Economic sciences/5. Workforce
management
Postgraduate Yezhelyi Y.
Higher educational establishment of Central Union of Consumer Societies
of Ukraine «Poltava university of economy and trade», Ukraine
Functional
responsibilities of personnel departments of consumer cooperation organizations
in Ukraine
Cooperation in Ukraine is a system of cooperatives, consumer societies,
district, regional and state associations, unions with their inherent
organizational and management functions, separate collective and cooperative
property, independent authorities, which operate according to the principles of
cooperative self-administration. The economic and social activities of consumer
cooperatives provide for appropriate and specific organizational forms of
governance, which crystallize from the birth of consumer cooperation all the
way to the present and reflect the internal organizational structure of the
system. The transition to a market orientation requires a different attitude
towards human resource management as one of the most complex human activities,
the specifics of which significantly affect the state of the labor market and
vocational training.
In its activities, personnel departments are guided by „The main provision of
the personnel department at district level organizations of consumer
cooperatives”.
However in practice this provision has not been revised for a long period of
time and has not been augmented with new features as well as it has not been
approved.
Traditionally, personnel departments perform functions of accounting
personnel and a mediator between management and unions: these establishments
enter into labor agreements, draw up personal files, conduct the registration
and implementation processes of decisions concerning personnel that are made by
heads and executives and compile the job descriptions. Functions of personnel
departments in enterprises and organizations of the system are often displayed
in hiring and firing people, organization of training and retraining processes,
the studying of staff movement and fluctuation, conducting a variety of
documents and compiling statistical reports, store and work books concerning
staff. It means that personnel departments continue to be only secondary
authority bodies of the collection and processing of personnel data, without
having access to human resource management, development of the wage system, or to
the regulation of staff professional promotion.
A reorganization of personnel departments in the system is needed, as
well as their transformation into the departments of human resources social
development, respectively changing their orientation. The following functions
should obtain the main role: planning and forecasting staff quantity,
professional development, adaptation, training, social protection, occupational
health and safety assessment of labor and fair wages.
The results of practical studies of enterprises and organizations of
consumer cooperation system in Ukraine and their analysis allow to define the
main challenges in dealing with personnel. Those are the relatively low level
of executive and labor discipline, lack of qualified personnel, lack of
professional skills among separate executives, poor morale, low motivation
level of workers and lack of initiative in solving production problems, the
transition of skilled workers into commercial structures and the presence of
confrontation between management and staff. All this testifies to the fact that
there is a need to improve the human resource management system.
The level of working with personnel does not meet modern requirements.
Significant miscalculations exist in the processes of personnel selection and arrangement,
the level of labor and executive discipline remains poor and so does the
responsibility for the entrusted affairs and the consequences of completed
work. Formalism is not eradicated in the process of personnel reserve formation
and not enough attention is given to improving their level of training and
continuous updating of professional knowledge in terms of market reforms.
Surveys and interviews conducted with leaders of cooperative
organizations and heads of personnel departments have revealed the importance
of functional differentiation of certain employees who work in such
departments. This differentiation consists of the following levels:
high – the formation of a stable team; organization of personnel
evaluation, strengthening discipline and reducing staff fluctuation which rises
significantly in the present conditions;
medium – organization of training, organization of professional advancement
and adaptation, arrangement and staff development, reserve, performance
evaluation and certification of personnel;
low – assessment of the future staff requirements, organization of
vocational guidance, assessment of the staff material incentives development system.
The analysis of personnel departments of organizations and enterprises of
Consumer Cooperatives in Ukraine suggests that the problems of personnel
management in the near future will always be in the spotlight as it can not be
separated from the organization's management system as a whole by the fact that
it includes not only its own functional units but all of the linear managers
and heads of all departments, organizations and enterprises of the system which
perform technical, industrial, economic and other controls so that their
effective work with the staff depends on the effective functioning of
organizations and enterprises of the nowadays Ukrainian consumer cooperatives
system.
Sources
1.
Теплова Л.Е. Основы потребительской кооперации: учебное пособие / Л.Е. Теплова – М.: Вита-Пресс, 2005. – 160 с.
2.
Шимановська-Діанич Л.М.
Управління персоналом. Опорний конспект лекцій для студентів кооперативних
вузів спеціальностей: 7.0502.01 “Менеджмент організацій”, 7.050206 Менеджмент зовнішньоекономічної
діяльності. Ч.II. / Л.М. Шимановська-Діанич. – Полтава: ПУСКУ, 2001. –
78 с.
3.
Petrova I.
Strategies of human resource management in the context of organizational
changes // 4-th International Scientific Conference BUSINESS AND MANEGEMENT;
14-th International Scientific Conference enterprise management: diagnosis,
strategy, efficiency. Conference proceedings. – Vilnys: Technica. 2006, Р. 50–53.