Economic sciences/
Anna Kuga, master
State Higher Educational Institution «National
Mining University», Dnipropetrovsk, Ukraine
Optimization of personnel changes within the structural units of a single enterprise
In the
update of the modern Ukrainian society under
the influence of
systemic market
reforms particular relevance in
the management of
organizations becomes a
problem of personnel policy aimed at
meeting the
needs of the
organization
of skilled
labor, as the personnel policy is an important part of
the general
strategy of
the company
and its main competitive
advantage. This is because the effective operation
of enterprises in market competition depends
not only on the qualitative and quantitative characteristics
of employees,
but also on the effectiveness of
methods and
mechanisms for management.
This causes
the urgency and importance of the study subjects. Despite considerable interest
in the problems of personnel policy scholars such as S. Bandura, D. Goddess, O.
Hrishnova, V. Gorne, G. Dmytrenko Dorohuntsov S., M. Magura,
V. Kibanov, A. Kozlov, A. Colot , G. Shchekin
and others., it should be noted that issues related to the formation of a
comprehensive personnel policy on the basis of new approaches for dealing with
the nature of work and its performance by improving the institutional mechanism
for management personnel are not sufficiently studied.
Most
of the focus of scientists focused on
the aspects of
standardization work of
production workers,
work motivation of
individual employees
and groups
of departments, participation of
employees in
its capital improvement
of the forms
of remuneration, managing hiring and
dismissing.
Therefore, special
attention needs to question the
process of
moving personnel between
the departments within a company.
The
total flow dynamics and acceleration of
socio-economic
processes, a catalyst which acts
as a process enhancing information, is reflected in the
manpower policy of
the company. Along
with the dynamic movement of all
other resources of the enterprise, their constant updating
and modernization, labor usually
seen within the
enterprise as a static phenomenon. It
should be emphasized
that in this
case overlooked aspect of
turnover due to hiring and dismissal, as measured by the corresponding
ratio of
employee turnover.
The focus is on relatively constant recruitment stock for a certain
period within the company, which is usually characterized by static parameters
and the listed secret number. Performance analysis of the internal dynamics of
personnel in the company missing. Meanwhile, in the course of an employee of
their duties objectively, there are periods of professional growth, maturity
and aging.
Professional growth is associated with acquiring new employee knowledge,
skills and experience. During this period, the employee admits mistakes, but
also more time to perform different tasks of varying complexity, providing him
a rather rapid professional growth. Professional maturity is characterized by
full implementation of acquired skills, performance of complex tasks, a small
number of errors, but the lack of dynamic professional development. If this
period the employee is not interested in new information, does not increase
your level of knowledge, not attached to the creative work, then comes the
period of professional aging, which is characterized by low quality tasks, lack
of interest in mastering new methods and techniques of duty (fig. .1).
Figure 1
curve dynamics of professional level employee, depending on the time provided
no learning process
It should be noted that the length of the indicated periods increasingly
reduced, and there is enough fast dynamic merit employee for professional
growth curve. First of all, this is due to accelerated circulation of
information in society, economy informatization and computerization processes
of production, the emergence of new knowledge and the emergence of the need to
develop new more complex devices and computer programs. However, despite the
shortcomings of the professional period of aging through public moral values
and respect for colleagues, such employee is to hold position and can not be
dismissed. Since it held a special interview granted probation. Particularly
acute this situation manifests itself in an environment where the head company
becomes a disciple experienced employee who now is under the professional
aging, or of a unit of employees appointed its director and as a result of
friendly relations with former colleagues to influence change of personnel is
difficult enough. Thus, the situation in which an employee while in the period
of professional age, continues to hold the position, can be called
"prestige effect" teacher-friendly, family etc.
Consider how
the above provisions on periods of
professional
life by employee professional
growth curve (figure 1) can
affect the economic performance of
the enterprise.
Typically, the wage worker
is growing or stable depending
on the nature of his professional age, except
for the retirement period and
unique cases lowering position. Even if job errors, which
can be
removed bonuses, bonuses, allowances to salaries,
a general trend the
last depending on work experience an
employee at one company is growing. Thus comes a time when overall spending on employee salaries, which is
in a period of professional age, holding a position becomes greater
than the losses from mistakes inexperienced new workers, which in
theory can come to this position.
In this connection there is need for scientific justification of
administrative decisions relating to determination of the optimal point in time
transfer an employee to another position and the appointment of a new, subject
to minimizing the total cost of the enterprise. If the problem is considered
from the standpoint of rapid exponential professional growth when job
opportunities only hinder the implementation of the employee's own potential,
then we can talk about the occurrence of a time when companies from loss of
unrealized potential employee, which could be implemented in a different position
with more opportunity, more than the current costs on its payroll. So there is
a problem similar to the previous one.
From the
above, you can make the following conclusion. In
a modern enterprise economic category of
"work" takes on new meaning. The
work should be seen not only as a
static category, which means a
set of knowledge,
skills and experience within a
particular position, but as a dynamic movement of
knowledge, skills and experience between
the different
positions of
the enterprise
that contribute to effective work units to
which these positions are. Under
this category of "work" acquires
new properties, among which highlight the
speed and direction, value, volume and others.
Speed indicator reflects
the level of
dynamic movement of
employees between positions within
a company, or level
of update frames that hold a
certain position. Index reflects the
movement of
personnel movement between
the frame positions of increasing, decreasing or keeping the
same hierarchical level in the enterprise.
References:
1.
Theory and
Practice of Personnel Management: Manual / author-compiler
G. Shchekin. -
K.: AIDP, 1998. - 256p.
2.
I. Galitsiya System interest hired innovators and
employers in the use of proprietary intellectual
property /
I. Galitsiya //
Scientific Bulletin of
Uzhgorod University. A
series of "Economics." - 2005. -Issue. 17. -
Pp. 118-126.
3. L. Koval Evaluation
of competitiveness of staff as
a tool of promotion of innovative work //
Proceedings of
the fourth international
conference "Science and Education" 2001
". Volume 3. Economics. -
Dnepropetrovsk:
Dnepropetrovsk National University, 2001. - Pp. 20 -21.
4.
B. Gajewski Fundamentals of
management science:
a manual. - K.: MAUP. -
1997. -
112s.