industry, as well as to form mechanisms to ensure the competitiveness of construction organizations. Thus, as a summary of the definitions of the concept of "competitiveness", it can be noted that competitiveness of the organization In the construction sector, it is such a set of properties and characteristics of the management of all resources available from the organization, which allow them to rationally distribute and maximize it efficiently, which in the final result ensures the development of the organization and its successful functioning in the markets of goods, capital and labor, taking into account the impact of external factors and inner media.

The competitiveness of the construction organization is determined by the following main factors: the quality of construction work and services provided, the availability of an effective marketing system, the qualifications of labor resources and the effectiveness of the personnel management system, the technological level of production, the tax medium and the availability of funding sources. But nevertheless, the defining factor of competitiveness are labor resources - carriers of human abilities. It is a person who acts on all production and organizational mechanisms, plays a major role in creating and using competitive advantages of the organization.

Labor resources are a working part of the country's population, which, due to psychophysiological and intellectual qualities, is capable of producing material goods or services. The employment potential of the employee is its possible labor capacity, its resource opportunities in the field of labor. The basis of human labor potential is its potential as a person, and the employment potential of the state, region, the organization is formed on the basis of the potential of the country's population. Based on this, you can evaluate the quality of the population, the labor potential of the country (region), staff of the organization, vocational qualification groups and individual employees of the organization.

In practice, the dynamics of human resources of the organization, their performance and the extent to implement the possibilities depend mainly on the two indicators: the magnitude of the potential of labor resources and factors defining its implementation. In the process of analyzing the effectiveness of the use of labor resources of construction organizations, it is possible to evaluate the following indicators:

1) the provision of production by labor resources (in other words, the provision of jobs is evaluated by the necessary labor resources that meet vocationalification requirements imposed on them);
2) Determination of personnel turnover indicators and evaluating the efficiency of working time use in the course of the organization's activities;
3) Evaluation of the level of development per employee of the organization as a result of an assessment of the dynamics of labor productivity and identifying labor reserves for more complete and efficient use.

Thus, the purpose of analyzing the effectiveness of the use of labor resources in the organization is to identify reserves and unused possibilities of employees of the organization, which would allow for forming its additional competitive advantages. This is the most important condition for fulfilling a fully manufacturing program and in general the successful work of the construction organization. Because however competently built in the organization, the human resource management system is as fully and efficiently used working hours of workers, the effectiveness of the organization of the organization as a whole and all its technical and economic indicators are dependent.

The potential of labor resources of a construction organization can be represented in our opinion, a combination of five structural potentials: a vocational qualification, psychophysiological, creative, innovative and career.

Vocational qualifying potential involves a set of professional skills, skills and abilities of the employee who reflect the depth of knowledge in the field of his professional work and determine its ability to fulfill the relevant job duties.

Under the psycho-physiological potential in the structure of the potential of labor resources is primarily understood as the state of the health of workers, their abilities and inclination, the level of performance, endurance, life installations and moral guidelines, which directly determine the possibility of human participation in the production process and, in aggregate with vocational qualifications skills, the effectiveness of his participation in industrial activities and public life.

The creative potential of labor resources is the creative abilities of the individual, expressing in the ability to put new goals in front of them, find ways to achieve them, the result of which will be fundamentally new, differing from the existing and having some kind of uniqueness, managerial or technological solution, a new type of product, etc. .

The degree of readiness to use innovative technologies in its production activities, to set itself the tasks related to the development and implementation of innovative decisions aimed at improving the efficiency of the organization and expanding its development prospects, is characterized by the innovative potential of labor resources.

The career potential in the structure of the human potential is a combination of the characteristics of psychophysiological, intellectual, professional qualification, innovative personal potentials, allowing to determine the career objectives of the personality, the desire for career growth and assess the likelihood of achieving the goals.

Having determined the structural components of the potential of human resources, objectively arises the possibility of measuring the level of their development. To do this, you can use the score scale of the assessment, which involves checking the compliance of the knowledge and skills of employees to them by qualifying and official requirements.

It should be noted that the list of key parameters for evaluating any of the structural potentials of labor resources is determined by experts independently, based on the assessment of the parameters of interest and evaluation objectives.

Evaluation of the level of development of the capacity of labor resources of construction organizations can be made in the following order:

1) determination of structural potentials of labor resources of a construction organization (professional-qualifying, psychophysiological, creative, innovative, career);
2) the definition of key parameters for evaluating each of the structural potentials forming the employment potential of the organization as a whole;
3) Assessment of structural potentials of labor resources of a construction organization for each of the groups of workers (managers, specialists, workers):

where Ti J. - the value of the estimated structural potential of employees of the score;

to - the number of key parameters of the estimated potential used to evaluate it;

Kommersant - estimate (number of points) of each key parameter of the evaluated potential of employees;

kB. - assessment (number of points) of a specific (k-th) key parameter in the structure of the evaluated potential of the employee;

k. - the proportion of the assessment of a certain (& -th) key parameter in the structure of the evaluated potential of the employee;

4) After evaluating the structural components of the employment potential of managers, specialists and workers, a general assessment of the potential of labor resources of each of the organizations of employees of the organization is carried out:

where P' - the magnitude of the potential of a certain group of employees of the organization (managers, specialists, workers), points;

The magnitude of psychophysiological,

professional qualification, creative, innovative and career potentials of certain groups of employees of the organization, points.

The total assessment of the level of development of the potential of labor resources of the construction organization is defined as follows:

where - the magnitude of the potential of managers, specialists,

workers, points.

The final conclusion about the level of development of the capacity of labor resources is made on the basis of the use of the scale of levels of development of the potential of labor resources of the construction organization, Table 1.

Table 1

Scale of levels of development of the capacity of labor resources of a construction organization

Compliance of key parameters of structural components of human resources potential assessment criteria		Name level of assessment
Indicators of the evaluated key parameters of the potential of human resources fully, according to the results of the assessment, meet all the requirements for human resources of the organization (the so-called complete compliance of the organization's human resources to all requirements imposed on them)		High level of human resources potential
Indicators of the evaluated key parameters of the potential of human resources are slightly different from the requirements for them		The average level of human resource potential
Indicators of the evaluated key parameters of the potential of human resources, according to the evaluation results, are partially not responded to the requirements of them, i.e. There is a pronounced inconsistency on any criteria for human evaluation criteria		Level of development of human resources potential below average
More than half of the indicators of the evaluated key parameters of the potential of human resources, according to the evaluation results, do not comply with the requirements		Low level of human resource potential

This technique was used to evaluate the level of development of the potential of labor resources of construction organizations of the Samara region. Its results are presented in Table 2.

The average level of development of the potential of labor resources of construction organizations of the region is primarily due to the low levels of the development of creative and innovative potentials. And in most cases, a fundamentally new, creative vision of the issues has been necessary for the successful competitive struggle of the organization. Innovative and creative solutions that are the result of the work of experienced and highly qualified personnel, the key to the effective work of organizations and the growth of competitiveness. Therefore, work on the creative and innovative development of personnel is one of the most important areas in the field of labor resource management of the construction industry of the region.

table 2

Assessment of the potential of human resources of construction organizations of the Samara region in 2007-2011.

Structural	Evaluation of the potential of human resources organization, scores
Structural	executives	specialists
Psychophysiological
Professional qualification
Creative
Innovative
Career
Potential groups of workers
Potential of human resources
Level of capacity building

The process of managing the potential of labor resources, aimed at developing and improving the efficiency of the construction organization, can be implemented by the stages presented in Figure 1.

The management of labor resources as a system in modern conditions is a very complex and time-consuming process, a strategic, structural, diversification and other types of development of a construction organization, which ultimately form its competitive advantages. Therefore, one of the most important areas in managing labor resources is the development of their potential. To implement these tasks, a clearly supplied and working process on the management of labor resources, which should be clearly agreed with the strategy of the life cycle of the organization and the strategy of its activities are necessary.

For the development of the capacity of labor resources for the construction industry of the Samara region, the following events were proposed:

1) in the process of forming labor resources, the industry will mostly need to do focus on internal sources;
2) to create conditions for the development of the capacity of the organization's labor resources, in particular, activities are necessary to strengthen the health of employees of the organization, advanced training, the development of creative thinking, innovative and research activities;
3) Implementation of the professional adaptation of employees of the organization, research and innovation activities, work with personnel reserves, the formation of the reserve of managers, work on the promotion and career growth of employees, as well as the implementation of the stipulated actions aimed at intensifying the potential of labor resources, allow to increase its level of development and reduce the number of "weak places" of the organization's labor resources.

Fig. one.

The development of additional measures to protect the health of employees of the organization primarily to be expressed in preventive actions, for example, in conducting an annual free (or partially paid) employee clisserization. This event will ensure the prevention of workers 'health, will prevent employee diseases, reduce the likelihood of exacerbation of chronic and occupational diseases, which is particularly relevant for workers' specialties. The effect of these actions will be expressed in improving the health status of the construction industry workers, reducing the number of days on hospital sheets with a nominal working time fund, reducing the cost of paying for hospital sheets, improving labor productivity and developing per employee. According to medical professionals, in this situation the frequency of exacerbation of occupational diseases will decrease by two times, and the total number of days in the hospital will be reduced by 30%. A similar one can be said about the result of general preventive measures to protect the health of employees of the organization.

Preventive measures may reduce the frequency of occurrence of diseases almost three times, and the duration of the hospital stay is also 30%.

As measures to develop the creative and innovative potentials of human resources, the following can be proposed:

- personal responsibility of the head of the construction organization for creative and innovative activities;
- introduction into the activities of the organization of innovative management and construction management methods;
- moral and financial support for innovators workers who work with innovative processes and productive research activities;
- setting tasks and issuing tasks whose solution requires creative search and innovative knowledge;
- ensuring employees of the organization, which will require them a high degree of professionalism, responsibility, knowledge of modern technologies and methods of construction work;
- conducting analogy that career growth and promotion in many ways depend on the creative contribution of the employee in the general case of the organization and the desire for innovation and research activities;
- adoption of ideas received from employees of the organization;
- providing free access to the organization's employees to the information resources necessary for the effective work of the organization's employees;
- maintaining creative search for employees;
- involvement to participate in the development of strategic intentions of the organization of creative workers with an innovative style of thinking and tendency to research activities;
- the direction of employees for advanced training courses, seminars, round tables, etc., concerning the areas of the organization and the current state of the construction industry;
- organization of the transfer of experience between employees of the organization and the system of mentoring;
- consideration of the creative and innovative development of the organization as one of the components of the organizational policy.

The implementation of all alleged measures to develop the potential of labor resources will not only significantly increase the magnitude of psycho-physiological, creative, professional, innovative potentials, but also indirectly for the better will send the development of the career potential of employees, since it is directly affected by such factors as human education directly , experience and professional skills, level of creative development, etc. (Table 3).

Table 3.

Predictable increase in the potential of labor resources of construction organizations of the Samara Region in 2012-2013 after the implementation of actions aimed at developing and improving human resource management efficiency

Structural potential of human resources organization	Capacity assessment after the implementation of the envisaged events, points		Absolute increase in the size of human potential, points
Structural potential of human resources organization	executives	specialists	executives	specialists
Psychophysiological
Professional Professional
Creative
Innovative
Career
Potential of human resources for employee groups
Potential of human resources	3.81 (medium level) 4.12 (high level)

In general, the development of the capacity of labor resources of construction organizations will contribute to the intensiveness of labor productivity, improving the quality of construction and installation work, will allow more successfully to apply new technological solutions, to expand their professional activities, significantly increase sales and profits, improve the quality of management decisions and business processes Organizations, introduce promising technologies and develop new ones, raise the level of production activities and vocational qualification skills of employees. All of the above will increase the efficiency of the construction organization, will strengthen its competitive position, will increase the reliability of participants in the investment and construction process.

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Development of technology, globalization of the market, structural restructuring of the economy, the integration of economic entities creates new conditions for competition in the modern world. Under these conditions, the need for new approaches and methods of monitoring and ensuring management efficiency is increasing. One of the most important indicators of the company's success is to maintain and increase its competitiveness. The work of any enterprise is a complex and multifaceted process. Competitiveness and business opportunities associated with the agreed realization of various functions, the successful implementation of which determines the result of this activity. The company successfully works when it has developed all areas of the complex: finance and economics, marketing and sales, technology and production, research and development. In this case, the carriers of the economic functions themselves (the exception for those who completely depends on the automated systems) are employees of the organization. The need to apply new approaches and control methods and ensuring management efficiency is increasing. One of the most important indicators of the successful functioning of enterprises is to maintain and increase their competitiveness. The presence of labor resources, the professional qualification level of which meets modern requirements, is a necessary condition for the production of competitive products.

control efficiency

labor potential

competitiveness

labor rationing

labor resources

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The question of the concept, composition, factors and ways to increase the competitiveness of the organization is one of the most discussed in domestic and foreign science and management practices in recent years.

Development of technology, globalization of the market, structural restructuring of the economy, the integration of economic entities creates new conditions for competition in the modern world. Under these conditions, the need for new approaches and methods of monitoring and ensuring management efficiency is increasing. One of the most important indicators of the company's success is to maintain and increase its competitiveness. The work of any enterprise is a complex and multifaceted process. Competitiveness and business opportunities associated with the agreed realization of various functions, the successful implementation of which determines the result of this activity. The company successfully works when it has developed all areas of the complex: finance and economics, marketing and sales, technology and production, research and development. In this case, the carriers of the economic functions themselves (the exception for those who completely depends on the automated systems) are employees of the organization. This quality management and personnel use is allocated by many researchers among the main factors of the competitiveness of the organization. According to the University of Western Europe, in countries such as the United States, France, Germany, United Kingdom, Finland, Italy, Singapore, human resource is used by more than 70%; Spain, Australia, Japan, Canada, Czech Republic - no more than 50%. In a low level group (about 25%) of human resources, Russia, Mongolia, Ukraine, China, Poland, Mexico.

For the development of the personnel management system, the organization's competitiveness is needed to assess the effectiveness of the existing management system and determine the ways of further improvement. Thus, possession of such a tool, as well as an understanding of the possibilities and methods of its use in management creates serious prerequisites for the growth of competitiveness of organizations. In this regard, there is a need to explore theoretical concepts and practical approaches to the concept of competitiveness of the organization and its determinants. One of the most important problems is to develop methods for evaluating and improving human resource management efficiency as a key factor in ensuring the competitiveness of the organization.

The relevance and need to develop ways to assess and improve the efficiency of personnel management of the company in order to ensure their competitiveness, due to the presence of local organizations of such tasks, as an increase in labor productivity, increasing the profitability of investments in human capital, the development of production and management methods in accordance with current market conditions. Thus, on the territory under study, to ensure the competitiveness of the organization, due to an increase in the efficiency of personnel management, it is important for the practice of managing economic entities. For any business, the company's competitiveness is becoming a key to success, the ability to confront the opponent and augve an opponent in business. In practice, the following competitive advantages are found: resource, technological, innovative, global, cultural.

Labor potential is a complex combination of physical and creative abilities, knowledge, skills, experience, spiritual and moral values, cultural traditions. Representing the generalized indicator of the human production factor, the concept of labor potential allows you to consider a holistic range of employee's production abilities from the point of view of not only its current state, but also the conditions of formation and reproduction, as well as social development prospects. Labor potential depends on a number of interrelated quantitative and qualitative factors, such as the working capacity of the population, health, the level of education, professional knowledge, experience, activity of employees. Labor potential is part of the enterprise's economic potential. The presence of labor, the level of professional qualifications, the level of which meets modern requirements, a necessary condition for competitive products (quality of services). Labor is a means of maintaining life and meeting the basic needs of a person. Decent work is a more capacious, comprehensive concept, including the most important qualitative characteristics: the normal conditions in which it is performed, adequate salary and social protection of workers, the lack of discrimination and persecution in the workplace, the ability to realize their right to vote.

A person is a major factor not only in production, but also the whole organization. A person is not only costs, but also a factor of income, improving the performance, improving the quality of decisions taken, etc. Here, the problem of an economically appropriate approach to investments in humans (employee of the enterprise), maintaining it in working condition, continuous training, creating conditions for the full disclosure of its potential and opportunities laid down in person.

It should be recognized that in any socio-economic conditions the working factor of production was the worker. Creating material and spiritual values \u200b\u200binvolved in the development of society, a person acquires new qualities, from generation to generation increases opportunities for professional qualifications, ultimately into national wealth. For all of the above, it should be noted that the success of any enterprise depends not only on the qualifications of employees, but also from the skillful use of personnel and management efficiency. Competitiveness is the property of an object characterized by the degree of actual or potentially satisfying the specific need compared to similar objects presented in the market. It can be agreed that "... performance is considered a good indicator of competitiveness based on the provisions that productivity growth increases competitiveness."

The competitiveness of the company is a relative characteristic that expresses the differences in the development of the company from the development of competitive firms to the degree of satisfaction of people with their products and production efficiency. Among the main methods for analyzing and evaluating the competitiveness of enterprises are the most common are:

1) horizontal analysis, or analysis of trends, in which the indicators are compared with the same for previous periods;

2) vertical analysis in which the structure of indicators is investigated by gradually descent at a lower level of detail;

3) factor analysis - an analysis of the influence of individual elements of competitiveness in general economic activity;

4) Comparative analysis is a comparison of the studied indicators with similar medium-wide indicators of competitors.

Analysis and improvement of the company's competitive position in the market includes an assessment such as the internal environment of the company, its strengths and weaknesses, as well as environmental factors that influence the situation and the prospects for the company representing threats and opportunities.

Competitiveness factors - phenomena and processes of production and economic activities of the enterprise and socio-economic life of society, which cause changes in the absolute and relative value of the cost of products and, as a result, changes in the competitiveness level of the enterprise. Factors can change the company's competitiveness up and down. Obtaining a competitive advantage based on factors depends on how well they are used. The competitiveness of the company, its ability to work successfully in the conditions of the market is largely determined by the efficiency of fixed assets and labor, which is possible only in the conditions of the introduction and use of scientifically based labor standards established taking into account the influence of external and internal factors. The use of scientifically based, progressive labor standards is one of the most important conditions for the economic well-being of the enterprise and its competitiveness. When setting norms, attention should be paid to the search for rational organizational and technical conditions, the possibilities of using effective equipment and technologies that meets the organization of labor processes in production and management.

Labor rationing is the process of establishing the necessary labor costs and its results, the optimal number of employees in various categories and groups, their relations in the total number of employees of the enterprise (organization), the optimal relationship between the number of employees and the number of instrument units (machinery, equipment, installations, and so Further) . It includes centrally developed regulatory materials, measurement and analysis of labor processes, computer equipment.

The purpose of laboring in the enterprise is to ensure the efficient use of production facilities and employment, competitiveness of products based on targeted efforts to reduce labor costs as a result of the introduction of science and best practices, timely reflection in the norms. From the point of view of market regulation, labor is not limited to current objectives, the determination of the most effective production conditions, fixing them in the norms. Prospective strategic goals should be resolved, such as the assessment of labor costs for a general-industry level, to determine the possibilities and reduce their achievements, checking the economic substantiation of reducing labor costs in conducting a number of technical and organizational measures. This requires a significant expansion of regions of work in the field of normalization and improving the information base. Market economic relations not only increase the requirements for rationing and standards, but also create favorable conditions for improving the quality of rationing, influence on the efficiency of production and labor. The system of centralized planned economic rationing economy was an important tool for improving productivity, reduce production costs, improving the organization of wages; rationing amounted to more than 80% of employees; Uniform labor standards were developed and operated, for adapting which correction factors used to adapt to external and internal conditions. With the development of market relations, most companies refused to use the laboring system, which can be explained, first, in the absence of adequate, currently relevant labor standards; Secondly, the reluctance and inability of companies to fulfill their own measures to regulate labor. Nevertheless, new facilities in the field of rationing are primarily associated with the expansion of enterprises' rights. All issues of labor rationing currently have fully become their prerogative, they have the right to independently develop a wage system, in order to determine the compliance of the employment classes of dangers and risks. There is no need to adjust wages based on raising time standards, which allows you to introduce the necessary standards at the level of expenses that can fully regulate the socio-labor relations between employers and employees.

Norms of labor costs for the following functions:

1) determination of the necessary number of employees;

2) intraproductive current and prospective planning;

3) assessment and stimulation of efficient labor;

4) ensuring the normal intensity of labor, respectively, adopted criteria;

5) Guaranteed adherence to the interests of the employee in terms of the content of the work charged to it in accordance with the norm, the prospects for its professionally - qualifying growth.

The introduction of labor standards for all categories of workers creates the possibility of increasing the level of competitiveness in the market, provides additional profits, increases the efficiency of integrating the interests of employees with the goals of the enterprise. In addition, labor regulation is important for improving the organization of labor based on the definition of really necessary costs for staff working hours to fulfill a particular work, the correct calculation of the number of employees, the rational organization of labor, the rational use of equipment.

Modern methodological ignition bases include:

1) expansion of labor rationing scope;

2) ensuring high quality labor standards and their maximum approximation to socially necessary labor costs;

3) scientific substantiation of the norms, taking into account the organizational and technical, socio-economic and psychophysiological factors;

4) Humanization of labor standards.

In modern conditions, it became possible to carry out normalization of labor with the use of special equipment, in particular film equipment and computers.

This allows you to more carefully carry out microelemental rationing, which is aimed at establishing the norms of labor on the simplest action and movement of the employee.

In labor contracts it is advisable to provide for the possibility of changing the rules of labor only with the relevant changes in the organizational and technical conditions and the prohibition of their tightening without relevant measures to improve the working conditions.

Important implementation of the following tasks facing labor organization:

1) increasing the validity of the labor norms applied and their interdependence with planning, pricing, organization of production, determining the number of employees and the assessment of their employment deposit;

2) the rationalization of labor of managers, specialists and other employees of the enterprise;

3) Development of a complex of measures for the rational use of the employee's capabilities.

In the context of the development of market relations, labor is becoming increasingly important as a factor of increasing competitiveness, makes it possible to solve such tasks as ensuring a high level of competitiveness of the enterprise.

Reviewers:

Gurtovich T.G., Doctor of Economics, Professor, Professor of the Department of Financial Management and Banking, Stavropol State Agrarian University, Stavropol;

Toroptsev E.L., D.E., Professor, Head of the Department of Mathematical Analysis, FGAOU VPO North Caucasian Federal University, Stavropol.

The work went on the edit on 19.02.2015.

Bibliographic reference

Krivosheeva V.M., Zaitseva I.V., Zaitseva I.V. Effective management of the employment potential of the enterprise as a factor in increasing its competitiveness // Fundamental studies. - 2015. - № 2-4. - pp. 754-758;
URL: http://fundamental-research.ru/ru/article/view?id\u003d36927 (Date of handling: 05.01.2020). We bring to your attention the magazines publishing in the publishing house "Academy of Natural Science"

1. Theoretical Fundamental Quality Management

1.1. Theoretical foundations and prerequisites for the formation of labor potential.

1.2. Workforce and human capital as components of labor potential.

1.3. Prerequisites for the formation of a workforce quality management system.

2. Features of the workforce quality management system - a modern aspect

2.1. Modern trends in the development of the workforce quality management system.

2.2. Conditions for the formation of an effective system of working force management system.

2.3. Analysis of the factors of competitiveness of enterprises of the needs of the Krasnodar Territory.

3. Increasing the competitiveness of enterprises across the national economy as a result of the functioning of the workforce quality management system.

Recommended list of dissertations

Personnel potential in the formation of the labor market 1998, Doctor of Economic Sciences Andreev, Sergey Vladimirovich
Methodological foundations of the effective use of the employment of the enterprise in modern conditions 2001, Doctor of Economic Sciences Racked, Svetlana Vitalevna
Patriotic potential management system in integrated corporate structures 2004, Doctor of Economic Sciences Kuzmina, Natalia Mikhailovna
Formation and development of personnel potential of the hotel complex: on the example of Moscow 2009, Candidate of Economic Sciences Nikolskaya, Elena Yurevna
Development of labor management at the enterprise based on rational use of human potential 2008, Doctor of Economic Sciences Sushkina, Alexandra Aleksandrovna

The dissertation (part of the author's abstract) on the topic "Formation of an effective system of working strength management system as a factor in improving the competitiveness of the enterprise"

Relevance of the research topic. The country's development strategy is directed to ".

One of the main priorities for the socio-economic development of the country, the improvement of human potential is currently reforming the system of vocational education, the priority goal of which is to provide all sectors of the developing economy with highly qualified personnel in full compliance with the current and promising needs of the labor market.

The focus of the most complex and least developed both from theoretical and practical positions of the development of labor potential and the formation of highly qualified personnel potential in domestic enterprises is maintained. Improving the management of labor potential in the domestic economy implies continuous development and accumulation of human capital, full and efficient use of labor at all levels of management. The human factor of production, the employment potential of Russia has a key importance in modern market conditions for lifting the country's economy and its entry into the world economy. The program of socio-economic transformations of the industry for the medium term, the most important principles for the preservation and development of human potential were proclaimed, identified the main objectives of the new personnel policy, providing for the strengthening of state impact on the structure of labor force, increasing the competitiveness and level of professional training of workers, engineering and technical workers and all managers . ",

During the years of market reforms in the domestic economy, a certain experience has been accumulated by the rational use of labor potential ^, applications: modern methods, professional orientation, forms of preparation and improving the quality of labor, the mechanisms of adaptation of young workers and specialists for labor in, new economic conditions that contribute to continuous professional growth Potential frames. However, there are many unsolved problems in providing enterprises by qualified employees of various categories;. According to many economists, state; Personnel policy is not yet: it has a clear conceptual base, the functions of the main objects are not identified; and the subjects of personnel policy, their rights and duties in the field of personnel training; Transition, countries to market relations and structural, shifts in the economy were not supplemented with the necessary institutional transformations. The implementation of effective measures in the field of training and training; "Frames, starting from school and ending with postgraduate structures, too delayed. Allowed the destruction of the previous system: the formation, personnel potential of the country, the state has introduced this process to the samone, which ultimately led to a dismantling Many useful elements: in the Russian training system, in particular, almost complete destruction of the existing system of vocational training of workers. There was a sharp reduction in public investment on the development of education, training and retraining of personnel, and an increase in the paid training of specialists. The emergency activity of various kinds of foreign funds contributes to the outflow of the best Representatives of educated Russian youth abroad. In the current conditions, a new personnel policy is needed, joint scientific and practical activities of higher education and many commercial organizations aimed at the further development of the employment of all enterprises Tiy with various forms of ownership, achieving vocational qualification balance and improving the quality of labor resources, the formation and rational use of human abilities, especially on the basis of improving vocational training and increasing the competitiveness of young workers and specialists. Therefore, at present, there is an urgent need for a transition from individual measures to improve the professional competence of personnel to the formation of a system of working force management system at enterprises. In other words, it is necessary to develop and apply the management system for the development of labor potential at each enterprise, and first of all in all structures of the machine-building complex, ensuring the leading development of various industries of the domestic industry.

The degree of development of the problem. Many leading both Russian and foreign researchers and specialists have made a great contribution to the scientific and practical solution to this very difficult task. Among the domestic scientists - the authors of famous staff management textbooks - V.V. Adamchuk, V.A. Balaban, M.I. Bachekov, B.M. Genkin, N.A. Gorelov, A.P. Egorshin, P.V. Zhuravlev, A.Ya. Kibibanov, Yu.G. Odegov A.I. Roof, E. Slaleinger and many others. The creators of the theory of human capital are foreign authors - G. Becker, Duessoler, A. Marshal, etc.

The relevance of the problem of improving the system of working strength management system, lack of scientific desire and undoubted practical significance in the conditions of modern Russia determined the choice of themes, goals and objectives of the dissertation research.

The purpose and objectives of the study. The purpose of this dissertation work is a comprehensive study of the workforce management system, the development of mechanisms for the formation and management of this system.

In accordance with this purpose, the following tasks are set and resolved: the study of the theoretical foundations and prerequisites for the formation of the employee's labor potential; determination of the role of labor and human capital in the formation of labor potential; detection of prerequisites for the formation of a system of working strength management system at enterprises;

Development and systematization of performance indicators of labor and factors of the competitiveness of a modern employee;

Development of tools for forming a system of working force management system; determination of effective mechanisms for managing the quality of employees;

The object of the study is labor and employers at consumer cooperation enterprises, the organization of the workforce management system in the field of labor economy and socio-labor relations.

The subject of the study is economic relations arising at the level of economic entities on the formation and functioning of the system of working force management between employers and employees.

The methodological basis of the study was the work of domestic and foreign scientists and specialists in the field of microeconomics, the theory of the company, the economy of labor, statistics, quality management and other areas of economic science.

The research methodology is based on a systematic approach to the analysis of the workforce management system in the practice of Russian enterprises. The work used a complex of methods to investigate the efficiency of the workforce quality management system such as: systemic, sociological, expert assessment method, statistical and economic and mathematical.

The legal framework was the regulatory documents and instructions, decisions of the Government of the Russian Federation, regulating the certification of quality systems. The statistical base of the study was formed by the real data of individual enterprises and organizations of the Russian Federation as a whole and in its individual entities.

The empirical base of the study was the data of the State Statistics Committee of the Russian Federation and the territorial statistical bodies, the results of research of domestic and foreign authors, the reporting data of the enterprises under study, the results of sociological research, as well as selective data of analytical research of enterprises obtained by the author of the work.

Thesis of the dissertation endowed with the defense:

1. Special attention in improving the quality of labor, for its compliance with the requirements of international markets, is mainly reduced to bringing the national system of professional standards in line with the requirements for the international labor market. Such measures will enhance the quality of labor, its competitiveness, as well as the free yield of products of Russian enterprises to the world market. However, the study of this issue at the micro level showed that these measures are not enough to develop and implement management quality management systems at specific enterprises.

The heads of enterprises lack the algorithm for the development of a multi-criteria system of working force management system, which takes into account the external and internal market factors, while being a scientific basis for its design, development and implementation. X 2. In achieving high productivity of labor, the human factor has the most important importance to the human factor, the effectiveness of labor ^ return on which is determined by the level of development of the abilities of each employee, the amount of accumulated human capital, the degree of use of labor potential.

The employment of the individual employee is characterized by the total opportunities of workers for effective economic activity. There is a direct relationship between the employment of the employee, its abilities and the results of labor, income and standard of living, since the growth of one factors causes the corresponding changes to all other. The main feature of the employment is its inseparable from the identity of the carrier. That is why the employment potential of a separate employee has its borders determined by the mental and physical abilities of a person, moral and other personal characteristics that determine the inclination of the individuality of the individual to professional growth and creative development.

For the most efficient use of the employment potential of the employee, it is necessary to take into account the important aspects associated with all the steps of its formation. It is the system of working force management that is able to unite all stages of creating an employee (from the choice of profession to professional activities).

3. Worldwide, companies have to work in competition, instability of the business environment and uncertainty, sometimes leading to sharp changes. That is why management priorities should be established taking into account the significance of the human factor in the economic life of enterprises and companies. Human resources are exhausted, so they require a careful relationship and application of such a management system, which, on the one hand, will provide the necessary conditions for the growth of labor potential, and on the other hand, it will achieve its effective application in the process of employment.

Each company * has a unique set of needs and conditions, so it is impossible to develop any universal recommendations for managing the workforce quality system for all enterprises at the same time. However, the modeling of the proposed toolkit will allow each company to develop its system quality management system.

4. The use of a workforce quality management system will achieve a number of weighty results:

The workforce management system helps to increase the attractiveness of the enterprise for potential workers and other stakeholders;

Employees that do not meet modern requirements or the help of the workforce management system programs receive a chance to increase their employment and maintain work; The greatest efficiency in the application of quality management quality management systems is obtained by large companies, however, small firms can also implement certain programs for the workforce quality management system, applying less formal approaches as necessary.

5. The quality of the workforce is of paramount importance for the employer, since it determines the quality of the work workers performed by these. With the greatest value of the integral indicator of the quality of labor, the highest useful effect obtained by each cost ruble is provided, i.e. Maximum efficiency for the company. Under the management of the quality of workforce means the achievement of a certain (necessary) level of quality of workforce by organizing training programs, exchange of experience in enterprises, as well as the creation of the conditions for the necessary forgining this qualitative level:,

To build an effective system of working strength management system, first of all, it is necessary; Determine the quality indicators, working: strength and factors of competitiveness of the modern employee: characterizing the factors of employee competitiveness can be allocated: the qualities that a person introduces to its work: mind, energy, positivity, reliability and dedication; Human ability, learn:;, gifts, imagination, creative "personality character, seducker; motivation: a person to share * information and knowledge: teamwork and target orientation.

6. The most important tool for increasing the competitiveness of modern enterprises should be the quality management system of working? Forces. Quality management of working; Forces are the term that we use to describe an integrated and holistic, conscious and active approach to improvement; Associated with the working activities of knowledge and behavior using a wide "spectrum of training methods and strategies: these strategies and methods are designed to help: employees, groups and companies fully realize their potential due to the disclosure of individual capabilities and improving the efficiency of work, in specific conditions. Main: goal / system, quality management; - constant improvement, development of employee's labor potential, improving the quality of work: force. In the widest understanding, quality management; labor force can be interpreted as "the ability to integrate training in the workflow."

The following main directions are allocated in the field of working force management: individual development; Development, taking into account the needs of the current work or situation ;: Development in relation to new working conditions or in new working conditions, activities aimed at rethinking personal or organizational goals; Development aimed at improving and filling out the meaning of the activities of individuals, companies.

The scientific novelty of the results of the study generally lies in a comprehensive study of the system of working strength management system, developing mechanisms for improving and managing this system. Novelty elements contain the following main results of the dissertation research:

The algorithm is proposed for the formation of a workforce quality management system, characterized by the possibility of accounting not only to domestic, but also external market factors, which makes it possible to reduce the costs of its use in modern enterprises, and is simultaneously the scientific basis for the design and development of multi-criteria system quality management systems, based The relationship between the development of the employment potential of the employee and the quality of work performed by him in the process of organizing labor and production activities.

The definition of the quality of labor, as a comprehensive assessment of the personal characteristics of the employee (the quality that a person brings to its work is to their work; human ability to learn; human outlook share information and knowledge) used in the labor activity process, which allows to increase the efficiency of labor use in the enterprise.

The author's definition of the concept of "workforce quality management" is given, under which a permanent, planned, purposeful process of impact on all levels on factors and conditions ensuring the creation of an employee (design of a workplace and an employee's competence card, a choice of educational programs, selection of a suitable candidacy and its Adaptation to the workplace), who can most effectively use its employment potential, resulting in optimal quality products guaranteeing its full use;

The factors of increasing the competitiveness of labor, to the number of which include: vocational education and internship, continuous training and development, investments in the development of labor potential "employee, application of the system of mentoring and curacing, search for common benefits for employees and companies, care for the health of the staff of the enterprise, The impact of the quality of work performed on employee wages;

The appropriateness of the application of the procedure of system diagnosis of labor quality (diagnosis and analysis of the external environment of the organization; study of the goals and strategies of the organization and management system; research system of quality management system: classification of problems of the system of working force management system; assessment of the workforce management strategy from the point of view The objectives of the organization, analysis of the strong (weak) parties to the system of quality management system, analysis of the functions of the quality management system) in the framework of the workforce management system in modern enterprises in order to increase their competitiveness.

The concept of creating regional information T centers for "professional orientation of young people, ensuring access to full and reliable information necessary for the choice of the I profession, as well as assisting in the choice of a future profession, which will increase the effectiveness of the educational process, increase the guarantee of employment.

Practical significance of work. The practical recommendations developed in thesis make it possible to improve the efficiency of the mechanisms for managing the quality of labor system in modern enterprises. The proposed tools and specific methods for developing and creating regional professional orientation centers are universal in nature and are applicable to the conditions of any enterprises and sectors of the national economy. The proposed recommendations will contribute to the professional orientation of young people, which will increase the efficiency of the training system and the distribution of labor. The provisions of the thesis can be used in the process of teaching the courses "Labor Economics", "Human Resources", "Management of human resources development".

Testing and implementation of research results. Recommendations and suggestions arising from the dissertation study can be used by large industrial enterprises, enterprises of the commercial, as well as small and medium-sized businesses.

Structure of work. The thesis consists of an introduction, three chapters, conclusion, a list of references to 112 names.

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Conclusion of dissertation on the topic "Economics and management of the national economy: the theory of management of economic systems; macroeconomics; Economics, organization and management of enterprises, industries, complexes; innovation management; regional economy; logistics; Labor economy, Ilina, Tatyana Vladimirovna

Conclusion

As a result of the scientific research, the following fundamental conclusions were made:

In any socio-economic system, operating at different levels of management, the determining factors of the high efficiency of human activity are cash potential, existing labor resources or, in one word, organized by work.

Labor potential is characterized by the cumulative capabilities of workers to efficient economic activity. There is direct dependence between the labor potential of a person, its abilities and the results of labor, income and lifetime, there is a direct dependence: the growth of one factors causes the corresponding changes to all other. The main feature of the employment is its inseparable from the identity of the carrier. Therefore, the employment potential of a separate employee has its borders defined by the mental and physical abilities of a person, moral and intellectual qualities and other personal characteristics expressing the inclinations and the possibility of individual to professional growth and creative development. The concept of "employment potential" is used to characterize both a separate person and a group of employees and a whole labor team of the enterprise.

In a long time, with other things being equal conditions, the dynamics of labor productivity directly depends on the efficiency of human capital use, and more specifically - on the quality of labor. It also includes such characteristics of the employee as its general and professional knowledge, personal features - responsibility, enterprise, adaptability to new conditions, the feeling of a new one, etc. The physical data is important - the state of health, temperament, etc.

Speaking of business, you can describe human capital as a combination of the following factors.

The qualities that a person brings to his work: mind, energy, positivity, reliability, dedication.

The ability of a person to learn: giftedness, imagination, creative character of the personality, an ammunition ("How to do business").

Human prompting share information and knowledge: Commander Spirit and target orientation.

The development of human labor potential is the highest goal of the economic science and practical activity of people. In any field of economy, a person performs at the same time the main purpose of production and its main factor. Therefore, the improvement of human potential, an increase in the number of economically active, population, strengthen its health and strength, multiplying its knowledge and abilities, enriching the properties of its nature is in the domestic economy the most important direction of scientific research.

Organizational system management systems, built in enterprises, can encompass horizontal control, including process management, and vertical control from the bottom up. But it is very important to immediately understand the need to take into account these directions of management.

Summarizing the above can formulate the conditions for the effective functioning of the workforce quality management system: a) the use of motivation tools for quality work; b) training personnel, both professional issues and quality management issues; c) building favorable relationships between employees; d) Building constructive relations with an employer.

The quality of labor is determined by the ability to perform the necessary work on the creation of a product or service. It is the system of quality management of goods and services that dictates the conditions for the development of the system of working force management system.

Under the control of the quality of the workforce is understood by the permanent; a systematic, purposeful process of exposure at all levels on factors; and the conditions that ensure the creation of an employee who knows how to effectively use their employment potential, resulting in a product of optimal quality; Guaranteeing full use of it. . .

1. Standard of work expressed in the wording "zero errors".

2. Participation of employees of the company, both collective and individual.

3. The focus of the main attention; Improving human management processes.,. . . . one

4. Vera in what workers will become like-minded; If you understand your tasks.

5. Recognition of the merit of the employee:

Best results: in the creation ;: and release: competitive; products achieve; Enterprises with comprehensive information on the status and capabilities of production processes; and also timely generating control exposure? By their improvement. State system; staff training is regulated; The laws of "supply and demand: for labor, in accordance with which: funding for educational and professional programs is being financed. In the latter; years; at; Russia is the contribution of the state: the financing of these programs has decreased significantly, and the entrepreneurs are mostly not strong connections with state educational institutions. Under these conditions, many domestic enterprises cannot satisfy their demand for highly qualified personnel and. Forced to develop their own: systems - production or cooperative - professional training of workers of various categories.

In our opinion, the decision of the listed problems will help the creation of regional professional orientation centers. The purpose of the activities of such centers should be reduced to the redistribution of labor resources on professional interests between various sectors of the economy.

The regional centers we proposed on professional orientation will allow qualitatively affecting the formation of the employment potential of employees. However, not all problems can be solved in this way. We must not forget about the role of the enterprises themselves in improving the quality of labor. Lost traditions on the transmission of experience from the older generation of workers to the younger generation plays a very big role.

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Please note the scientific texts presented above are posted for familiarization and obtained by recognizing the original texts of theses (OCR). In this connection, they may contain errors associated with the imperfection of recognition algorithms. In PDF the dissertation and the author's abstracts that we deliver such errors.

Faculty ,, ...

Department of Management and Marketing

The topic of the course project "Increasing staff competitiveness by improving the use of personnel potential"

Course project on the discipline "Personnel Management"

Performed:

student c. No.

Supervisor:

Full name, scientific title (position)

Naberezhnye Chelny - 2010

Introduction 3.

1. Theoretical aspects of recovery analysis of personnel potential 6

Personnel potential: Essence, main characteristics 6

Appointment of personnel policies and stages of its implementation 8

Personnel Controlling as a factor in improving staff competitiveness 12

Analysis of personnel policy and personnel planning on the example of LLC M.Video - Management 13

Brief characteristics of the organization 14
The main indicators of staff planning 19
Personnel planning controlling in M.Video 22

Proposals for improving personnel planning on LLC M.Video - Management 23

Directions of improvement of personnel planning 23
Optimum framework modification option 24

Conclusion 28.

List of references 31

Introduction

Currently, in our country there was a certain level of stability associated with the satisfaction of longer population needs and the definition of the final owners of large enterprises and businesses. With this position, a prerequisite for the dynamics of growth, fastening on the market or increasing the profitability of the enterprise, when it is not about superfront, is to increase the competitiveness of the organization, one of which is a well-selected labor team and measures to improve the personnel management system. The main task of the personnel management system is to ensure a clear implementation of the staff of the tasks and functions set and defined in line with the objectives of the organization. To ensure complete implementation of the tasks of the staff in the organization, a personnel policy must be formulated, which determines the personnel work strategy, establishes exactly all goals and objectives, determines the principles of selection, alignment and development of personnel. Personnel, labor resources in the enterprise is an object of constant care from the enterprise's leadership. The role of labor resources is significantly increasing during the period of market relations. The investment nature of production, the priority of product quality issues changed the requirements for the employee, raised the significance of the creative attitude towards work and high professionalism. This led to significant changes in principles, methods and socio-psychological issues of personnel management at the enterprise. Well-selected labor collective is one of the main tasks of the entrepreneur. It should be a team of like-minded people and partners who can be aware of, to accept and implement ideas of the management of the enterprise. Only she serves as the key to the success of entrepreneurial activities, expressions and prosperity of the enterprise.

The goal of the course project is to develop proposals for improving personnel policies in order to increase the competitiveness of the enterprise (on the example of LLC M.Video Management).

To achieve the goal, it is necessary to solve several tasks:

1. Consider theoretical aspects of personnel management and human resource development.

2. To analyze the state of personnel potential and give the characteristics of LLC M.Video Management.

The object of study of this project is M.Video Management LLC (Naberezhnye Chelny). The subject of the study is the personnel potential of the organization as a factor in improving the competitiveness of the organization.

This paper uses methods for collecting information, such as studying documentation, observation, interview. Also used methods for analyzing information, such as statistical, deductive, structural, functional and system-strategic.

The course project consists of introduction, three chapters, conclusion, a list of used literature and several applications.

The first section of the course project discusses the theoretical aspects of personnel management and development of personnel potential. The essence of personnel potential is considered. The basics of the effectiveness of human resource management of the organization are described. The methods of improving the efficiency of human resource capacity are considered.

The second section of the course work is devoted to the analysis of the activities of M.Video Management LLC. Here is the overall characteristics of the enterprise. An analysis of the financial activities of the investigated enterprise is carried out. The process of managing personnel potential in the conditions of M.Video Management LLC is considered.

In the third section of the course project, recommendations are developed on improving the use of personnel potential of M.Video Management LLC using a package of documents.

An important role in achieving the tasks of the study was played by the use of T.V. textbooks Zaitseva, A.T. Tooth "Personnel Management", as well as R. Dafta "Management". Some ideas of interaction with staff are borrowed from the works of R. Kiyosaki "Rich dad, poor dad", as well as R. Plasteron and R. Kees "wins the one who makes more mistakes."

This topic is relevant in our country, because it is the effective personnel planning that allows you to be a successful and competitive organization. This topic is also relevant for the company "M.Video Management", since the increase in staff competitiveness by improving the use of personnel potential will increase the competitiveness of the enterprise.

1. Theoretical aspects of personnel management and personnel development

1.1. Personnel potential: Essence, main characteristics

The term "potential" in his etymological significance comes from the Latin word Potentia, which means hidden possibility, power, strength. Personnel potential can be defined as a set of abilities of all people who are engaged in this organization and solve certain tasks.
Considering the various components of the concept of "personnel potential" as a source of high-quality shifts in economic development, we conclude that the evolution of the category reflects the deep changes in the content of the entire system of economic concepts, in the center of which is a worker as a main productive force.

The category "personnel potential" considers the total employee not just as a member of production, but as an integral and moving beginning of all stages of the reproductive process; As a "carrier" of social needs, performs the function of goaling, objectively generates and subjectively sets the strategic and tactical goals of the development of the economy.
According to the domestic economist, A. M. Omarova, "in the person you used to see first of all the" labor resource ", but not a multi-size and competitive person ..."

According to the current statistical practice, labor resources consist of working bodies in working age and working in the country's economy. The social aspect of labor resources is expressed in such a phenomenon as human potential, the economic manifestation of which is human resources.

Recently, increasing development becomes an approach to the study of labor potential as an element of the human production factor, i.e. socio-economic phenomenon. In the concept of "employment potential", as an independently different from labor and human capital, the main sense-forming word is still "potential", i.e. The ability to implement something. So you can talk about its accumulation, including in the form of human capital, about the magnitude, as the degree of accumulation, on the implementation, including in the form of the use of labor resources.

The content of personnel potential and its main features can be formulated based on the next frame definition. Frames are qualified workers specially prepared for a particular activity when appropriate use of their use implies the maximum return on what is able to give a specialist in his education, personal qualities of the acquired experience of work. Each employee has an employment potential - a set of physical and spiritual qualities of a person who determine the possibility and boundaries of its participation in labor activity, the ability to achieve certain conditions of certain results, as well as to improve in the labor process.

The term "potential" means the presence of someone (separately taken by a person, the primary labor collective, society as a whole) hidden, not yet manifested themselves opportunities or abilities in the respective spheres of their livelihoods.

The main components of the employee's labor potential are:

Psychophysiological component: health, workability, endurance, ability and human incontinuance, type of nervous system and D.R.;

Socio-demographic component: age, floor, marital status;
- Qualification component: the level of education, the amount of special knowledge, labor skills, the ability to innovate, intellect, creative abilities, professionalism;

Personal component: Driving relationship, discipline, activity, value orientation, motivation, morality.

The employment potential of the employee is not a constant value, it is subject to change, both in the direction of increasing and decreasing. The creative abilities of the employee are accumulated in the process of labor activity increase as new knowledge and skills, health promotion, improvement of working conditions, but they may decline in the tightening of labor regime, health deterioration, etc.

1.2 Purpose of personnel policies and stages of its implementation

The implementation of the goals and objectives of personnel management and the increase in its competitiveness is carried out through personnel policies. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel service of the enterprise. In this regard, the personnel policy is a strategic line of behavior in working with personnel. Personnel policies are targeted activities to create a labor collective, which best contribute to the combination of the goals and priorities of the enterprise and its employees.

The main object of the personnel policy of the enterprise is personnel (personnel). The staff of the enterprise is called the main (regular) composition of his employees. Frames are the main and decisive factor of production, the first productive strength of society. They create and drive the means of production, constantly improve them. From the qualifications of workers, their training, business qualities largely depends on the efficiency of production.

Features of the current state of the market economy, the presence of elements of crisis phenomena, the dynamic development of market relations in the Russian economy makes special requirements for personnel management policies at any enterprise. Under these conditions, it is necessary to significantly increase the focus of personnel management, strengthen the production, technological and labor discipline, to ensure the introduction of modern methods of stimulating labor motivation, control over the performance and quality of labor, to achieve closer interaction of this type of management with the management of the enterprise as a whole.

Personnel policy provides a qualitative and timely adaptation of the organization to various changes in the external environment, and also contributes to high intravaluctive efficacy, which affects the best way to achieve high-quality, medium-sized, and long-term goals of the organization. The personnel policy is the key to the satisfaction of the needs of both customers, partners and personnel himself, as the greatest value of the modern organization.

Personnel policy is formed using personnel planning, as a tool to attract, prepare and preserve the efficiency of the workforce constituting the staff.

The main long-term goal of any organization is the desire to survive in a competitive struggle. At the same time, employees are the main competitive advantage of any organization.

Typically, the effectiveness of the organization is described in terms of execution and assesses as a combination of such complex characteristics as: the maximum use of opportunities, abilities and skills of employees; Achieving organizational goals and ability to attract the most prepared and highlyotic personnel. All this should affect the overall performance of the organization's activities; labor productivity, quality, customer service level, profit growth, cost increment.

In order to achieve effective activities, the organization should:

formulate and bring their mission and strategy to each employee;

create an organizational structure appropriate to the objectives of the organization;

introducing the most progressive (based on the results of world practice) the human resource management system.

The weakness and power of the organization depends on human resources. Professional decisions made by employees at any workplace determine the effectiveness of the implementation of industrial problems and form the overall success and effectiveness of the organization's activities. Therefore, it is important to control the staff, to encourage and help employees, so that, on the one hand, create all the conditions for the most complete realization of their professional baggage, on the other hand, to form a desire to work qualitatively and productively.

Thus, the contribution of personnel policy and activities of the personnel management service to the effectiveness of the organization is that it is:

helps the organization to achieve goals;

improves the efficiency of the use of opportunities, abilities and skills of human resources;

supplies an organization well-trained personnel;

improves employee satisfaction with work and stimulates their need for self-realization in the workplace;

creates, develops and supports the corresponding level of working conditions, which makes the work in this organization desired;

brings policies in the field of personnel to all employees;

supports the required level of culture of behavior and discipline in the organization;

plans and manages changes in the organization, taking into account the interests of individual employees, groups and organizations as a whole;

he helps reduce costs and increase competitiveness.

So, the main purpose of personnel policy is to form such a team that will be harmoniously, with the lowest costs to achieve production tasks, providing high quality of the final product.

Thus, it is built a steady basis for a market economy and interpersonal relations not only in the team, but in all society. This defines an important social function of personnel policy.

The following elements of the personnel management algorithm include the following elements of personnel management algorithm:

Development and implementation of personnel selection plans in accordance with the objectives of the organization, organizational culture, the state of the external environment, including in accordance with legislative standards of personnel activities;

Development and implementation of personnel use plans to achieve the growing effectiveness of the organization's activities, in accordance with intra-organizational bruises and subcrocesses;

Development and implementation of staff development and improvement plans, to move personnel within the organization, as well as the dismissal of some employees;

Control of the application of personnel policy for timely prevention of problems and modifying plans, thereby ensuring positive feedback with all the stages of the implementation of personnel policy.

There is a relationship of these stages of personnel policies with management functions, and in this particular personnel management:

Planning, as the first stage of personnel policy, including the primary study of the labor market, the possibilities of attracting, developing, improving and holding personnel, the result of which is a plan for the formation of the staff capacity of the collective;

An organization such as an essential personnel management element, including the distribution of resources, copyright for each member and employee groups, the distribution of rights and responsibilities, in accordance with the corporate strategy;

Leadership or motivation, which is ensured by caring for personnel manifested in the development, disclosure of the potential of workers, competent stimulating their labor, and strengthening cohesion, loyalty;

Control as an integral part of management, "eyes" of management, providing a vision of the quality of personnel policy.

As with any type of activity, personnel planning may have problems, and their appearance is nothing more than a new level of development of the management of the organization to achieve new heights of high-quality labor.

1.3. Personnel controlling as an integral process of staff competitiveness

Following personnel planning, a fundamentally important link in the implementation of the corporate strategy is regulation, operational management of human resources management - the so-called controlling. Its source base is information about the operational problem of solving problems, its comparison with the level of the initial stage and with the planned level. Based on the correlation of this information, the course is corrected. Strategic controlling personnel manages the potential of the company, providing its future. Significant discrepancies between the desired and actually achieved level of performance can be shifted by the strategy and even revise the general objectives of the company.

Controlling is primarily aimed at studying the state of personnel policies, and is a "feedback" of the implementation of decisions with the planning, organization and motivation phase.

Controlling can be engaged in a separate service inside the organization, or an audit company attracted from the outside. At the same time, controlling can be carried out continuously with a certain interval, or situationally, in view of the established need.

Controlling helps to understand which stages of personnel policy need to be primarily emphasized in order to obtain a large productivity growth, or quick adaptation to new conditions.

In general, controlling is similar to personnel management, only works with the results of the implementation of the personnel strategy.

In modern times, a lot of attention is paid to the control of a highly immanta external environment and competitive struggle in the market. This "eyes" of personnel management, and, if there is a sufficient level of implementation of the controlling, the organization receives great advantages. Of course, small organizations cannot attract consultants, so they have to rely only on the forces of their own personnel service or personnel manager.

In the Practical section, consider personnel policies and recruitment planning M.Video-Management LLC.

Thus, it can be concluded that the implementation of the goals and objectives of personnel management and an increase in the competitiveness of the enterprise is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel service of the enterprise. Strategic controlling personnel manages the potential of the company, providing its future and helps to be a competitive and successful organization.

Personnel policy and recruitment on the example of LLC M.Video - Management

2.1 General information about the enterprise and personnel policy

LLC "M.Video - Management" (Briefly - M.Video) is one of the largest Russian networks on sales of audio, video, computer, household and office equipment. This is one of the four federal sales networks of this product, which occupies a second place on sales in the network sector - 10% of sales, after ELDORADO - 28% of sales. For "M.Video" follow "Technosila" - 9% and "world" - 8%.

The question of personnel policies and personnel planning in M.Video is in a very high location. When forming a civilization strategy, external factors are taken into account, such as:

Global trends of intervaluate development;

Customs policy of states - suppliers and the Russian Federation;

Political component;

Regulatory component, primarily in the Russian Federation;

Socio-demographic factors in the Russian Federation;

Financial stability and investment climate in the Russian Federation.

Also taken into account intra-organization factors, such as:

Personnel potential, incl. and prospects of the organizational leadership;

Financial position, i.e. the ability to develop and invest in new projects;

The effectiveness of the strategy, as an indicator revealed during the control;

The effectiveness of tactical and operational planning;

The position of the image of the company before the public;

Quality of marketing policies, etc.

Personnel planning is directly carried out in civilization planning, and there is a subsection in the company's strategy, which carries the name "Personnel Development Plan".

At the highest level of management, starting with the Board of Directors, the development of this plan begins. As a rule, third-party experts are attracted to collect information, and they work in direct cooperation with higher management (linear and functional managers).

The formation of the plan is carried out only by the management of M.Video. When forming plans, not only the prospects for the development of this enterprise, but also significantly affecting the factor - plans for the development of competitors. These plans are usually closed, and managers are developing alleged plans for the development of competitors in the field of personnel planning and corporate.

It can be said that for high-quality staff, all the strongest competitors are ready to pay high and stimulate in other ways. Therefore, "M.Video" has a wide organizational culture with its customs, events, heroes, values, beliefs, norms.

Personnel policy is very deeply interconnected with org culture, because People in a modern organization are not screws in a system that can be easily replaced, but valuable personalities who have a multifaceted view of the world, combining unique life experience and experience with unique development abilities and their values.

The organizational culture "M.Video" has a high adaptability to the values \u200b\u200bof each person, without causing significant contradictions even in case of complex situations.

An important place is occupied by the edition of "be aware", the published and distributed within the framework of the staff "M.Video". In this journal, everyone sees the values \u200b\u200bof the organization, is highly involved in the culture.

Among other things, the "graduate student" program is launched in M.Video, implemented to prepare high-quality personnel with high dedication to culture. As a rule, thanks to the high-quality investment program of development and the opening of new stores "M.Video", "graduate students", held a course of study, are appointed to posts of directors of stores, or directories (audio-video, household appliances, digital, acceptance department) .

During the course of the program "Postgraduate", the company's employee passes all stages of the company's business in a business unit (work in a warehouse with a mentor, work in the personnel department, work with directions managers who also act as mentors). That is, rotation is carried out, and the high-quality assimilation of the company's integrity in all its diverse forms of activity.

"M.Video" pays great attention and measures are applied to attract, develop and preserve personnel as a qualitative component of the organization. Personnel planning is carried out strategically, i.e. With the achievement of the main goal - the survival of the organization. Personnel planning is carried out from corporate personnel manager to managers of directions in stores. The top manager of the personnel is engaged in global management, while individual directions managers in stores are engaged in operational tasks. These tasks include:

Selection of candidates for an interview through the study of the questionnaire;

Acceptance of the most motivated, prepared and employee development;

Formation of a slender structure of the collective in directions or to other services (for example, the sellers of the audio video department, office workers);

Development of members of the team through trainings, operational meetings, etc., endowment of temporary powers and objectives of the manager of promising workers to form new managers;

Forming a staffing schedule, taking into account the optimality of a combination of convenience for staff and high quality performance (sales);

Planning in conjunction with the holiday schedule department;

Operational response to the unplanned lack of team members;

Control and application of administrative measures in case of poor quality or undisciplined performance;

The introduction and development of corporate culture at the interpersonal level in the entire state, including the manager himself;

Rotation of team members inside the department to improve the quality of awareness of the goods sold, to increase team cohesion, for the timely and high-quality adaptation of new employees;

Bringing to the staff of the leadership resolutions and ensuring feedback of members of the team with the leadership of the rules established in orgulture.

"M.Video" is an organization with a mixed divisional-matrix structure, which is presented in Figure 2.1. Divisionality is determined by the fact that this organization has many units with the same personnel in personnel (director, directories, personnel management, office, office, accounting, sales assistants are in all stores). Also in each business unit approximately the same ratio of these structural parts of the personnel.

In the head unit, the structure is almost the same, only engaged in global management at the level of the whole organization. There is a board of directors, i.e. Top managers and major shareholders involved in the formation of a corporate strategy. Among them, the president of the company, the personnel manager, in finance, on strategic development, for merchandising (purchases of goods, replenishment of the range), sales, logistics, commerce (pricing), on information technology.

Fig. 2.1. Structure of the campaign "M.Video"

In regional divisions (their 4 - south, East, North, West) the same structure of personnel. In each store of the company "M.Video" the same matrix management structure. (Fig. 2.2)

Fig. 2.2 Structure of the store "M.Video"

The matrix structure of the company "M.Video" is determined by the projects of achieving many strategic goals. There is a project to form a personnel reserve, within which there are their managers who have broad powers in certain boundaries. Such project managers cooperate directly with the functional leaders of the lower divisions (if the project is carried out throughout the organization), or with specialists of units (if the project refers to one unit). As an example of such a project, you can call the store opening project when the manager of this project is present at important stages of the store opening and additionally adjusts this process. When the store opens, the project ends and the manager is translated to another place.

Personnel planning at this enterprise is carried out at a decent level that meets the requirement of time and a high competitive control in this area.

2.2 Basic personnel planning indicators

In M.Video, the best indicator in Russia in terms of performance in this field of activity: the largest sales on m 2 of the trade area (approx. $ 11500 per year).

Thanks to a flexible wage and high corporate culture system in M.Video, a low frame flow rate of 0.32. Salary in the industry at a decent level.

Thanks to high-quality personnel policies and personnel planning, M.Video is located on 52 locations in the ranking of the most attractive companies of the Russian Federation for employment.

The need to update the frames is little expressed, and at the same time the company has launched a project to form a personnel reserve, which ensures the adequacy of well-trained personnel capable of working in any division, for any position.

A significant negative trend is the demographic decline in the Russian Federation, but this factor will become significant in 5 years when a large qualitative reserve will be formed.

The technological level of the sales and service process suggests that the company will not significantly reduce the required number of personnel. Therefore, we can say that in the next 5 years there will be no changes in the quantitative and qualitative need for staff.

The company has clear prescriptions of the duties of each employee who are reduced in the provisions of personnel policy. More than 90% of sellers confirmed their qualifications, or raised it, the rest were adopted recently, and have not yet been adapted to the labor process.

The company's strategy contains trends in the development of the market in Russia and the objectives of the company, as well as the conditions for the functioning of business units. Thanks to this, M.Video is capable of attracting the necessary number of employees to implement the necessary tasks. This contributes to the location of the stores: cities with a population more than 200 thousand people, with an average wage lower than in the company. Every year, M.Video opens new stores. In 2010, there are 200 stores of the company, and in 2011 it is planned to open 40 more. (Fig. 2.3)

Fig. 2.3. Predicted Growth of the company "M.Video" by the number of stores

From all of the foregoing, it can be seen that a substantially gross need for personnel will not differ from the likely predicted availability of personnel in most regions.

Accordingly, with the standard quality of personnel, the company until 2011. It will be necessary to increase the staff by 2.5 times. Therefore, the project for the formation of a personnel reserve is so important.

2.3 Personnel planning controlling in M.Video

In this company, the control is paid great attention.

An annually, the external audit company verifies the quality of personnel management on the basis of versatile data obtained by the study methods of documentation, observation, survey, etc. The inspection results are submitted to the table before the Board of Directors in order for top managers to modify the company's development strategy, taking into account the existing conditions and projected changes.

Among other things, a monthly special external service "Mystery Shopper" or a "mysterious buyer" checks 3 sellers in each store of the trading network. No seller can guess who is a real mysterious buyer. First of all, the qualitative characteristics of sellers are checked, such as the compliance of corporate culture, the level of preparedness in their activities, compliance with social values \u200b\u200band ethics, the ability to attract buyers to the next purchases, etc.

Thanks to the results of the "mysterious buyer", the director of regional offices have the opportunity to influence administrative and even material measures to distinguished stores, primarily through the directors of the stores.

Thanks to this, the company supports a positive attitude, the atmosphere of the competition in conjunction with cooperation, which affects the results of the company's activities is very positive.

The results of the "mysterious buyer" in the form of reports are transmitted to top managers and an audit company, and on them there is a tendency to change the quality of personnel policy both throughout the company and in individual divisions.

We now turn to the head of the formation of proposals for improving the personnel policy on LLC M.Video-Management.

(1. Paragraph can not be less than 3 pages! And is it all about the controller in the organization?

2. General conclusions for 2 partition ???)

3 Proposals for improving personnel planning on LLC M.Video - Management

In Chapter 2, we considered the strengths and weaknesses of personnel policy on LLC M.Video Management.

In view of synergies, improving the quality of personnel motivation to 4 points out of 5 will allow us to talk about the general quality of personnel policy at the level of 0.8, which will significantly affect the performance of the company in the direction of efficiency growth. (You are these indicators and these factors in the 2ssment did not analyze!)

Also increases sales and profits.

So, the main directions of modification of personnel policies can be:

Changing the wage system;

Change of the system of intangible stimulation;

Changing the system of informing;

Changing the quality of management personnel;

Changing the structure, tasks, resources and responsibilities of subordinates.

From these directions, you can start implement everything, but it will be costly. It is important for us to determine the optimal option for the implementation of changes so that at the lowest costs a significant and greater positive result for the company's activities was ensured.

First of all, throwing a change in the wage system. These measures are now ineffective; As if innovative they did not look, they would not be able to significantly increase productivity. (-)

The system of intangible stimulation due to the variety of implementation forms has great potential to optimize the process of personnel motivation. Regarding inexpensive measures may bring great results. (+)

The information system may be improved, but its results will be significantly noticeable at the organization level, bypassing the motivation from operational management. (-)

Changing the quality of management personnel is expensive, although it can significantly affect the results of the motivation stage. In addition, there is a tendency to increase the lack of quality managerial personnel for "M.Video". (-)

Changing the structure, tasks, resources and responsibilities of subordinates can be made as a result of a deep and expensive study. In addition, such measures will have the most numerous part of personnel - sellers, extradition workers serving personnel. It is also very expensive, and the results rather do not justify themselves. (-)

So, of all these directions for improving personnel policies in M.Video, the most optimal is the change in the system of intangible incentive. Among other things, competitors came to these results by the induction method. Therefore, this area should be the most qualitatively investigated for the location of such opportunities and hidden resources that can withdraw this organization to a new level of quality of services provided.

Optimum framework for personnel planning

As we assume through the method of induction, competitors have the goals of improving their personnel policies to:

Attract the necessary personnel, including on the part of their competitors;

Develop your staff to achieve performance improvement;

Save howl staff so that third-party strength and competitors could not attract him to themselves.

Based on the assumption of the specifications of the regions, we draw an analogy with the specification of companies engaged in trade:

Each company has unique features, unique resources and opportunities, and the quality of their use determines the situation in a competitive struggle.

In the Kopania "M.Video" an emphasis is on service and a large positive image before the public, because It meets the requirements of the modern market to "hold customers, raise their loyalty." Those. This positions the company as advanced in marketing activities in the environment of such networks.

From this mission, the goals of achieving certain results are arising, on the basis of the personnel development strategy. Personnel policy should be modified in the field of intangible personnel motivation, taking into account the above provisions.

In the field of motivation problems are defined: (On the basis of which determined - any study was carried out? What is your conclusion based on?)

Insufficient level of interpersonal interaction in the collective. Motivation of employees to cooperate, finding new ways to solve problems, the exchange of experience is insufficient is a significant disadvantage of the stage of personnel motivation in the company;

The low level of dedication to the culture of new employees. Inability to highlight the employee in the labor process both by the leadership and the colleagues give the moment the formation of a full-fledged high-quality specialist;

Low feedback with the bosses, and low promotion of the initiative of employees. From the head of the authorities to a greater extent, the unwillingness "hear" subordinates, which is the result of low motivation;

The tendency to reduce the quality of management personnel due to the large growth of the company. First of all, this problem concerns managers of stores, i.e. leaders who are more engaged in motivation than planning and organization.

Of these 5 points we define specific areas of solutions:

An area of \u200b\u200binterpersonal interaction in the teams subordinate to the directions managers (sellers, employees of verification and issuing);

The area of \u200b\u200bpower bureaucratic relations, determined by the execution of the assigned duties;

The quality of manual frames, the ability of managers to practical leadership and high motivation of subordinates.

These three areas contain many hidden features and "pitfalls". We offer applied measures to improve personnel policies at the staff motivation phase:

Conduct joint entertainment and competitive activities with the cultural program;

Periodically competition of modular groups, whose composition would change and included employees from different directions (for example, 4 module groups in each of which 3 vendors from the AV department, from the BT department, from the Digital department, from the issuance and verification department) , encourage them at a universal meeting with a separate word;

Conduct periodic courses on the knowledge of the orgulture and structures of power relations;

Invent the mottos, slogans and other attributes of orgulture, which would be repeated at staff meetings and strengthened openness and unity in achieving the company's goals; Create a cultural development service that would be engaged in the formation of a sustainable image of the best company in the minds of each employee;

To form corners of honor of the company's heroes, the most important place among whom leaders will occupy. For example, in this corner there will be the possibility of relaxation about the simultaneous study of the achievements of the company made at the same time with such excellent results. It is desirable that the staff can be involved in this collectively to approve the unity and integrity of the company's culture and the desire of any employee to do everything possible to achieve "our" goals.

These proposals are not expensive for implementation, and will be able to significantly increase the return on personnel, which contribute to the transition to a better level of services in the company M.Video Management LLC.

Due to the low costs (presumably less than 5% of the budget), the growth in the quality of personnel policy in the field of services will be about 18.7% (1- (0.65 / 0.8)). With the average elasticity of the relationship of buyers to the quality of personnel activities, real projected profits will increase by 9.4% after the re-purchase period (depending on the region and the activities of competitors).

The implementation of proposals will pay off during the cycle of repeated purchases, i.e. statistically within 1 year. In subsequent years, the company will be able to send additional profits to the development of both internal processes and foreign economic, charitable, and prospective activities.

Conclusion

There are many ways to increase the competitiveness of the enterprise. One of these methods is to improve the use of personnel potential. The relevance of the topic studied in work is dictated by the fact that more and more managers of enterprises pay their attention to their staff, realizing its value. Many managers come an understanding that, improving the use of personnel potential of the enterprise, can be ahead of rivals in a competitive struggle.

So, in this course project, an increase in the competitiveness of the enterprise is investigated by improving personnel planning in the theoretical aspect and in the aspect of applied activities using the example of M.Video Management LLC.

Controlling takes a unique place among the steps of personnel management, and is the stage of modifying personnel policy, which is also written in the term project.

In addition to all of the above, in this work a great place is paid to the consideration of the actual existing organization at an angle of personnel planning. Moreover, this company - M.Video Management LLC, is an example for many companies operating in the field of electronic technology, and, considering it in a course project, we revealed some important moments (strengths), and the problems that are Perhaps everyone.

Thanks to the theoretical base, disclosed in the chapter first, as well as the own experience of the formation and implementation of decisions, in this paper, describes specific steps that will help with relatively low costs of their implementation and maintenance to ensure an increase in the competitiveness of the M.Video campaign.

A significant identified lack of an enterprise: a low level of personnel planning motivation, which is like a "bottle of neck", which does not allow other positive traits of the company to manifest themselves throughout.

The overall efficiency of the company before the adoption of proposals is estimated at the level of 0.65, while after making the proposed measures, the effectiveness of personnel policy at the level of 0.8 is prognostically.

The payback of the draft implementation of these proposals lies within 1 year, which is an attractive course of solutions for M.Video in improving personnel management at this enterprise. The level of pure risk is small, and is in the standard framework for decisions.

Such steps will affect the company's activities in the best way, will help in less time to implement their ambitious plans and move to even greater altitudes.

The relevance of the topic is fully disclosed and is of great importance for any supervisor, for the competitiveness of the enterprise directly depends on the personnel potential of the campaign.

List of used literature

(Registration of the list does not comply with the requirements!)

Belyatsky N. P., Vvelesko S. E., Roisch P, Personnel management. Minsk, 2003.

Bizyukova I.V. Management frames: selection and evaluation. - M.: Economy, 2003

Borisova E. A. Personnel management for modern leaders. SPB., 2003

Accounting reporting M.Video Management LLC for 2006. Taken from www.mvideo.ru.

Dafa R. Management. 6th ed. - SPb.: Peter, 2004 ("Classic MBA")

Zaitseva T.V., tooth A.T. Personnel Management: Tutorial. - M.: Forum, Infra-M, 2006

Kiyosaki R. rich dad, poor dad. - Minsk: Popourry, 2005

Meson M., Albert M., Hedoi F . Fundamentals of management. M., 2003.

Okhotsky E.V. Book employee personnel service. - M.: Economy, 2002

Sotnikova S. I. Career management: studies. benefit. M., 2002.

Management personnel management: textbook / ed. A. Ya. Kibanov. M., 2002.

Charter LLC "M.Video Management." M., 2006 Taken from www.mvideo.ru

Frances R., Kees R. Leadership Paradoxes: Wins the one who makes more mistakes. - M.: Sofia, 2006

Plason R. Paradoxes Leadership: Account Management., M.: Sofia, 2004

Tsapkin Yu.A., Lukshinov A.N., Eriashvili N.D. Management: studies. Handbook for universities / ed. prof. Yu.A. Chick. - M.: Uniti-Dana, 2002

Development of labor potential and improving the competitiveness of Personnel of Clason enterprises Tatyana Vladimirovna. Theoretical and methodological foundations of assessing the employment potential of the enterprise Study of the creative potential of employees

Bibliographic reference

Recommended list of dissertations

Personnel potential in the formation of the labor market 1998, Doctor of Economic Sciences Andreev, Sergey Vladimirovich

Methodological foundations of the effective use of the employment of the enterprise in modern conditions 2001, Doctor of Economic Sciences Racked, Svetlana Vitalevna

Patriotic potential management system in integrated corporate structures 2004, Doctor of Economic Sciences Kuzmina, Natalia Mikhailovna

Formation and development of personnel potential of the hotel complex: on the example of Moscow 2009, Candidate of Economic Sciences Nikolskaya, Elena Yurevna

Development of labor management at the enterprise based on rational use of human potential 2008, Doctor of Economic Sciences Sushkina, Alexandra Aleksandrovna

The dissertation (part of the author's abstract) on the topic "Formation of an effective system of working strength management system as a factor in improving the competitiveness of the enterprise"

The mechanism of reproduction of labor potential and its impact on the competitiveness of the employee 2005, Candidate of Economic Sciences Shaburova, Aelita Vladimirovna

Management of human resources in the system of coordination of the management goals of organizations 2011, Candidate of Economic Sciences Baeva, Venet Dimitrov

Improving the system of manual management of machine-building enterprises 2008, Candidate of Economic Sciences Dobrovolsky, Dmitry Vladimirovich

Quality of labor in the conditions of the Far North 2007, Candidate of Economic Sciences Dryamov, Vladimir Petrovich

Development of appraisal technology in the Personnel Management System of the Enterprise: Methodology, Theory, Practice 2013, Doctor of Economics Makhmudova, Irina Nikolaevna

References dissertation research candidate of Economic Sciences Ilina, Tatyana Vladimirovna, 2009

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